CAMPBELL SOUP COMPANY 2014 ANNUAL REPORT
THE PATH
TO OUR
FUTURE
Real food that matters for life’s moments
is the North Star that will guide us in
a changing world. It’s a clear and singular
purpose … that will strengthen the
connections our company and our brands
have in people’s lives … serve as a filter for
our decisions … drive higher performance
… and inspire us as we aspire to become
a $10 billion company by strengthening
our core business and expanding into
faster-growing spaces.
GROWTH PLATFORMS TO
DRIVE GREATER SUCCESS
We’ve taken action to strengthen our core business
and to shift our center of gravity to reshape Campbell
for future growth. We continue to diversify our
$8+ billion portfolio beyond our center-store product
lines in traditional mass and grocery channels.
A step at a time, we’ve been building our presence
in packaged fresh foods and other faster-growing
spaces; in strategically important geographies outside
of our developed markets; and in channels that will
make our products available everywhere consumers
shop now and in the future.
Campbell Soup Company
1
Denise M. Morrison
President and
Chief Executive Officer
FELLOW SHAREHOLDERS,
A year ago, I told you that I was optimistic about Campbell’s future. Today, I remain confident that our strategy
to reshape Campbell by strengthening our core business and expanding into faster-growing spaces is the right
course for our company. But I also know that it will take more time than we originally anticipated to achieve our
long-term growth targets. Our industry is now in a period of profound change and challenge, and there has been a
meaningful slowdown in the performance of the packaged food sector. Including the benefits of recent acquisitions
and a 53rd week in the fiscal year, Campbell delivered growth in both sales and adjusted earnings in fiscal 2014,
but our results for the year showed the impact of the forces that are transforming the food business. Today, we are
engaging with those forces head-on. I believe we are making smart decisions to build a bright future for Campbell
and deliver profitable growth for our shareholders.
Seismic Shifts
It is important for our shareholders to be aware of the seismic shifts that are driving powerful changes in consumer
behavior with respect to food. First and foremost is the impact of a persistently challenging economic environment.
In the United States and other developed markets, lower- and middle-class consumers continue to struggle.
The long-awaited rebound from the Great Recession has not brought them meaningful relief, and their purchasing
behavior reflects their caution about the future. These consumers continue to demonstrate a pronounced focus
on value, and it appears that focus is here to stay. At the same time, from a global standpoint, we are witnessing
a dramatic economic realignment — a shrinking middle class in the U.S. and other developed economies, and a
burgeoning middle class in developing markets. According to some projections, two-thirds of the global middle
class will live in Asia by the year 2030.
We are also seeing a stunning transformation in consumers’ food preferences and in their expectations of food
manufacturers and retailers. Consumers are demanding greater transparency. They want to know where and how
their food is grown and produced, and where food companies stand on issues that are important to them. Across
generations and cultures, heightened concern about the impact of diet on health and well-being is fueling the
growth of fresh, packaged fresh and organic foods — trends that are driving the expansion of the perimeters of
retail stores and adversely affecting center-store categories.
Powerful social and demographic changes are also presenting new challenges for food companies. In addition
to the much-discussed impact of the 80 million members of the Millennial generation and now more than 50 million
Latinos in the U.S., our industry must respond effectively to the needs of the new American family — a unit that
today includes growing numbers of adults-only households, single-person households, single-parent households,
multi-cultural households, same-sex households and families with several generations under a single roof. Every
one of these families is important, and all of them eat and shop differently than the traditional families on which
our industry has focused for so long.
Finally, after a decade of transformational impact on other sectors of the economy, e-commerce is coming to food.
Online grocers are changing the game, and traditional retailers are entering the e-commerce fray. Ready or not,
our industry must do a much better job of leveraging this expanding channel.
2 Campbell Soup Company
THE FOOD INDUSTRY HAS
ARRIVED AT A “NEW NORMAL.”
I believe that, in combination, these forces of change have driven our industry to a tipping point. In the past
year, we have seen slower growth across the packaged food sector. We have also seen intensified competition,
widespread cost-cutting and continued consolidation, as competitors seek synergies and the advantages of scale.
Whether these trends will produce their intended benefits remains to be seen, but overall, there can be little doubt
that the food industry has arrived at a “new normal.” At Campbell, we believe that the winners will be companies
that adapt successfully to the changes in our universe; provide products that respond to consumers’ evolving
needs and values; and operate with a clear and authentic sense of purpose. And I am confident that Campbell
will be one of those companies.
Embracing Change
When I became CEO in 2011, Campbell was struggling to adapt to a changing world. Today, we’re embracing
change as we continue to diversify our $8+ billion portfolio beyond our center-store product lines in traditional
mass and grocery channels. A step at a time, we are building our presence in packaged fresh and other faster-
growing spaces; in strategically important geographies outside of our developed markets; and in channels that
will make our products available everywhere consumers shop.
WE BELIEVE THAT THE WINNERS WILL BE COMPANIES
THAT ADAPT SUCCESSFULLY TO THE CHANGES IN
OUR UNIVERSE ... AND I AM CONFIDENT THAT
CAMPBELL WILL BE ONE OF THOSE COMPANIES.
In fiscal 2014, we achieved key milestones in our execution of these strategies. We completed our acquisition of
Kelsen Group, which has given us a valuable growth platform for baked snacks in China and Hong Kong. Plum
became the leading brand of organic baby food in the U.S. in the fourth quarter. We invested in our first marketing
programs to build the Bolthouse Farms brand and expanded the distribution of Bolthouse products, driving strong
sales growth. We divested our slow-growing European simple meals business to focus on growth opportunities
in Asia and Latin America, and expanded our sweet biscuit business in Indonesia, a key developing market.
We transitioned to a new U.S. network of distributors to drive the availability of our single-serve beverages for
immediate consumption, and increased e-commerce programs in key online channels. And we continued to drive
consumer-focused innovation, launching more than 200 new products.
Affirming Our Purpose
We also made an important effort in fiscal 2014 to reflect on our company’s purpose, which we’ve expressed
in seven words — Real food that matters for life’s moments. This purpose will be the compass that guides
our decisions as we seek to become a $10 billion company within the next five years. It affirms our connection
to the core values that have inspired trust in Campbell for 145 years, and it bridges us to the priorities of
new generations.
Our purpose is based on a set of unwavering beliefs — that food should be delicious, accessible, and affordable;
that it has profound power to connect people to each other; and that what we do every day matters … for the
families that depend on our products, for our employees, customers, and communities, and for our shareholders,
who expect solid, sustainable returns. These beliefs have helped Campbell’s brands earn a special place in people’s
lives. As we reshape our company, they will connect us to our past while illuminating the path to our future.
Campbell Soup Company
3
Fiscal 2014 Results
In fiscal 2014, we were encouraged by the performance of the businesses we acquired in the last two fiscal years
as part of our strategy to reshape Campbell’s growth trajectory. But we were not satisfied with the performance
of our core business. Sales from continuing operations increased 3 percent to $8.268 billion, benefiting from
acquisitions and an additional week in the fiscal year. Organic sales declined 1 percent.* Adjusted earnings per
share from continuing operations increased 2 percent to $2.53.*
In U.S. Simple Meals, we delivered growth in sauces, with higher sales of Prego pasta sauces and Campbell’s dinner
sauces. But after growing 5 percent in fiscal 2013, sales declined in U.S. Soup, as growth in Swanson broth was
more than offset by declines in ready-to-serve and condensed soups amid softer consumption. In Global Baking
and Snacking, we saw modest growth at Pepperidge Farm, including continued gains in our Goldfish franchise and
fresh bakery, and solid growth in Indonesia. As we expected, sales declined in our business in Australia and in our
U.S. Beverages business, and we have initiated turnaround plans to reinvigorate both of those businesses.
Looking Ahead
In fiscal 2015, we will take further action to drive growth in our important U.S. Soup portfolio and improve
category performance. To do this, we will continue to elevate quality, increase brand-building and drive more
innovation, including our first Campbell’s organic soups. We intend to expand in the premium soup segment,
strengthen ready-to-serve soups, and grow our number-one positions in condensed soups and broth. We will also
drive growth in Pepperidge Farm by executing against all the drivers of demand, including increased innovation,
particularly in the back half of the year. We will revitalize our shelf-stable U.S. Beverages business by leveraging
innovation and the powerful equities of the V8 brand in vegetable nutrition to capitalize on the juicing trend with
“affordable juicing.” We will also continue to stabilize our Australian business and rejuvenate sales of Arnott’s
biscuits in that key market. In faster-growing spaces, we expect sales to grow in our Bolthouse Farms, Plum
and Kelsen businesses as we expand distribution.
Consistent with our long-term strategy, we will focus on four key platforms to continue to drive our expansion
into faster-growing spaces: accelerated breakthrough innovation, including continued expansion in dinner sauces
and plans to extend the V8 brand into protein shakes and bars; the pursuit of branded leadership in packaged
fresh foods, a growing $18.6 billion category in which Bolthouse Farms has given us a solid foundation and is
now expanding with the launch of Bolthouse Farms Kids, an innovative portfolio of healthy snacks for children;
expansion in developing markets in Asia and Latin America, building on our footholds in China, Indonesia, Malaysia
and Mexico; and increased availability of our products in all channels, including immediate consumption and
e-commerce. We will fund our growth by aggressively managing our costs and margins. We will also continue to
drive agile decision-making, own our results and attract and retain world-class talent to further diversify our team.
Fiscal 2015 Guidance
In fiscal 2015, we expect to deliver modest growth in sales and adjusted earnings from continuing operations
on a 52-week basis, despite a consumer environment that is likely to remain challenging. However, we expect fiscal
2015 growth to be below our long-term targets for annual growth in sales and earnings. We continue to believe
that our long-term targets of 3 to 4 percent in organic sales, 4 to 6 percent in adjusted EBIT and 5 to 7 percent
in adjusted EPS are achievable, but we recognize that further portfolio reconfiguration, including smart external
development, may be required to deliver and sustain growth at this level.
* These amounts are adjusted for certain items not considered to be part of the ongoing business.
For a reconciliation of non-GAAP financial measures, see page 15.
4 Campbell Soup Company
Living the “New Normal”
As I enter my fourth year as CEO, our industry is facing potent challenges, and I believe it is essential to balance
optimism with realism. Consumers are changing in profound ways. At Campbell, we are putting the consumer first
and adapting quickly to the “new normal” of our world. While remaining true to our core beliefs, we have opened
our minds to new ways of thinking about our business. We have meaningfully changed the composition of our
portfolio and are following through on our commitment to diversify our business into faster-growing spaces. But
we know that it will take some time to realize the full promise of our new platforms; that we clearly have more to
do; and that we stand at a critical juncture. To win in the long term, food companies will have to embrace change,
and lead change. We are doing this at Campbell.
In closing, I want to thank our Board of Directors, the Campbell leadership team, our employees and our
shareholders. With your support, I fully expect that Campbell will be one of the winners in our industry as we
change our company’s growth trajectory over time and help define the future of real food.
Best,
DENISE M. MORRISON
President and Chief Executive Officer
CHAIRMAN’S MESSAGE
Fiscal 2014 was a challenging year for Campbell, as macroeconomic factors and
changing consumer behaviors negatively impacted the company’s performance.
As Denise describes in her message, Campbell continued to take steps to reshape
its portfolio and lay the foundation for an even more successful future. We know
there is more to be done, and remain dedicated to delivering sustainable, profitable
long-term growth for our shareholders.
In November, two long-standing directors will be retiring. Edmund M. Carpenter
and Charlotte Colket Weber have each served on the Board since 1990. Their fellow
directors, our management and shareholders have benefited in so many ways from
their wise perspective and special insights across a very broad front. Both will be missed. All other incumbent
directors are standing for reelection at the November Annual Meeting, including the newest member of the
Board, Marc B. Lautenbach, President and Chief Executive Officer of Pitney Bowes Inc. Marc joined the Board
in June 2014 and brings a fresh and relevant perspective as we continue to reshape Campbell for the future.
On behalf of the entire Board and the management team, I would like to thank our shareholders for their
continued support.
PAUL R. CHARRON
Chairman of the Board
Campbell Soup Company
5
STRENGTHENING OUR CORE
OUR BRANDS ENCOURAGE PEOPLE
TO SAVOR DELICIOUS MOMENTS THAT
MATTER IN THEIR LIVES
We’re linking the consumer’s key moments with our brands and taking action to drive their
future growth. We’re elevating the consumer experience by enhancing the quality and variety
of our products, from Campbell’s soups to Prego sauces, Goldfish crackers, Pepperidge Farm
cookies and V8 beverages. We’re leveraging our culinary expertise and consumer insights to
deliver new products that will satisfy people’s evolving tastes and needs. We’re focused on
optimizing all of the drivers of demand. We’re positioning our core businesses to delight our
millions of loyal consumers while building stronger connections with new generations.
Here’s a “souper” idea for people
who love organic food. We’re
launching our first range of Campbell’s
branded organic soups. They’ll come
in six delicious, ready-to-serve
varieties, including Chicken Tortilla,
Garden Vegetable and Tomato & Basil.
6 Campbell Soup Company
Campbell’s Condensed
Chicken Noodle soup is going
international. We’re introducing
varieties like Mexican-Style
Chicken Noodle to add a dash
of ethnic flavor to an all-time
classic. And we’re giving fans
of Campbell’s Chunky soup
more reasons to cheer by
expanding its winning lineup
of pub-inspired varieties.
We’re expanding in the fast-
growing premium soup segment
with indulgent new varieties
of Campbell’s Slow Kettle Style
soups; these complement our
range of Campbell’s Go soups,
which deliver bold flavors in
convenient pouch packaging.
Make it delicious with Swanson, the
number-one broth in America. Swanson
embodies the concept of easy, flavorful
cooking. Our products feed your
culinary creativity.
Moments of joy … baked with care. That
defines Pepperidge Farm, where we continued
to grow sales of Goldfish crackers and fresh
bakery products while launching new varieties
of Milano and Dessert Shop cookies.
Bringing the taste
of Italy home. White
sauces have propelled
the growth of Prego,
the number-two
brand of Italian
sauces in the U.S.
Tapping into the “veggie craze” by
launching new juices for adults with a
thirst for healthy lifestyles. Our V8 varieties
include Carrot Mango, Healthy Greens,
Golden Goodness and Purple Power.
Our innovative V8 V-Fusion energy drinks
have delivered strong growth.
(above) Latin American cuisine is full of
creative, bright and bold flavor. Our first
Latin-inspired Campbell’s Condensed cooking
soups add Latin sazón to a wide variety of
family-friendly dishes with authentic flavors
like Creamy Poblano & Queso.
(below) Pace, the number-two brand of
Mexican sauces in the U.S., is spicing things
up with new fruit salsas and dips.
Campbell Soup Company
7
BREAKTHROUGH INNOVATION
ACCELERATING
INNOVATION TO
EXPAND INTO
FASTER-GROWING
CATEGORIES AND
ATTRACT NEW
CONSUMERS
Breakthrough innovation is a key to driving growth
in our business. So we’re turning bold ideas into
new products that excite consumers and meet
their changing needs. People are preparing more
dinners at home and Millennials in particular told
us they enjoy convenient meals and real culinary
experiences. So we created Campbell’s Skillet Sauces,
followed by Campbell’s Slow Cooker Sauces and now
Campbell’s Oven Sauces. Offered in pouch packaging,
our dinner sauces make it easy to create memorable
meals with a few simple ingredients. Campbell is the
leader in this rapidly growing category.
It’s as easy as one, two,
three … steps. Anyone can
make delicious meals in
20 minutes or less with
Campbell’s Skillet Sauces.
8 Campbell Soup Company
We’re bringing
families together in
no time at all with
Campbell’s Oven Sauces,
a simple way to enjoy
oven-baked dinners like
Classic Roasted Chicken.
Extending
the V8 brand
Campbell is the leader
in the new and growing
$100M
U.S. dinner sauce
category
We’re introducing
V8 Protein shakes and
bars to extend the brand
into adult on-the-go
nutrition. Both are made
with vegetables like
carrot and sweet potato,
and sweetened with
ingredients like honey.
The shakes feature flavors
such as Chocolate, Vanilla
and Chocolate Raspberry.
The bars will launch in
Chocolate Peanut Butter,
Chocolate Pomegranate
and Oatmeal Raisin
varieties.
Campbell Soup Company
9
EXPANDING INTO FASTER-GROWING SPACES
AIMING TO BECOME A
BRANDED LEADER IN
PACKAGED FRESH FOODS
Our strategy begins with Bolthouse Farms, our dynamic growth platform in this thriving
category. Bolthouse Farms is Inspiring the Fresh Revolution with a portfolio that includes
fresh, cut-and-peeled baby carrots, super-premium beverages and refrigerated salad
dressings. We’ve introduced Bolthouse Farms Kids to meet the demand for healthy
beverages and snacks for children. Sales at Bolthouse Farms grew this year as we expanded
distribution in new channels and made marketing investments to introduce the brand to
millions of new consumers. We’re pursuing packaged fresh opportunities in our other
businesses, including fresh soups sold at retail and in food service.
$18B
Size of
the U.S.
packaged
fresh foods
category
Bolthouse Farms is fueling
the thirst for refrigerated
super-premium beverages.
Its innovative, on-trend
juices include varieties like
100% Carrot, Daily Greens,
100% Pomegranate and
Protein Plus™ Chocolate.
10 Campbell Soup Company
“Eat ‘Em Like Junk
Food!®” Bolthouse
Farms Kids makes
healthier snacking
fun for children with
Veggie Snackers,
single-serve packs
of fresh baby carrots
with natural seasoning,
in flavors like Carrot
Meets Ranch.
Bolthouse Farms baby carrots
are a healthy, nutritious snack
when you crave real food that’s
crunchy and delicious. They’re
farm fresh and grown with care.
Who needs undressed salads?
Bolthouse Farms has introduced new yogurt-
based salad dressings in varieties such as
Cilantro Avocado and Mango Chipotle at
just 40 calories per serving.
Like packaged fresh foods, organic foods
are growing in popularity as people seek
foods that fit their lifestyles. To build
our connection with these consumers,
especially Millennial parents, we acquired
Plum in June 2013. Founded by parents,
Plum is committed to nourishing little
ones with the very best foods at the very
first bite. Plum is a leading brand
of organic baby food in the U.S., and
we are expanding its innovative range
of organic simple meals and snacks for
babies, toddlers and kids.
Campbell Soup Company
11
You can find Bolthouse Farms Kids in the produce aisle, where our new
products include 100 percent fruit juice Smoothies and squeezable Fruit Tubes
made with no added sugar.
EXPANDING INTO FASTER-GROWING SPACES
GROWING OUR
INTERNATIONAL
BUSINESS IN
DEVELOPING
MARKETS IN
ASIA AND LATIN
AMERICA
To accelerate growth, we’re expanding in developing
markets where there are increasing numbers of
middle-class consumers. Our acquisition of Kelsen
in August 2013 significantly expanded our sales of
baked snacks in China, the world’s most populous
country. With more than 40 percent of its sales in
China and Hong Kong, Kelsen is one of the
cornerstones in our strategy to become a global leader
in biscuits; another is our Arnott’s brand, which is
growing rapidly in Indonesia. We’ve established a
solid foundation in Latin America for driving growth
in beverages and simple meals.
In Indonesia, a market
with a population of
more than 240 million,
we’re launching
Arnott’s Shapes. Many
Indonesians already
enjoy our Tim Tam and
Good Time brands
of biscuits.
Consumers in
Malaysia make
great-tasting meals
with our Prego
Italian sauces and
Kimball sauces.
(left) We’re making a splash in Mexico,
where we offer a range of single-serve
V8 Splash beverages and nectars that are
tailored to local tastes and preferences
with flavors like carrot and orange.
We see potential growth opportunities for our
brands in emerging economies across Latin America,
where we aim to build on our foothold in Mexico.
Kjeldsens and Royal Dansk
are our leading brands of
authentic Danish butter
cookies. Kjeldsens cookies
are popular seasonal gifts in
China, where we’re focused
on driving distribution to
attract new consumers. This
year, Kelsen was once again
selected as the only butter
cookie company in the world
to receive the endorsement
of the Royal Danish Court.
12 Campbell Soup Company
EXPANDING INTO FASTER-GROWING SPACES
INCREASING THE
AVAILABILITY OF
OUR FOOD AND
BEVERAGES IN
ALL CHANNELS
WHERE
CONSUMERS
SHOP
Consumers expect their favorite brands to be ubiquitous,
so we’re taking steps to make sure our brands are
available where and when they want them. From
Campbell’s soups, Goldfish crackers and V8 beverages,
to Bolthouse Farms super-premium beverages and
Plum Organics Mashups, our products increasingly
can be found in a range of channels beyond grocery
and mass, including club, drug, dollar and convenience
stores. After a decade of transformational impact
on other sectors, e-commerce is coming to food, so
we’re building new capabilities to leverage this growing
channel and connect our brands with consumers through
digital and social media.
From mobile apps to social
media platforms, we’re making
meaningful connections with
consumers as they engage with
our brands in their digital lives.
We’re making it easier for
on-the-go consumers to
enjoy our beverages. During
the year, we formed a new
network of distributors that
aims to expand distribution
of single-serve V8 and
Bolthouse Farms beverages
in convenience stores,
including 12-ounce varieties
of V8 100% vegetable juice.
Colorful eye-catching displays
of single-serve Goldfish crackers
are creating a new wave of
sales and smiles at store check-
out lines.
Campbell Soup Company
13
CAMPBELL SOUP COMPANY 2014
We make real food for real people.
They trust us to provide food
and drink that is good, honest,
authentic and flavorful — made
from ingredients that are grown,
prepared, cooked or baked with
care. People love that our food fits
their real lives, fuels their bodies,
and feeds their souls.
What we do every day matters. Families of all
kinds rely on our foods. Our people rely on us
for a challenging and supportive workplace.
Our customers rely on us to help them meet
the needs of their customers — profitably.
Communities rely on us to help them thrive. And
our shareholders rely on us for solid, sustainable
returns. We make the biggest impact for all these
groups when we set, and meet, high goals.
Our food encourages people to
pause and savor life’s moments.
Whether shared or enjoyed alone,
every single product we make
connects people — to each other,
to warm memories, to what’s
important today — and invites
them to live those moments a little
more richly.
14 Campbell Soup Company
FINANCIAL HIGHLIGHTS
(dollars in millions, except per share amounts)
Results of Operations
Net Sales
Gross Profit
Percent of Sales
Earnings before interest and taxes
Earnings from continuing operations attributable to Campbell Soup Company
Per share — diluted
Earnings (loss) from discontinued operations
Per share — diluted
Net earnings attributable to Campbell Soup Company
Per share — diluted
Other Information
Net cash provided by operating activities
Capital expenditures
Dividends per share
2014
53 weeks
2013
52 weeks
$
$ 8,268
$ 2,898
35.1%
1,192
737
$
$ 2.33
81
$
$ 0.26
818
$
$ 2.59
$
899
347
$
$ 1.248
$ 8,052
$ 2,912
36.2%
$ 1,080
$ 689
$
2.17
$ (231)
$ (0.73)
$ 458
$
1.44
$
$
$
1,019
336
1.16
In 2014, Earnings from continuing operations attributable to Campbell Soup Company were impacted by the following: a restructuring charge and related costs
of $36 ($.11 per share) associated with restructuring initiatives in 2014 and 2013; pension settlement charges of $14 ($.04 per share) associated with a U.S. pension
plan; a loss of $6 ($.02 per share) on foreign exchange forward contracts used to hedge the proceeds from the sale of the European simple meals business;
and $7 ($.02 per share) tax expense associated with the sale of the European simple meals business. Earnings from discontinued operations included a gain of $72
($.23 per share) on the sale of the European simple meals business.
In 2013, Earnings from continuing operations attributable to Campbell Soup Company were impacted by the following: a restructuring charge and related costs of
$90 ($.28 per share) associated with restructuring initiatives in 2013 and $7 ($.02 per share) of transaction costs related to the acquisition of Bolthouse Farms.
Earnings from discontinued operations were impacted by an impairment charge on the intangible assets of the European simple meals business of $263 ($.83 per
share) and tax expense of $18 ($.06 per share) representing taxes on the difference between the book value and tax basis of the business.
See below for a reconciliation of the impact of these items on reported results.
RECONCILIATION OF GAAP AND NON-GAAP FINANCIAL MEASURES
The following information is provided to reconcile certain non-GAAP financial measures disclosed in the Letter to Shareholders to reported sales and earnings results.
The company believes that organic net sales, which exclude the impact of currency, acquisitions, and an additional week in fiscal 2014, are a better indicator of the
company’s ongoing business performance. The company also believes that the financial information excluding certain transactions not considered to be part of
the ongoing business improves the comparability of year-to-year earnings results. Consequently, the company believes that investors may be able to better
understand its earnings results if these transactions are excluded from the results. These non-GAAP financial measures are measures of performance not defined by
accounting principles generally accepted in the United States and should be considered in addition to, not in lieu of, GAAP reported measures.
(dollars in millions)
Net Sales
Volume and Mix
Price and Sales Allowances
Increased Promotional Spending
Organic Growth
Currency
Acquisitions
Impact of additional week
Total
2014
2013
% Change
$ 8,268
$ 8,052
3%
0%
1%
-2%
-1%
-1%
3%
2%
3%
(dollars in millions, except per share amounts)
Earnings from continuing operations attributable
to Campbell Soup Company, as reported
Restructuring charges and related costs
Pension settlement charges
Loss on foreign exchange forward contracts
Tax expense associated with sale of European business
Acquisition transaction costs
Adjusted Earnings from continuing operations
attributable to Campbell Soup Company
2014
2013
Earnings % Change
EPS % Change
Earnings
Impact
Diluted
EPS
Impact
Earnings
Impact
$ 737 $ 2.33
0.11
36
$ 689
90
14
6
7
—
0.04
0.02
0.02
—
—
—
—
7
Diluted
EPS
Impact
$ 2.17
0.28
—
—
—
0.02
2014/2013
2014/2013
$ 800 $ 2.53
$ 786
$ 2.48
2%
2%
The sum of the individual per share amounts does not add due to rounding.
Campbell Soup Company
15
BOARD OF DIRECTORS
(As of September 2014)
OFFICERS
(As of September 2014)
Paul R. Charron
Chairman of Campbell Soup Company,
Retired Chairman and Chief Executive
Officer of Liz Claiborne, Inc.
Denise M. Morrison
President and Chief Executive Officer
of Campbell Soup Company
Edmund M. Carpenter
Retired President and Chief Executive Officer
of Barnes Group, Inc.2, 3
Bennett Dorrance
Private Investor and Chairman and
Managing Director of DMB Associates 2, 4
Lawrence C. Karlson
Retired Chairman and Chief Executive Officer
of Berwind Financial Corporation1, 3
Randall W. Larrimore
Retired President and Chief Executive Officer
of United Stationers, Inc.2, 4
Denise M. Morrison
President and Chief Executive Officer
Mark Alexander
Senior Vice President and President —
Campbell North America
Carlos Barroso
Senior Vice President —
Global Research & Development
David B. Biegger
Senior Vice President — Global Supply Chain
Irene Chang Britt
President — Pepperidge Farm and
Senior Vice President — Global Baking
and Snacking
Anthony P. DiSilvestro
Senior Vice President — Chief Financial Officer
Ellen Oran Kaden
Senior Vice President —
Chief Legal and Public Affairs Officer
Marc B. Lautenbach
President and Chief Executive Officer of Pitney Bowes Inc.
Luca Mignini
Senior Vice President and President — Campbell International
Robert W. Morrissey
Senior Vice President —
Chief Human Resources Officer
Michael P. Senackerib
Senior Vice President —
Chief Marketing Officer
Joseph C. Spagnoletti
Senior Vice President —
Chief Information Officer
Kathleen M. Gibson
Vice President and Corporate Secretary
Richard J. Landers
Vice President — Taxes
Ashok Madhavan
Vice President and Treasurer
William J. O’Shea
Vice President — Controller
Mary Alice D. Malone
Private Investor and President
of Iron Spring Farm, Inc.2, 3
Sara Mathew
Retired Chairman and Chief Executive Officer
of The Dun & Bradstreet Corporation 1, 4
Charles R. Perrin
Retired Chairman and Chief Executive Officer
of Avon Products, Inc.2, 3
A. Barry Rand
Retired Chief Executive Officer of AARP 1, 4
Nick Shreiber
Retired President and Chief Executive Officer
of Tetra Pak Group 1, 4
Tracey T. Travis
Executive Vice President and
Chief Financial Officer
of The Estée Lauder Companies Inc. 1, 3
Archbold D. van Beuren
Retired Senior Vice President
of Campbell Soup Company 1, 3
Les C. Vinney
Retired President and Chief Executive Officer
of STERIS Corporation 2, 3
Charlotte C. Weber
Private Investor and Chief Executive Officer
of Live Oak Properties 2, 4
Committees
1 Audit 2 Compensation & Organization 3 Finance & Corporate Development 4 Governance
16 Campbell Soup Company
SHAREHOLDER INFORMATION
World Headquarters
Campbell Soup Company
1 Campbell Place
Camden, NJ 08103
(856) 342-4800
(856) 342-3878 (Fax)
Stock Exchange Listings
New York
Ticker Symbol: CPB
Transfer Agent and Registrar
Computershare Trust Company, N.A.
P.O. Box 30170
College Station, TX 77842-3170
1-800-780-3203
Independent Accountants
PricewaterhouseCoopers LLP
Two Commerce Square
Suite 1700
2001 Market Street
Philadelphia, PA 19103-7042
Dividends
Campbell has paid dividends since the company became
public in 1954. Dividends are normally paid quarterly, near
the end of January, April, July and October.
A dividend reinvestment plan is available to shareholders.
For information about dividends or the dividend
reinvestment plan, write to Dividend Reinvestment Plan
Agent, Campbell Soup Company, P.O. Box 30170,
College Station, TX 77842-3170. Or call: (781) 575-2723
or 1-800-780-3203.
Annual Meeting
The Annual Meeting of Shareholders will be held on
November 19, 2014 at 4:00 p.m. Eastern Time at Campbell
Soup Company World Headquarters, 1 Campbell Place,
Camden, NJ 08103.
Publications
For copies of the Annual Report or the SEC Form
10-K or other financial information, write to Investor
Relations at the World Headquarters address, or call
1-800-840-2865 or visit our worldwide website at
www.campbellsoupcompany.com.
For copies of Campbell’s Corporate Social Responsibility
Report, write to Dave Stangis, Vice President – Public
Affairs and Corporate Responsibility at csr_feedback@
campbellsoup.com.
Information Sources
Inquiries regarding our products may be addressed to
Campbell’s Consumer Response Center at the World
Headquarters address or call 1-800-257-8443.
Investors and financial analysts may contact Jennifer
Driscoll, Vice President – Investor Relations, at the World
Headquarters address or call (856) 342-6081.
Media and public relations inquiries should be directed to
Carla Burigatto, Director – External Communications, at the
World Headquarters address or call (856) 342-3737.
Communications concerning share transfer, lost certificates,
dividends and change of address, should be directed to
Computershare Trust Company, N.A., 1-800-780-3203.
Shareholder Information Service
For the latest quarterly business results, or other information
requests such as dividend dates, shareholder programs or product
news, call 1-800-840-2865. Shareholder information is also available
on our worldwide website at www.campbellsoupcompany.com.
Campbell Brands
Product trademarks owned or licensed by Campbell Soup Company
and/or its subsidiaries appearing in the narrative text of this report
are italicized.
Forward-Looking Statements
This report contains “forward-looking statements” that reflect
Campbell’s current expectations about the impact of its future plans
and performance on Campbell’s business or financial results, including
its sales, earnings and margins. These forward-looking statements rely
on a number of assumptions and estimates that could be inaccurate
and that are subject to risks and uncertainties. The factors that could
cause Campbell’s actual results to vary materially from those
anticipated or expressed in any forward-looking statement include:
(1) the impact of strong competitive responses to Campbell’s efforts
to leverage its brand power in the market; (2) the impact of changes
in consumer demand for Campbell’s products; (3) the risks associated
with trade and consumer acceptance of Campbell’s initiatives;
(4) Campbell’s ability to realize projected cost savings and benefits;
(5) Campbell’s ability to manage changes to its business processes;
(6) the practices and increased significance of certain of Campbell’s key
trade customers; (7) the impact of fluctuations in the supply or costs
of energy and raw and packaging materials; (8) the impact of portfolio
changes; (9) the uncertainties of litigation; (10) the impact of changes
in currency exchange rates, tax rates, interest rates, debt and equity
markets, inflation rates, economic conditions and other external factors;
(11) the impact of unforeseen business disruptions in one or more of
Campbell’s markets due to political instability, civil disobedience, armed
hostilities, natural disasters or other calamities; and (12) other factors
described in Campbell’s most recent Form 10-K and subsequent
Securities and Exchange Commission filings. Campbell disclaims any
obligation or intent to update the forward-looking statements in order
to reflect events or circumstances after the date of this report.
The papers, paper mills and printer utilized in the production of this
Annual Report are all certified for Forest Stewardship Council® (FSC®)
standards, which promote environmentally appropriate, socially beneficial
and economically viable management of the world’s forests. The report
is printed on Mohawk Navajo, manufactured with certified, nonpolluting,
wind-generated electricity. This report was printed by Sandy Alexander,
Inc., which uses 100% renewable wind energy. Additionally, Sandy
Alexander has implemented technologies and processes to substantially
reduce the volatile organic compound (VOC) content of inks, coatings
and solutions, and invested in equipment to capture and recycle virtually
all VOC emissions from its press operations.
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Commitment to Sustainability. To connect
to our Corporate Social Responsibility Report
and learn more about Campbell’s approach
to building a sustainable environment and
honoring our role in society from farm to fork,
visit www.campbellcsr.com.
On the Web. Visit us at
www.campbellsoupcompany.com
for company news and information.
Hungry? Visit us at
www.campbellskitchen.com
for mouthwatering recipes.
Twitter. Follow us
@CampbellSoupCo
for tweets about our
company, programs
and brands.
1 Campbell Place, Camden, NJ 08103 -1799
investor.campbellsoupcompany.com
UNITED STATES SECURITIES AND EXCHANGE COMMISSION
Washington, D.C. 20549
Form 10-K
____________________________________________________________________________
ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d)
OF THE SECURITIES EXCHANGE ACT OF 1934
For the Fiscal Year Ended
August 3, 2014
Commission File Number
1-3822
CAMPBELL SOUP COMPANY
New Jersey
State of Incorporation
21-0419870
I.R.S. Employer Identification No.
1 Campbell Place
Camden, New Jersey 08103-1799
Principal Executive Offices
Telephone Number: (856) 342-4800
Securities registered pursuant to Section 12(b) of the Act:
Title of Each Class
Name of Each Exchange on Which Registered
Capital Stock, par value $.0375
New York Stock Exchange
Securities registered pursuant to Section 12(g) of the Act: None
Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act.
Yes
No
Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or 15(d) of the Act.
Yes
No
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
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 during the preceding 12 months (or
for such shorter period that the registrant was required to submit and post such files).
Yes
No
Indicate by check mark if disclosure of delinquent filers pursuant to Item 405 of Regulation S-K 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.
Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, or a smaller
reporting company. See the definitions of “large accelerated filer,” “accelerated filer” and “smaller reporting company” in Rule 12b-2
of the Exchange Act.
Large accelerated filer
Accelerated filer
Non-accelerated filer
(Do not check if a smaller
reporting company)
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
As of January 24, 2014 (the last business day of the registrant’s most recently completed second fiscal quarter), the aggregate
market value of capital stock held by non-affiliates of the registrant was approximately $7,711,154,033. There were 314,220,361 shares
of capital stock outstanding as of September 15, 2014.
Portions of the Registrant’s Proxy Statement for the Annual Meeting of Shareholders to be held on November 19, 2014, are
incorporated by reference into Part III.
TABLE OF CONTENTS
PART I
Item 1. Business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Item 1A. Risk Factors. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Item 1B. Unresolved Staff Comments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Item 2. Properties . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Item 3. Legal Proceedings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Item 4. Mine Safety Disclosures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Executive Officers of the Company . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
PART II
Item 5. Market for Registrant’s Capital Stock, Related Shareholder Matters and Issuer Purchases of
Equity Securities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Item 6. Selected Financial Data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Item 7. Management's Discussion and Analysis of Financial Condition and Results of Operations. . . .
Item 7A. Quantitative and Qualitative Disclosure about Market Risk . . . . . . . . . . . . . . . . . . . . . . . . . .
Item 8. Financial Statements and Supplementary Data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Item 9. Changes in and Disagreements with Accountants on Accounting and Financial Disclosure . . .
Item 9A. Controls and Procedures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Item 9B. Other Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
PART III
Item 10. Directors, Executive Officers and Corporate Governance. . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Item 11. Executive Compensation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Item 12. Security Ownership of Certain Beneficial Owners and Management and Related Shareholder
Matters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Item 13. Certain Relationships and Related Transactions, and Director Independence . . . . . . . . . . . . .
Item 14. Principal Accounting Fees and Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
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PART IV
Item 15. Exhibits and Financial Statement Schedules . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Signatures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
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2
Item 1. Business
The Company
PART I
Campbell Soup Company, together with its consolidated subsidiaries (Campbell or the company), is a manufacturer and
marketer of high-quality, branded convenience food products. Campbell was organized as a business corporation under the laws
of New Jersey on November 23, 1922; however, through predecessor organizations, it traces its heritage in the food business back
to 1869. The company’s principal executive offices are in Camden, New Jersey 08103-1799.
Background
On August 6, 2012, the company completed the acquisition of BF Bolthouse Holdco LLC (Bolthouse Farms). Based in
Bakersfield, California, Bolthouse Farms is a vertically integrated food and beverage company focused on developing,
manufacturing and marketing fresh carrots and proprietary, high value-added products. After taking into account customary
purchase price adjustments, the final all-cash purchase price was $1.561 billion. For more information on the Bolthouse Farms
acquisition, see Note 3 to the Consolidated Financial Statements.
On June 13, 2013, the company completed the acquisition of Plum, PBC (Plum). Based in Emeryville, California, Plum is a
leading provider of premium, organic foods and snacks that serve the nutritional needs of babies, toddlers and children. The final
all-cash purchase price was $249 million. For more information on the Plum acquisition, see Note 3 to the Consolidated Financial
Statements.
On August 8, 2013, the company completed the acquisition of Kelsen Group A/S (Kelsen). Based in Nørre Snede, Denmark,
Kelsen is a producer of quality baked snacks that are sold in 85 countries around the world. The final all-cash purchase price was
$331 million. For more information on the Kelsen acquisition, see Note 3 to the Consolidated Financial Statements.
On October 28, 2013, the company completed the sale of its European simple meals business to Soppa Investments S.à r.l.,
an affiliate of CVC Capital Partners. The all-cash preliminary sale price was €400 million, or $548 million, and was subject to
certain post-closing adjustments, which resulted in a $14 million reduction of proceeds. The company recognized a pre-tax gain
of $141 million ($72 million after tax or $.23 per share) in 2014. The company has reflected the results of the European simple
meals business as discontinued operations in the Consolidated Statements of Earnings for all years presented. The business was
historically included in the International Simple Meals and Beverages segment. For more information on the sale of the European
simple meals business, see Note 4 to the Consolidated Financial Statements.
Reportable Segments
The company reports the results of operations in the following reportable segments: U.S. Simple Meals; Global Baking and
Snacking; International Simple Meals and Beverages; U.S. Beverages; and Bolthouse and Foodservice. The company has 10
operating segments based on product type and geographic location and has aggregated the operating segments into the appropriate
reportable segment based on similar economic characteristics; products; production processes; types or classes of customers;
distribution methods; and regulatory environment. See also Note 7 to the Consolidated Financial Statements. The reportable
segments are discussed in greater detail below.
U.S. Simple Meals
The U.S. Simple Meals segment includes the following products: Campbell’s condensed and ready-to-serve soups; Swanson
broth and stocks; Prego pasta sauces; Pace Mexican sauces; Campbell’s gravies, pasta, beans and dinner sauces; Swanson canned
poultry; and as of June 13, 2013, Plum Organics food and snacks.
Global Baking and Snacking
The Global Baking and Snacking segment aggregates the following operating segments: Pepperidge Farm cookies, crackers,
bakery and frozen products in U.S. retail; Arnott’s biscuits in Australia and Asia Pacific; and as of August 8, 2013, Kelsen cookies
globally.
International Simple Meals and Beverages
The International Simple Meals and Beverages segment aggregates the following operating segments: the retail business in
Canada and the simple meals and beverages business in Asia Pacific, Latin America and China. See “Background” and Note 4 to
the Consolidated Financial Statements for information on the sale of the European simple meals business, which was historically
included in this segment. The results of operations of the European simple meals business have been reflected as discontinued
operations for the years presented.
3
U.S. Beverages
The U.S. Beverages segment represents the U.S. retail beverages business, including the following products: V8 juices and
beverages, and Campbell’s tomato juice.
Bolthouse and Foodservice
Bolthouse and Foodservice comprises the Bolthouse Farms carrot products operating segment, including fresh carrots, juice
concentrate and fiber; the Bolthouse Farms super-premium refrigerated beverages and refrigerated salad dressings operating
segment; and the North America Foodservice operating segment. The North America Foodservice operating segment represents
the distribution of products such as soup, specialty entrées, beverage products, other prepared foods and Pepperidge Farm products
through various food service channels in the U.S. and Canada. None of these operating segments meets the criteria for aggregation
nor the thresholds for separate disclosure.
Ingredients and Packaging
The ingredient and packaging materials required for the manufacture of the company’s food products are purchased from
various suppliers. These items are subject to fluctuations in price attributable to a number of factors, including changes in crop
size, cattle cycles, product scarcity, demand for raw materials, energy costs, government-sponsored agricultural programs, import
and export requirements and regional drought and other weather conditions (including the potential effects of climate change)
during the growing and harvesting seasons. To help reduce some of this price volatility, the company uses a combination of purchase
orders, short- and long-term contracts, inventory management practices and various commodity risk management tools for most
of its ingredients and packaging. Ingredient inventories are at a peak during the late fall and decline during the winter and spring.
Since many ingredients of suitable quality are available in sufficient quantities only at certain seasons, the company makes
commitments for the purchase of such ingredients during their respective seasons. At this time, the company does not anticipate
any material restrictions on availability or shortages of ingredients or packaging that would have a significant impact on the
company’s businesses. For information on the impact of inflation on the company, see “Management’s Discussion and Analysis
of Financial Condition and Results of Operations.”
Customers
In most of the company’s markets, sales and merchandising activities are conducted through the company’s own sales force
and its third-party broker and distributor partners. In the U.S., Canada and Latin America, the company’s products are generally
resold to consumers in retail food chains, mass discounters, mass merchandisers, club stores, convenience stores, drug stores,
dollar stores and other retail, commercial and non-commercial establishments. In the Asia Pacific region, the company’s products
are generally resold to consumers through retail food chains, convenience stores and other retail, commercial and non-commercial
establishments. The company makes shipments promptly after receipt and acceptance of orders.
The company's five largest customers accounted for approximately 35% of the company's consolidated net sales from
continuing operations in 2014, 36% in 2013 and 37% in 2012. The company’s largest customer, Wal-Mart Stores, Inc. and its
affiliates, accounted for approximately 19% of the company’s consolidated net sales in 2014, 2013 and 2012. All of the company’s
reportable segments sold products to Wal-Mart Stores, Inc. or its affiliates. No other customer accounted for 10% or more of the
company’s consolidated net sales.
Trademarks and Technology
As of September 15, 2014, the company owned over 3,700 trademark registrations and applications in over 160 countries.
The company believes its trademarks are of material importance to its business. Although the laws vary by jurisdiction, trademarks
generally are valid as long as they are in use and/or their registrations are properly maintained and have not been found to have
become generic. Trademark registrations generally can be renewed indefinitely as long as the trademarks are in use. The company
believes that its principal brands, including Arnott's, Bolthouse Farms, Campbell's, Goldfish, Kjeldsens, Pace, Pepperidge Farm,
Plum Organics, Prego, Swanson and V8, are protected by trademark law in the major markets where they are used. In addition,
some of the company's products are sold under brands that have been licensed from third parties.
Although the company owns a number of valuable patents, it does not regard any segment of its business as being dependent
upon any single patent or group of related patents. In addition, the company owns copyrights, both registered and unregistered,
and proprietary trade secrets, technology, know-how, processes, and other intellectual property rights that are not registered.
Competition
The company experiences worldwide competition in all of its principal products. This competition arises from numerous
competitors of varying sizes across multiple food and beverage categories, and includes producers of generic and private label
products, as well as other branded food and beverage manufacturers. All of these competitors vie for trade merchandising support
and consumer dollars. The number of competitors cannot be reliably estimated. The principal areas of competition are brand
recognition, taste, quality, price, advertising, promotion, convenience and service.
4
Working Capital
For information relating to the company’s cash and working capital items, see “Management’s Discussion and Analysis of
Financial Condition and Results of Operations.”
Capital Expenditures
During 2014, the company’s aggregate capital expenditures were $347 million. The company expects to spend approximately
$400 million for capital projects in 2015. Major 2015 capital projects include a Bolthouse Farms beverage and salad dressing
capacity expansion project, the ongoing implementation of a series of related initiatives to simplify and standardize the soup-
making process in North America (also known as the soup common platform initiative), the ongoing Pepperidge Farm cracker
capacity expansion project, the ongoing enhancement of the company's corporate headquarters in Camden, New Jersey, an ongoing
Bolthouse Farms warehouse capacity expansion project and an Indonesian biscuit capacity expansion project.
Research and Development
During the last three fiscal years, the company’s expenditures on research and development activities relating to new products
and the improvement and maintenance of existing products were $121 million in 2014, $128 million in 2013, and $116 million
in 2012. The decrease from 2013 to 2014 was primarily due to lower incentive compensation costs and cost savings from
restructuring initiatives, partially offset by the impact of acquisitions. The increase from 2012 to 2013 was primarily due to higher
incentive compensation and benefit costs, the addition of Bolthouse Farms expenses and higher costs associated with product
innovation in North America.
Environmental Matters
The company has requirements for the operation and design of its facilities that meet or exceed applicable environmental
rules and regulations. Of the company’s $347 million in capital expenditures made during 2014, approximately $15 million was
for compliance with environmental laws and regulations in the U.S. The company further estimates that approximately $16 million
of the capital expenditures anticipated during 2015 will be for compliance with U.S. environmental laws and regulations. The
company believes that continued compliance with existing environmental laws and regulations (both within the U.S. and elsewhere)
will not have a material effect on capital expenditures, earnings or the competitive position of the company. In addition, the
company continues to monitor pending environmental laws and regulations within the U.S. and elsewhere, including proposed
regulations in the U.S. to limit carbon dioxide emissions from electric utilities, as well as other laws and regulations relating to
climate change and greenhouse gas emissions. While the impact of these pending laws and regulations cannot be predicted with
certainty, the company does not believe that compliance with these pending laws and regulations will have a material effect on
capital expenditures, earnings or the competitive position of the company.
Seasonality
Demand for the company’s products is somewhat seasonal, with the fall and winter months usually accounting for the highest
sales volume due primarily to demand for the company’s soup products. Sales of Kelsen products are also highest in the fall and
winter months due primarily to holiday gift giving. Demand for the company’s other simple meal and baking and snacking products,
as well as the company's beverage products, is generally evenly distributed throughout the year.
Employees
On August 3, 2014, there were approximately 19,400 employees of the company.
Financial Information
Financial information for the company’s reportable segments and geographic areas is found in Note 7 to the Consolidated
Financial Statements. For risks attendant to the company’s foreign operations, see “Risk Factors.”
Company Website
The company’s primary corporate website can be found at www.campbellsoupcompany.com. The company makes available
free of charge at this website (under the “Investor Center — Financial Information — SEC Filings” caption) all of its reports
(including amendments) filed or furnished pursuant to Section 13(a) or 15(d) of the Securities Exchange Act of 1934, including
its annual report on Form 10-K, its quarterly reports on Form 10-Q and its current reports on Form 8-K. These reports are made
available on the website as soon as reasonably practicable after their filing with, or furnishing to, the Securities and Exchange
Commission.
Item 1A. Risk Factors
In addition to the factors discussed elsewhere in this Report, the following risks and uncertainties could materially adversely
affect the company’s business, financial condition and results of operations. Additional risks and uncertainties not presently known
to the company or that the company currently deems immaterial also may impair the company’s business operations and financial
condition.
5
The company operates in a highly competitive industry
The company operates in the highly competitive food industry and experiences international competition in all of its principal
products. The principal areas of competition are brand recognition, taste, quality, price, advertising, promotion, convenience and
service. A number of the company's primary competitors have substantial financial, marketing and other resources. A strong
competitive response from one or more of these competitors to the company's marketplace efforts, or a consumer shift towards
private label offerings, could result in the company reducing pricing, increasing marketing or other expenditures, and/or losing
market share.
The company's results are dependent on strengthening its established businesses while diversifying into higher-growth
spaces
The company's strategy is focused on strengthening its established businesses while diversifying its portfolio into higher-
growth spaces. Its established simple meals, snacks and healthy beverages businesses are concentrated in slower-growing center-
store categories in traditional mass and grocery channels. Factors that may impact the company's success in strengthening these
businesses and/or diversifying its portfolio into higher-growth spaces include:
•
•
•
•
•
•
the company's ability to identify and capitalize on higher-growth spaces;
the company's ability to identify and capitalize on customer or consumer trends, including those related to new or improved
products or packaging;
the company's ability to design and implement effective retail execution plans;
the company's ability to design and implement effective advertising and marketing programs;
the company's ability to secure or maintain sufficient shelf space at retailers; and
changes in underlying growth rates of the categories in which the company competes.
If the company is not successful in addressing theses factors, the company's strategy may not be successful and/or the company's
business or financial results may be negatively impacted.
The company's results may be adversely affected by the failure to execute acquisitions and divestitures successfully
The company's ability to meet its objectives with respect to the acquisition of new businesses or the divestiture of existing
businesses may depend in part on its ability to identify suitable buyers and sellers, negotiate favorable financial terms and other
contractual terms, and obtain all necessary regulatory approvals. Potential risks of acquisitions also include:
•
•
•
•
•
•
•
the inability to integrate acquired businesses efficiently into the company's existing operations;
diversion of management's attention from other business concerns;
potential loss of key employees and/or customers of acquired businesses;
potential assumption of unknown liabilities;
the inability to implement promptly an effective control environment;
potential impairment charges if purchase assumptions are not achieved or market conditions decline; and
the risks inherent in entering markets or lines of business with which the company has limited or no prior experience.
Acquisitions outside the U.S. may present unique challenges and increase the company's exposure to risks associated with foreign
operations, including foreign currency risks and risks associated with local regulatory regimes. For divestitures, potential risks
may also include the inability to separate divested businesses or business units from the company effectively and efficiently and
to reduce or eliminate associated overhead costs. The company's business or financial results may be negatively affected if
acquisitions or divestitures are not successfully implemented or completed.
Disruption to the company's supply chain could adversely affect its business
The company's ability to manufacture and/or sell its products may be impaired by damage or disruption to its manufacturing
or distribution capabilities, or to the capabilities of its suppliers or contract manufacturers, due to factors that are hard to predict
or beyond the company's control, such as adverse weather conditions, natural disasters, fire, terrorism, pandemics, strikes or other
events. Production of the agricultural commodities used in the company's business may also be adversely affected by drought,
water scarcity, temperature extremes, scarcity of suitable agricultural land, crop disease and/or crop pests. Failure to take adequate
steps to mitigate the likelihood or potential impact of such events, or to effectively manage such events if they occur, may adversely
affect the company's business or financial results, particularly in circumstances where a product is sourced from a single supplier
or location. Disputes with significant suppliers or contract manufacturers, including disputes regarding pricing or performance,
may also adversely affect the company's ability to manufacture and/or sell its products, as well as its business or financial results.
6
The company's non-U.S. operations pose additional risks to the company's business
In 2014, approximately 22% of the company's consolidated net sales from continuing operations were generated outside of
the U.S. Sales outside the U.S. are expected to continue to represent a significant portion of consolidated net sales. The company's
business or financial performance may be adversely affected due to the risks of doing business in markets outside of the U.S.,
including but not limited to the following:
•
•
•
•
•
•
•
•
unfavorable changes in tariffs, quotas, trade barriers or other export and import restrictions;
the difficulty and/or costs of complying with a wide variety of laws, treaties and regulations, including anti-corruption
laws and regulations such as the U.S. Foreign Corrupt Practices Act;
the difficulty and/or costs of designing and implementing an effective control environment across diverse regions and
employee bases;
the adverse impact of foreign tax treaties and policies;
political or economic instability, including the possibility of civil unrest, armed hostilities or terrorist acts;
the possible nationalization of operations;
the difficulty of enforcing remedies and protecting intellectual property in various jurisdictions; and
restrictions on the transfer of funds to and from countries outside of the U.S., including potentially negative tax
consequences.
In addition, the company holds assets and incurs liabilities, generates revenue, and pays expenses in a variety of currencies
other than the U.S. dollar, primarily the Australian dollar and the Canadian dollar. The company's consolidated financial statements
are presented in U.S. dollars, and the company must translate its assets, liabilities, sales and expenses into U.S. dollars for external
reporting purposes. As a result, changes in the value of the U.S. dollar due to fluctuations in currency exchange rates or currency
exchange controls may materially and negatively affect the value of these items in the company's consolidated financial statements,
even if their value has not changed in their local currency.
The company faces risks related to recession, financial and credit market disruptions and other economic conditions
Customer and consumer demand for the company's products may be impacted by weak economic conditions, recession, equity
market volatility or other negative economic factors in the U.S. or other nations. Similarly, disruptions in financial and/or credit
markets may impact the company's ability to manage normal commercial relationships with its customers, suppliers and creditors.
In addition, changes in tax or interest rates in the U.S. or other nations, whether due to recession, financial and credit market
disruptions or other reasons, could impact the company.
Increased regulation or regulatory-based claims could adversely affect the company's business or financial results
The manufacture and marketing of food products is extensively regulated. The primary areas of regulation include the
processing, packaging, storage, distribution, marketing, advertising, labeling, quality and safety of the company's food products,
as well as the health and safety of the company's employees and the protection of the environment. In the U.S., the company is
subject to regulation by various government agencies, including the Food and Drug Administration, the U.S. Department of
Agriculture, the Federal Trade Commission, the Occupational Safety and Health Administration and the Environmental Protection
Agency, as well as various state and local agencies. The company is also regulated by similar agencies outside the U.S. Changes
in regulatory requirements (such as proposed labeling requirements), or evolving interpretations of existing regulatory
requirements, may result in increased compliance cost, capital expenditures and other financial obligations that could adversely
affect the company's business or financial results. In addition, the marketing of food products has come under increased scrutiny
in recent years, and the food industry has been subject to an increasing number of legal proceedings and claims relating to alleged
false or deceptive marketing under federal, state and foreign laws or regulations. Legal proceedings or claims related to the
company's marketing could damage the company's reputation and/or could adversely affect the company's business or financial
results.
The company's results may be adversely impacted by increases in the price of raw and packaging materials
The raw and packaging materials used in the company's business include tomato paste, grains, beef, poultry, vegetables, steel,
glass, paper and resin. Many of these materials are subject to price fluctuations from a number of factors, including product scarcity,
demand for raw materials, commodity market speculation, energy costs, currency fluctuations, weather conditions, import and
export requirements and changes in government-sponsored agricultural programs. To the extent any of these factors result in an
increase in raw and packaging material prices, the company may not be able to offset such increases through productivity or price
increases or through its commodity hedging activity.
7
Adverse changes in the global climate or extreme weather conditions could adversely affect the company's business or
operations
The company's business or financial results could be adversely affected by changing global temperatures or weather patterns
or by extreme or unusual weather conditions. Adverse changes in the global climate or extreme or unusual weather conditions
could:
•
•
•
•
unfavorably impact the cost or availability of raw or packaging materials, especially if such events have a negative impact
on agricultural productivity or on the supply of water;
disrupt the company's ability, or the ability of its suppliers or contract manufacturers, to manufacture or distribute the
company's products;
disrupt the retail operations of the company's customers; or
unfavorably impact the demand for, or the consumer's ability to purchase, the company's products.
In addition, there is growing concern that the release of carbon dioxide and other greenhouse gases into the atmosphere may be
impacting global temperatures and weather patterns and contributing to extreme or unusual weather conditions. This growing
concern may result in more regional, federal, and/or global legal and regulatory requirements to reduce or mitigate the effects of
greenhouse gases. Adoption of such additional regulation may result in increased compliance costs, capital expenditures, and other
financial obligations that could adversely affect the company's business or financial results.
Price increases may not be sufficient to cover increased costs, or may result in declines in sales volume due to pricing
elasticity in the marketplace
The company intends to pass along to customers some or all cost increases in raw and packaging materials and other inputs
through increases in the selling prices of, or decreases in the packaging sizes of, some of its products. Higher product prices or
smaller packaging sizes may result in reductions in sales volume. To the extent the price increases or packaging size decreases
are not sufficient to offset increased raw and packaging materials and other input costs, and/or if they result in significant decreases
in sales volume, the company's business results and financial condition may be adversely affected.
The company may be adversely impacted by a changing customer landscape and the increased significance of some of its
customers
The company's businesses are largely concentrated in the traditional retail grocery trade. In recent years, alternative retail
grocery channels, such as dollar stores, drug stores, club stores and Internet-based retailers, have increased their market share.
This trend towards alternative channels is expected to continue in the future. If the company is not successful in pursuing its
strategy to expand sales in alternative retail grocery channels, its business or financial results may be adversely impacted. In
addition, consolidations in the traditional retail grocery trade have produced large, sophisticated customers with increased buying
power and negotiating strength who may seek lower prices or increased promotional programs funded by their suppliers. These
customers may use more of their shelf space for their private label products. If the company is unable to use its scale, marketing
expertise, product innovation and category leadership positions to respond to these customer dynamics, the company's business
or financial results could be negatively impacted.
In 2014, the company's five largest customers accounted for approximately 35% of the company's consolidated net sales, with
the largest customer, Wal-Mart Stores, Inc. and its affiliates, accounting for approximately 19% of the company's consolidated
net sales. Disruption of sales to any of these customers, or to any of the company's other large customers, for an extended period
of time could adversely affect the company's business or financial results.
If the company's food products become adulterated or are mislabeled, the company might need to recall those items, and
may experience product liability claims if consumers are injured
The company may need to recall some of its products if they become adulterated or if they are mislabeled, and may also be
liable if the consumption of any of its products causes injury to consumers. A widespread product recall could result in significant
losses due to the costs of a recall, the destruction of product inventory, and lost sales due to the unavailability of product for a
period of time. The company could also suffer losses from a significant adverse product liability judgment. A significant product
recall or product liability claim could also result in adverse publicity, damage to the company's reputation, and a loss of consumer
confidence in the safety and/or quality of its products, ingredients or packaging. Such a loss of confidence could occur even in
the absence of a recall or a major product liability claim.
8
The company may be adversely impacted by inadequacies in, or security breaches of, its information technology systems
The company's information technology systems are critically important to the company's operations. The company relies on
its information technology systems (some of which are outsourced to third parties) to manage the data, communications and
business processes for all of its functions, including its marketing, sales, manufacturing, logistics, customer service, accounting
and administrative functions. If the company does not allocate and effectively manage the resources necessary to build, sustain
and protect an appropriate technology infrastructure, the company's business or financial results could be negatively impacted.
Furthermore, the company's information technology systems may be vulnerable to material security breaches (including the access
to or acquisition of customer, consumer or other confidential data), cyber-based attacks or other material system failures. If the
company is unable to prevent material failures, the company's operations may be impacted, and the company may suffer other
negative consequences such as reputational damage, litigation, remediation costs and/or penalties under various data privacy laws
and regulations.
The company's results may be negatively impacted if consumers do not maintain their favorable perception of its brands
The company has a number of iconic brands with significant value. Maintaining and continually enhancing the value of these
brands is critical to the success of the company's business. Brand value is based in large part on consumer perceptions. Success
in promoting and enhancing brand value depends in large part on the company's ability to provide high-quality products. Brand
value could diminish significantly due to a number of factors, including consumer perception that the company has acted in an
irresponsible manner, adverse publicity about the company's products, packaging and/or ingredients (whether or not valid), the
company's failure to maintain the quality of its products, the failure of the company's products to deliver consistently positive
consumer experiences, or the products becoming unavailable to consumers. The growing use of social and digital media by
consumers increases the speed and extent that information and opinions can be shared. Negative posts or comments about the
company, its brands, products or packaging on social or digital media could seriously damage the company's brands and reputation.
If the company does not maintain the favorable perception of its brands, the company's results could be negatively impacted.
The company may not properly execute, or realize anticipated cost savings or benefits from, its ongoing supply chain,
information technology or other initiatives
The company's success is partly dependent upon properly executing, and realizing cost savings or other benefits from, its
ongoing supply chain, information technology and other initiatives. These initiatives are primarily designed to make the company
more efficient, which is necessary in the company's highly competitive industry. These initiatives are often complex, and a failure
to implement them properly may, in addition to not meeting projected cost savings or benefits, result in an interruption to the
company's sales, manufacturing, logistics, customer service or accounting functions.
The company may be adversely impacted by increased liabilities and costs related to its defined benefit pension plans
The company sponsors a number of defined benefit pension plans for employees in the U.S. and various non-U.S. locations.
The major defined benefit pension plans are funded with trust assets invested in a globally diversified portfolio of securities and
other investments. Changes in regulatory requirements or the market value of plan assets, investment returns, interest rates and
mortality rates may affect the funded status of the company's defined benefit pension plans and cause volatility in the net periodic
benefit cost, future funding requirements of the plans and the funded status as recorded on the balance sheet. A significant increase
in the company's obligations or future funding requirements could have a material adverse effect on the financial results of the
company.
Item 1B. Unresolved Staff Comments
None.
9
Item 2. Properties
The company's principal executive offices are company-owned and located in Camden, New Jersey. The following table sets
forth the company's principal manufacturing facilities and the business segment that primarily uses each of the facilities:
Principal Manufacturing Facilities
Inside the U.S.
California
Bakersfield (BFS)
Dixon (USSM/USB)
Stockton (USSM/USB)
Connecticut
Bloomfield (GBS)
Florida
Lakeland (GBS)
Illinois
Downers Grove (GBS)
Outside the U.S.
Australia
Huntingwood (GBS)
Marleston (GBS)
Shepparton (ISMB)
Virginia (GBS)
New Jersey
East Brunswick (GBS)
North Carolina
Maxton (USSM/ISMB)
Ohio
Napoleon (USSM/USB/BFS/ISMB)
Willard (GBS)
Pennsylvania
Denver (GBS)
Downingtown (GBS/BFS)
Texas
Paris (USSM/USB/ISMB/BFS)
Utah
Richmond (GBS)
Washington
Everett (BFS)
Prosser (BFS)
Wisconsin
Milwaukee (USSM)
Canada
Toronto (USSM/ISMB/BFS)
Denmark
Nørre Snede (GBS)
Ribe (GBS)
Indonesia
Jawa Barat (GBS)
Malaysia
Selangor Darul Ehsan (ISMB)
____________________________________
USSM - U.S. Simple Meals
GBS - Global Baking and Snacking
ISMB - International Simple Meals and Beverages
USB - U.S. Beverages
BFS - Bolthouse and Foodservice
Each of the foregoing manufacturing facilities is company-owned, except the Selangor Darul Ehsan, Malaysia, and the East
Brunswick, New Jersey, facilities are leased. The company also maintains executive offices in Norwalk, Connecticut; Bakersfield,
California; Emeryville, California; Toronto, Canada; Nørre Snede, Denmark; and North Strathfield, Australia.
On October 28, 2013, the company completed the sale of its European simple meals business. The transaction included the
sale of the facilities and executive offices in Puurs, Belgium; Le Pontet, France; Lubeck, Germany; and Kristianstadt, Sweden.
The former Aiken, South Carolina, facility was closed in 2014. Manufacturing at the Villagran, Mexico, facility ceased in 2014.
In 2014, the company and its joint venture partner Swire Pacific Limited agreed to restructure manufacturing and streamline
operations for the joint venture's soup and broth business in China. As a result of this restructuring, soup production by the joint
venture at the Xiamen, China, facility ceased.
Management believes that the company's manufacturing and processing plants are well maintained and are generally adequate
to support the current operations of the businesses.
Item 3. Legal Proceedings
None.
Item 4. Mine Safety Disclosures
Not applicable.
10
Executive Officers of the Company
The following list of executive officers as of September 15, 2014, is included as an item in Part III of this Form 10-K:
Name
Present Title
Mark R. Alexander
Senior Vice President
Carlos J. Barroso
David B. Biegger
Irene Chang Britt
Senior Vice President
Senior Vice President
Senior Vice President
Anthony P. DiSilvestro
Senior Vice President - Chief Financial Officer
Ellen Oran Kaden
Senior Vice President - Chief Legal and Public Affairs Officer
Luca Mignini
Senior Vice President
Denise M. Morrison
President and Chief Executive Officer
Robert W. Morrissey
Senior Vice President and Chief Human Resources Officer
Michael P. Senackerib
Senior Vice President - Chief Marketing Officer
Year First
Appointed
Executive
Officer
2009
2013
2014
2010
2004
1998
2013
2003
2012
2012
Age
50
55
55
51
55
62
52
60
56
49
Carlos J. Barroso served as President and Founder of CJB and Associates, LLC, an R&D consulting firm (2009 - 2013), and
Senior Vice President of R&D, Pepsico Global Foods (2008 - 2009), of PepsiCo, Inc. prior to joining the company in 2013. Luca
Mignini served as Chief Executive Officer of the Findus Italy division of IGLO Group (2010 - 2012) and Senior Vice President,
Europe, Japan and Australia and New Zealand (2007 - 2010), of SC Johnson & Son, Inc. prior to joining the company in 2013.
Michael P. Senackerib served as Senior Vice President and Chief Marking Officer of Hertz Global Holdings, Inc. and The Hertz
Corporation (2008 - 2011) prior to joining the company in 2012. The company has employed Mark R. Alexander, David B. Biegger,
Irene Chang Britt, Anthony P. DiSilvestro, Ellen Oran Kaden, Denise M. Morrison and Robert W. Morrissey in an executive or
managerial capacity for at least five years.
There is no family relationship among any of the company’s executive officers or between any such officer and any director
that is first cousin or closer. All of the executive officers were elected at the November 2013 meeting of the Board of Directors,
except David B. Biegger was appointed an executive officer at the March 2014 meeting with the appointment effective as of April
1, 2014. Anthony P. DiSilvestro's appointment as Senior Vice President - Chief Financial Officer was effective as of May 1, 2014.
PART II
Item 5. Market for Registrant’s Capital Stock, Related Shareholder Matters and Issuer Purchases of Equity Securities
Market for Registrant’s Capital Stock
The company’s capital stock is listed and principally traded on the New York Stock Exchange. On September 15, 2014, there
were 22,147 holders of record of the company’s capital stock. Market price and dividend information with respect to the company’s
capital stock are set forth in Note 21 to the Consolidated Financial Statements. Future dividends will be dependent upon future
earnings, financial requirements and other factors.
Return to Shareholders* Performance Graph
The following graph compares the cumulative total shareholder return (TSR) on the company’s stock with the cumulative
total return of the Standard & Poor’s 500 Stock Index (the S&P 500) and the Standard & Poor’s Packaged Foods Index (the S&P
Packaged Foods Group). The graph assumes that $100 was invested on July 31, 2009, in each of company stock, the S&P 500
and the S&P Packaged Foods Group, and that all dividends were reinvested. The total cumulative dollar returns shown on the
graph represent the value that such investments would have had on August 1, 2014.
11
* Stock appreciation plus dividend reinvestment.
Campbell . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
S&P 500. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
S&P Packaged Foods Group . . . . . . . . . . . . . . . . . . . . . . . . . . .
2009
100
100
100
2010
119
114
117
2011
114
136
140
2012
118
149
152
2013
173
186
207
2014
159
217
219
Issuer Purchases of Equity Securities
Period
4/28/14 - 5/31/14 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
6/1/14 - 6/30/14 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
7/1/14 - 8/3/14 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total Number
of Shares
Purchased
Average
Price Paid
Per Share
—
—
—
—
—
—
—
—
Total Number of
Shares Purchased
as Part of Publicly
Announced Plans or
Programs (1)
Approximate
Dollar Value of
Shares that may yet
be Purchased
Under the Plans or
Programs
($ in Millions) (1)
—
—
—
—
$750
$750
$750
$750
____________________________________
(1) During the fourth quarter of 2014, the company had a publicly announced strategic share repurchase program. Under this
program, which was announced on June 23, 2011, the company's Board of Directors authorized the purchase of up to $1
billion of company stock. The program has no expiration date. Purchases under the program were suspended from July 2012
through 2014. The company expects to resume purchases under the program in 2015. The company also expects to continue
its longstanding practice, under separate authorization, of purchasing shares sufficient to offset shares issued under incentive
compensation plans.
12
Item 6. Selected Financial Data
FIVE-YEAR REVIEW — CONSOLIDATED
Fiscal Year
2014(1)
2013(2)
2012(3)
2011(4)
2010(5)
(Millions, except per share amounts)
Summary of Operations
Net sales . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $8,268
1,192
Earnings before interest and taxes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Earnings before taxes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Earnings from continuing operations . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Earnings (loss) from discontinued operations . . . . . . . . . . . . . . . . . . . . .
Net earnings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Net earnings attributable to Campbell Soup Company . . . . . . . . . . . . . .
Financial Position
Plant assets - net . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $2,318
8,113
Total assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total debt . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total equity. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Per Share Data
1,603
4,015
1,073
726
818
807
81
Earnings from continuing operations attributable to Campbell Soup
Company - basic . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 2.35
Earnings from continuing operations attributable to Campbell Soup
Company - assuming dilution. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Net earnings attributable to Campbell Soup Company - basic. . . . . . . . .
Net earnings attributable to Campbell Soup Company - assuming
dilution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Dividends declared . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other Statistics
Capital expenditures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 347
314
Weighted average shares outstanding - basic . . . . . . . . . . . . . . . . . . . . . .
Weighted average shares outstanding - assuming dilution. . . . . . . . . . . .
1.248
2.33
2.61
2.59
316
$8,052
$ 7,175
$ 7,143
$ 7,085
1,080
955
680
(231)
449
458
1,155
1,049
1,212
1,100
1,272
1,166
724
40
764
774
749
53
802
805
791
53
844
844
$2,260
$ 2,127
$ 2,103
$ 2,051
8,323
4,453
1,210
6,530
2,790
898
6,862
3,084
1,096
6,276
2,780
929
$ 2.19
$ 2.30
$ 2.28
$ 2.29
2.17
1.46
1.44
1.16
2.29
2.43
2.41
1.16
2.26
2.44
2.27
2.44
2.42
1.145
2.42
1.075
$ 336
$ 323
$ 272
$ 315
314
317
317
319
326
329
340
343
____________________________________
(All per share amounts below are on a diluted basis)
The 2014 fiscal year consisted of 53 weeks. All other periods had 52 weeks.
(1) The 2014 earnings from continuing operations attributable to Campbell Soup Company were impacted by the following: a
restructuring charge and related costs of $36 million ($.11 per share) associated with restructuring initiatives in 2014 and
2013; pension settlement charges of $14 million ($.04 per share) associated with a U.S. pension plan; a loss of $6 million
($.02 per share) on foreign exchange forward contracts used to hedge the proceeds from the sale of the European simple meals
business; and $7 million ($.02 per share) tax expense associated with the sale of the European simple meals business. Earnings
from discontinued operations included a gain of $72 million ($.23 per share) on the sale of the European simple meals business.
(2) The 2013 earnings from continuing operations attributable to Campbell Soup Company were impacted by the following: a
restructuring charge and related costs of $90 million ($.28 per share) associated with restructuring initiatives in 2013 and $7
million ($.02 per share) of transaction costs related to the acquisition of Bolthouse Farms. Earnings from discontinued
operations were impacted by an impairment charge on the intangible assets of the simple meals business in Europe of $263
million ($.83 per share) and tax expense of $18 million ($.06 per share) representing taxes on the difference between the book
value and tax basis of the business.
(3) The 2012 earnings from continuing operations attributable to Campbell Soup Company were impacted by the following: a
restructuring charge of $4 million ($.01 per share) associated with the 2011 initiatives and $3 million ($.01 per share) of
transaction costs related to the acquisition of Bolthouse Farms. Earnings from discontinued operations included a restructuring
charge of $2 million ($.01 per share) associated with the 2011 initiatives.
13
(4) The 2011 earnings from continuing operations attributable to Campbell Soup Company were impacted by a restructuring
charge of $39 million ($.12 per share) associated with initiatives announced in June 2011. Earnings from discontinued
operations included a restructuring charge of $2 million associated with the initiatives.
(5) The 2010 earnings from continuing operations attributable to Campbell Soup Company were impacted by the following: a
restructuring charge of $8 million ($.02 per share) for pension benefit costs associated with the 2008 initiatives and $10 million
($.03 per share) to reduce deferred tax assets as a result of the U.S. health care legislation enacted in March 2010.
Five-Year Review should be read in conjunction with the Notes to Consolidated Financial Statements.
Item 7. Management's Discussion and Analysis of Financial Condition and Results of Operations
OVERVIEW
Description of the Company
Campbell Soup Company is a manufacturer and marketer of high-quality, branded convenience food products. The company
reports the results of operations in the following reportable segments: U.S. Simple Meals; Global Baking and Snacking; International
Simple Meals and Beverages; U.S. Beverages; and Bolthouse and Foodservice.
On August 6, 2012, the company completed the acquisition of Bolthouse Farms from a fund managed by Madison Dearborn
Partners, LLC, a private equity firm. After taking into account customary purchase price adjustments, the final all-cash purchase
price was $1.561 billion. See Note 3 to the Consolidated Financial Statements for more information on the acquisition.
On June 13, 2013, the company completed the acquisition of Plum. The final all-cash purchase price was $249 million. See
Note 3 to the Consolidated Financial Statements for more information on the acquisition.
On August 8, 2013, the company completed the acquisition of Kelsen. The final all-cash purchase price was $331 million.
See Note 3 to the Consolidated Financial Statements for more information on the acquisition.
On October 28, 2013, the company completed the sale of its European simple meals business to Soppa Investments S.à r.l.,
an affiliate of CVC Capital Partners. The all-cash preliminary sale price was €400 million, or $548 million, and was subject to
certain post-closing adjustments, which resulted in a $14 million reduction of proceeds. The company has reflected the results of
the European simple meals business as discontinued operations in the Consolidated Statements of Earnings for all years presented.
See Note 4 to the Consolidated Financial Statements for additional information.
Key Strategies
Campbell's long-term goal is to build shareholder value by driving sustainable, profitable net sales growth. In its efforts to
achieve this goal, the company is guided by its purpose - "Real Food That Matters For Life's Moments" - which it articulated in
2014 as an expression of its core beliefs and the foundation of its historic connection with consumers. With this purpose as its
compass, the company is pursuing a strategy that is focused on strengthening its established simple meals, snacks and healthy
beverages businesses while diversifying its portfolio into higher-growth spaces.
Campbell plans to take a number of steps in 2015 to strengthen its established businesses. In its North American soup and
simple meals business, the company expects to improve performance by enhancing product quality and elevating its marketing
and brand-building efforts. The company will also introduce new soup and simple meal products responsive to consumers’ desire
for indulgent or premium foods; their increasing appetite for ethnic and regional cuisines; and their growing interest in quick and
easy home-cooking solutions. For its shelf-stable beverage business, the company will target health-conscious adults with its V8
branded beverages and households with children with its V8 Splash branded beverages. Pepperidge Farm will remain focused on
building the Goldfish cracker brand, maintaining the momentum of its fresh bakery portfolio, and revitalizing its adult savory
crackers business. The company will also continue its efforts to reinvigorate its businesses in Australia, focusing on Arnott's
biscuits.
Since 2013, Campbell has acquired three businesses - Bolthouse Farms, Plum and Kelsen - and divested its European simple
meals business as part of its effort to diversify its portfolio into higher-growth spaces. This effort will continue in 2015, with a
focus on four key growth platforms:
• Accelerating breakthrough innovation, including through continued expansion of the company's dinner sauces platform
and the introduction of V8 Protein shakes and bars.
• Becoming a branded leader in packaged fresh foods. For example, in 2015 Bolthouse Farms will introduce its first kid-
focused line of refrigerated snacks and beverages, building on its existing businesses in fresh carrots, super-premium
beverages and salad dressings.
• Expanding in developing markets in Asia and Latin America, where the company already has footholds in China, Indonesia,
Malaysia and Mexico.
14
•
Increasing the availability of the company's products. Across its portfolio, Campbell plans to increase the availability of
many of its products by focusing on higher growth alternative retail grocery channels, such as the convenience, club and
e-commerce channels.
Executive Summary
This Executive Summary provides significant highlights from the discussion and analysis that follows.
• There were 53 weeks in 2014. There were 52 weeks in 2013 and 2012.
• Net sales increased 3% in 2014 to $8.268 billion. The Kelsen and Plum acquisitions contributed 3 points of growth and
the 53rd week contributed 2 points of growth.
• Gross profit, as a percent of sales, decreased to 35.1% from 36.2% a year ago. The decrease was primarily due to cost
inflation and increased supply chain costs, higher promotional spending and the impact of acquisitions, partly offset by
productivity improvements and a reduction in restructuring-related costs.
• Administrative expenses decreased 15% to $573 million from $677 million a year ago. The decline was primarily due
to lower incentive compensation costs, cost savings from restructuring initiatives and lower pension expenses, partially
offset by the impact of acquisitions.
• Earnings per share from continuing operations were $2.33 in 2014, compared to $2.17 a year ago. The current and prior
year included expenses of $.20 and $.31 per share, respectively, from items impacting comparability as discussed below.
Earnings from continuing operations attributable to Campbell Soup Company - 2014 Compared with 2013
The following items impacted the comparability of earnings and earnings per share:
•
In 2014, the company recognized pre-tax pension settlement charges in Cost of products sold of $22 million ($14 million
after tax or $.04 per share) associated with a U.S. pension plan. The settlements resulted from the level of lump sum
distributions from the plan's assets in 2014, primarily due to the closure of the facility in Sacramento, California;
• On October 28, 2013, the company completed the sale of its simple meals business in Europe. In 2014, the company
recorded a loss of $9 million ($6 million after tax or $.02 per share) on foreign exchange forward contracts used to hedge
the proceeds from the sale of the European simple meals business. The loss was included in Other expenses. In addition,
the company recorded tax expense of $7 million ($.02 per share) associated with the sale of the business;
•
•
In 2014, the company recorded a pre-tax restructuring charge of $54 million ($33 million after tax or $.10 per share)
associated with initiatives to streamline its salaried workforce in North America and its workforce in the Asia Pacific
region; restructure manufacturing and streamline operations for its soup and broth business in China; improve supply
chain efficiency in Australia; and reduce overhead across the organization. See Note 8 to the Consolidated Financial
Statements and "Restructuring Charges" for additional information;
In 2013, the company implemented several initiatives to improve its U.S. supply chain cost structure and increase asset
utilization across its U.S. thermal plant network; expand access to manufacturing and distribution capabilities in Mexico;
improve its Pepperidge Farm bakery supply chain cost structure; and reduce overhead in North America. In 2014, the
company recorded a pre-tax restructuring charge of $1 million and restructuring-related costs of $3 million in Cost of
products sold (aggregate impact of $3 million after tax or $.01 per share) related to the 2013 initiatives. In 2013, the
company recorded a pre-tax restructuring charge of $51 million and restructuring-related costs of $91 million in Cost of
products sold (aggregate impact of $90 million after tax or $.28 per share) related to the 2013 initiatives. See Note 8 to
the Consolidated Financial Statements and "Restructuring Charges" for additional information; and
•
In 2013, the company incurred pre-tax transaction costs of $10 million ($7 million after tax or $.02 per share) associated
with the acquisition of Bolthouse Farms, which closed on August 6, 2012. The costs were included in Other expenses.
15
The items impacting comparability are summarized below:
(Millions, except per share amounts)
Earnings from continuing operations attributable to Campbell Soup Company. $
Restructuring charges and related costs. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
Pension settlement charges . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Loss on foreign exchange forward contracts. . . . . . . . . . . . . . . . . . . . . . . . . . . .
Tax expense associated with sale of business . . . . . . . . . . . . . . . . . . . . . . . . . . .
Acquisition transaction costs. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Impact of items on earnings from continuing operations(1). . . . . . . . . . . . . . . . . $
____________________________________
(1) The sum of the individual per share amounts may not add due to rounding.
2014
2013
EPS
Impact
Earnings
Impact
EPS
Impact
Earnings
Impact
737
$
2.33
$
689
$
2.17
(36) $
(14)
(6)
(7)
—
(63) $
(.11) $
(.04)
(.02)
(.02)
—
(.20) $
(90) $
—
—
—
(7)
(97) $
(.28)
—
—
—
(.02)
(.31)
Earnings from continuing operations were $737 million ($2.33 per share) in 2014, compared to $689 million ($2.17 per share)
in 2013. After adjusting for items impacting comparability, earnings increased primarily due to lower administrative expenses,
the benefit of the additional week and lower marketing expenses, partly offset by a lower gross margin percentage, lower sales
(excluding the impact of acquisitions and the 53rd week), and a higher effective tax rate. The additional week contributed
approximately $.08 per share to earnings from continuing operations in 2014.
The company sold its European simple meals business on October 28, 2013. See "Discontinued Operations" for additional
information.
Net earnings attributable to Campbell Soup Company - 2013 Compared with 2012
In addition to the 2013 items that impacted comparability of Earnings from continuing operations previously disclosed, the
following items impacted the comparability of net earnings and net earnings per share:
Continuing Operations
•
•
In 2012, the company incurred pre-tax transaction costs of $5 million ($3 million after tax or $.01 per share) associated
with the acquisition of Bolthouse Farms; and
In 2011, the company announced a series of initiatives to improve supply chain efficiency and reduce overhead costs
across the organization to help fund plans to drive growth of the business. The company also announced its exit from the
Russian market. In 2012, the company recorded a pre-tax restructuring charge of $7 million ($4 million after tax or $.01
per share) related to the initiatives. See Note 8 to the Consolidated Financial Statements and "Restructuring Charges" for
additional information.
Discontinued Operations
•
•
In the fourth quarter of 2013, the company recorded an impairment charge on the intangible assets of the simple meals
business in Europe of $396 million ($263 million after tax or $.83 per share). In addition, the company recorded $18
million in tax expense ($.06 per share) representing taxes on the difference between the book value and tax basis of the
business. See Note 4 to the Consolidated Financial Statements for additional information; and
In 2012, the company recorded restructuring charges of $3 million ($2 million after tax or $.01 per share) associated with
reducing overhead.
16
The items impacting comparability are summarized below:
(Millions, except per share amounts)
Earnings from continuing operations attributable to Campbell Soup Company. $
Earnings (loss) from discontinued operations . . . . . . . . . . . . . . . . . . . . . . . . . . . $
Net earnings attributable to Campbell Soup Company . . . . . . . . . . . . . . . . . . . . $
2013
2012
EPS
Impact
Earnings
Impact
EPS
Impact
Earnings
Impact
689
$
(231) $
$
458
2.17
$
(.73) $
$
1.44
734
40
774
$
$
$
2.29
0.12
2.41
Continuing operations:
Restructuring charges and related costs. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
Acquisition transaction costs. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Impact of items on earnings from continuing operations(1). . . . . . . . . . . . . . . . . $
(90) $
(7)
(97) $
(.28) $
(.02)
(.31) $
Discontinued operations:
Restructuring charges and related costs. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
Impairment charge. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Tax expense on book and tax differences . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Impact of items on earnings (loss) from discontinued operations. . . . . . . . . . . . $
— $
(263)
(18)
(281) $
— $
(.83)
(.06)
(.89) $
(4) $
(3)
(7) $
(2) $
—
—
(2) $
(.01)
(.01)
(.02)
(.01)
—
—
(.01)
_______________________________________
(1) The sum of the individual per share amounts may not add due to rounding.
Earnings from continuing operations were $689 million ($2.17 per share) in 2013, compared to $734 million ($2.29 per share)
in 2012. After adjusting for items impacting comparability, earnings increased in 2013 from 2012. The increase was primarily due
to sales growth, lower marketing expenses, the impact of the acquisition of Bolthouse Farms and a lower effective tax rate, partially
offset by higher administrative expenses and higher selling expenses. Earnings per share benefited from a reduction in the weighted
average diluted shares outstanding, reflecting the impact of the company’s strategic share repurchase program in 2012.
See "Discontinued Operations" for additional information.
Net earnings (loss) attributable to noncontrolling interests
The company owns a 60% controlling interest in a joint venture formed with Swire Pacific Limited to support the development
of the company’s soup and broth business in China. The joint venture began operations on January 31, 2011. The noncontrolling
interest’s share in the net loss was included in Net earnings (loss) attributable to noncontrolling interests in the Consolidated
Statements of Earnings. In 2014, the company and its joint venture partner agreed to restructure manufacturing and streamline
operations for its soup and broth business in China. The after-tax restructuring charge attributable to the noncontrolling interest
was $5 million.
The company also owns a 70% controlling interest in a Malaysian food products manufacturing company. The noncontrolling
interest’s share in the net earnings was included in Net earnings (loss) attributable to noncontrolling interests in the Consolidated
Statements of Earnings and was not material in 2014, 2013, or 2012.
DISCUSSION AND ANALYSIS
Sales
An analysis of net sales by reportable segment follows:
(Millions)
U.S. Simple Meals. . . . . . . . . . . . . . . . . . . . $
Global Baking and Snacking . . . . . . . . . . . .
International Simple Meals and Beverages .
U.S. Beverages . . . . . . . . . . . . . . . . . . . . . .
Bolthouse and Foodservice . . . . . . . . . . . . .
2014
2013
2012
2014/2013
2013/2012
% Change
2,944
$
2,440
780
723
1,381
2,849
2,273
869
742
1,319
8,052
$
2,726
2,193
872
774
610
$
7,175
3%
7
(10)
(3)
5
3%
5%
4
—
(4)
116
12%
$
8,268
$
17
An analysis of percent change of net sales by reportable segment follows:
2014 versus 2013
Volume and Mix . . . . . . . . . . . . . . . . . . .
Price and Sales Allowances . . . . . . . . . .
Decreased/(Increased) Promotional
Spending(1) . . . . . . . . . . . . . . . . . . . . . . .
Currency . . . . . . . . . . . . . . . . . . . . . . . . .
Net Accounting(2) . . . . . . . . . . . . . . . . . .
Acquisitions . . . . . . . . . . . . . . . . . . . . . .
Estimated Impact of 53rd week . . . . . . . .
2013 versus 2012
Volume and Mix . . . . . . . . . . . . . . . . . . .
Price and Sales Allowances . . . . . . . . . .
Increased Promotional Spending(1) . . . . .
Acquisitions . . . . . . . . . . . . . . . . . . . . . .
U.S.
Simple
Meals
—%
2
(2)
—
—
2
1
3%
U.S.
Simple
Meals
3%
2
(1)
1
5%
Global
Baking
and
Snacking
International
Simple Meals
and
Beverages
U.S.
Beverages (3)
Bolthouse
and
Foodservice
1%
2
(3)
(3)
—
8
2
7%
(2)%
(5)%
(1)
—
(6)
(3)
—
2
—
1
—
—
—
2
(10)%
(3)%
3%
—
(1)
—
—
1
2
5%
Global
Baking
and
Snacking
International
Simple Meals
and
Beverages
4%
2
(2)
—
4%
—%
2
(2)
—
—%
U.S.
Beverages
(3)%
—
(1)
—
(4)%
Bolthouse
and
Foodservice
(6)%
—
(2)
124
116%
Total
—%
1
(2)
(1)
—
3
2
3%
Total (3)
1%
2
(1)
11
12%
__________________________________________
(1) Represents revenue reductions from trade promotion and consumer coupon redemption programs.
(2)
In 2014, revenue in Mexico is presented on a net accounting basis in connection with a new business model under which the
cost of certain services provided by the company's suppliers is netted against revenue.
(3) Sum of the individual amounts does not add due to rounding.
In 2014, U.S. Simple Meals sales increased 3%. U.S. soup sales decreased 1%. Excluding the benefit of the 53rd week, U.S.
soup sales decreased 2%. Further details of U.S. soup, excluding the benefit of the 53rd week, include:
•
•
Sales of Campbell’s condensed soups decreased 3%, with declines in eating varieties partially offset by gains in cooking
varieties. Lower volumes and increased promotional spending were partly offset by higher selling prices.
Sales of ready-to-serve soups decreased 6%, primarily due to declines in canned and microwavable soup varieties.
• Broth sales increased 8%, primarily due to more effective marketing programs, innovation and distribution gains.
Sales of other simple meals increased 15%, primarily due to the acquisition of Plum in June 2013, which contributed 9 points of
growth. Excluding the impact of the acquisition and the benefit of the 53rd week, sales increased due to gains in Prego pasta sauces,
which benefited from the launch of Alfredo sauces; and Campbell's dinner sauces, which benefited from the introduction in 2014
of Campbell's Slow Cooker Sauces; partially offset by declines in Campbell's canned gravy products.
In 2013, U.S. Simple Meals sales increased 5%, reflecting increases in U.S. soup and and other simple meals. U.S. soup sales
increased 5%, benefiting from improved execution and the favorable impact of weather. Further details of U.S. soup include:
•
•
Sales of Campbell’s condensed soups increased 2%, with gains in both cooking and eating varieties.
Sales of ready-to-serve soups increased 9%, due to volume-driven gains in Campbell's Chunky canned soups, which
benefited from new varieties, increased promotional spending and a return to NFL-themed advertising.
• Broth sales increased 4%, primarily driven by double-digit gains in aseptically packaged broth, partially offset by lower
sales of canned products and lower sales of Swanson Flavor Boost concentrated broth, which was introduced in 2012.
Sales of other simple meals increased 5% primarily due to the acquisition of Plum in June 2013, growth in Prego pasta sauces,
the 2013 launch of Campbell's Skillet Sauces, and growth in Pace Mexican sauces, partially offset by lower sales in other simple
meals products.
In 2014, Global Baking and Snacking sales increased 7%. The acquisition of Kelsen contributed $193 million to sales, or 8
points of growth. Excluding the impact of the acquisition and the benefit of the 53rd week, sales decreased primarily due to the
18
impact of currency. Excluding the benefit of the 53rd week, Pepperidge Farm sales increased slightly with growth in fresh bakery
and Goldfish crackers, partially offset by declines in adult cracker varieties and frozen products. In fresh bakery, sales increased
due to gains in sandwich bread and rolls. In Arnott's, sales decreased primarily due to the impact of currency and sales declines
in Australia in savory and chocolate varieties, partially offset by strong gains in Indonesia and the benefit of the 53rd week. The
company increased trade spending in Arnott's and Pepperidge Farm to remain competitive.
In 2013, Global Baking and Snacking sales increased 4% with gains in both Pepperidge Farm and Arnott's. Pepperidge Farm
sales increased primarily due to growth in fresh bakery products, Goldfish crackers and cookies. Sales of fresh bakery products
benefited from improved marketplace performance and increased shelf space at retail outlets resulting from the bankruptcy of a
competitor. Arnott’s sales increased primarily due to gains in Indonesia, partially offset by the impact of currency. Promotional
spending was increased by Pepperidge Farm for competitive reasons and to capitalize on the opportunity to increase shelf space
in the U.S. bread category and in Arnott's to remain competitive in the Australian marketplace.
In 2014, International Simple Meals and Beverages sales decreased 10%. In Canada, sales decreased due to the impact of
currency and declines in beverages, partly offset by gains in snacks. In Latin America, sales declined due to the impact of presenting
revenue on a net basis and lower selling prices in Mexico. In the Asia Pacific region, sales decreased primarily due to the impact
of currency and declines in Australia, primarily in soup, partially offset by gains in Malaysia.
In 2013, International Simple Meals and Beverages sales were comparable to 2012. Sales declines in the Asia Pacific region,
primarily due to currency and declines in exports, were partially offset by gains in China, Canada and Latin America. Promotional
spending was increased, primarily to support the soup business in Canada, in response to more intense price competition in the
marketplace.
In 2014, U.S. Beverages sales decreased 3%, primarily from declines in V8 V-Fusion multi-serve beverages and softness in
single-serve beverages, due in part to the transition in 2014 to a new distribution network for the immediate consumption channel.
U.S. Beverages continues to be under pressure from category weakness in shelf-stable juices, as well as from competition from
specialty beverages and packaged fresh juices.
In 2013, U.S. Beverages sales decreased 4% due to declines in sales of V8 vegetable juice and V8 V-Fusion beverages, partially
offset by an increase in V8 Splash beverages. Promotional spending was increased, primarily on V8 Splash beverages, in response
to more price-based competition in the value segment.
In 2014, Bolthouse and Foodservice sales increased 5%. The increase was due in part to the benefit of the 53rd week and the
additional week of Bolthouse sales in 2014 as the business was acquired one week into 2013. Excluding the additional week of
Bolthouse in 2014 and the benefit of the 53rd week, segment sales increased as gains in Bolthouse beverages and salad dressings
were partially offset by declines in North America Foodservice. The North America Foodservice decline was due to volume
declines in fresh soup sold at retail perimeter and the impact of currency.
In 2013, Bolthouse and Foodservice sales increased due to the acquisition of Bolthouse Farms in 2013, which contributed
$756 million to sales. North America Foodservice sales declined 8% primarily due to declines in frozen soup products, reflecting
the loss of a major restaurant customer, and higher levels of trade spending to remain competitive.
Gross Profit
Gross profit, defined as Net sales less Cost of products sold, decreased by $14 million in 2014 from 2013 and increased by
$102 million in 2013 from 2012. As a percent of sales, gross profit was 35.1% in 2014, 36.2% in 2013 and 39.2% in 2012.
The 1.1 and 3.0 percentage-point decreases in gross margin percentage in 2014 and 2013, respectively, were due to the
following factors:
Cost inflation, supply chain costs and other factors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Higher level of promotional spending . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Impact of acquisitions (including Plum recall in 2014). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Mix. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Pension settlement charges(1) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Productivity improvements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Reduction (increase) in restructuring-related costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Higher selling prices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2014
(2.5)%
(1.1)
(0.6)
(0.4)
(0.3)
2.0
1.1
0.7
2013
(1.9)%
(0.7)
(1.7)
—
—
1.6
(1.1)
0.8
(1.1)%
(3.0)%
__________________________________________
(1) See Note 11 to the Consolidated Financial Statements for additional information on the pension settlement charges.
19
Marketing and Selling Expenses
Marketing and selling expenses as a percent of sales were 11.3% in 2014, 11.8% in 2013 and 13.1% in 2012. Marketing and
selling expenses decreased 1% in 2014 from 2013. The decrease was primarily due to lower advertising and consumer promotion
expenses (approximately 2 percentage points); the impact of currency (approximately 1 percentage point); lower marketing
overhead expenses (approximately 1 percentage point); and lower selling expenses (approximately 1 percentage point), partially
offset by the impact of acquisitions (approximately 4 percentage points). Marketing and selling expenses increased 1% in 2013
from 2012. The increase was primarily due to the impact of the Bolthouse Farms acquisition (approximately 3 percentage points);
higher selling expenses (approximately 2 percentage points); and higher marketing expenses to support innovation efforts
(approximately 2 percentage points), partially offset by lower advertising and consumer promotion expenses, primarily in the U.S.
Soup business (approximately 6 percentage points).
Administrative Expenses
Administrative expenses as a percent of sales were 6.9% in 2014, 8.4% in 2013 and 8.1% in 2012. Administrative expenses
decreased by 15% in 2014 from 2013. The decrease was primarily due to lower incentive compensation costs (approximately 13
percentage points); cost savings from restructuring initiatives (approximately 3 percentage points); and lower pension and other
benefit expenses (approximately 2 percentage points), partially offset by the impact of acquisitions (approximately 3 percentage
points). Administrative expenses increased by 17% in 2013 from 2012, primarily due to the impact of the Bolthouse Farms
acquisition (approximately 10 percentage points) and higher incentive compensation costs (approximately 7 percentage points).
Research and Development Expenses
Research and development expenses decreased $7 million, or 5%, in 2014 from 2013. The decrease was primarily due to
lower incentive compensation costs (approximately 4 percentage points) and cost savings from restructuring initiatives
(approximately 3 percentage points), partially offset by the impact of acquisitions (approximately 3 percentage points). Research
and development expenses increased $12 million, or 10%, in 2013 from 2012. The increase was primarily due to higher incentive
compensation and benefit costs (approximately 7 percentage points); the impact of the Bolthouse Farms acquisition (approximately
2 percentage points); and higher costs associated with product innovation in North America (approximately 1 percentage point).
Other Expenses/(Income)
Other expenses in 2014 included a loss of $9 million on foreign exchange forward contracts used to hedge the proceeds from
the sale of the European simple meals business and $18 million of amortization of intangible assets associated with the acquisition
of Bolthouse Farms, Kelsen and Plum businesses. Other expenses in 2013 included $10 million of transaction costs and $14 million
of amortization of intangible assets associated with the acquisition of Bolthouse Farms. Other expenses in 2012 included $5 million
of transaction costs associated with the acquisition of Bolthouse Farms.
Operating Earnings
Segment operating earnings were comparable in 2014 and 2013. Segment operating earnings increased 7% in 2013 from
2012.
An analysis of operating earnings by segment follows:
(Millions)
U.S. Simple Meals. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$
Global Baking and Snacking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
International Simple Meals and Beverages . . . . . . . . . . . . . . . . . . .
U.S. Beverages . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Bolthouse and Foodservice . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Unallocated corporate expenses . . . . . . . . . . . . . . . . . . . . . . . . . . .
Restructuring charges(1) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Earnings before interest and taxes. . . . . . . . . . . . . . . . . . . . . . . . . .
2014
2013
2012
2014/2013
2013/2012
% Change
(2)%
11%
714
332
106
127
117
1,396
(149)
(55)
$
$
731
316
108
120
116
1,391
(260)
(51)
$
1,192
$
1,080
$
658
315
106
134
85
5
(2)
6
1
1,298 —%
(136)
(7)
1,155
—
2
(10)
36
7%
__________________________________________
(1) See Note 8 to the Consolidated Financial Statements for additional information on restructuring charges.
Earnings from U.S. Simple Meals decreased 2% in 2014 versus 2013. The decrease was primarily due to a lower gross margin
percentage and expenses related to the Plum product recall in November 2013, partly offset by lower administrative expenses,
lower marketing expenses and the benefit of the additional week.
20
Earnings from U.S. Simple Meals increased 11% in 2013 versus 2012. The improvement in operating earnings was primarily
due to higher selling prices and productivity savings, partially offset by cost inflation.
Earnings from Global Baking and Snacking increased 5% in 2014 versus 2013. Operating earnings increased primarily due
to lower administrative expenses, the Kelsen acquisition, lower marketing expenses and the benefit of the additional week, partially
offset by a lower gross margin percentage and the impact of currency. The operating earnings increase reflected growth in Pepperidge
Farm and the addition of Kelsen's operating results, partly offset by lower earnings in Arnott’s.
Earnings from Global Baking and Snacking increased $1 million in 2013, reflecting growth in Pepperidge Farm mostly offset
by lower earnings in Arnott's.
Earnings from International Simple Meals and Beverages decreased 2% in 2014 versus 2013. The decrease in operating
earnings was primarily due to lower sales volume and the impact of currency, partly offset by lower administrative expenses, a
higher gross margin percentage and lower selling expenses.
Earnings from International Simple Meals and Beverages increased 2% in 2013 versus 2012. The increase was primarily due
to lower losses in China, reflecting lower marketing expenses, partially offset by a lower gross margin percentage.
Earnings from U.S. Beverages increased 6% in 2014 versus 2013, primarily due to lower administrative and marketing
expenses, partly offset by a lower gross margin percentage and sales volume declines.
Earnings from U.S. Beverages decreased 10% in 2013 versus 2012, primarily due to lower sales and a lower gross margin
percentage, partially offset by reduced advertising expenses.
Earnings from Bolthouse and Foodservice increased 1% in 2014 versus 2013. The increase was primarily due to lower
administrative expenses, the increase in sales and the benefit of the 53rd week, partly offset by a lower gross margin percentage
and increased marketing investment for Bolthouse Farms.
Earnings from Bolthouse and Foodservice increased $31 million in 2013 from 2012 due to the acquisition of Bolthouse Farms,
which contributed $63 million, partially offset by lower earnings in North America Foodservice resulting from the decline in sales.
Unallocated corporate expenses in 2014 included pension settlement charges of $22 million associated with a U.S. pension
plan. The settlement resulted from the level of lump sum distributions from the plan's assets in 2014, primarily due to the closure
of the facility in Sacramento, California. The current year also included a $9 million loss on foreign exchange forward contracts
related to the sale of the European simple meals business and $3 million of restructuring-related costs. Unallocated corporate
expenses in 2013 included $91 million of restructuring-related costs and $10 million of transaction costs associated with the
Bolthouse Farms acquisition. The remaining decrease in expenses was primarily due to lower incentive compensation costs and
gains on foreign exchange transactions. Unallocated corporate expenses in 2012 included $5 million associated with the acquisition
of Bolthouse Farms. The remaining increase in expenses in 2013 from 2012 was primarily due to higher incentive compensation
costs.
Interest Expense/Income
Interest expense decreased to $122 million in 2014 from $135 million in 2013, reflecting lower interest rates on the debt
portfolio. Interest income decreased to $3 million from $10 million in 2013, primarily due to lower levels of cash and cash
equivalents.
Interest expense increased to $135 million in 2013 from $114 million in 2012, reflecting a higher debt level due to the Bolthouse
Farms acquisition, partially offset by lower interest rates. Interest income increased to $10 million from $8 million in 2012,
primarily due to higher levels of cash and cash equivalents.
Taxes on Earnings
The effective tax rate was 32.3% in 2014, 28.8% in 2013 and 31.0% in 2012. The current year included a tax benefit of $8
million on $22 million of pension settlement charges associated with a U.S. pension plan. The current year also included a tax
benefit of $17 million on $58 million of restructuring charges and related costs, tax expense of $7 million associated with the sale
of the European simple meals business, and a tax benefit of $3 million on a loss of $9 million on foreign exchange forward contracts
used to hedge the proceeds from the sale of the business. The prior year included a tax benefit of $55 million on $152 million of
restructuring charges and related costs and acquisition transaction costs. After adjusting for items impacting comparability, the
remaining increase in the effective rate in 2014 was primarily due to the prior-year rate benefiting from lower taxes on foreign
earnings and the favorable settlement of state tax matters.
The decline in the effective tax rate in 2013 from 2012 was primarily due to lower state taxes, including the favorable resolution
of certain matters, and an increase in the U.S. manufacturing deduction.
21
Restructuring Charges
2014 Initiatives
In 2014, the company implemented the following initiatives to reduce overhead across the organization, restructure
manufacturing and streamline operations for its soup and broth business in China and improve supply chain efficiency in Australia.
Details of the 2014 initiatives include:
• The company streamlined its salaried workforce in North America and its workforce in the Asia Pacific region.
Approximately 250 positions were eliminated.
• The company and its joint venture partner Swire Pacific Limited agreed to restructure manufacturing and streamline
operations for its soup and broth business in China. As a result, certain assets were impaired, and approximately 100
positions were eliminated.
•
In Australia, the company implemented an initiative to improve supply chain efficiency by relocating production from
its biscuit plant in Marleston to Huntingwood. The relocation will occur through the second quarter of 2016 and will
result in the elimination of approximately 90 positions.
• The company implemented an initiative to reduce overhead across the organization by approximately 85 positions. The
actions will be completed in 2015.
In 2014, the company recorded a restructuring charge of $54 million ($33 million after tax or $.10 per share in earnings from
continuing operations attributable to Campbell Soup Company) related to the 2014 initiatives.
A summary of the pre-tax costs and remaining costs associated with the initiatives is as follows:
(Millions)
Severance pay and benefits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
Asset impairment. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other exit costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
Total
Program
Recognized
as of
August 3, 2014
Remaining
Costs to be
Recognized
42
12
2
56
$
$
(41) $
(12)
(1)
(54) $
1
—
1
2
Of the aggregate $56 million of pre-tax costs, the company expects approximately $43 million will be cash expenditures. In
addition, the company expects to invest approximately $7 million in capital expenditures, primarily to relocate biscuit production
and packaging capabilities. The remaining aspects of the 2014 initiatives are expected to be completed through 2016. The remaining
cash outflows related to these restructuring initiatives are not expected to have a material adverse impact on the company’s liquidity.
The initiatives are expected to generate pre-tax savings of approximately $56 million in 2015, and once fully implemented,
annual ongoing savings of approximately $65 million beginning in 2016. In 2014, pre-tax savings were $26 million.
The total pre-tax costs of $56 million associated with each segment are expected to be as follows: U.S. Simple Meals - $9
million; Global Baking and Snacking - $24 million; International Simple Meals and Beverages - $18 million; U.S. Beverages -
$2 million; Bolthouse and Foodservice - $2 million; and Corporate - $1 million. Segment operating results do not include
restructuring charges as segment performance is evaluated excluding such charges.
2013 Initiatives
In 2013, the company implemented the following initiatives to improve supply chain efficiency, expand access to
manufacturing and distribution capabilities and reduce costs. Details of the 2013 initiatives include:
• The company implemented initiatives to improve its U.S. supply chain cost structure and increase asset utilization across
its U.S. thermal plant network, including closing its thermal plant in Sacramento, California, which produced soups,
sauces and beverages. The closure resulted in the elimination of approximately 700 full-time positions and was completed
in phases. Most of the positions were eliminated in 2013 and operations ceased in August 2013. The company shifted
the majority of Sacramento's soup, sauce and beverage production to its thermal plants in Maxton, North Carolina;
Napoleon, Ohio; and Paris, Texas. The company also closed its spice plant in South Plainfield, New Jersey, which resulted
in the elimination of 27 positions. The company consolidated spice production at its Milwaukee, Wisconsin, plant in
2013.
•
In Mexico, the company entered into commercial arrangements with third-party providers to expand access to
manufacturing and distribution capabilities. The third-party providers will produce and distribute the company's
beverages, soups, broths and sauces throughout the Mexican market. As a result of these agreements, the company closed
its plant in Villagrán, Mexico, and eliminated approximately 260 positions in the first quarter of 2014.
22
• The company implemented an initiative to improve its Pepperidge Farm bakery supply chain cost structure by closing
its plant in Aiken, South Carolina. The plant was closed in May 2014. The company shifted the majority of Aiken's bread
production to its bakery plant in Lakeland, Florida. Approximately 110 positions were eliminated as a result of the plant
closure.
• The company streamlined its salaried workforce in U.S. Simple Meals, North America Foodservice and U.S. Beverages
by approximately 70 positions. This action was substantially completed in August 2013.
In 2014, the company recorded a restructuring charge of $1 million related to the 2013 initiatives. In addition, approximately
$3 million of costs related to the 2013 initiatives were recorded in Cost of products sold, representing other exit costs. The aggregate
after-tax impact of restructuring charges and related costs recorded in 2014 was $3 million, or $.01 per share. In 2013, the company
recorded a restructuring charge of $51 million. In addition, approximately $91 million of costs related to these initiatives were
recorded in 2013 in Cost of products sold, representing accelerated depreciation and other exit costs. The aggregate after-tax impact
of restructuring charges and related costs recorded in 2013 was $90 million, or $.28 per share.
A summary of the pre-tax costs and remaining costs associated with the initiatives is as follows:
(Millions)
Severance pay and benefits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
Accelerated depreciation/asset impairment. . . . . . . . . . . . . . . . . . . . . . .
Other exit costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
Total
Program
Recognized
as of
August 3, 2014
Remaining
Costs to be
Recognized
$
35
99
14
148
$
(35) $
(99)
(12)
(146) $
—
—
2
2
Of the aggregate $148 million of pre-tax costs, approximately $46 million are cash expenditures. In addition, the company
expects to invest approximately $31 million in capital expenditures, primarily to relocate and refurbish a beverage filling and
packaging line, and relocate bread production, of which approximately $28 million has been invested as of August 3, 2014. The
remaining aspects of the 2013 initiatives are expected to be completed in 2015. The remaining cash outflows related to these
restructuring initiatives are not expected to have a material adverse impact on the company’s liquidity.
The initiatives included in this program, once fully implemented, are expected to generate annual ongoing pre-tax savings of
approximately $40 million beginning in 2015, with 2014 savings of approximately $30 million.
The total pre-tax costs of $148 million associated with segments are expected to be as follows: U.S. Simple Meals - $90
million; Global Baking and Snacking - $16 million; International Simple Meals and Beverages - $9 million; U.S. Beverages - $31
million; and Bolthouse and Foodservice - $2 million. Segment operating results do not include restructuring charges as segment
performance is evaluated excluding such charges.
2011 Initiatives
In the fourth quarter of 2011, the company announced a series of initiatives to improve supply chain efficiency and reduce
overhead costs across the organization to help fund plans to drive the growth of the business. The company also announced its
exit from the Russian market. Details of the 2011 initiatives include:
•
In Australia, the company is investing in a new system to automate packing operations at its biscuit plant in Virginia.
This investment continued through 2014 and resulted in the elimination of approximately 190 positions in 2014. The
company expects to continue investing in the new system through 2015. Further, the company improved asset utilization
in the U.S. by shifting production of ready-to-serve soups from Paris, Texas, to other facilities in 2012. In addition, the
manufacturing facility in Marshall, Michigan, was closed in 2011, and manufacturing of Campbell’s Soup at Hand
microwavable products was consolidated at the Maxton, North Carolina, plant in 2012.
• The company streamlined its salaried workforce by approximately 510 positions around the world, including
approximately 130 positions at its world headquarters in Camden, New Jersey. These actions were substantially completed
in 2011. As part of this action, the company outsourced a larger portion of its U.S. retail merchandising activities to its
retail sales agent, Acosta Sales and Marketing, and eliminated approximately 190 positions.
•
In connection with exiting the Russian market, the company eliminated approximately 50 positions. The exit process
commenced in 2011 and was substantially completed in 2012.
23
In 2012, the company recorded a restructuring charge of $10 million ($6 million after tax or $.02 per share) related to the
2011 initiatives. Of the amount recorded in 2012, $3 million related to discontinued operations. In the fourth quarter of 2011, the
company recorded a restructuring charge of $63 million ($41 million after tax or $.12 per share). Of the amount recorded in 2011,
$3 million related to discontinued operations. A summary of the pre-tax charges recognized is as follows:
(Millions)
Severance pay and benefits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Asset impairment/accelerated depreciation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other exit costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$
$
Total
Program
41
23
9
73
As of the second quarter of 2014, the 2011 initiatives were substantially completed. Of the aggregate $73 million of pre-tax
costs, approximately $50 million represented cash expenditures, the majority of which was spent in 2012. In addition, the company
expects to invest approximately $45 million in capital expenditures in connection with the actions, of which approximately $41
million has been invested as of August 3, 2014. The remaining cash outflows related to these programs are not expected to have
a material adverse impact on the company’s liquidity.
The initiatives included in this program are expected to generate annual pre-tax cash savings of approximately $60 million
beginning in 2012 and increasing to approximately $70 million in 2014.
The total pre-tax costs of $73 million associated with each segment were as follows: U.S. Simple Meals - $32 million; Global
Baking and Snacking - $14 million; International Simple Meals and Beverages - $17 million; U.S. Beverages - $3 million; Bolthouse
and Foodservice - $1 million; and Corporate - $6 million. Segment operating results do not include restructuring charges as segment
performance is evaluated excluding such charges.
See Note 8 to the Consolidated Financial Statements for additional information.
Discontinued Operations
On October 28, 2013, the company completed the sale of its European simple meals business to Soppa Investments S.à r.l.,
an affiliate of CVC Capital Partners. The all-cash preliminary sale price was €400 million, or $548 million, and was subject to
certain post-closing adjustments, which resulted in a $14 million reduction of proceeds. The company recognized a pre-tax gain
of $141 million ($72 million after tax or $.23 per share) in 2014.
The company has reflected the results of the European simple meals business as discontinued operations in the Consolidated
Statements of Earnings for all years presented. The business was historically included in the International Simple Meals and
Beverages segment.
Results of discontinued operations were as follows:
(Millions)
Net sales. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Gain on sale of the European simple meals business . . . . . . . . . . . . . . . . . . . . . . . . . . .
Impairment on the European simple meals business. . . . . . . . . . . . . . . . . . . . . . . . . . . .
Earnings from operations, before taxes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Earnings (loss) before taxes. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Taxes on earnings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Earnings (loss) from discontinued operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2014
2013
2012
137
141
—
14
155
(74)
81
$
$
$
$
532
$
532
— $
(396)
65
(331) $
100
(231) $
—
—
57
57
(17)
40
$
$
$
$
In the fourth quarter of 2013, the company recorded an impairment charge on the intangible assets of this business of $396
million ($263 million after tax or $.83 per share). In addition, the company recorded $18 million in tax expense ($.06 per share)
representing taxes on the difference between the book value and tax basis of the business. See also Notes 4 and 6 to the Consolidated
Financial Statements for additional information.
In 2013, sales were comparable to 2012 as gains in France, Belgium and the Nordic region were offset by declines in Germany
and export sales. Excluding the impairment charge and the tax charge, earnings increased in 2013 due primarily to lower marketing
spending and administrative costs.
24
LIQUIDITY AND CAPITAL RESOURCES
The company expects that foreseeable liquidity and capital resource requirements, including cash outflows to repay debt, pay
dividends and repurchase shares, will be met through anticipated cash flows from operations; long-term borrowings under its shelf
registration statement; short-term borrowings, including commercial paper; and cash and cash equivalents. The company believes
that its sources of financing will be adequate to meet its future liquidity and capital resource requirements.
The company generated cash from operations of $899 million in 2014, compared to $1.019 billion in 2013. The decrease in
2014 was primarily due to lower cash earnings and taxes paid on the divestiture of the European simple meals business, partly
offset by lower working capital requirements.
The company generated cash from operations of $1.019 billion in 2013, compared to $1.120 billion in 2012. The decrease in
2013 was primarily due to higher working capital requirements, partly offset by higher cash earnings.
Capital expenditures were $347 million in 2014, $336 million in 2013 and $323 million in 2012. Capital expenditures are
expected to total approximately $400 million in 2015. Capital expenditures in 2014 included capacity expansion at Pepperidge
Farm (approximately $48 million); the ongoing initiative to simplify the soup-making process in North America (also known as
the soup common platform initiative) (approximately $22 million); broth capacity expansion (approximately $15 million);
continued enhancement of the company's corporate headquarters (approximately $12 million); a flexible beverage production line
for Bolthouse Farms (approximately $11 million); the refurbishment of a beverage filling and packaging line for the U.S. Beverages
business (approximately $10 million); the packing automation and capacity expansion projects at one of the company’s Australian
biscuit plants (approximately $10 million); and an advanced planning system in North America (approximately $4 million). Capital
expenditures in 2013 included the soup capacity expansion project for the North America Foodservice business (approximately
$42 million); capacity expansion at Pepperidge Farm (approximately $38 million); the ongoing soup common platform initiative
in North America (approximately $20 million); the packing automation and capacity expansion projects at one of the company’s
Australian biscuit plants (approximately $19 million); and an advanced planning system in North America (approximately $11
million). Capital expenditures in 2012 included the packing automation and capacity expansion projects at one of the company’s
Australian biscuit plants (approximately $32 million), Pepperidge Farm's 34,000-square-foot innovation center (approximately
$20 million), capacity expansion at Pepperidge Farm (approximately $18 million), the ongoing soup common platform initiative
in North America (approximately $17 million), an advanced planning system in North America (approximately $14 million), and
continued enhancement of the company’s corporate headquarters (approximately $11 million).
On August 8, 2013, the company completed the acquisition of Kelsen. The final all-cash purchase price was $331 million
and was funded through the issuance of commercial paper.
On June 13, 2013, the company completed the acquisition of Plum. The final all-cash purchase price was $249 million and
was funded through the issuance of commercial paper.
Long-term borrowings in 2013 included:
•
•
•
$400 million floating rate notes that matured on August 1, 2014. Interest on the notes was based on 3-month U.S. dollar
LIBOR plus 0.30%. Interest was payable quarterly and commenced on November 1, 2012;
$450 million of 2.50% notes that mature on August 2, 2022. Interest is payable semi-annually and commenced on
February 2, 2013. The company may redeem the notes in whole or in part at any time at a redemption price of 100% of
the principal amount plus accrued interest or an amount designed to ensure that the note holders are not penalized by the
early redemption; and
$400 million of 3.80% notes that mature on August 2, 2042. Interest is payable semi-annually and commenced on
February 2, 2013. The company may redeem the notes in whole or in part at any time at a redemption price of 100% of
the principal amount plus accrued interest or an amount designed to ensure that the note holders are not penalized by the
early redemption.
The net proceeds from these issuances were used to fund the acquisition of Bolthouse Farms in 2013 for $1.561 billion. The
balance of the purchase price was funded through the issuance of commercial paper.
Dividend payments were $391 million in 2014, $367 million in 2013 and $373 million in 2012. Annual dividends declared
were $1.248 per share in 2014 and $1.16 per share in 2013 and 2012. The 2014 fourth quarter rate was $.312 per share.
Excluding shares owned and tendered by employees to satisfy stock option exercises, the company repurchased approximately
2 million shares at a cost of $76 million in 2014, approximately 4 million shares at a cost of $153 million in 2013, and approximately
13 million shares at a cost of $412 million in 2012. In June 2011, the company's Board of Directors authorized the purchase of up
to $1 billion of company stock. In 2012, approximately $250 million was used to repurchase shares pursuant to the company's
June 2011 publicly announced share repurchase program. Approximately $750 million remained available to repurchase shares
under the company's June 2011 repurchase program as of August 3, 2014. The program has no expiration date. Purchases under
the program were suspended from July 2012 through 2014. The company expects to resume purchases under the program in 2015.
25
The company also expects to continue its longstanding practice, under separate authorization, of purchasing shares sufficient to
offset shares issued under incentive compensation plans. See “Market for Registrant's Capital Stock, Related Shareholder Matters
and Issuer Purchases of Equity Securities” for more information.
At August 3, 2014, the company had $1.771 billion of short-term borrowings due within one year, of which $1.406 billion
was comprised of commercial paper borrowings. As of August 3, 2014, $49 million of standby letters of credit were issued on
behalf of the company. In December 2013, the company renewed its committed revolving credit facilities, combining two previous
facilities totaling $2.0 billion into a new five-year facility totaling $2.2 billion. The new facility matures in December 2018. This
facility remained unused at August 3, 2014, except for $3 million of standby letters of credit issued on behalf of the company. This
revolving credit facility supports the company’s commercial paper programs and other general corporate purposes. The company
may also increase the commitment under the credit facility up to an additional $500 million, upon the agreement of either existing
lenders or of additional banks not currently parties to the existing credit agreements.
On October 28, 2013, the company completed the sale of its European simple meals business to Soppa Investments S.à r.l.,
an affiliate of CVC Capital Partners, for €400 million, or $548 million. The sale price was subject to certain post-closing adjustments,
which resulted in a $14 million reduction of proceeds. The company used the proceeds from the sale to pay taxes on the sale,
reduce debt and for other general corporate purposes.
In November 2011, the company filed a registration statement with the Securities and Exchange Commission that registered
an indeterminate amount of debt securities. Under the registration statement, the company may issue debt securities, depending
on market conditions.
The company is in compliance with the covenants contained in its revolving credit facilities and debt securities.
CONTRACTUAL OBLIGATIONS AND OTHER COMMITMENTS
Contractual Obligations
The following table summarizes the company’s obligations and commitments to make future payments under certain
contractual obligations as of August 3, 2014. For additional information on debt, see Note 13 to the Consolidated Financial
Statements. Operating leases are primarily entered into for warehouse and office facilities and certain equipment. Purchase
commitments represent purchase orders and long-term purchase arrangements related to the procurement of ingredients, supplies,
machinery, equipment and services. These commitments are not expected to have a material impact on liquidity. Other long-term
liabilities primarily represent payments related to deferred compensation obligations. For additional information on other long-
term liabilities, see Note 19 to the Consolidated Financial Statements.
(Millions)
Debt obligations(1) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
Interest payments(2) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Derivative payments(3) . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Purchase commitments . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Operating leases . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other long-term payments(4) . . . . . . . . . . . . . . . . . . . . . . . .
Contractual Payments Due by Fiscal Year
Total
2015
2016 - 2017
2018 - 2019
Thereafter
4,024
$
1,771
$
850
22
1,037
194
166
92
16
689
38
—
$
402
182
6
173
58
46
301
152
—
84
40
41
$
1,550
424
—
91
58
79
Total long-term cash obligations . . . . . . . . . . . . . . . . . . . . . . $
6,293
$
2,606
$
867
$
618
$
2,202
_______________________________________
(1) Excludes unamortized net discount/premium on debt issuances. For additional information on debt obligations, see Note 13
(2)
to the Consolidated Financial Statements.
Interest payments for short-term borrowings are calculated based on par values and rates of contractually obligated issuances
at fiscal year end. Interest payments on long-term debt are based on principal amounts and fixed coupon rates at fiscal year
end.
(3) Represents payments of cross-currency swaps, forward exchange contracts, commodity contracts, and deferred compensation
hedges. Contractual payments for cross-currency swaps represent future discounted cash payments based on forward interest
and spot foreign exchange rates.
(4) Represents other long-term liabilities, excluding unrecognized tax benefits, postretirement benefits and payments related to
pension plans. For additional information on pension and postretirement benefits, see Note 11 to the Consolidated Financial
Statements. For additional information on unrecognized tax benefits, see Note 12 to the Consolidated Financial Statements.
26
Off-Balance Sheet Arrangements and Other Commitments
The company guarantees approximately 2,000 bank loans to Pepperidge Farm independent sales distributors by third-party
financial institutions used to purchase distribution routes. The maximum potential amount of the future payments under existing
guarantees the company could be required to make is $179 million. The company’s guarantees are indirectly secured by the
distribution routes. The company does not believe that it is probable that it will be required to make guarantee payments as a result
of defaults on the bank loans guaranteed. See also Note 18 to the Consolidated Financial Statements for information on off-balance
sheet arrangements.
INFLATION
In 2014, inflation in cost of products sold was higher than 2013. In 2013, inflation in cost of products sold was lower than
2012. The company continues to use a number of strategies to mitigate the effects of cost inflation including increasing prices,
commodity hedging and pursuing cost productivity initiatives such as global procurement strategies and capital investments that
improve the efficiency of operations.
MARKET RISK SENSITIVITY
The principal market risks to which the company is exposed are changes in foreign currency exchange rates, interest rates
and commodity prices. In addition, the company is exposed to equity price changes related to certain deferred compensation
obligations. The company manages its exposure to changes in interest rates by optimizing the use of variable-rate and fixed-rate
debt and by utilizing interest rate swaps in order to maintain its variable-to-total debt ratio within targeted guidelines. International
operations, which accounted for 22% of 2014 net sales from continuing operations, are concentrated principally in Australia and
Canada. The company manages its foreign currency exposures by borrowing in various foreign currencies and utilizing cross-
currency swaps and forward contracts. Cross-currency swaps and forward contracts are entered into for periods consistent with
related underlying exposures and do not constitute positions independent of those exposures. The company does not enter into
contracts for speculative purposes and does not use leveraged instruments.
The company principally uses a combination of purchase orders and various short- and long-term supply arrangements in
connection with the purchase of raw materials, including certain commodities and agricultural products. The company also enters
into commodity futures, options and swap contracts to reduce the volatility of price fluctuations of diesel fuel, soybean oil, wheat,
aluminum, natural gas, cocoa and corn, which impact the cost of raw materials.
The information below summarizes the company’s market risks associated with debt obligations and other significant financial
instruments as of August 3, 2014. Fair values included herein have been determined based on quoted market prices or pricing
models using current market rates. The information presented below should be read in conjunction with Notes 13 through 15 to
the Consolidated Financial Statements.
The table below presents principal cash flows and related interest rates by fiscal year of maturity for debt obligations. Interest
rates disclosed on variable-rate debt represent the weighted-average rates at August 3, 2014. Notional amounts and related interest
rates of interest rate swaps are presented by fiscal year of maturity. For the swaps, variable rates are the weighted-average forward
rates for the term of each contract.
2015
(Millions)
Debt(1)
Fixed rate . . . . . . . . . . . . . . . . . . . . . $ 318
Weighted-average interest rate . . . .
Variable rate(2) . . . . . . . . . . . . . . . . . $ 1,453
Weighted-average interest rate . . . .
Interest Rate Swaps
3.19%
0.42%
Cash-flow swaps
Variable to fixed. . . . . . . . . . . . . . $ 250
Average pay rate . . . . . . . . . . . . .
2.18%
Average receive rate. . . . . . . . . . .
2.73%
Expected Fiscal Year of Maturity
2016
2017
2018
2019
Thereafter
Total
Fair Value
$
1
$ 401
$
1
$
300
$ 1,550
$ 2,571
1.14%
3.05%
1.48%
4.50%
4.22%
3.94%
$ 1,453
0.42%
$
250
2.18%
2.73%
$
$
2,647
1,453
$
11
_______________________________________
(1) Excludes unamortized net premium/discount on debt issuances.
(2) Represents $1.406 billion of USD borrowings and $47 million equivalent of borrowings in other currencies.
27
As of July 28, 2013, fixed-rate debt of approximately $2.9 billion with an average interest rate of 4.07% and variable-rate
debt of approximately $1.6 billion with an average interest rate of 0.45% were outstanding. As of July 28, 2013, the company had
swapped $200 million of fixed-rate debt to variable. The average rate to be received on these swaps was 4.88%, and the average
rate to be paid was estimated to be 0.67% over the remaining life of the swaps. The swaps matured in 2014. The cash-flow swaps
of $250 million included in the table were also outstanding as of July 28, 2013.
The company is exposed to foreign exchange risk related to its international operations, including non-functional currency
intercompany debt and net investments in subsidiaries. The following table summarizes the cross-currency swaps outstanding as
of August 3, 2014, which hedge such exposures. The notional amount of each currency and the related weighted-average forward
interest rate are presented in the Cross-Currency Swaps table.
Cross-Currency Swaps
(Millions)
Pay variable AUD . . . . . . . . . . . . . . . . . . . . . . . . . . .
Receive variable USD . . . . . . . . . . . . . . . . . . . . . . . .
Pay variable CAD . . . . . . . . . . . . . . . . . . . . . . . . . . .
Receive variable USD . . . . . . . . . . . . . . . . . . . . . . . .
Pay variable CAD . . . . . . . . . . . . . . . . . . . . . . . . . . .
Receive variable USD . . . . . . . . . . . . . . . . . . . . . . . .
Pay variable CAD . . . . . . . . . . . . . . . . . . . . . . . . . . .
Receive variable USD . . . . . . . . . . . . . . . . . . . . . . . .
Pay variable AUD . . . . . . . . . . . . . . . . . . . . . . . . . . .
Receive variable USD . . . . . . . . . . . . . . . . . . . . . . . .
Pay variable CAD . . . . . . . . . . . . . . . . . . . . . . . . . . .
Receive variable USD . . . . . . . . . . . . . . . . . . . . . . . .
Pay variable CAD . . . . . . . . . . . . . . . . . . . . . . . . . . .
Receive variable USD . . . . . . . . . . . . . . . . . . . . . . . .
Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Fiscal Year of
Expiration
Interest Rate
Notional Value
Fair Value
2015
2015
2016
2016
2016
2017
2017
3.15%
0.62%
1.39%
0.48%
1.65%
0.96%
1.66%
0.96%
3.50%
1.18%
1.99%
1.50%
1.98%
1.50%
$
$
$
$
$
$
$
$
14
32
32
64
72
73
72
359
$
$
$
$
$
$
$
$
—
(1)
(1)
(1)
(1)
(1)
(1)
(6)
The cross-currency swap contracts outstanding at July 28, 2013, represented one pay fixed CAD/receive fixed USD swap
with a notional value totaling $60 million, three pay variable AUD/receive variable USD swaps with notional values totaling $164
million, and three pay variable CAD/receive variable USD swaps with notional values totaling $159 million. The aggregate notional
value of these swap contracts was $383 million as of July 28, 2013, and the aggregate fair value of these swap contracts was a
loss of $24 million as of July 28, 2013.
The company is also exposed to foreign exchange risk as a result of transactions in currencies other than the functional currency
of certain subsidiaries, including subsidiary debt. The company utilizes foreign exchange forward purchase and sale contracts to
hedge these exposures. The following table summarizes the foreign exchange forward contracts outstanding and the related
weighted-average contract exchange rates as of August 3, 2014.
Forward Exchange Contracts
(Millions)
Receive USD/Pay CAD . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
Receive DKK/Pay USD . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
Receive AUD/Pay NZD . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
Receive USD/Pay EUR . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
Receive USD/Pay AUD . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
Contract Amount
Average
Contractual
Exchange Rate
(currency paid/
currency received)
1.1083
0.1807
1.0864
0.7379
1.1057
144
48
27
19
12
The company had an additional $10 million in a number of smaller contracts to purchase or sell various other currencies as
of August 3, 2014. The aggregate fair value of all contracts was a loss of $1 million as of August 3, 2014. The total forward
exchange contracts outstanding were $641 million, and the aggregate fair value was a loss of $2 million as of July 28, 2013.
28
The company enters into commodity futures and options contracts to reduce the volatility of price fluctuations for commodities.
The notional value of these contracts was $146 million, and the aggregate fair value of these contracts was a loss of $9 million as
of August 3, 2014. The notional value of these contracts was $105 million, and the aggregate fair value of these contracts was a
loss of $4 million as of July 28, 2013.
The company enters into swap contracts which hedge a portion of exposures relating to certain deferred compensation
obligations linked to the total return of the company’s capital stock, the total return of the Vanguard Institutional Index, and the
total return of the Vanguard Total International Stock Index. Under these contracts, the company pays variable interest rates and
receives from the counterparty either the total return on company capital stock; the total return of the Standard & Poor's 500 Index,
which is expected to approximate the total return of the Vanguard Institutional Index; or the total return of the iShares MSCI EAFE
Index, which is expected to approximate the total return of the Vanguard Total International Stock Index. The notional value of
the contract that is linked to the total return on company capital stock was $25 million at August 3, 2014 and $26 million at July 28,
2013. The average forward interest rate applicable to this contract, which expires in 2015, was 0.61% at August 3, 2014. The
notional value of the contract that is linked to the return on the Standard & Poor's 500 Index was $22 million at August 3, 2014
and $19 million at July 28, 2013. The average forward interest rate applicable to this contract, which expires in 2015, was 0.61%
at August 3, 2014. The notional value of the contract that is linked to the total return of the iShares MSCI EAFE Index was $9
million at August 3, 2014 and $5 million at July 28, 2013. The average forward interest rate applicable to this contract, which
expires in 2015, was 0.56% at August 3, 2014. The fair value of these contracts was a $3 million loss at August 3, 2014 and a $2
million gain at July 28, 2013.
The company’s utilization of financial instruments in managing market risk exposures described above is consistent with the
prior year. Changes in the portfolio of financial instruments are a function of the results of operations, debt repayment and debt
issuances, market effects on debt and foreign currency, and the company’s acquisition and divestiture activities.
SIGNIFICANT ACCOUNTING ESTIMATES
The consolidated financial statements of the company are prepared in conformity with accounting principles generally accepted
in the United States. The preparation of these financial statements requires the use of estimates, judgments and assumptions that
affect the reported amounts of assets and liabilities at the date of the financial statements and reported amounts of revenues and
expenses during the periods presented. Actual results could differ from those estimates and assumptions. See Note 1 to the
Consolidated Financial Statements for a discussion of significant accounting policies. The following areas all require the use of
subjective or complex judgments, estimates and assumptions:
Trade and consumer promotion programs — The company offers various sales incentive programs to customers and consumers,
such as feature price discounts, in-store display incentives, cooperative advertising programs, new product introduction fees, and
coupons. The mix between promotion programs, which are classified as reductions in revenue, and advertising or other marketing
activities, which are classified as marketing and selling expenses, fluctuates between periods based on the company’s overall
marketing plans, and such fluctuations have an impact on revenues. The measurement and recognition of the costs for trade and
consumer promotion programs involves the use of judgment related to performance and redemption estimates. Estimates are made
based on historical experience and other factors. Typically, programs that are offered have a very short duration. Historically, the
difference between actual experience compared to estimated redemptions and performance has not been significant to the quarterly
or annual financial statements. However, actual expenses may differ if the level of redemption rates and performance were to vary
from estimates.
Valuation of long-lived assets — Fixed assets and amortizable intangible assets are reviewed for impairment as events or
changes in circumstances occur indicating that the carrying value of the asset may not be recoverable. Undiscounted cash flow
analyses are used to determine if impairment exists. If impairment is determined to exist, the loss is calculated based on estimated
fair value.
Goodwill and intangible assets deemed to have indefinite lives are not amortized but rather are tested at least annually for
impairment, or more often if events or changes in circumstances indicate that more likely than not the carrying amount of the asset
may not be recoverable. Goodwill is tested for impairment at the reporting unit level. A reporting unit represents an operating
segment or a component of an operating segment. Goodwill is tested for impairment by either performing a qualitative evaluation
or a two-step quantitative test. The qualitative evaluation is an assessment of factors to determine whether it is more likely than
not that the fair value of a reporting unit is less than its carrying amount, including goodwill. The company may elect not to perform
the qualitative assessment for some or all reporting units and perform a two-step quantitative impairment test. Fair value is
determined based on discounted cash flow analyses. The discounted estimates of future cash flows include significant management
assumptions such as revenue growth rates, operating margins, weighted average cost of capital, and future economic and market
conditions. If the carrying value of the reporting unit exceeds fair value, goodwill is considered impaired. The amount of the
impairment is the difference between the carrying value of the goodwill and the “implied” fair value, which is calculated as if the
reporting unit had just been acquired and accounted for as a business combination.
29
Indefinite-lived intangible assets are tested for impairment by comparing the fair value of the asset to the carrying value. Fair
value is determined based on discounted cash flow analyses that include significant management assumptions such as revenue
growth rates, weighted average cost of capital, and assumed royalty rates. If the fair value is less than the carrying value, the asset
is reduced to fair value.
As of August 3, 2014, the carrying value of goodwill was $2,433 million. As of August 3, 2014, goodwill related to the
acquisitions in 2013 and 2014 was as follows: Bolthouse Farms - $692 million, Plum - $128 million and Kelsen - $140 million.
As of the 2014 measurement, the estimated fair value of each reporting unit significantly exceeded the carrying value, excluding
the 2013 and 2014 acquisitions. Holding all other assumptions used in the 2014 fair value measurement constant, a 100-basis-
point increase in the weighted average cost of capital would not result in the carrying value of any reporting unit, excluding the
2013 and 2014 acquisitions, to be in excess of the fair value. Within the acquisitions, the fair value exceeded the carrying value
of reporting units by at least 4% and as a result, holding all other assumptions used in the 2014 fair value measurement constant,
a 100-basis-point increase in the weighted average cost of capital would result in the carrying value to be in excess of the fair
value. The fair value was based on significant management assumptions. If assumptions are not achieved or market conditions
decline, potential impairment charges could result.
As of August 3, 2014, the carrying value of indefinite-lived trademarks was $957 million. As of August 3, 2014, trademarks
related to the acquisitions in 2013 and 2014 were as follows: Bolthouse Farms - $383 million, Plum - $115 million and Kelsen -
$147 million. Holding all other assumptions used in the 2014 measurement constant, a 100-basis-point increase in the weighted
average cost of capital would reduce the fair value of trademarks, and result in an impairment charge of approximately $25 million.
In the fourth quarter of 2013, as part of the company's annual review of intangible assets, an impairment charge of $360
million was recorded on goodwill and $36 million on trademarks for the simple meals business in Europe. The impairment was
attributable to a combination of factors, including the existence of a firm offer to purchase the business; a revised future outlook
for the business, with reduced expectations for future sales and discounted cash flows, given the economic uncertainty in the
region; future investments required to maintain performance; and management's assumptions on the weighted average cost of
capital. On August 12, 2013, the company announced that it was in final and exclusive negotiations for the potential sale of this
business. The company has reflected the results of the business as discontinued operations in the Consolidated Statements of
Earnings for all years presented. The business was historically included in the International Simple Meals and Beverages segment.
The assets and liabilities have been reflected in assets and liabilities held for sale in the Consolidated Balance Sheet as of July 28,
2013. On October 28, 2013, the company completed the sale of its European simple meals business. See Note 4 to the Consolidated
Financial Statements for additional information on discontinued operations.
In 2012, as part of the company’s annual review of intangible assets, an impairment charge of $3 million was recognized
related to a trademark used in the European simple meals business, formerly included in the International Simple Meals and
Beverages segment. The trademark was determined to be impaired as a result of a decrease in the fair value of the brand, resulting
from reduced expectations for future sales and discounted cash flows in comparison to the prior year.
The estimates of future cash flows involve considerable management judgment and are based upon assumptions about expected
future operating performance, economic conditions, market conditions, and cost of capital. Inherent in estimating the future cash
flows are uncertainties beyond the company’s control, such as capital markets. The actual cash flows could differ materially from
management’s estimates due to changes in business conditions, operating performance, and economic conditions.
See also Note 6 to the Consolidated Financial Statements for additional information on goodwill and intangible assets.
Pension and postretirement benefits — The company provides certain pension and postretirement benefits to employees and
retirees. Determining the cost associated with such benefits is dependent on various actuarial assumptions, including discount
rates, expected return on plan assets, compensation increases, turnover rates and health care trend rates. Independent actuaries, in
accordance with accounting principles generally accepted in the United States, perform the required calculations to determine
expense. Actual results that differ from the actuarial assumptions are generally accumulated and amortized over future periods.
The discount rate is established as of the company’s fiscal year-end measurement date. In establishing the discount rate, the
company reviews published market indices of high-quality debt securities, adjusted as appropriate for duration. In addition,
independent actuaries apply high-quality bond yield curves to the expected benefit payments of the plans. The expected return on
plan assets is a long-term assumption based upon historical experience and expected future performance, considering the company’s
current and projected investment mix. This estimate is based on an estimate of future inflation, long-term projected real returns
for each asset class, and a premium for active management. Within any given fiscal period, significant differences may arise
between the actual return and the expected return on plan assets. The value of plan assets, used in the calculation of pension
expense, is determined on a calculated method that recognizes 20% of the difference between the actual fair value of assets and
the expected calculated method. Gains and losses resulting from differences between actual experience and the assumptions are
determined at each measurement date. If the net gain or loss exceeds 10% of the greater of plan assets or liabilities, a portion is
amortized into earnings in the following year.
Net periodic pension and postretirement expense was $109 million in 2014, $130 million in 2013 and $102 million in 2012.
30
Significant weighted-average assumptions as of the end of the year were as follows:
Pension
Discount rate for benefit obligations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4.33% 4.82% 4.05%
Expected return on plan assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7.62% 7.62% 7.65%
Postretirement
Discount rate for obligations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4.00% 4.50% 3.75%
Initial health care trend rate. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8.25% 8.25% 8.25%
Ultimate health care trend rate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4.50% 4.50% 4.50%
2014
2013
2012
Estimated sensitivities to annual net periodic pension cost are as follows: a 50-basis-point reduction in the discount rate would
increase expense by approximately $12 million; a 50-basis-point reduction in the estimated return on assets assumption would
increase expense by approximately $12 million. A one-percentage-point increase in assumed health care costs would increase
postretirement service and interest cost by approximately $1 million.
Net periodic pension and postretirement expense is expected to decrease to approximately $75 million in 2015. The reduction
is primarily due to pension settlement charges of $22 million recognized in 2014 associated with a U.S. pension plan. The settlements
resulted from the level of lump sum distributions from the plan's assets in 2014, primarily due to the closure of the facility in
Sacramento, California.
The company contributed $35 million, $75 million and $55 million, respectively, to U.S. pension plans in 2014, 2013 and
2012. Contributions to non-U.S. plans were $12 million in 2014 and 2013, and $16 million in 2012. The company does not expect
to contribute to the U.S. pension plans in 2015. Contributions to non-U.S. plans are expected to be approximately $6 million in
2015.
See also Note 11 to the Consolidated Financial Statements for additional information on pension and postretirement expenses.
Income taxes — The effective tax rate reflects statutory tax rates, tax planning opportunities available in the various jurisdictions
in which the company operates and management’s estimate of the ultimate outcome of various tax audits and issues. Significant
judgment is required in determining the effective tax rate and in evaluating tax positions. Income taxes are recorded based on
amounts refundable or payable in the current year and include the effect of deferred taxes. Deferred tax assets and liabilities are
recognized for the future impact of differences between the financial statement carrying amounts of assets and liabilities and their
respective tax bases, as well as for operating loss and tax credit carryforwards. Deferred tax assets and liabilities are measured
using enacted tax rates expected to apply to taxable income in the years in which those differences are expected to be recovered
or settled. Valuation allowances are established for deferred tax assets when it is more likely than not that a tax benefit will not
be realized.
See also Notes 1 and 12 to the Consolidated Financial Statements for further discussion on income taxes.
RECENT ACCOUNTING PRONOUNCEMENTS
See Note 2 to the Consolidated Financial Statements for information on recent accounting pronouncements.
CAUTIONARY FACTORS THAT MAY AFFECT FUTURE RESULTS
This Report contains “forward-looking” statements that reflect the company’s current expectations regarding future results
of operations, economic performance, financial condition and achievements of the company. The company tries, wherever possible,
to identify these forward-looking statements by using words such as “anticipate,” “believe,” “estimate,” “expect,” “will” and
similar expressions. One can also identify them by the fact that they do not relate strictly to historical or current facts. These
statements reflect the company’s current plans and expectations and are based on information currently available to it. They rely
on a number of assumptions regarding future events and estimates which could be inaccurate and which are inherently subject to
risks and uncertainties.
The company wishes to caution the reader that the following important factors and those important factors described in Part
1, Item 1A and elsewhere in this Report, or in other Securities and Exchange Commission filings of the company, could affect the
company’s actual results and could cause such results to vary materially from those expressed in any forward-looking statements
made by, or on behalf of, the company:
•
•
the impact of strong competitive response to the company’s efforts to leverage its brand power with product innovation,
promotional programs and new advertising;
the impact of changes in consumer demand for the company’s products;
31
•
•
•
•
•
•
•
•
•
•
•
the risks in the marketplace associated with trade and consumer acceptance of product improvements, shelving initiatives,
new products, and pricing and promotional strategies;
the company’s ability to achieve sales and earnings guidance, which is based on assumptions about sales volume, product
mix, the development and success of new products, the impact of marketing, promotional and pricing actions, product
costs and currency;
the company’s ability to realize projected cost savings and benefits, including restructuring initiatives;
the company’s ability to successfully manage changes to its business processes, including selling, distribution,
manufacturing and information management systems;
the practices and increased significance of certain of the company’s key customers;
the impact of new or changing inventory management practices by the company’s customers;
the impact of fluctuations in the supply of and inflation in energy, raw and packaging materials cost;
the impact of completing and integrating acquisitions, divestitures and other portfolio changes;
the uncertainties of litigation described from time to time in the company’s Securities and Exchange Commission filings;
the impact of changes in currency exchange rates, tax rates, interest rates, debt and equity markets, inflation rates, economic
conditions and other external factors; and
the impact of unforeseen business disruptions in one or more of the company’s markets due to political instability, civil
disobedience, armed hostilities, natural disasters or other calamities.
This discussion of uncertainties is by no means exhaustive but is designed to highlight important factors that may impact the
company’s outlook. The company disclaims any obligation or intent to update forward-looking statements made by the company
in order to reflect new information, events or circumstances after the date they are made.
Item 7A. Quantitative and Qualitative Disclosure About Market Risk
The information presented in the section entitled “Management’s Discussion and Analysis of Financial Condition and Results
of Operations — Market Risk Sensitivity” is incorporated herein by reference.
32
Item 8. Financial Statements and Supplementary Data
CAMPBELL SOUP COMPANY
Consolidated Statements of Earnings
(millions, except per share amounts)
Net sales . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
Costs and expenses
2014
2013
2012
53 weeks
52 weeks
52 weeks
8,268
$
8,052
$
7,175
Cost of products sold . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
5,370
5,140
4,365
Marketing and selling expenses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Administrative expenses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Research and development expenses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other expenses / (income) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Restructuring charges . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total costs and expenses. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Earnings before interest and taxes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Interest expense . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Interest income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Earnings before taxes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Taxes on earnings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Earnings from continuing operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Earnings (loss) from discontinued operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Net earnings. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Less: Net earnings (loss) attributable to noncontrolling interests . . . . . . . . . . . . .
Net earnings attributable to Campbell Soup Company . . . . . . . . . . . . . . . . . . . $
Per Share — Basic
Earnings from continuing operations attributable to Campbell Soup Company . . . $
Earnings (loss) from discontinued operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Net earnings attributable to Campbell Soup Company . . . . . . . . . . . . . . . . . . . $
Weighted average shares outstanding — basic. . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Per Share — Assuming Dilution
Earnings from continuing operations attributable to Campbell Soup Company . . . $
Earnings (loss) from discontinued operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Net earnings attributable to Campbell Soup Company . . . . . . . . . . . . . . . . . . . $
Weighted average shares outstanding — assuming dilution . . . . . . . . . . . . . . . . . .
935
573
121
22
55
7,076
1,192
122
3
1,073
347
726
81
807
(11)
818
2.35
.26
2.61
314
2.33
.26
2.59
316
$
$
$
$
$
947
677
128
29
51
6,972
1,080
135
10
955
275
680
(231)
449
(9)
458
2.19
(.74)
1.46
314
2.17
(.73)
1.44
317
$
$
$
$
$
941
580
116
11
7
6,020
1,155
114
8
1,049
325
724
40
764
(10)
774
2.30
.12
2.43
317
2.29
.12
2.41
319
The sum of the individual per share amounts may not add due to rounding.
See accompanying Notes to Consolidated Financial Statements.
33
CAMPBELL SOUP COMPANY
Consolidated Statements of Comprehensive Income
(millions)
2014
Tax
(expense)
benefit
Pre-tax
amount
After-tax
amount
$
807
Pre-tax
amount
2013
Tax
(expense)
benefit
After-tax
amount
$
449
Pre-tax
amount
2012
Tax
(expense)
benefit
After-tax
amount
$
764
(12) $
(1)
(13)
$
(95) $
3
(92)
$ (127) $
(8)
(135)
(22)
(12)
3
4
(19)
(8)
—
—
—
—
20
4
—
(8)
(1)
—
12
3
—
15
—
(55)
(2)
20
—
113
(39)
(35)
322
(103)
219
(428)
(2)
74
(2)
124
—
(54)
(2)
70
(1)
83
—
(5)
—
151
—
(29)
—
10
—
(277)
(1)
54
Other comprehensive income (loss). $
10
$
(13)
(3)
$
373
$
(163)
$
804
210
659
$
$ (458) $
109
(349)
$
415
(10)
(10)
(10)
$
814
$
669
$
425
Net earnings. . . . . . . . . . . . . . . . . . . .
Other comprehensive income
(loss):
Foreign currency translation:
Foreign currency translation
adjustments. . . . . . . . . . . . . . . . . . $
Reclassification of currency
translation adjustments realized
upon disposal of business. . . . . . .
Cash-flow hedges:
Unrealized gains (losses) arising
during period . . . . . . . . . . . . . . . .
Reclassification adjustment for
(gains) losses included in net
earnings . . . . . . . . . . . . . . . . . . . .
Pension and other postretirement
benefits:
Net actuarial gain (loss) arising
during the period . . . . . . . . . . . . .
Reclassification of prior service
credit included in net earnings . . .
Reclassification of net actuarial
loss included in net earnings . . . .
Total comprehensive income (loss) .
Total comprehensive income (loss)
attributable to noncontrolling
interests . . . . . . . . . . . . . . . . . . . . . . . .
Total comprehensive income (loss)
attributable to Campbell Soup
Company . . . . . . . . . . . . . . . . . . . . . .
See accompanying Notes to Consolidated Financial Statements.
34
CAMPBELL SOUP COMPANY
Consolidated Balance Sheets
(millions, except per share amounts)
August 3,
2014
July 28,
2013
Current assets
Cash and cash equivalents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
Accounts receivable, net . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Inventories . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other current assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Current assets of discontinued operations held for sale . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total current assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Plant assets, net of depreciation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Goodwill . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other intangible assets, net of amortization. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Non-current assets of discontinued operations held for sale . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
Current liabilities
Short-term borrowings. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
Payable to suppliers and others . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Accrued liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Dividend payable. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Accrued income taxes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Current liabilities of discontinued operations held for sale. . . . . . . . . . . . . . . . . . . . . . . . . . .
Total current liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Long-term debt. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Deferred taxes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other liabilities. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Non-current liabilities of discontinued operations held for sale . . . . . . . . . . . . . . . . . . . . . . . .
Total liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Commitments and contingencies
Campbell Soup Company shareholders' equity
Preferred stock; authorized 40 shares; none issued. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Capital stock, $.0375 par value; authorized 560 shares; issued 323 shares . . . . . . . . . . . . . .
Additional paid-in capital . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Earnings retained in the business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Capital stock in treasury, at cost . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Accumulated other comprehensive loss . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total Campbell Soup Company shareholders' equity . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Noncontrolling interests. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total equity. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total liabilities and equity. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
See accompanying Notes to Consolidated Financial Statements.
232
670
1,016
182
—
2,100
2,318
2,433
1,175
87
—
8,113
1,771
527
553
101
37
—
2,989
2,244
548
729
—
6,510
—
12
330
2,198
(356)
(569)
1,615
(12)
1,603
8,113
$
$
$
$
333
635
925
135
193
2,221
2,260
2,297
1,021
131
393
8,323
1,909
523
617
100
19
114
3,282
2,544
489
776
22
7,113
—
12
362
1,772
(364)
(565)
1,217
(7)
1,210
8,323
35
CAMPBELL SOUP COMPANY
Consolidated Statements of Cash Flows
(millions)
Cash flows from operating activities:
Net earnings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
Adjustments to reconcile net earnings to operating cash flow
807
$
449
$
764
2014
2013
2012
53 weeks
52 weeks
52 weeks
Impairment charge . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Restructuring charges . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Stock-based compensation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Depreciation and amortization. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Deferred income taxes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Gain on sale of business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other, net . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Changes in working capital
Accounts receivable. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Inventories . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Prepaid assets. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Accounts payable and accrued liabilities. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Pension fund contributions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Receipts from (payments of) hedging activities . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Net cash provided by operating activities . . . . . . . . . . . . . . . . . . . . . . . . .
Cash flows from investing activities:
Purchases of plant assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Sales of plant assets. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Businesses acquired, net of cash acquired . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Sale of business, net of cash divested . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other, net. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Net cash used in investing activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Cash flows from financing activities:
Net short-term borrowings (repayments) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Long-term borrowings (repayments) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Repayments of notes payable . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Dividends paid . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Treasury stock purchases . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Treasury stock issuances. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Excess tax benefits on stock-based compensation . . . . . . . . . . . . . . . . . . . . . . . . . .
Contributions from noncontrolling interest. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other, net. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Net cash provided by (used in) financing activities . . . . . . . . . . . . . . . . . .
Effect of exchange rate changes on cash . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Net change in cash and cash equivalents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Cash and cash equivalents continuing operations — beginning of period. . . . . .
Cash and cash equivalents discontinued operations — beginning of period . . . .
Cash and cash equivalents discontinued operations — end of period . . . . . . . . .
Cash and cash equivalents continuing operations — end of period . . . . . . . . . . . $
See accompanying Notes to Consolidated Financial Statements.
36
—
55
57
305
11
(141)
118
(38)
(56)
(22)
(93)
(47)
(4)
(53)
899
(347)
22
(329)
520
—
(134)
208
(2)
(700)
(391)
(76)
18
13
5
—
(925)
(9)
(169)
333
68
—
396
51
113
407
(171)
—
155
(48)
(146)
5
(69)
(87)
22
(58)
—
10
79
262
45
—
118
(18)
32
(3)
(19)
(71)
7
(86)
1,019
1,120
(336)
5
(1,806)
—
(17)
(2,154)
825
1,250
(400)
(367)
(153)
83
12
3
(16)
1,237
(36)
66
335
—
(68)
(323)
1
—
—
(1)
(323)
(257)
—
—
(373)
(412)
112
8
2
—
(920)
(26)
(149)
484
—
—
335
232
$
333
$
CAMPBELL SOUP COMPANY
Consolidated Statements of Equity
(millions, except per share amounts)
Campbell Soup Company Shareholders’ Equity
Capital Stock
Issued
In Treasury
Shares
Amount
Shares
Amount
Additional
Paid-in
Capital
Earnings
Retained
in the
Business
Accumulated
Other
Comprehensive
Income (Loss)
Noncontrolling
Interests
Total
Equity
Balance at July 31, 2011 . . . . .
542
$
20
(222) $ (8,021) $
331
$
9,185
$
(427) $
Contribution from
noncontrolling interest . . . . . . .
Net earnings (loss) . . . . . . . . . .
Other comprehensive income
(loss). . . . . . . . . . . . . . . . . . . . .
Dividends ($1.16 per share). . .
Treasury stock purchased. . . . .
Treasury stock issued under
management incentive and
stock option plans . . . . . . . . . .
774
(375)
(349)
(13)
(412)
5
174
(2)
Balance at July 29, 2012 . . . . .
542
20
(230)
(8,259)
329
9,584
(776)
Contribution from
noncontrolling interest . . . . . . .
Net earnings (loss) . . . . . . . . . .
Other comprehensive income
(loss). . . . . . . . . . . . . . . . . . . . .
Dividends ($1.16 per share). . .
458
(371)
211
Treasury stock purchased. . . . .
(4)
(153)
Treasury stock retired. . . . . . . .
(219)
(8)
219
7,907
(7,899)
Treasury stock issued under
management incentive and
stock option plans . . . . . . . . . .
Balance at July 28, 2013 . . . . .
Contribution from
noncontrolling interest. . . . . .
Net earnings (loss) . . . . . . . . .
Other comprehensive income
(loss). . . . . . . . . . . . . . . . . . . . .
Dividends ($1.248 per share).
Treasury stock purchased . . .
Treasury stock issued under
management incentive and
stock option plans. . . . . . . . . .
4
141
323
12
(11)
(364)
33
362
1,772
(565)
818
(392)
(4)
(2)
(76)
3
84
(32)
8
2
(10)
—
—
3
(9)
(1)
(7)
5
(11)
1
$
1,096
2
764
(349)
(375)
(412)
172
898
3
449
210
(371)
(153)
—
174
1,210
5
807
(3)
(392)
(76)
52
Balance at August 3, 2014 . . .
323
$
12
(10) $
(356) $
330
$
2,198
$
(569) $
(12) $
1,603
See accompanying Notes to Consolidated Financial Statements.
37
Notes to Consolidated Financial Statements
(currency in millions, except per share amounts)
1. Summary of Significant Accounting Policies
Campbell Soup Company, together with its subsidiaries (the company), is a manufacturer and marketer of high-quality, branded
convenience food products.
Basis of Presentation — The consolidated financial statements include the accounts of the company and entities in which the
company maintains a controlling financial interest. Intercompany transactions are eliminated in consolidation. Certain amounts
in prior-year financial statements were reclassified to conform to the current-year presentation.The company's fiscal year ends on
the Sunday nearest July 31. There were 53 weeks in 2014, and 52 weeks in 2013 and 2012.
Use of Estimates — Generally accepted accounting principles require management to make estimates and assumptions that
affect assets, liabilities, revenues and expenses. Actual results could differ from those estimates.
Revenue Recognition — Revenues are recognized when the earnings process is complete. This occurs when products are
shipped in accordance with terms of agreements, title and risk of loss transfer to customers, collection is probable and pricing is
fixed or determinable. Revenues are recognized net of provisions for returns, discounts and allowances. Certain sales promotion
expenses, such as feature price discounts, in-store display incentives, cooperative advertising programs, new product introduction
fees and coupon redemption costs, are classified as a reduction of sales. The recognition of costs for promotion programs involves
the use of judgment related to performance and redemption estimates. Estimates are made based on historical experience and other
factors. Costs are recognized either upon sale or when the incentive is offered, based on the program. Revenues are presented on
a net basis for arrangements under which suppliers perform certain additional services.
Cash and Cash Equivalents — All highly liquid debt instruments purchased with a maturity of three months or less are
classified as cash equivalents.
Inventories — All inventories are valued at the lower of average cost or market.
Property, Plant and Equipment — Property, plant and equipment are recorded at historical cost and are depreciated over
estimated useful lives using the straight-line method. Buildings and machinery and equipment are depreciated over periods not
exceeding 45 years and 20 years, respectively. Assets are evaluated for impairment when conditions indicate that the carrying
value may not be recoverable. Such conditions include significant adverse changes in business climate or a plan of disposal.
Repairs and maintenance are charged to expense as incurred.
Goodwill and Intangible Assets — Goodwill and intangible assets deemed to have indefinite lives are not amortized but rather
are tested at least annually for impairment, or when circumstances indicate that the carrying amount of the asset may not be
recoverable. Goodwill is tested for impairment at the reporting unit level. A reporting unit is an operating segment or a component
of an operating segment. Goodwill is tested for impairment by either performing a qualitative evaluation or a two-step quantitative
test. The qualitative evaluation is an assessment of factors to determine whether it is more likely than not that the fair value of a
reporting unit is less than its carrying amount, including goodwill. The company may elect not to perform the qualitative assessment
for some or all reporting units and perform a two-step quantitative impairment test. Fair value is determined based on discounted
cash flow analyses. The discounted estimates of future cash flows include significant management assumptions such as revenue
growth rates, operating margins, weighted average cost of capital, and future economic and market conditions. If the carrying
value of the reporting unit exceeds fair value, goodwill is considered impaired. The amount of the impairment is the difference
between the carrying value of the goodwill and the “implied” fair value, which is calculated as if the reporting unit had just been
acquired and accounted for as a business combination.
Indefinite-lived intangible assets are tested for impairment by comparing the fair value of the asset to the carrying value. Fair
value is determined based on discounted cash flow analyses that include significant management assumptions such as revenue
growth rates, weighted average cost of capital, and assumed royalty rates. If the fair value is less than the carrying value, the asset
is reduced to fair value.
See Note 6 for information on intangible assets and an impairment charge recognized in 2013.
Derivative Financial Instruments — The company uses derivative financial instruments primarily for purposes of hedging
exposures to fluctuations in foreign currency exchange rates, interest rates, commodities and equity-linked employee benefit
obligations. These derivative contracts are entered into for periods consistent with the related underlying exposures and do not
constitute positions independent of those exposures. The company does not enter into derivative contracts for speculative purposes
and does not use leveraged instruments. The company's derivative programs include strategies that qualify and strategies that do
not qualify for hedge accounting treatment. To qualify for hedge accounting, the hedging relationship, both at inception of the
hedge and on an ongoing basis, is expected to be highly effective in achieving offsetting changes in the fair value of the hedged
risk during the period that the hedge is designated.
38
All derivatives are recognized on the balance sheet at fair value. For derivatives that qualify for hedge accounting, on the date
the derivative contract is entered into, the company designates the derivative as a hedge of the fair value of a recognized asset or
liability or a firm commitment (fair-value hedge), a hedge of a forecasted transaction or of the variability of cash flows to be
received or paid related to a recognized asset or liability (cash-flow hedge), or a hedge of a net investment in a foreign operation.
Some derivatives may also be considered natural hedging instruments (changes in fair value act as economic offsets to changes
in fair value of the underlying hedged item) and are not designated for hedge accounting.
Changes in the fair value of a fair-value hedge, along with the gain or loss on the underlying hedged asset or liability (including
losses or gains on firm commitments), are recorded in current-period earnings. The effective portion of gains and losses on cash-
flow hedges are recorded in other comprehensive income (loss), until earnings are affected by the variability of cash flows. If the
hedge is no longer effective, all changes in the fair value of the derivative are included in earnings each period until the instrument
matures. If a derivative is used as a hedge of a net investment in a foreign operation, its changes in fair value, to the extent effective
as a hedge, are recorded in other comprehensive income (loss). Any ineffective portion of designated hedges is recognized in
current-period earnings. Changes in the fair value of derivatives that are not designated for hedge accounting are recognized in
current-period earnings.
Cash flows from derivative contracts are included in Net cash provided by operating activities.
Advertising Production Costs — Advertising production costs are expensed in the period that the advertisement first takes
place or when a decision is made not to use an advertisement.
Research and Development Costs — The costs of research and development are expensed as incurred. Costs include
expenditures for new product and manufacturing process innovation, and improvements to existing products and processes. Costs
primarily consist of salaries, wages, consulting, and depreciation and maintenance of research facilities and equipment.
Income Taxes — Deferred tax assets and liabilities are recognized for the future impact of differences between the financial
statement carrying amounts of assets and liabilities and their respective tax bases, as well as for operating loss and tax credit
carryforwards. Deferred tax assets and liabilities are measured using enacted tax rates expected to apply to taxable income in the
years in which those temporary differences are expected to be recovered or settled. The effect on deferred tax assets and liabilities
of a change in tax rates is recognized in income in the period that includes the enactment date. Valuation allowances are recorded
to reduce deferred tax assets when it is more likely than not that a tax benefit will not be realized.
2. Recent Accounting Pronouncements
In December 2011, the Financial Accounting Standards Board (FASB) issued guidance related to disclosures about offsetting
(netting) of assets and liabilities in the statement of financial position. The guidance requires entities to disclose gross information
and net information about both instruments and transactions that are offset in the statement of financial position, and instruments
and transactions subject to an agreement similar to a master netting arrangement. The scope includes financial instruments and
derivative instruments. In January 2013, the FASB issued an amendment to the guidance to limit the scope of the new balance
sheet offsetting disclosures to derivatives, repurchase agreements, and securities lending transactions to the extent that they are
offset in the financial statements or subject to an enforceable master netting arrangement or similar arrangement. The disclosures
were required for fiscal years, and interim periods within those years, beginning on or after January 1, 2013. The company adopted
the guidance in the first quarter of 2014. The adoption resulted in additional disclosures, but did not have an impact on the company’s
consolidated financial statements. See Note 14.
In July 2012, the FASB issued revised guidance intended to simplify how an entity tests indefinite-lived intangible assets for
impairment. The amendments will allow an entity first to assess qualitative factors to determine whether it is necessary to perform
a quantitative impairment test. An entity will no longer be required to calculate the fair value of an indefinite-lived intangible asset
and perform the quantitative test unless the entity determines, based on a qualitative assessment, that it is more likely than not that
its fair value is less than its carrying amount. The amendments are effective for annual and interim indefinite-lived intangible asset
impairment tests performed for fiscal years beginning after September 15, 2012. Early adoption is permitted. The company adopted
the guidance in 2014. The adoption did not have an impact on the company’s consolidated financial statements.
In February 2013, the FASB issued guidance for the recognition, measurement, and disclosure of certain obligations resulting
from joint and several liability arrangements for which the total amount is fixed. Such obligations may include debt arrangements,
legal settlements, and other contractual arrangements. The guidance is effective for fiscal years, and interim periods within those
years, beginning after December 15, 2013, and should be applied retrospectively to all prior periods presented for those obligations
within scope that existed as of the beginning of the fiscal year of adoption. Early adoption is permitted. The company does not
expect the adoption to have a material impact on the company’s consolidated financial statements.
In March 2013, the FASB issued guidance on the accounting for the cumulative translation adjustment upon derecognition
of certain subsidiaries or groups of assets within a foreign entity or of an investment in a foreign entity. The guidance is effective
prospectively for fiscal years, and interim periods within those years, beginning after December 15, 2013. Early adoption is
permitted. The company will apply the guidance to applicable transactions.
39
In July 2013, the FASB issued guidance which permits an entity to designate the Fed Funds Effective Swap Rate, also referred
to as the overnight index swap rate, as a benchmark interest rate in a hedge accounting relationship. In addition, the guidance
removes the restriction on using different benchmark interest rates for similar hedges. The guidance was effective in July 2013.
The company will apply the guidance to applicable transactions.
In July 2013, the FASB issued guidance on the presentation of an unrecognized tax benefit when a net operating loss
carryforward, a similar tax loss, or a tax credit carryforward exists. The guidance requires the netting of unrecognized tax benefits
(UTBs) against a deferred tax asset for a loss or other carryforward that would apply in settlement of uncertain tax positions.
Under the new standard, UTBs will be netted against all available same-jurisdiction loss or other tax carryforwards that would be
utilized, rather than only against carryforwards that are created by the UTBs. The guidance is effective for fiscal years, and interim
periods within those years, beginning after December 15, 2013, and should be applied prospectively to all UTBs that exist at the
effective date. Retrospective application is permitted. The company does not expect the adoption to have a material impact on the
company’s consolidated financial statements.
In April 2014, the FASB issued revised guidance redefining discontinued operations, which changes the criteria for determining
which disposals can be presented as discontinued operations and modifies related disclosure requirements. The guidance is effective
for fiscal years beginning on or after December 15, 2014, and interim periods within those years. Early adoption is permitted. The
company will prospectively apply the guidance to applicable transactions.
In May 2014, the FASB issued revised guidance on the recognition of revenue from contracts with customers. The guidance
is designed to create greater comparability for financial statement users across industries and jurisdictions. The guidance also
requires enhanced disclosures. The guidance is effective for fiscal years, and interim periods within those years, beginning after
December 15, 2016. Early adoption is not permitted. The company is currently evaluating the new guidance.
3. Acquisitions
On August 8, 2013, the company completed the acquisition of Kelsen Group A/S (Kelsen). The final all-cash purchase price
was $331. Kelsen is a producer of quality baked snacks that are sold in 85 countries around the world. Its primary brands include
Kjeldsens and Royal Dansk.
The excess of the purchase price over the estimated fair values of identifiable net assets was recorded as $140 of goodwill.
The goodwill is not expected to be deductible for tax purposes. The goodwill was primarily attributable to future growth
opportunities and any intangible assets that did not qualify for separate recognition. The goodwill is included in the Global Baking
and Snacking segment.
The acquisition of Kelsen contributed $193 to Net sales and $8 to Net Earnings from August 8, 2013 through August 3, 2014.
On June 13, 2013, the company completed the acquisition of Plum, PBC (Plum). The final all-cash purchase price was $249.
Plum is a leading provider of premium, organic foods and snacks that serve the nutritional needs of babies, toddlers and children.
The acquisition of Plum contributed $88 to Net sales and resulted in a decrease of $19 to Net earnings for 2014. The 2014
results included $11 of after-tax costs incurred from a voluntary product recall (see Note 20 for additional details). The acquisition
also contributed $14 to Net sales and resulted in a decrease of $2 to Net earnings from June 13, 2013 through July 28, 2013.
The excess of the purchase price over the estimated fair values of identifiable net assets was recorded as $128 of goodwill.
The goodwill is not expected to be deductible for tax purposes. The goodwill was primarily attributable to future growth
opportunities and any intangible assets that did not qualify for separate recognition. The goodwill is included in the U.S. Simple
Meals segment.
On August 6, 2012, the company completed the acquisition of BF Bolthouse Holdco LLC (Bolthouse Farms) from a fund
managed by Madison Dearborn Partners, LLC, a private equity firm, for $1,550 in cash, subject to customary purchase price
adjustments. On August 6, 2012, the preliminary purchase price adjustments resulted in an increase in the purchase price of $20.
In the third quarter of 2013, the purchase price adjustments were finalized and reduced to $11. Bolthouse Farms is a vertically
integrated food and beverage company focused on developing, manufacturing and marketing fresh carrots and proprietary, high
value-added products.
The acquisition of Bolthouse Farms contributed $756 to Net sales and $18 to Net earnings from August 6, 2012 through
July 28, 2013. The company incurred transaction costs of $10 ($7 after tax) in the first quarter of 2013 and $5 ($3 after tax) in the
fourth quarter of 2012 related to this acquisition. The costs were recorded in Other expenses/(income).
The excess of the purchase price over the estimated fair values of identifiable net assets was recorded as $692 of goodwill.
Of this amount, $284 is expected to be deductible for tax purposes. The goodwill was primarily attributable to future growth
opportunities and any intangible assets that did not qualify for separate recognition. The goodwill is included in the Bolthouse
and Foodservice segment.
40
The acquired assets and assumed liabilities include the following:
Kelsen
Plum
Bolthouse
Cash . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Accounts receivable. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Inventories . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other current assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Plant assets. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Goodwill . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other intangible assets. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Short-term debt . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Accounts payable. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Accrued liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Long-term debt . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Deferred income taxes. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total assets acquired and liabilities assumed . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$
$
2
20
50
2
47
140
173
—
(32)
(13)
(10)
(4)
(44)
—
331
$
$
1
15
20
1
2
128
133
—
—
(12)
(5)
—
(34)
—
249
$
3
74
122
8
335
692
580
8
(1)
(59)
(29)
(1)
(156)
(15)
$ 1,561
The identifiable intangible assets of Kelsen consist of $147 in non-amortizable trademarks, $4 in amortizable trademarks to
be amortized over 10 years and $22 in customer relationships to be amortized over 10 to 15 years. The identifiable intangible
assets of Plum consist of $115 in non-amortizable trademarks and $18 in customer relationships to be amortized over 15 years.
The identifiable intangible assets of Bolthouse consist of:
Trademarks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Non-amortizable
Customer relationships . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Distributor relationship . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Technology and patents. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Formula and recipes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total identifiable intangible assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Amortizable
Amortizable
Amortizable
Amortizable
Type
Life in
Years
Indefinite
$
20
7
9 to
17
5
Value
383
132
2
43
20
$
580
The following unaudited summary information is presented on a consolidated pro forma basis as if the Kelsen acquisition
had occurred on July 30, 2012 and the Plum and Bolthouse acquisitions had occurred on August 1, 2011:
Net sales . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 8,272
738
Earnings from continuing operations attributable to Campbell Soup Company . . . . . . . . . . . . $
Earnings per share from continuing operations attributable to Campbell Soup Company . . . . $
2.34
$ 8,327
$ 7,941
$
$
684
2.16
$
$
711
2.22
2014
2013
2012
The pro forma amounts include transaction costs, additional interest expense on the debt issued to finance the purchases,
amortization and depreciation expense based on the estimated fair value and useful lives of intangible assets and plant assets, and
related tax effects. The pro forma results are not necessarily indicative of the combined results had the Kelsen acquisition been
completed on July 30, 2012 and the Plum and Bolthouse acquisitions been completed on August 1, 2011, nor are they indicative
of future combined results.
41
4. Discontinued Operations
On October 28, 2013, the company completed the sale of its European simple meals business to Soppa Investments S.à r.l.,
an affiliate of CVC Capital Partners. The all-cash preliminary sale price was €400 , or $548, and was subject to certain post-closing
adjustments, which resulted in a $14 reduction of proceeds. The company recognized a pre-tax gain of $141 ($72 after tax or $.23
per share) in 2014. The European business included the Erasco and Heisse Tasse soups in Germany; Liebig and Royco soups in
France; Devos Lemmens mayonnaise and cold sauces and Royco soups in Belgium; and Blå Band and Isomitta soups and sauces
in Sweden. The company used the proceeds from the sale to pay taxes on the sale, reduce debt and for other general corporate
purposes.
In the fourth quarter of 2013, the company recorded an impairment charge on the intangible assets of this business of $396
($263 after tax or $.83 per share). In addition, the company recorded $18 in tax expense ($.06 per share) representing taxes on the
difference between the book value and tax basis of the business. See Note 6 for additional information on the impairment charge.
The company has reflected the results of the European simple meals business as discontinued operations in the Consolidated
Statements of Earnings for all years presented. The business was historically included in the International Simple Meals and
Beverages segment.
Results of discontinued operations were as follows:
Net sales. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Gain on sale of the European simple meals business . . . . . . . . . . . . . . . . . . . . . . . . . . .
Impairment on the European simple meals business. . . . . . . . . . . . . . . . . . . . . . . . . . . .
Earnings from operations, before taxes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Earnings (loss) before taxes. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Taxes on earnings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Earnings (loss) from discontinued operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2014
2013
2012
137
141
—
14
155
(74)
81
$
$
$
$
532
$
532
— $
(396)
65
(331) $
100
(231) $
—
—
57
57
(17)
40
$
$
$
$
The assets and liabilities of the business have been reflected in assets and liabilities held for sale in the Consolidated Balance
Sheet as of July 28, 2013, and are comprised of the following:
Cash. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Accounts receivable . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Inventories. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Prepaid expenses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Current assets. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Plant assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Goodwill . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Intangible assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Non-current assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Accounts payable . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Accrued liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Current liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Non-current pension obligation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Non-current liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
42
July 28,
2013
68
54
68
3
193
98
110
150
35
393
60
54
114
11
11
22
$
$
$
$
$
$
$
$
5.
Accumulated Other Comprehensive Income (Loss)
The components of Accumulated other comprehensive income (loss) consisted of the following:
Foreign
Currency
Translation
Adjustments(1)
Gains (Losses)
on Cash Flow
Hedges(2)
Pension and
Postretirement
Benefit Plan
Adjustments(3)
Total
Accumulated
Comprehensive
Income (Loss)
Balance at July 29, 2012 . . . . . . . . . . . . . . . . . . . . . . .
$
261
$
(10) $
(1,027) $
(776)
Other comprehensive income (loss) before
reclassifications . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Amounts reclassified from accumulated other
comprehensive income (loss) . . . . . . . . . . . . . . . . . .
Net current-period other comprehensive income
(loss) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Balance at July 28, 2013 . . . . . . . . . . . . . . . . . . . . . . .
Other comprehensive income (loss) before
reclassifications . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Amounts reclassified from accumulated other
comprehensive income (loss) . . . . . . . . . . . . . . . . .
Net current-period other comprehensive income
(loss) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Balance at August 3, 2014 . . . . . . . . . . . . . . . . . . . . .
$
$
(91)
—
(91)
170
$
(14)
(19)
(33)
137
$
12
3
15
5
(8)
—
219
68
287
(740) $
$
(35)
72
(8)
(3) $
37
(703) $
140
71
211
(565)
(57)
53
(4)
(569)
_____________________________________
(1)
Included a tax expense of $7 as of August 3, 2014, $9 as of July 28, 2013 and $12 as of July 29, 2012. The amount reclassified
from other comprehensive income was related to the divestiture of the European simple meals business and was included in
Earnings (loss) from discontinued operations.
Included a tax benefit of $1 as of August 3, 2014, a tax expense of $3 as of July 28, 2013 and a tax benefit of $6 as of July 29,
2012.
Included a tax benefit of $405 as of August 3, 2014, $424 as of July 28, 2013 and $581 as of July 29, 2012. The amount
reclassified in 2014 from other comprehensive income included pre-tax settlement charges of $22, or $14 after tax.
(2)
(3)
Amounts related to noncontrolling interests were not material.
The amounts reclassified from Accumulated other comprehensive income (loss) consisted of the following:
Details about Accumulated Other Comprehensive Income
Components
2014
2013
2012
Location of (Gain) Loss
Recognized in Earnings
(Gains) losses on cash flow hedges:
Foreign exchange forward contracts . . . . . . . . . . . . . .
$
Foreign exchange forward contracts . . . . . . . . . . . . . .
Forward starting interest rate swaps . . . . . . . . . . . . . .
Total before tax
Tax expense (benefit)
(Gain) loss, net of tax
$
(4) $
1
3
—
—
— $
1
(1)
4
4
(1)
3
$
$
Pension and postretirement benefit adjustments:
Prior service credit . . . . . . . . . . . . . . . . . . . . . . . . . . .
Net actuarial losses . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total before tax
Tax expense (benefit)
(Gain) loss, net of tax
$
$
(2) $
(2) $
113
111
(39)
72
$
124
122
(54)
68
$
(1) Cost of products sold
(2) Other expenses / (income)
3
Interest expense
—
—
—
(1)
83
82
(29)
53
(1)
(1)
_____________________________________
(1)
In 2014, net actuarial losses of $2 were recognized in Earnings (loss) from discontinued operations as a result of the sale of
the European simple meals business. Excluding the net actuarial losses related to the sale of the business in 2014, these items
are included in the components of net periodic benefit costs (see Note 11 for additional details).
43
In 2014, a pre-tax loss of $22 ($19 after tax) on foreign currency translation adjustments was also reclassified from Accumulated
other comprehensive income. The loss was related to the divestiture of the European simple meals business and was included in
Earnings (loss) from discontinued operations.
6. Goodwill and Intangible Assets
Goodwill
The following table shows the changes in the carrying amount of goodwill by business segment:
U.S.
Simple
Meals
Global
Baking
and
Snacking
International
Simple Meals
and
Beverages
U.S.
Beverages
Bolthouse and
Foodservice
$
872
$
561
$
112
$
Total
$
2,013
Balance at July 29, 2012 . . . . . . . . . $
Acquisitions. . . . . . . . . . . . . . . . . . .
Impairment . . . . . . . . . . . . . . . . . . .
Reclassification to assets held for
sale. . . . . . . . . . . . . . . . . . . . . . . . . .
Foreign currency translation
adjustment . . . . . . . . . . . . . . . . . . . .
Balance at July 28, 2013 . . . . . . . . . $
Acquisition . . . . . . . . . . . . . . . . . . .
Foreign currency translation
adjustment . . . . . . . . . . . . . . . . . . .
Balance at August 3, 2014 . . . . . . . $
322
128
—
—
—
450
—
—
—
—
—
(97)
775
140
3
$
$
—
(360)
(110)
31
122
—
(7)
115
$
$
—
—
—
—
112
—
—
$
146
692
—
—
—
838
—
—
$
820
(360)
(110)
(66)
2,297
140
(4)
2,433
450
$
918
$
112
$
838
$
In 2014, the company acquired Kelsen for $331 and goodwill related to the acquisition was $140. See Note 3.
In 2013, the company acquired Bolthouse Farms for $1,561 and Plum for $249. Goodwill related to the acquisition of Bolthouse
Farms and Plum was $692 and $128, respectively. See Note 3.
On October 28, 2013, the company completed the sale of its European simple meals business.The assets and liabilities of the
European business have been reflected in assets and liabilities held for sale in the Consolidated Balance Sheet as of July 28, 2013.
The company has reflected the results of the business as discontinued operations in the Consolidated Statements of Earnings for
all years presented. The business was historically included in the International Simple Meals and Beverages segment.
In the fourth quarter of 2013, as part of the company's annual review of intangible assets, an impairment charge of $360 was
recorded on goodwill for the simple meals business in Europe to reduce the carrying value to the implied fair value of $110. The
impairment was attributable to a combination of factors, including the existence of a firm offer to purchase the business; a revised
future outlook for the business, with reduced expectations for future sales and discounted cash flows, given the economic uncertainty
in the region; future investments required to maintain performance; and management's assumptions on the weighted average cost
of capital. Fair value was determined based on discounted cash flow analyses. The discounted estimates of future cash flows
include significant management assumptions such as revenue growth rates, operating margins, weighted average cost of capital,
and future economic and market conditions. The impairment charge was recorded in Earnings (loss) from discontinued operations
in the Consolidated Statements of Earnings.
44
Intangible Assets
The following table sets forth balance sheet information for intangible assets, excluding goodwill, subject to amortization and
intangible assets not subject to amortization:
Intangible Assets
2014
2013
Amortizable intangible assets
Customer relationships . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Technology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total gross amortizable intangible assets. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Accumulated amortization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total net amortizable intangible assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Non-amortizable intangible assets
Trademarks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total net intangible assets. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$
$
$
$
178
$
40
35
253
(35)
218
$
$
156
40
32
228
(17)
211
957
1,175
$
810
1,021
Non-amortizable intangible assets consist of trademarks, which include Bolthouse Farms, Pace, Plum Organics, Kjeldsens
and Royal Dansk. Trademarks of $150 used in the European simple meals business have been included in assets held for sale in
the Consolidated Balance Sheet as of July 28, 2013. Other amortizable intangible assets consist of recipes, patents, trademarks
and distributor relationships.
Amortization of intangible assets of continuing operations was $18 for 2014, $14 for 2013 and $1 for 2012. Amortization
expense for the following 5 years is estimated to be $18 in each of the fiscal periods 2015 through 2017, and $14 in 2018 and
2019. Asset useful lives range from 5 to 20 years.
In the fourth quarter of 2013, as part of the company's annual review of intangible assets, an impairment charge of $36 was
recognized related to certain trademarks of the European business held for sale, including Royco, Isomitta and Heisse Tasse. The
trademarks were determined to be impaired as a result of a decrease in the fair value of the brands, resulting from reduced
expectations for future sales and discounted cash flows as previously discussed. In 2012, as part of the company's annual review
of intangible assets, an impairment charge of $3 was recognized related to trademarks of the European simple meals business.
The trademarks were determined to be impaired as a result of a decrease in the fair value of the brands, resulting from reduced
expectations for future sales and discounted cash flows. The impairment charges were recorded in Earnings (loss) from discontinued
operations in the Consolidated Statements of Earnings.
The discounted estimates of future cash flows used in determining the fair value of goodwill and intangible assets involve
considerable management judgment and are based upon assumptions about expected future operating performance, economic
conditions, market conditions and cost of capital. Inherent in estimating the future cash flows are uncertainties beyond the company’s
control, such as changes in capital markets. The actual cash flows could differ materially from management’s estimates due to
changes in business conditions, operating performance and economic conditions.
7. Business and Geographic Segment Information
The company manages operations through 10 operating segments based on product type and geographic location and has
aggregated the operating segments into the appropriate reportable segment based on similar economic characteristics; products;
production processes; types or classes of customers; distribution methods; and regulatory environment. The reportable segments
are discussed in greater detail below.
The U.S. Simple Meals segment includes the following products: Campbell’s condensed and ready-to-serve soups; Swanson
broth and stocks; Prego pasta sauces; Pace Mexican sauces; Campbell’s gravies, pasta, beans and dinner sauces; Swanson canned
poultry; and as of June 13, 2013, Plum Organics food and snacks.
The Global Baking and Snacking segment aggregates the following operating segments: Pepperidge Farm cookies, crackers,
bakery and frozen products in U.S. retail; Arnott’s biscuits in Australia and Asia Pacific; and as of August 8, 2013, Kelsen cookies
globally.
The International Simple Meals and Beverages segment aggregates the following operating segments: the retail business in
Canada and the simple meals and beverages business in Asia Pacific, Latin America, and China. See also Note 4 for information
on the sale of the simple meals business in Europe. This business was historically included in this segment. The results of operations
of this business have been reflected as discontinued operations for the years presented.
45
The U.S. Beverages segment represents the U.S. retail beverages business, including the following products: V8 juices and
beverages; and Campbell’s tomato juice.
Bolthouse and Foodservice comprises the Bolthouse Farms carrot products operating segment, including fresh carrots, juice
concentrate and fiber; the Bolthouse Farms super-premium refrigerated beverages and refrigerated salad dressings operating
segment; and the North America Foodservice operating segment. The North America Foodservice operating segment represents
the distribution of products such as soup, specialty entrées, beverage products, other prepared foods and Pepperidge Farm products
through various food service channels in the U.S. and Canada. None of these operating segments meets the criteria for aggregation
nor the thresholds for separate disclosure. Bolthouse Farms was acquired on August 6, 2012.
The company evaluates segment performance before interest, taxes and costs associated with restructuring activities.
Unrealized gains and losses on commodity hedging activities are excluded from segment operating earnings and are recorded in
Corporate expenses as these open positions represent hedges of future purchases. Upon closing of the contracts, the realized gain
or loss is transferred to segment operating earnings, which allows the segments to reflect the economic effects of the hedge without
exposure to quarterly volatility of unrealized gains and losses. Certain manufacturing, warehousing and distribution activities of
the segments are integrated in order to maximize efficiency and productivity. As a result, asset information by segment is not
discretely maintained for internal reporting or used in evaluating performance. Therefore, only geographic segment asset
information is included in the disclosure.
The company's largest customer, Wal-Mart Stores, Inc. and its affiliates, accounted for approximately 19% of consolidated
net sales in 2014, 2013 and 2012. All of the company's reportable segments sold products to Wal-Mart Stores, Inc. or its affiliates.
2014
2013
2012
Net sales
U.S. Simple Meals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$
2,944
$
2,849
$
Global Baking and Snacking. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
International Simple Meals and Beverages. . . . . . . . . . . . . . . . . . . . . . . . . . . .
U.S. Beverages . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Bolthouse and Foodservice . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2,440
780
723
1,381
2,273
869
742
1,319
2,726
2,193
872
774
610
Total. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$
8,268
$
8,052
$
7,175
Earnings before interest and taxes
U.S. Simple Meals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$
Global Baking and Snacking. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
International Simple Meals and Beverages. . . . . . . . . . . . . . . . . . . . . . . . . . . .
U.S. Beverages . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Bolthouse and Foodservice . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Corporate(1) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Restructuring charges(2). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Depreciation and amortization
U.S. Simple Meals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Global Baking and Snacking. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
International Simple Meals and Beverages. . . . . . . . . . . . . . . . . . . . . . . . . . . .
U.S. Beverages . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Bolthouse and Foodservice . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Corporate(3) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Discontinued Operations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$
$
2014
2013
2012
$
$
$
714
332
106
127
117
(149)
(55)
1,192
2014
77
93
19
21
80
15
—
731
316
108
120
116
(260)
(51)
1,080
$
$
658
315
106
134
85
(136)
(7)
1,155
2013
2012
146
$
83
23
39
90
15
11
92
83
22
22
14
15
14
Total. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$
305
$
407
$
262
46
2014
2013
2012
Capital expenditures
U.S. Simple Meals and U.S. Beverages(4) . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Global Baking and Snacking. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$
International Simple Meals and Beverages. . . . . . . . . . . . . . . . . . . . . . . . . . . .
Bolthouse and Foodservice . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Corporate(3) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Discontinued Operations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$
115
120
26
57
28
1
82
$
112
19
83
30
10
97
126
32
9
45
14
Total. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$
347
$
336
$
323
_______________________________________
(1) Represents unallocated corporate expenses. Pension settlement charges of $22 associated with a U.S. pension plan were
included in 2014. The settlements resulted from the level of lump sum distributions from the plan's assets in 2014, primarily
due to the closure of the facility in Sacramento, California. In addition, a loss of $9 on foreign exchange forward contracts
related to the sale of the European simple meals business and restructuring-related costs of $3 were included in 2014.
Restructuring-related costs of $91 and acquisition costs of $10 were included in 2013. Acquisition costs of $5 were included
in 2012.
(2) See Note 8 for additional information.
(3) Represents primarily corporate offices.
(4) Capital expenditures for U.S. Simple Meals and U.S. Beverages are not maintained by segment.
The company’s global net sales based on product categories are as follows:
2014
2013
2012
Net sales
Simple Meals. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$
Baked Snacks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Beverages . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$
4,511
2,571
1,186
$
4,446
2,408
1,198
Total. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$
8,268
$
8,052
$
3,887
2,320
968
7,175
Simple Meals include condensed and ready-to-serve soups, broths, sauces, carrot products, refrigerated salad dressings and
Plum foods and snacks for babies, toddlers and children. Baked Snacks include cookies, crackers, biscuits and other baked products.
Geographic Area Information
Information about operations in different geographic areas is as follows:
Net sales
United States . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$
6,432
$
6,195
$
Australia . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other countries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$
709
1,127
8,268
$
801
1,056
8,052
$
5,359
819
997
7,175
2014
2013
2012
Long-lived assets
United States . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$
1,844
$
1,804
$
Australia . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other countries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$
306
168
2,318
$
317
139
2,260
$
1,538
356
233
2,127
2014
2013
2012
47
8. Restructuring Charges
2014 Initiatives
In 2014, the company implemented the following initiatives to reduce overhead across the organization, restructure
manufacturing and streamline operations for its soup and broth business in China and improve supply chain efficiency in Australia.
Details of the 2014 initiatives include:
• The company streamlined its salaried workforce in North America and its workforce in the Asia Pacific region.
Approximately 250 positions were eliminated.
• The company and its joint venture partner Swire Pacific Limited agreed to restructure manufacturing and streamline
operations for its soup and broth business in China. As a result, certain assets were impaired, and approximately 100
positions were eliminated.
•
In Australia, the company implemented an initiative to improve supply chain efficiency by relocating production from
its biscuit plant in Marleston to Huntingwood. The relocation will occur through the second quarter of 2016 and will
result in the elimination of approximately 90 positions.
• The company implemented an initiative to reduce overhead across the organization by approximately 85 positions. The
actions will be completed in 2015.
In 2014, the company recorded a restructuring charge of $54 ($33 after tax or $.10 per share in earnings from continuing
operations attributable to Campbell Soup Company) related to the 2014 initiatives. A summary of the pre-tax costs and remaining
costs associated with the initiatives is as follows:
Total
Program
Recognized
as of
August 3, 2014
Remaining
Costs to be
Recognized
Severance pay and benefits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
Asset impairment. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other exit costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
42
12
2
56
$
$
(41) $
(12)
(1)
(54) $
1
—
1
2
Of the aggregate $56 of pre-tax costs, the company expects approximately $43 will be cash expenditures. In addition, the
company expects to invest approximately $7 in capital expenditures, primarily to relocate biscuit production and packaging
capabilities. The remaining aspects of the 2014 initiatives are expected to be completed through 2016.
A summary of the restructuring activity and related reserves associated with the 2014 initiatives at August 3, 2014 is as follows:
Severance pay and benefits . . . . . . . . . . . . .
Asset impairment . . . . . . . . . . . . . . . . . . . .
Other exit costs(1). . . . . . . . . . . . . . . . . . . . .
Total charges . . . . . . . . . . . . . . . . . . . . . . . .
$
Accrued
Balance at
July 28, 2013
2014 Charges
41
— $
12
1
54
$
2014 Cash
Payments
(13)
Foreign
Currency
Translation
Adjustment
Accrued
Balance at
August 3, 2014
28
— $
_______________________________________
(1)
Includes non-cash costs that are not reflected in the restructuring reserve in the Consolidated Balance Sheet.
A summary of restructuring charges incurred to date associated with segments is as follows:
U.S.
Simple
Meals
Global
Baking and
Snacking
International
Simple Meals
and
Beverages
U.S.
Beverages
Bolthouse
and
Foodservice
Corporate
Total
Severance pay and benefits . . . $
Asset impairment. . . . . . . . . . .
Other exit costs . . . . . . . . . . . .
$
7
1
—
8
$
$
23
—
—
23
$
$
6
11
1
18
$
$
2
—
—
2
$
$
2
—
—
2
$
$
1
—
—
1
$
$
41
12
1
54
48
The company expects to recognize additional pre-tax costs of approximately $2 by segment as follows: U.S. Simple Meals -
$1 and Global Baking and Snacking - $1. Segment operating results do not include restructuring charges as segment performance
is evaluated excluding such charges.
2013 Initiatives
In 2013, the company implemented the following initiatives to improve supply chain efficiency, expand access to
manufacturing and distribution capabilities and reduce costs. Details of the 2013 initiatives include:
• The company implemented initiatives to improve its U.S. supply chain cost structure and increase asset utilization across
its U.S. thermal plant network, including closing its thermal plant in Sacramento, California, which produced soups,
sauces and beverages. The closure resulted in the elimination of approximately 700 full-time positions and was completed
in phases. Most of the positions were eliminated in 2013 and operations ceased in August 2013. The company shifted
the majority of Sacramento's soup, sauce and beverage production to its thermal plants in Maxton, North Carolina;
Napoleon, Ohio; and Paris, Texas. The company also closed its spice plant in South Plainfield, New Jersey, which resulted
in the elimination of 27 positions. The company consolidated spice production at its Milwaukee, Wisconsin, plant in
2013.
•
In Mexico, the company entered into commercial arrangements with third-party providers to expand access to
manufacturing and distribution capabilities. The third-party providers will produce and distribute the company's
beverages, soups, broths and sauces throughout the Mexican market. As a result of these agreements, the company closed
its plant in Villagrán, Mexico, and eliminated approximately 260 positions in the first quarter of 2014.
• The company implemented an initiative to improve its Pepperidge Farm bakery supply chain cost structure by closing
its plant in Aiken, South Carolina. The plant was closed in May 2014. The company shifted the majority of Aiken's bread
production to its bakery plant in Lakeland, Florida. Approximately 110 positions were eliminated as a result of the plant
closure.
• The company streamlined its salaried workforce in U.S. Simple Meals, North America Foodservice and U.S. Beverages
by approximately 70 positions. This action was substantially completed in August 2013.
In 2014, the company recorded a restructuring charge of $1 related to the 2013 initiatives. In addition, approximately $3 of
costs related to the 2013 initiatives were recorded in Cost of products sold, representing other exit costs. The aggregate after-tax
impact of restructuring charges and related costs recorded in 2014 was $3, or $.01 per share. In 2013, the company recorded a
restructuring charge of $51. In addition, approximately $91 of costs related to these initiatives were recorded in 2013 in Cost of
products sold, representing accelerated depreciation and other exit costs. The aggregate after-tax impact of restructuring charges
and related costs recorded in 2013 was $90, or $.28 per share. A summary of the pre-tax costs and remaining costs associated with
the initiatives is as follows:
Total
Program
Recognized
as of
August 3, 2014
Remaining
Costs to be
Recognized
Severance pay and benefits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
Accelerated depreciation/asset impairment. . . . . . . . . . . . . . . . . . . . . . .
Other exit costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
35
99
14
148
$
$
(35) $
(99)
(12)
(146) $
—
—
2
2
Of the aggregate $148 of pre-tax costs, approximately $46 are cash expenditures. In addition, the company expects to invest
approximately $31 in capital expenditures, primarily to relocate and refurbish a beverage filling and packaging line, and relocate
bread production, of which approximately $28 has been invested as of August 3, 2014. The remaining aspects of the 2013 initiatives
are expected to be completed in 2015.
49
A summary of the restructuring activity and related reserves associated with the 2013 initiatives at August 3, 2014 is as follows:
Accrued
Balance at
July 29,
2012
2013
Charges
2013 Cash
Payments
Accrued
Balance at
July 28,
2013
2014
Charges
2014 Cash
Payments
Accrued
Balance at
August 3,
2014
Severance pay and benefits . . . $
Accelerated depreciation/asset
impairment. . . . . . . . . . . . . . . .
Non-cash benefits(1) . . . . . . . . .
Other exit costs(2) . . . . . . . . . . .
Total charges . . . . . . . . . . . . . .
(15) $
17
$
— $
32
99
3
8
$
142
$
—
—
—
4
4
(14) $
3
_______________________________________
(1) Represents pension curtailment costs. See Note 11.
(2)
Includes non-cash costs and other exit costs recognized as incurred that are not reflected in the restructuring reserve in the
Consolidated Balance Sheet.
A summary of restructuring charges and related costs incurred to date associated with segments is as follows:
U.S.
Simple
Meals
Global
Baking and
Snacking
International
Simple Meals
and
Beverages
U.S.
Beverages
Bolthouse
and
Foodservice
Total
Severance pay and benefits . . . . . . . . . . . . . . . $
Accelerated depreciation/asset impairment. . .
Other exit costs . . . . . . . . . . . . . . . . . . . . . . . .
$
19
64
7
90
$
$
2
10
2
14
$
5
3
1
9
$
$
7
22
2
31
$
2
—
—
2
$
$
35
99
12
146
The company expects to recognize additional pre-tax costs of approximately $2 in the Global Baking and Snacking segment.
Segment operating results do not include restructuring charges as segment performance is evaluated excluding such charges.
2011 Initiatives
In the fourth quarter of 2011, the company announced a series of initiatives to improve supply chain efficiency and reduce
overhead costs across the organization to help fund plans to drive the growth of the business. The company also announced its
exit from the Russian market. Details of the 2011 initiatives include:
•
In Australia, the company is investing in a new system to automate packing operations at its biscuit plant in Virginia.
This investment continued through 2014 and resulted in the elimination of approximately 190 positions in 2014. The
company expects to continue investing in the new system through 2015. Further, the company improved asset utilization
in the U.S. by shifting production of ready-to-serve soups from Paris, Texas, to other facilities in 2012. In addition, the
manufacturing facility in Marshall, Michigan, was closed in 2011, and manufacturing of Campbell’s Soup at Hand
microwavable products was consolidated at the Maxton, North Carolina, plant in 2012.
• The company streamlined its salaried workforce by approximately 510 positions around the world, including
approximately 130 positions at its world headquarters in Camden, New Jersey. These actions were substantially completed
in 2011. As part of this action, the company outsourced a larger portion of its U.S. retail merchandising activities to its
retail sales agent, Acosta Sales and Marketing, and eliminated approximately 190 positions.
•
In connection with exiting the Russian market, the company eliminated approximately 50 positions. The exit process
commenced in 2011 and was substantially completed in 2012.
50
In 2012, the company recorded a restructuring charge of $10 ($6 after tax or $.02 per share) related to the 2011 initiatives.
Of the amount recorded in 2012, $3 related to discontinued operations. In the fourth quarter of 2011, the company recorded a
restructuring charge of $63 ($41 after tax or $.12 per share). Of the amount recorded in 2011, $3 related to discontinued operations.
A summary of the pre-tax charges recognized is as follows:
Severance pay and benefits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Asset impairment/accelerated depreciation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other exit costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$
$
Total
Program
41
23
9
73
As of the second quarter of 2014, the 2011 initiatives were substantially completed. Of the aggregate $73 of pre-tax costs,
approximately $50 represented cash expenditures, the majority of which was spent in 2012. In addition, the company expects to
invest approximately $45 in capital expenditures in connection with the actions, of which approximately $41 has been invested
as of August 3, 2014.
A summary of the restructuring activity and related reserves associated with the 2011 initiatives at August 3, 2014 is as follows:
Severance Pay
and Benefits
Other Exit
Costs
Asset
Impairment/
Accelerated
Depreciation
Other Non-
Cash Exit
Costs
Total Charges
Accrued balance at August 1, 2010 . . . . . . . . .
2011 charges . . . . . . . . . . . . . . . . . . . . . . . .
2011 cash payments . . . . . . . . . . . . . . . . . .
Accrued balance at July 31, 2011 . . . . . . . . . .
2012 charges . . . . . . . . . . . . . . . . . . . . . . . .
2012 cash payments . . . . . . . . . . . . . . . . . .
Foreign currency translation adjustment. . .
Accrued balance at July 29, 2012 . . . . . . . . . .
2013 cash payments . . . . . . . . . . . . . . . . . .
Foreign currency translation adjustment. . .
Accrued balance at July 28, 2013 . . . . . . . . . .
2014 cash payments. . . . . . . . . . . . . . . . . .
Accrued balance at August 3, 2014. . . . . . . .
$
$
$
$
$
— $
$
37
(2)
35
4
(24)
(1)
14
$
(10)
(1)
3
(3)
$
— $
—
4
—
4
2
(4)
—
2
(1)
—
1
(1)
—
22
1
— $
3
$
A summary of restructuring charges associated with each segment is as follows:
Severance pay and benefits . . . $
Asset impairment/accelerated
depreciation . . . . . . . . . . . . . . .
Other exit costs . . . . . . . . . . . .
$
U.S.
Simple
Meals
Global
Baking
and
Snacking
International
Simple Meals
and
Beverages
U.S.
Beverages
Bolthouse
and
Foodservice
Corporate
Total
10
$
14
$
11
$
3
$
1
$
2
$
20
2
32
$
—
—
14
3
3
$
17
$
—
—
3
$
—
—
1
$
—
4
6
$
63
10
41
23
9
73
Segment operating results do not include restructuring charges as segment performance is evaluated excluding such charges.
9. Earnings per Share
The accounting guidance for earnings per share provides that unvested share-based payment awards that contain non-forfeitable
rights to dividends or dividend equivalents (whether paid or unpaid) are participating securities and shall be included in the
computation of earnings per share pursuant to the two-class method. The two-class method is an earnings allocation formula that
determines earnings per share for each class of common stock and participating security according to dividends declared and
51
participation rights in undistributed earnings. Awards issued by the company prior to 2011 contained non-forfeitable rights to
dividends or dividend equivalents.
The computation of basic and diluted earnings per share attributable to common shareholders is as follows:
Earnings from continuing operations attributable to Campbell Soup Company . . . . . . . . . .
Less: Allocation to participating securities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Available to Campbell Soup Company common shareholders . . . . . . . . . . . . . . . . . . . . . . .
Earnings (loss) from discontinued operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Less: Allocation to participating securities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Available to Campbell Soup Company common shareholders . . . . . . . . . . . . . . . . . . . . . . .
Net earnings attributable to Campbell Soup Company . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Less: Allocation to participating securities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Available to Campbell Soup Company common shareholders . . . . . . . . . . . . . . . . . . . . . . .
Weighted average shares outstanding — basic . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Effect of dilutive securities: stock options and other share based payment awards . . . . . .
Weighted average shares outstanding — diluted . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Earnings from continuing operations attributable to Campbell Soup Company per
common share:
Basic. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Diluted . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Earnings (loss) from discontinued operations per common share:
Basic. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Diluted . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Net earnings attributable to Campbell Soup Company per common share(1):
Basic. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Diluted . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
___________________________________
(1) The sum of the individual per share amounts may not add due to rounding.
There were no antidilutive stock options in 2014, 2013, or 2012.
10. Noncontrolling Interests
2014
2013
2012
737
—
737
81
—
81
818
—
818
314
2
316
2.35
2.33
.26
.26
2.61
2.59
$
$
$
$
$
$
$
$
$
$
$
$
689
—
689
$
$
(231) $
—
(231) $
$
$
458
—
458
314
3
317
734
(4)
730
40
(1)
39
774
(5)
769
317
2
319
2.19
2.17
$
$
2.30
2.29
(.74) $
(.73) $
.12
.12
1.46
1.44
$
$
2.43
2.41
$
$
$
$
$
$
$
$
$
$
$
$
The company owns a 60% controlling interest in a joint venture formed with Swire Pacific Limited to support the development
of the company’s soup and broth business in China. The joint venture began operations on January 31, 2011. In February 2013,
the company and joint venture partner contributed additional cash of $5 and $3, respectively. In August 2013, the company and
joint venture partner contributed additional cash of $7 and $5, respectively. The noncontrolling interest’s share in the net loss was
included in Net earnings (loss) attributable to noncontrolling interests in the Consolidated Statements of Earnings. In 2014, the
company and its joint venture partner agreed to restructure manufacturing and streamline operations for its soup and broth business
in China. The after-tax restructuring charge attributable to the noncontrolling interest was $5. See also Note 8.
The company owns a 70% controlling interest in a Malaysian food products manufacturing company. The noncontrolling
interest’s share in the net earnings was included in Net earnings (loss) attributable to noncontrolling interests in the Consolidated
Statements of Earnings and was not material in 2014, 2013, or 2012.
The noncontrolling interests in these entities were included in Total equity in the Consolidated Balance Sheets and Consolidated
Statements of Equity.
52
11. Pension and Postretirement Benefits
Pension Benefits — The company sponsors a number of noncontributory defined benefit pension plans to provide retirement
benefits to all eligible U.S. and non-U.S. employees. The benefits provided under these plans are based primarily on years of
service and compensation levels. In 1999, the company implemented significant amendments to certain U.S. pension plans. Under
a new formula, retirement benefits are determined based on percentages of annual pay and age. To minimize the impact of converting
to the new formula, service and earnings credit continues to accrue through the year 2014 for active employees participating in
the plans under the old formula prior to the amendments. Employees will receive the benefit from either the new or old formula,
whichever is higher. Benefits become vested upon the completion of three years of service. Benefits are paid from funds previously
provided to trustees and insurance companies or are paid directly by the company from general funds. Effective as of January 1,
2011, the company’s U.S. pension plans were amended so that employees hired or rehired on or after that date and who are not
covered by collective bargaining agreements will not be eligible to participate in the plans.
Postretirement Benefits — The company provides postretirement benefits including health care and life insurance to
substantially all retired U.S. employees and their dependents. The company established retiree medical account benefits for eligible
U.S. retirees. The accounts were intended to provide reimbursement for eligible health care expenses on a tax-favored basis.
Effective as of January 1, 2011, the retirement medical program was amended to eliminate the retiree medical account benefit for
employees not covered by collective bargaining agreements. To preserve the benefit for employees close to retirement age, the
retiree medical account will be available to employees who were at least age 50 with at least 10 years of service as of December
31, 2010, and who satisfy the other eligibility requirements for the retiree medical program.
The company uses the fiscal year end as the measurement date for the benefit plans.
Components of benefit expense were as follows:
Service cost . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
Interest cost . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Expected return on plan assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Amortization of prior service credit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Recognized net actuarial loss . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Curtailment loss . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Settlement charges . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Net periodic benefit expense . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
2014
Pension
2013
2012
42
$
57
$
115
(176)
(1)
76
—
22
78
$
108
(177)
(1)
108
3
—
98
$
55
122
(178)
—
74
—
—
73
The settlement charges of $22 in 2014 were associated with a U.S. pension plan. The settlements resulted from the level of
lump sum distributions from the plan's assets in 2014, primarily due to the closure of the facility in Sacramento, California. The
curtailment loss of $3 in 2013 related to the closure of the plant in Mexico and was included in the Restructuring charges. See
also Note 8. In 2013 and 2012, net periodic benefit expense of $1 related to the simple meals business in Europe and was included
in Earnings (loss) from discontinued operations.
The estimated prior service credit and net actuarial losses that will be amortized from Accumulated other comprehensive loss
into periodic pension cost during 2015 are $1 and $85, respectively.
Service cost . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
Interest cost . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Amortization of prior service credit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Recognized net actuarial loss . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Net periodic benefit expense. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
Postretirement
2014
2013
2012
2
$
3
$
17
(1)
13
31
$
15
(1)
15
32
$
3
18
(1)
9
29
The estimated prior service credit and net actuarial loss that will be amortized from Accumulated other comprehensive loss
into net periodic postretirement expense during 2015 are $1 and $13, respectively.
53
Change in benefit obligation:
Obligation at beginning of year . . . . . . . . . . . . . . . . . . . . . . . . . .
Service cost . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Interest cost . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Actuarial (gain) loss . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Participant contributions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Benefits paid . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Medicare subsidies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Settlements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Curtailment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Foreign currency adjustment. . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Divestiture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Benefit obligation at end of year. . . . . . . . . . . . . . . . . . . . . . . . . .
Change in the fair value of pension plan assets:
42
115
154
—
(191)
—
(4)
(43)
—
(12)
(11)
2,539
$
Pension
Postretirement
2014
2013
2014
2013
$
2,489
$
2,748
$
390
$
57
108
(230)
—
(172)
—
(3)
—
(2)
(17)
—
2
17
5
6
(35)
3
—
—
—
—
—
413
3
15
(13)
6
(36)
2
—
—
—
—
—
$
2,489
$
388
$
390
Fair value at beginning of year. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$
2,275
$
Actual return on plan assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Employer contributions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Benefits paid. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Settlements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Foreign currency adjustment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Fair value at end of year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$
276
46
(179)
(43)
(11)
2,364
$
2,118
246
87
(161)
—
(15)
2,275
2014
2013
Amounts recognized in the Consolidated Balance Sheets:
Other assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Accrued liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Non-current liabilities held for sale . . . . . . . . . . . . . . . . . . . . .
Net amount recognized . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Amounts recognized in accumulated other comprehensive
loss consist of:
Net actuarial loss . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Prior service credit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Pension
Postretirement
2014
2013
2014
2013
$
7
(12)
(170)
—
(175) $
— $
(13)
(190)
(11)
(214) $
— $
(29)
(359)
—
(388) $
—
(29)
(361)
—
(390)
Pension
Postretirement
2014
2013
2014
2013
1,019
(2)
1,017
$
$
1,068
(2)
1,066
$
$
96
(5)
91
$
$
104
(6)
98
$
$
$
$
The changes in other comprehensive loss associated with pension benefits included the reclassification of actuarial losses into
earnings of $100 and $109 in 2014 and 2013, respectively. The amount reclassified in 2014 included the settlement charges and
$2 of net actuarial losses recognized in discontinued operations as a result of the sale of the European simple meals business. The
remaining changes in other comprehensive loss associated with pension benefits were primarily due to net actuarial losses arising
during the period in 2014 and net actuarial gains arising during the period in 2013, as well as the impact of currency in both periods.
54
The change in other comprehensive loss associated with postretirement benefits was due to the reclassification of actuarial
losses into earnings of $13 and $15 in 2014 and 2013, respectively. The remaining changes in other comprehensive loss associated
with postretirement benefits were primarily due to net actuarial losses arising during the period in 2014 and net actuarial gains
arising during the period in 2013.
The balance in accumulated other comprehensive loss included $2 in 2013 related to the simple meals business in Europe.
The following table provides information for pension plans with accumulated benefit obligations in excess of plan assets:
Projected benefit obligation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Accumulated benefit obligation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Fair value of plan assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$
$
$
269
257
92
$
$
$
1,817
1,791
1,625
2014
2013
The accumulated benefit obligation for all pension plans was $2,477 at August 3, 2014 and $2,423 at July 28, 2013.
Weighted-average assumptions used to determine benefit obligations at the end of the year:
Pension
Postretirement
Discount rate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Rate of compensation increase . . . . . . . . . . . . . . . . . . . . . . . . .
2014
4.33%
3.30%
2013
4.82%
3.30%
Weighted-average assumptions used to determine net periodic benefit cost for the years ended:
Discount rate. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Expected return on plan assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Rate of compensation increase . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2014
4.82%
7.62%
3.30%
2014
4.00%
3.25%
Pension
2013
4.05%
7.65%
3.31%
2013
4.50%
3.25%
2012
5.41%
7.90%
3.31%
The discount rate is established as of the company’s fiscal year-end measurement date. In establishing the discount rate, the
company reviews published market indices of high-quality debt securities, adjusted as appropriate for duration. In addition,
independent actuaries apply high-quality bond yield curves to the expected benefit payments of the plans. The expected return on
plan assets is a long-term assumption based upon historical experience and expected future performance, considering the company’s
current and projected investment mix. This estimate is based on an estimate of future inflation, long-term projected real returns
for each asset class, and a premium for active management.
The discount rate used to determine net periodic postretirement expense was 4.50% in 2014, 3.75% in 2013 and 5.00% in
2012.
Assumed health care cost trend rates at the end of the year:
Health care cost trend rate assumed for next year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Rate to which the cost trend rate is assumed to decline (ultimate trend rate) . . . . . . . . . . . . . . .
Year that the rate reaches the ultimate trend rate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2014
8.25%
4.50%
2022
2013
8.25%
4.50%
2021
A one-percentage-point change in assumed health care costs would have the following effects on 2014 reported amounts:
Effect on service and interest cost . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Effect on the 2014 accumulated benefit obligation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Increase
Decrease
$
$
1
16
$
$
(1)
(18)
Pension Plan Assets
The fundamental goal underlying the investment policy is to ensure that the assets of the plans are invested in a prudent
manner to meet the obligations of the plans as these obligations come due. The primary investment objectives include providing
a total return which will promote the goal of benefit security by attaining an appropriate ratio of plan assets to plan obligations,
to provide for real asset growth while also tracking plan obligations, to diversify investments across and within asset classes, to
reduce the impact of losses in single investments, and to follow investment practices that comply with applicable laws and
regulations.
55
The primary policy objectives will be met by investing assets to achieve a reasonable tradeoff between return and risk relative
to plan obligations. This includes investing a portion of the assets in funds selected in part to hedge the interest rate sensitivity to
plan obligations.
The portfolio includes investments in the following asset classes: fixed income, equity, real estate and alternatives. Fixed
income will provide a moderate expected return and partially hedge the exposure to interest rate risk of the plans’ obligations.
Equities are used for their high expected return. Additional asset classes are used to provide diversification.
Asset allocation is monitored on an ongoing basis relative to the established asset class targets. The interaction between plan
assets and benefit obligations is periodically studied to assist in the establishment of strategic asset allocation targets. The investment
policy permits variances from the targets within certain parameters. Asset rebalancing occurs when the underlying asset class
allocations move outside these parameters, at which time the asset allocation is rebalanced back to the policy target weight.
The company’s year-end pension plan weighted-average asset allocations by category were:
Equity securities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Debt securities. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Real estate and other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Net periodic benefit expense. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Strategic
Target
51%
35%
14%
100%
2014
51%
33%
16%
100%
2013
54%
32%
14%
100%
Pension plan assets are categorized based on the following fair value hierarchy:
• Level 1: Observable inputs that reflect quoted prices (unadjusted) for identical assets or liabilities in active markets.
• Level 2: Inputs other than quoted prices included in Level 1 that are observable for the asset or liability through
corroboration with observable market data.
• Level 3: Unobservable inputs, which are valued based on the company's estimates of assumptions that market participants
would use in pricing the asset or liability.
56
The following table presents the company’s pension plan assets by asset category at August 3, 2014 and July 28, 2013:
Fair Value
as of
August 3,
2014
Fair Value Measurements at
August 3, 2014 Using
Fair Value Hierarchy
Level 2
Level 3
Level 1
Fair Value
as of
July 28,
2013
Fair Value Measurements at
July 28, 2013 Using
Fair Value Hierarchy
Level 2
Level 3
Level 1
Short-term
investments . . . $
Equities:
U.S. . . . . . . . . .
Non-U.S. . . . . .
Corporate bonds:
U.S. . . . . . . . . .
Non-U.S. . . . . .
Government and
agency bonds:
U.S. . . . . . . . . .
Non-U.S. . . . . .
Municipal bonds .
Commingled
funds:
Equities . . . . . .
Fixed income. .
Blended . . . . . .
Mortgage and
asset backed
securities . . . . .
Real estate. . . . . .
Hedge funds . . . .
Total assets at
60
$
23
$
37
$
— $
78
$
36
$
42
$
378
332
469
114
62
46
84
426
3
95
13
117
181
378
332
—
—
—
—
—
—
—
—
—
5
—
—
—
469
114
62
46
84
426
3
95
13
92
127
—
—
—
—
—
—
—
—
—
—
—
20
54
401
358
420
92
41
37
73
393
29
88
15
107
147
401
358
—
—
—
—
—
—
—
—
—
6
—
—
—
420
92
41
37
73
393
29
88
15
83
117
fair value . . . . . $
2,380
$
738
$
1,568
$
74
$
2,279
$
801
$
1,430
$
Other items to
reconcile to
fair value of
plan assets . . . .
Total pension
assets at fair
value . . . . . . . . $
(16)
2,364
(4)
$
2,275
—
—
—
—
—
—
—
—
—
—
—
—
18
30
48
Short-term investments — Investments include cash and cash equivalents, and various short-term debt instruments and short-
term investment funds. Institutional short-term investment vehicles valued daily are classified as Level 1 at cost which approximates
market value. Other investment vehicles are valued based upon a net asset value and are classified as Level 2.
Equities — Common stocks and preferred stocks are classified as Level 1 and are valued using quoted market prices in active
markets.
Corporate bonds — These investments are valued based on quoted market prices, yield curves and pricing models using
current market rates.
Government and agency bonds — These investments are generally valued based on bid quotations and recent trade data for
identical or similar obligations.
Municipal bonds — These investments are valued based on quoted market prices, yield curves and pricing models using
current market rates.
Commingled funds — Investments in commingled funds are classified as Level 2 as the funds are not traded in active markets.
Commingled funds are valued based on the unit values of such funds. Unit values are based on the fair value of the underlying
assets of the funds derived from inputs principally based on quoted market prices in an active market or corroborated by observable
market data by correlation or other means. Blended commingled funds are invested in both equities and fixed income securities.
57
Mortgage and asset backed securities — Fair value is based on prices obtained from third party pricing sources. The prices
from third party pricing sources may be based on bid quotes from dealers and recent trade data. Mortgage backed securities are
traded in the over-the-counter market.
Real estate — Real estate investments consist of real estate investment trusts, property funds and limited partnerships. Real
estate investment trusts are classified as Level 1 and are valued based on quoted market prices. Property funds are classified as
either Level 2 or Level 3 depending upon whether liquidity is limited or there are few observable market participant transactions.
Fair value is based on third party appraisals. Limited partnerships are valued based upon valuations provided by the general partners
of the funds. The values of limited partnerships are based upon an assessment of each underlying investment, incorporating
valuations that consider the evaluation of financing and sales transactions with third parties, expected cash flows, and market-
based information, including comparable transactions and performance multiples among other factors. The investments are
classified as Level 3 since the valuation is determined using unobservable inputs.
Hedge funds — Hedge fund investments include hedge funds valued based upon a net asset value derived from the fair value
of underlying securities and are therefore classified as Level 2. Hedge fund investments that are subject to liquidity restrictions
or that are based on unobservable inputs are classified as Level 3. Hedge fund investments may include long and short positions
in equity and fixed income securities, derivative instruments such as futures and options, commodities and other types of securities.
Other items to reconcile to fair value of plan assets included net accrued interest and dividends receivable, amounts due for
securities sold, amounts payable for securities purchased, and other payables.
The following table summarizes the changes in fair value of Level 3 investments for the years ended August 3, 2014 and
July 28, 2013:
Fair value at July 28, 2013 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Actual return on plan assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Purchases . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Sales . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Settlements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Transfers out of Level 3. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Fair value at August 3, 2014 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Fair value at July 29, 2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Actual return on plan assets. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Purchases . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Sales. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Settlements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Transfers out of Level 3. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$
$
$
Fair value at July 28, 2013 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$
Real Estate
Hedge Funds
Total
18
2
3
(3)
—
—
20
$
$
30
2
22
—
—
—
54
$
$
Real Estate
Hedge Funds
Total
35
2
—
(3)
—
(16)
18
$
— $
—
30
—
—
—
30
$
$
48
4
25
(3)
—
—
74
35
2
30
(3)
—
(16)
48
No contributions are expected to be made to U.S. pension plans in 2015. Contributions to non-U.S. pension plans are expected
to be approximately $6 in 2015.
Estimated future benefit payments are as follows:
2015 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2016 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2017 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2018 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2019 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2020-2024. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$
$
$
$
$
$
151
152
153
154
160
838
$
$
$
$
$
$
29
30
31
31
31
145
Pension
Postretirement
The estimated future benefit payments include payments from funded and unfunded plans.
58
252
$
268
$
30
42
324
32
2
(11)
23
24
47
339
(58)
(6)
—
(64)
275
815
140
955
$
$
$
221
29
43
293
31
2
(1)
32
325
918
131
1,049
Savings Plan — The company sponsors employee savings plans which cover substantially all U.S. employees. Effective
January 1, 2011, the company provides a matching contribution of 100% of employee contributions up to 4% of compensation
for employees who are not covered by collective bargaining agreements. Employees hired or rehired on or after January 1, 2011
who will not be eligible to participate in the defined benefit plans and who are not covered by collective bargaining agreements
receive a contribution equal to 3% of compensation regardless of their participation in the Savings Plan. Prior to January 1, 2011,
the company provided a matching contribution of 60% (50% at certain locations) of the employee contributions up to 5% of
compensation after one year of continued service. Amounts charged to Costs and expenses were $29 in 2014, $27 in 2013 and
$24 in 2012.
12. Taxes on Earnings
The provision for income taxes on earnings from continuing operations consists of the following:
2014
2013
2012
Income taxes:
Currently payable:
Federal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
State . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Non-U.S. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Deferred:
Federal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
State . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Non-U.S. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Earnings from continuing operations before income taxes:
United States . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
Non-U.S. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
995
78
$
1,073
$
$
$
347
$
The following is a reconciliation of the effective income tax rate on continuing operations to the U.S. federal statutory income
tax rate:
2014
2013
2012
Federal statutory income tax rate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
35.0%
State income taxes (net of federal tax benefit) . . . . . . . . . . . . . . . . . . . . . . . . . . .
Tax effect of international items. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Settlement of tax contingencies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Federal manufacturing deduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2.0
(1.0)
—
(2.3)
(1.4)
Effective income tax rate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
32.3%
35.0%
1.1
(2.6)
(0.1)
(2.7)
(1.9)
28.8%
35.0%
2.0
(3.8)
(0.1)
(1.9)
(0.2)
31.0%
59
Deferred tax liabilities and assets are comprised of the following:
Depreciation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
Amortization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Deferred tax liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Benefits and compensation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Pension benefits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Tax loss carryforwards. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Capital loss carryforwards . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Gross deferred tax assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Deferred tax asset valuation allowance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Net deferred tax assets. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Net deferred tax liability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
2014
2013
$
300
541
17
858
294
63
49
112
70
588
(151)
437
421
$
302
484
66
852
316
61
95
104
73
649
(148)
501
351
At August 3, 2014, U.S. and non-U.S. subsidiaries of the company had tax loss carryforwards of approximately $190. Of
these carryforwards, $145 expire between 2015 and 2033, and $45 may be carried forward indefinitely. The current statutory tax
rates in these countries range from 15% to 35%. At August 3, 2014, deferred tax asset valuation allowances have been established
to offset $147 of these tax loss carryforwards. Additionally, at August 3, 2014, non-U.S. subsidiaries of the company had capital
loss carryforwards of approximately $418, which were fully offset by valuation allowances.
The net change in the deferred tax asset valuation allowance in 2014 was an increase of $3. The increase was primarily due
to the impact of currency and the recognition of additional valuation allowances on foreign loss carryforwards. The net change in
the deferred tax asset valuation allowance in 2013 was an increase of $6. The increase was primarily due to the impact of currency
and the recognition of additional valuation allowances on foreign loss carryforwards.
As of August 3, 2014, other deferred tax assets included $9 of state tax credit carryforwards related to various states that
expire between 2018 and 2024. As of July 28, 2013, other deferred tax assets included $7 of foreign tax credit carryforwards that
expire in 2023, and $10 of state tax credit carryforwards related to various states that expire between 2014 and 2022. No valuation
allowances have been established related to these deferred tax assets.
As of August 3, 2014, U.S. income taxes have not been provided on approximately $740 of undistributed earnings of non-
U.S. subsidiaries, which are deemed to be permanently reinvested. It is not practical to estimate the tax liability that might be
incurred if such earnings were remitted to the U.S.
A reconciliation of the activity related to unrecognized tax benefits follows:
Balance at beginning of year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
Increases related to prior-year tax positions . . . . . . . . . . . . . . . . . . . . . . . . . . .
Decreases related to prior-year tax positions . . . . . . . . . . . . . . . . . . . . . . . . . . .
Increases related to current-year tax positions. . . . . . . . . . . . . . . . . . . . . . . . . .
Settlements. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Lapse of statute . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Balance at end of year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
2014
2013
2012
61
—
(1)
11
—
—
71
$
$
48
28
(7)
9
(15)
(2)
61
$
$
43
2
(1)
9
—
(5)
48
The increase in 2013 for prior-year tax positions was primarily due to the acquisition of Bolthouse Farms and Plum.
The amount of unrecognized tax benefits that, if recognized, would impact the annual effective tax rate was $23 as of August 3,
2014 and July 28, 2013, and $18 as of July 29, 2012. The total amount of unrecognized tax benefits can change due to audit
settlements, tax examination activities, statute expirations and the recognition and measurement criteria under accounting for
uncertainty in income taxes. The company believes it is reasonably possible that the amount of unrecognized tax benefits could
change by approximately $27 within the next 12 months. It is likely that an intercompany pricing agreement between the U.S.
and Canada will be settled that covers the years 2006 through 2013. The impact of the settlement is not expected to be material
to the financial statements. As of August 3, 2014, $28 of unrecognized tax benefit liabilities, including interest and penalties, were
reported as accrued taxes payable in the Consolidated Balance Sheet. Approximately $2 of unrecognized tax benefits, including
60
interest and penalties, were reported as accounts receivable in the Consolidated Balance Sheets as of August 3, 2014, and July 28,
2013.
The company’s accounting policy with respect to interest and penalties attributable to income taxes is to reflect any expense
or benefit as a component of its income tax provision. The total amount of interest and penalties recognized in the Consolidated
Statements of Earnings was not material in 2014, 2013 and 2012. The total amount of interest and penalties recognized in the
Consolidated Balance Sheets was $3 as of August 3, 2014, and $2 as of July 28, 2013.
The company does business internationally and, as a result, files income tax returns in the U.S. federal jurisdiction and various
state and non-U.S. jurisdictions. In the normal course of business, the company is subject to examination by taxing authorities
throughout the world, including such major jurisdictions as the U.S., Australia, Canada and Denmark. The 2014 tax year is currently
under audit by the Internal Revenue Service. In addition, several state income tax examinations are in progress for the years 2006
to 2013.
With limited exceptions, the company has been audited for income tax purposes in Denmark through 2008, and in Canada
and Australia through 2009.
13. Short-term Borrowings and Long-term Debt
Short-term borrowings consist of the following:
Commercial paper. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
Current portion of long-term debt. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Variable-rate bank borrowings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Fixed-rate bank borrowings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Capital leases . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other(1) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2014
2013
1,406
$
300
47
17
1
—
1,162
700
44
—
2
1
$
1,771
$
1,909
_______________________________________
(1) Other includes unamortized net premium/discount on debt issuances and amounts related to interest rate swaps designated as
fair-value hedges. For additional information on fair-value interest rate swaps, see Note 14.
As of August 3, 2014, the weighted-average interest rate of commercial paper, which consisted of U.S. borrowings, was
0.27%. As of July 28, 2013, the weighted-average interest rate of commercial paper, which consisted of U.S. borrowings, was
0.19%.
At August 3, 2014, the company had $1,771 of short-term borrowings due within one year, of which $1,406 was comprised
of commercial paper borrowings. As of August 3, 2014, $49 of standby letters of credit were issued on behalf of the company. In
December 2013, the company renewed its committed revolving credit facilities, combining two previous facilities totaling $2,000
into a new five-year facility totaling $2,200. The new facility matures in December 2018. This facility remained unused at August 3,
2014, except for $3 of standby letters of credit issued on behalf of the company. This revolving credit facility supports the company’s
commercial paper programs and other general corporate purposes. The company may also increase the commitment under the
credit facility up to an additional $500, upon the agreement of either existing lenders or of additional banks not currently parties
to the existing credit agreements.
61
Long-term debt consists of the following:
Type
Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Debentures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Capital leases . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other(1) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Less current portion . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total long-term debt. . . . . . . . . . . . . . . . . . . . . . . . .
Fiscal Year of
Maturity
2014
2014
2015
2017
2019
2021
2021
2023
2043
Rate
4.88%
LIBOR plus 0.30%
3.38%
3.05%
4.50%
4.25%
8.88%
2.50%
3.80%
2014
2013
$
$
— $
—
300
400
300
500
200
450
400
3
(9)
2,544
300
2,244
$
300
400
300
400
300
500
200
450
400
4
(10)
3,244
700
2,544
_______________________________________
(1) Other includes unamortized net premium/discount on debt issuances.
Principal amounts of debt mature as follows: $301 in 2015; $1 in 2016; $401 in 2017; $1 in 2018; $300 in 2019; and a total
of $1,550 in periods beyond 2019.
14. Financial Instruments
The principal market risks to which the company is exposed are changes in foreign currency exchange rates, interest rates,
and commodity prices. In addition, the company is exposed to equity price changes related to certain deferred compensation
obligations. In order to manage these exposures, the company follows established risk management policies and procedures,
including the use of derivative contracts such as swaps, options, forwards and commodity futures. These derivative contracts are
entered into for periods consistent with the related underlying exposures and do not constitute positions independent of those
exposures. The company does not enter into derivative contracts for speculative purposes and does not use leveraged instruments.
The company’s derivative programs include both instruments that qualify and that do not qualify for hedge accounting treatment.
Concentration of Credit Risk
The company is exposed to the risk that counterparties to derivative contracts will fail to meet their contractual obligations.
To mitigate counterparty credit risk, the company only enters into contracts with carefully selected, leading, credit-worthy financial
institutions, and distributes contracts among several financial institutions to reduce the concentration of credit risk. The company
does not have credit-risk-related contingent features in its derivative instruments as of August 3, 2014. During 2014, the company's
largest customer accounted for approximately 19% of consolidated net sales. The company closely monitors credit risk associated
with counterparties and customers.
Foreign Currency Exchange Risk
The company is exposed to foreign currency exchange risk related to its international operations, including non-functional
currency intercompany debt and net investments in subsidiaries. The company is also exposed to foreign exchange risk as a result
of transactions in currencies other than the functional currency of certain subsidiaries. Principal currencies hedged include the
Canadian dollar, Australian dollar and U.S. dollar. The company utilizes foreign exchange forward purchase and sale contracts,
as well as cross-currency swaps, to hedge these exposures. The contracts are either designated as cash-flow hedging instruments
or are undesignated. The company hedges portions of its forecasted foreign currency transaction exposure with foreign exchange
forward contracts for periods typically up to 18 months. To hedge currency exposures related to intercompany debt, foreign
exchange forward purchase and sale contracts, as well as cross-currency swap contracts, are entered into for periods consistent
with the underlying debt. As of August 3, 2014, cross-currency swap contracts mature between 11 and 35 months. The notional
amount of foreign exchange forward and cross-currency swap contracts accounted for as cash-flow hedges was $58 at August 3,
2014 and $129 at July 28, 2013. The effective portion of the changes in fair value on these instruments is recorded in other
comprehensive income (loss) and is reclassified into the Consolidated Statements of Earnings on the same line item and the same
period in which the underlying hedged transaction affects earnings. The notional amount of foreign exchange forward and cross-
62
currency swap contracts that are not designated as accounting hedges was $561 and $895 at August 3, 2014 and July 28, 2013,
respectively.
Interest Rate Risk
The company manages its exposure to changes in interest rates by optimizing the use of variable-rate and fixed-rate debt and
by utilizing interest rate swaps in order to maintain its variable-to-total debt ratio within targeted guidelines. Receive fixed rate/
pay variable rate interest rate swaps were accounted for as fair-value hedges. The notional amount of outstanding fair-value interest
rate swaps totaled $200 at July 28, 2013. These swaps matured in October 2013. The company manages its exposure to interest
rate volatility on future debt issuances by entering into forward starting interest rate swaps to lock in the rate on the interest
payments related to the forecasted debt issuances. Pay fixed rate/receive variable rate forward starting interest rate swaps are
accounted for as cash-flow hedges. The notional amount of outstanding forward starting interest rate swaps totaled $250 at August 3,
2014 and at July 28, 2013. Forward starting interest rate swaps with a notional value of $400 were settled in August 2012, at a
loss of $2, which was recorded in other comprehensive income (loss). The loss on the forward starting interest rate swaps will be
amortized over the life of the 10-year debt issued in August 2012.
Commodity Price Risk
The company principally uses a combination of purchase orders and various short- and long-term supply arrangements in
connection with the purchase of raw materials, including certain commodities and agricultural products. The company also enters
into commodity futures, options and swap contracts to reduce the volatility of price fluctuations of diesel fuel, soybean oil, wheat,
aluminum, natural gas, cocoa and corn, which impact the cost of raw materials. Commodity futures, options, and swap contracts
are either accounted for as cash-flow hedges or are not designated as accounting hedges. The company hedges a portion of
commodity requirements for periods typically up to 18 months. There were no commodity contracts accounted for as cash-flow
hedges as of August 3, 2014 or July 28, 2013. The notional amount of commodity contracts not designated as accounting hedges
was $146 at August 3, 2014 and $105 at July 28, 2013.
Equity Price Risk
The company enters into swap contracts which hedge a portion of exposures relating to certain deferred compensation
obligations linked to the total return of the company’s capital stock, the total return of the Vanguard Institutional Index, and the
total return of the Vanguard Total International Stock Index. Under these contracts, the company pays variable interest rates and
receives from the counterparty either the total return on company capital stock; the total return of the Standard & Poor's 500 Index,
which is expected to approximate the total return of the Vanguard Institutional Index; or the total return of the iShares MSCI EAFE
Index, which is expected to approximate the total return of the Vanguard Total International Stock Index. These contracts were
not designated as hedges for accounting purposes and are entered into for periods typically not exceeding 12 months. The notional
amounts of the contracts as of August 3, 2014 and July 28, 2013 were $56 and $50, respectively.
63
The following table summarizes the fair value of derivative instruments on a gross basis as recorded in the Consolidated
Balance Sheets as of August 3, 2014 and July 28, 2013:
Balance Sheet Classification
2014
2013
Asset Derivatives
Derivatives designated as hedges:
Foreign exchange forward contracts. . . . . . . . . . . . . . . . . . . Other current assets
Forward starting interest rate swaps . . . . . . . . . . . . . . . . . . . Other current assets
Interest rate swaps. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Other current assets
Forward starting interest rate swaps . . . . . . . . . . . . . . . . . . . Other assets
Total derivatives designated as hedges . . . . . . . . . . . . . . . . . .
Derivatives not designated as hedges:
Commodity derivative contracts. . . . . . . . . . . . . . . . . . . . . . Other current assets
Deferred compensation derivative contracts . . . . . . . . . . . . Other current assets
Foreign exchange forward contracts. . . . . . . . . . . . . . . . . . . Other current assets
Total derivatives not designated as hedges . . . . . . . . . . . . . . .
Total asset derivatives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$
$
$
$
$
1
11
—
—
12
2
—
1
3
15
$
$
$
$
$
Balance Sheet Classification
2014
2013
Liability Derivatives
Derivatives designated as hedges:
Cross-currency swap contracts . . . . . . . . . . . . . . . . . . . . . . . Accrued liabilities
Foreign exchange forward contracts. . . . . . . . . . . . . . . . . . . Accrued liabilities
Total derivatives designated as hedges . . . . . . . . . . . . . . . . . .
Derivatives not designated as hedges:
Commodity derivative contracts. . . . . . . . . . . . . . . . . . . . . . Accrued liabilities
Cross-currency swap contracts . . . . . . . . . . . . . . . . . . . . . . . Accrued liabilities
Deferred compensation derivative contracts . . . . . . . . . . . . Accrued liabilities
Foreign exchange forward contracts. . . . . . . . . . . . . . . . . . . Accrued liabilities
Commodity derivative contracts. . . . . . . . . . . . . . . . . . . . . . Other liabilities
Cross-currency swap contracts . . . . . . . . . . . . . . . . . . . . . . . Other liabilities
Total derivatives not designated as hedges . . . . . . . . . . . . . . .
Total liability derivatives. . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$
$
$
$
$
— $
1
$
$
1
10
1
3
2
1
5
22
23
$
$
2
—
1
23
26
2
2
2
6
32
22
2
24
6
1
—
4
—
1
12
36
The company does not offset the fair values of derivative assets and liabilities executed with the same counterparty that are
generally subject to enforceable netting agreements. However, if the company were to offset and record the asset and liability
balances of derivatives on a net basis, the amounts presented in the Consolidated Balance Sheets as of August 3, 2014 and July 28,
2013 would be adjusted as detailed in the following table:
Derivative Instrument
Total asset derivatives. . . . . . .
Gross Amounts
Presented in
the
Consolidated
Balance Sheet
15
$
Total liability derivatives . . . .
$
23
Gross Amounts
Presented in
the
Consolidated
Balance Sheet
Net Amount
2013
Gross Amounts
Not Offset in
the
Consolidated
Balance Sheet
Subject to
Netting
Agreements
Net Amount
11
19
$
$
32
36
$
$
(8) $
(8) $
24
28
2014
Gross Amounts
Not Offset in
the
Consolidated
Balance Sheet
Subject to
Netting
Agreements
$
$
(4) $
(4) $
64
The company does not offset fair value amounts recognized for exchange-traded commodity derivative instruments and cash
margin accounts executed with the same counterparty that are subject to enforceable netting agreements. The company is required
to maintain cash margin accounts in connection with funding the settlement of open positions. At August 3, 2014 and July 28,
2013, a cash margin account balance of $14 and $7, respectively, was included in Other current assets in the Consolidated Balance
Sheets.
The following tables show the effect of the company’s derivative instruments designated as cash-flow hedges for the years
ended August 3, 2014, and July 28, 2013, in other comprehensive income (loss) (OCI) and the Consolidated Statements of Earnings:
Derivatives Designated as Cash-Flow Hedges
OCI derivative gain (loss) at beginning of year . . . . . . . . . . .
Effective portion of changes in fair value recognized in OCI:
Forward starting interest rate swaps . . . . . . . . . . . . . . . . . . .
Cross-currency swap contracts . . . . . . . . . . . . . . . . . . . . . . .
Amount of (gain) loss reclassified from OCI to earnings:
Location in Earnings
Foreign exchange forward contracts . . . . . . . . . . . . . . . . . . . Cost of products sold
Foreign exchange forward contracts . . . . . . . . . . . . . . . . . . . Other expenses / (income)
Forward starting interest rate swaps . . . . . . . . . . . . . . . . . . . Interest expense
OCI derivative gain (loss) at end of year. . . . . . . . . . . . . . . . .
$
Total
Cash-Flow
Hedge
OCI Activity
2014
2013
$
8
$
(16)
(12)
—
(4)
1
3
(4) $
19
1
1
(1)
4
8
Based on current valuations, the amount expected to be reclassified from OCI into earnings within the next 12 months is a
loss of $3. The ineffective portion and amount excluded from effectiveness testing were not material.
The following table shows the effect of the company’s derivative instruments designated as fair-value hedges in the
Consolidated Statements of Earnings:
Amount of
Gain (Loss)
Recognized in Earnings
on Derivatives
Amount of
Gain (Loss)
Recognized in Earnings
on Hedged Item
Derivatives Designated
as Fair-Value Hedges
Interest rate swaps . . . . . . . . . . . . . . . . . . .
Location of Gain (Loss)
Recognized in Earnings
2014
2013
2014
2013
Interest expense
$
(1) $
(12) $
1
$
12
The following table shows the effects of the company’s derivative instruments not designated as hedges in the Consolidated
Statements of Earnings:
Location of Gain (Loss)
Recognized in Earnings
Derivatives not Designated as Hedges
Foreign exchange forward contracts. . . . . . . . . . . . . . . Cost of products sold
Foreign exchange forward contracts. . . . . . . . . . . . . . . Other expenses/income
Cross-currency swap contracts . . . . . . . . . . . . . . . . . . . Other expenses/income
Commodity derivative contracts. . . . . . . . . . . . . . . . . . Cost of products sold
Deferred compensation derivative contracts . . . . . . . . Administrative expenses
Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Amount of Gain (Loss)
Recognized in Earnings on
Derivatives
2014
2013
$
$
$
3
(12)
7
(4)
2
(4) $
—
—
39
(6)
16
49
65
15. Fair Value Measurements
Financial assets and liabilities are categorized based on the following fair value hierarchy:
• Level 1: Observable inputs that reflect quoted prices (unadjusted) for identical assets or liabilities in active markets.
• Level 2: Inputs other than quoted prices included in Level 1 that are observable for the asset or liability through
corroboration with observable market data.
• Level 3: Unobservable inputs, which are valued based on the company's estimates of assumptions that market participants
would use in pricing the asset or liability.
Fair value is defined as the exit price, or the amount that would be received to sell an asset or paid to transfer a liability in an
orderly transaction between market participants as of the measurement date. When available, the company uses unadjusted quoted
market prices to measure the fair value and classifies such items as Level 1. If quoted market prices are not available, the company
bases fair value upon internally developed models that use current market-based or independently sourced market parameters such
as interest rates and currency rates. Included in the fair value of derivative instruments is an adjustment for credit and
nonperformance risk.
Assets and Liabilities Measured at Fair Value on a Recurring Basis
The following table presents the company’s financial assets and liabilities that are measured at fair value on a recurring basis
as of August 3, 2014, and July 28, 2013, consistent with the fair value hierarchy:
Fair Value
as of
August 3,
2014
Fair Value Measurements at
August 3, 2014 Using
Fair Value Hierarchy
Level 1
Level 2
Level 3
Fair Value
as of
July 28,
2013
Fair Value Measurements at
July 28, 2013 Using
Fair Value Hierarchy
Level 1
Level 2
Level 3
Assets
Interest rate
swaps(1) . . . . . . . . $
Forward starting
interest rate
swaps(1) . . . . . . . .
Foreign exchange
forward
contracts(2). . . . . .
Commodity
derivative
contracts(3). . . . . .
Deferred
compensation
derivative
contracts(4). . . . . .
Total assets at fair
value . . . . . . . . . . . $
— $
— $
— $
— $
1
$
— $
1
$
11
2
2
—
—
—
1
—
11
2
1
—
—
—
—
—
23
4
2
2
—
—
2
—
23
4
—
2
15
$
1
$
14
$
— $
32
$
2
$
30
$
—
—
—
—
—
—
66
Fair Value
as of
August 3,
2014
Fair Value Measurements at
August 3, 2014 Using
Fair Value Hierarchy
Level 1
Level 2
Level 3
Fair Value
as of
July 28,
2013
Fair Value Measurements at
July 28, 2013 Using
Fair Value Hierarchy
Level 1
Level 2
Level 3
Liabilities
Foreign exchange
forward
contracts(2). . . . . . $
Cross-currency
swap contracts(5) .
Commodity
derivative
contracts(3). . . . . .
Deferred
compensation
derivative
contracts(4). . . . . .
Deferred
compensation
obligation(6) . . . . .
Total liabilities at
fair value . . . . . . . . $
3
6
11
3
$
— $
—
11
—
123
123
3
6
—
3
—
$
— $
6
$
— $
6
$
—
—
—
—
24
6
—
—
5
—
123
123
24
1
—
—
146
$
134
$
12
$
— $
159
$
128
$
31
$
—
—
—
—
—
—
___________________________________
(1) Based on LIBOR swap rates.
(2) Based on observable market transactions of spot currency rates and forward rates.
(3) Based on quoted futures exchanges and on observable prices of futures and options transactions in the marketplace.
(4) Based on LIBOR and equity index swap rates.
(5) Based on observable local benchmarks for currency and interest rates.
(6) Based on the fair value of the participants’ investments.
Items Measured at Fair Value on a Nonrecurring Basis
In addition to assets and liabilities that are measured at fair value on a recurring basis, the company is also required to measure
certain items at fair value on a nonrecurring basis.
In the second quarter of 2014, the company recognized an impairment charge of $11 on plant assets associated with the
initiative to restructure manufacturing and streamline operations for its soup and broth business in China. See also Note 8. The
carrying value was reduced to estimated fair value based on expected proceeds. The carrying value was not material.
On October 28, 2013, the company completed the sale of its European simple meals business. The assets and liabilities of the
European business have been reflected in assets and liabilities held for sale in the Consolidated Balance Sheet as of July 28, 2013.
The company has reflected the results of the business as discontinued operations in the Consolidated Statements of Earnings for
all years presented. The business was historically included in the International Simple Meals and Beverages segment.
In the fourth quarter of 2013, as part of the company's annual review of intangible assets, an impairment charge of $360 was
recorded on goodwill for the simple meals business in Europe to reduce the carrying value to the implied fair value of $110. The
impairment was attributable to a combination of factors, including the existence of a firm offer to purchase the business; a revised
future outlook for the business, with reduced expectations for future sales and discounted cash flows, given the economic uncertainty
in the region; future investments required to maintain performance; and management's assumptions on the weighted average cost
of capital. Fair value was determined based on discounted cash flow analyses, which are unobservable Level 3 inputs, and taking
into account the firm offer. The discounted estimates of future cash flows include significant management assumptions such as
revenue growth rates, operating margins, weighted average cost of capital, and future economic and market conditions.
In the fourth quarter of 2013, as part of the company's annual review of intangible assets, an impairment charge of $36 was
recognized on trademarks used in the European simple meals business. See also Note 6. Fair value was determined based on
unobservable Level 3 inputs. Fair value was determined based on discounted cash flow analysis that include significant management
assumptions such as revenue growth rates, weighted average costs of capital, and assumed royalty rates.
67
The following table presents the company’s fair value measurements of intangible assets that were recognized in the year
ended July 28, 2013:
Intangible assets
2013
Impairment
Fair Value
Blå Band . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Heisse Tasse . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Isomitta . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Royco. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$
$
$
$
1
4
8
23
$
$
$
$
19
6
4
53
In 2013, the company also recognized $99 of accelerated depreciation/asset impairment on plant assets associated with the
2013 restructuring initiatives described in Note 8. The carrying value of assets was reduced to estimated fair value based on
expected proceeds. The carrying value was $29 at July 28, 2013.
Fair Value of Financial Instruments
The carrying values of cash and cash equivalents, accounts receivable, accounts payable and short-term borrowings, excluding
the current portion of long-term debt, approximate fair value.
Cash equivalents of $46 at August 3, 2014 and $4 at July 28, 2013 represent fair value as these highly liquid investments have
an original maturity of three months or less. Fair value of cash equivalents is based on Level 2 inputs.
The fair value of long-term debt, including the current portion of long-term debt in Short-term borrowings, was $2,647 at
August 3, 2014 and $3,299 at July 28, 2013. The carrying value was $2,544 at August 3, 2014 and $3,244 at July 28, 2013. The
fair value of long-term debt is principally estimated using Level 2 inputs based on quoted market prices or pricing models using
current market rates.
16. Shareholders' Equity
The company has authorized 560 million shares of Capital stock with $.0375 par value and 40 million shares of Preferred
stock, issuable in one or more classes, with or without par as may be authorized by the Board of Directors. No Preferred stock has
been issued.
In December 2012, 219 million shares held as treasury stock were retired and returned to unissued status.
Share Repurchase Programs
In June 2011, the Board authorized the purchase of up to $1,000 of company stock. This program has no expiration date.
Purchases under the program were suspended from July 2012 through 2014. Approximately $750 remained available under this
program as of August 3, 2014. The company also repurchases shares to offset the impact of dilution from shares issued under the
company’s stock compensation plans. In 2014, the company repurchased 2 million shares at a cost of $76. In 2013, the company
repurchased 4 million shares at a cost of $153. In 2012, the company repurchased 13 million shares at a cost of $412. Of this
amount, $250 was used to repurchase shares pursuant to the company’s June 2011 publicly announced share repurchase program.
17. Stock-based Compensation
In 2003, shareholders approved the 2003 Long-Term Incentive Plan, which authorized the issuance of 28 million shares to
satisfy awards of stock options, stock appreciation rights, unrestricted stock, restricted stock/units (including performance restricted
stock) and performance units. Approximately 3.2 million shares available under a previous long-term plan were rolled into the
2003 Long-Term Incentive Plan, making the total number of available shares approximately 31.2 million. In November 2005,
shareholders approved the 2005 Long-Term Incentive Plan, which authorized the issuance of an additional 6 million shares to
satisfy the same types of awards.
Awards under Long-Term Incentive Plans may be granted to employees and directors. The term of a stock option granted
under these plans may not exceed ten years from the date of grant. Options granted under these plans vest cumulatively over a
three-year period at a rate of 30%, 60% and 100%, respectively. The option price may not be less than the fair market value of a
share of common stock on the date of the grant.
Pursuant to the Long-Term Incentive Plan, the company adopted a long-term incentive compensation program which provides
for grants of total shareholder return (TSR) performance restricted stock/units, EPS performance restricted stock/units, strategic
performance restricted stock/units and time-lapse restricted stock/units. Under the program, awards of TSR performance restricted
stock/units will be earned by comparing the company’s total shareholder return during a three-year period to the respective total
shareholder returns of companies in a performance peer group. Based upon the company’s ranking in the performance peer group,
a recipient of TSR performance restricted stock/units may earn a total award ranging from 0% to 225% of the initial grant. Awards
of EPS performance restricted stock/units will be earned based upon the company’s achievement of annual earnings per share
68
goals. During the three-year vesting period, a recipient of EPS performance restricted stock/units may earn a total award of either
0% or 100% of the initial grant. Awards of the strategic performance restricted stock units are earned based upon the achievement
of two key metrics, net sales and EPS growth, compared to strategic plan objectives during a two- or three-year period. A recipient
of strategic performance restricted stock units may earn a total award ranging from 0% to 200% of the initial grant. Awards of
time-lapse restricted stock/units will vest ratably over the three-year period. In addition, the company may issue special grants of
time-lapse restricted stock/units to attract and retain executives which vest ratably over various periods. Awards are generally
granted annually in October. Annual stock option grants were not part of the long-term incentive compensation program for 2012 ,
2013, or 2014. However, stock options may still be granted on a selective basis under the Long-Term Incentive Plans.
In 2014, the company issued time-lapse restricted stock units, EPS performance restricted stock units, strategic performance
restricted stock units and TSR performance restricted stock units.
Total pre-tax stock-based compensation expense recognized in Earnings from continuing operations was $56 for 2014, $109
for 2013 and $76 for 2012. The pre-tax stock-based compensation expense recognized in Earnings (loss) from discontinued
operations was $1 for 2014, $4 for 2013 and $3 for 2012. Tax-related benefits of $21 were recognized for 2014, $42 were recognized
for 2013 and $29 were recognized for 2012.
The following table summarizes stock option activity as of August 3, 2014:
Weighted-
Average
Exercise
Price
Weighted-
Average
Remaining
Contractual
Life
(In years)
Aggregate
Intrinsic
Value
Options
(Options in
thousands)
Outstanding at July 28, 2013 . . . . . . . . . . . . . . . . . . . .
Granted . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Exercised . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Terminated. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Outstanding at August 3, 2014 . . . . . . . . . . . . . . . . . .
Exercisable at August 3, 2014 . . . . . . . . . . . . . . . . . . .
1,101
$
— $
(693) $
— $
408
408
$
$
27.25
—
26.64
—
28.33
28.33
0.6
0.6
$
$
6
6
The total intrinsic value of options exercised during 2014, 2013 and 2012, was $12, $36 and $31, respectively. As of January
2009, compensation related to stock options was fully expensed. The company measured the fair value of stock options using the
Black-Scholes option pricing model.
The following table summarizes time-lapse restricted stock units, EPS performance restricted stock units and strategic
performance restricted stock units as of August 3, 2014:
Weighted-
Average
Grant-Date
Fair Value
Units
(Restricted stock
units in thousands)
Nonvested at July 28, 2013. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Granted . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Vested . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Forfeited . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Nonvested at August 3, 2014 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
4,208
$
$
1,742
(2,595) $
(361) $
$
2,994
34.05
39.97
33.26
37.93
37.69
The fair value of time-lapse restricted stock units, EPS performance restricted stock units, and strategic performance restricted
stock units is determined based on the quoted price of the company’s stock at the date of grant. Time-lapse restricted stock units
are expensed on a straight-line basis over the vesting period, except for awards issued to retirement-eligible participants, which
are expensed on an accelerated basis. EPS performance restricted stock units are expensed on a graded-vesting basis, except for
awards issued to retirement-eligible participants, which are expensed on an accelerated basis. There were 251 thousand EPS
performance target grants outstanding at August 3, 2014 with a weighted-average grant-date fair value of $37.49. Strategic
performance restricted stock units are expensed on a straight-line basis over the service period. There were 887 thousand strategic
performance target grants outstanding at August 3, 2014 with a weighted-average grant-date fair value of $37.80. The actual
number of EPS performance restricted stock units and strategic performance restricted stock units that vest will depend on actual
performance achieved. Expense is estimated based on the number of awards expected to vest.
69
On July 1, 2011, the company issued approximately 400 thousand special retention time-lapse restricted stock units to certain
executives to support successful execution of the company’s shift in strategic direction and leadership transition. These awards
vested over a period of 2 years. The grant-date fair value was $34.65.
As of August 3, 2014, total remaining unearned compensation related to nonvested time-lapse restricted stock units, EPS
performance restricted stock units and strategic performance restricted stock units was $34, which will be amortized over the
weighted-average remaining service period of 1.7 years. The fair value of restricted stock units vested during 2014, 2013 and 2012
was $106, $57 and $38, respectively. The weighted-average grant-date fair value of the restricted stock units granted during 2013
and 2012 was $35.44 and $32.38, respectively.
The following table summarizes TSR performance restricted stock units as of August 3, 2014:
Weighted-
Average
Grant-Date
Fair Value
Units
(Restricted stock
units in thousands)
Nonvested at July 28, 2013. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Granted . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Vested . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Forfeited . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Nonvested at August 3, 2014 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
1,458
458
$
$
— $
(1,055) $
$
861
41.88
36.26
—
42.54
38.15
The company estimated the fair value of TSR performance restricted stock units at the grant date using a Monte Carlo
simulation. Assumptions used in the Monte Carlo simulation were as follows:
Risk-free interest rate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Expected dividend yield . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Expected volatility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Expected term. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2014
0.60%
2.98%
2013
0.30%
3.26%
15.76% 15.07%
3 years
3 years
Compensation expense is recognized on a straight-line basis over the service period. As of August 3, 2014, total remaining
unearned compensation related to TSR performance restricted stock units was $15, which will be amortized over the weighted-
average remaining service period of 1.8 years. In the first quarter of 2014 and 2013, recipients of TSR performance restricted
stock units earned 0% of the initial grants based upon the company’s TSR ranking in a performance peer group during a three-
year period ended July 26, 2013 and July 27, 2012, respectively. The grant-date fair value of the TSR performance restricted stock
units granted during 2013 was $39.76. There were no TSR performance restricted stock units granted during 2012.
The excess tax benefits on the exercise of stock options and vested restricted stock presented as cash flows from financing
activities were $13 in 2014, $12 in 2013 and $8 in 2012. Cash received from the exercise of stock options was $18, $83 and $112
for 2014, 2013 and 2012, respectively, and are reflected in cash flows from financing activities in the Consolidated Statements of
Cash Flows.
18. Commitments and Contingencies
The company is a party to legal proceedings and claims arising out of the normal course of business.
Management assesses the probability of loss for all legal proceedings and claims and has recognized liabilities for such
contingencies, as appropriate. Although the results of these matters cannot be predicted with certainty, in management’s opinion,
the final outcome of legal proceedings and claims will not have a material adverse effect on the consolidated results of operations
or financial condition of the company.
The company has certain operating lease commitments, primarily related to warehouse and office facilities, and certain
equipment. Rent expense under operating lease commitments was $50 in 2014, $54 in 2013 and $48 in 2012. These amounts
included $2 in 2014, $8 in 2013 and $9 in 2012 related to discontinued operations. Future minimum annual rental payments under
these operating leases as of August 3, 2014 are as follows:
2015
$38
2016
$32
2017
$26
2018
$22
2019
$18
Thereafter
$58
The company guarantees approximately 2,000 bank loans made to Pepperidge Farm independent sales distributors by
financial institutions for the purchase of distribution routes. The maximum potential amount of future payments under
70
existing guarantees the company could be required to make is $179. The company’s guarantees are indirectly secured by the
distribution routes. The company does not believe it is probable that it will be required to make guarantee payments as a result of
defaults on the bank loans guaranteed. The amounts recognized as of August 3, 2014, and July 28, 2013, were not material.
The company has provided certain standard indemnifications in connection with divestitures, contracts and other transactions.
Certain indemnifications have finite expiration dates. Liabilities recognized based on known exposures related to such matters
were not material at August 3, 2014, or July 28, 2013.
19. Supplemental Financial Statement Data
Balance Sheets
2014
2013
Accounts receivable
Customer accounts receivable . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
Allowances. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Subtotal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$
597
(12)
585
85
$
670
$
Inventories
Raw materials, containers and supplies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
Finished products. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$
Other current assets
Deferred taxes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
Fair value of derivatives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$
$
$
399
617
1,016
96
15
71
$
182
$
Plant assets
Land . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
Buildings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Machinery and equipment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Projects in progress . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total cost . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Accumulated depreciation(1) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$
Other assets
Fair value of derivatives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
Deferred taxes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$
62
$
1,384
3,856
217
5,519
(3,201)
2,318
$
— $
32
55
87
$
587
(11)
576
59
635
364
561
925
90
9
36
135
59
1,349
4,017
230
5,655
(3,395)
2,260
23
27
81
131
71
Accrued liabilities
Accrued compensation and benefits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
Fair value of derivatives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Accrued trade and consumer promotion programs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Accrued interest . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Restructuring . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$
Other liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Pension benefits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
Deferred compensation(2). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Postretirement benefits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Fair value of derivatives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Unrecognized tax benefits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2014
2013
237
$
17
122
37
31
109
553
170
109
359
6
23
62
$
$
$
729
$
270
35
137
41
21
113
617
190
112
361
1
40
72
776
____________________________________
(1) Depreciation expense was $287 in 2014, $393 in 2013 and $258 in 2012. Depreciation expense of continuing operations was
$287 in 2014, $382 in 2013 and $247 in 2012. Buildings are depreciated over periods ranging from 7 to 45 years. Machinery
and equipment are depreciated over periods generally ranging from 2 to 20 years.
(2) The deferred compensation obligation represents unfunded plans maintained for the purpose of providing the company's
directors and certain of its executives the opportunity to defer a portion of their compensation. All forms of compensation
contributed to the deferred compensation plans are accounted for in accordance with the underlying program. Deferrals and
company contributions are credited to an investment account in the participant's name, although no funds are actually
contributed to the investment account and no investments are actually purchased. Seven investment choices are available,
including: (1) a book account that tracks the total return on company stock; (2) a book account that tracks the performance
of the Vanguard Institutional Index; (3) a book account that tracks the performance of the Vanguard Extended Market Index;
(4) a book account that tracks the performance of the Vanguard Total International Stock Index; (5) a book account that tracks
the performance of the Vanguard Total Bond Market Index; (6) a book account that tracks the performance of the Vanguard
Short-Term Bond Index; and (7) a book account that tracks the BlackRock Liquidity TempFund. Participants can reallocate
investments daily and are entitled to the gains and losses on investment funds. The company recognizes an amount in the
Consolidated Statements of Earnings for the market appreciation/depreciation of each fund.
72
Statements of Earnings
Other Expenses/(Income)
Foreign exchange (gains)/losses(1). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
Amortization of intangible assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Acquisition related costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$
Advertising and consumer promotion expense(2) . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
411
Interest expense
Interest expense . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
Less: Interest capitalized . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$
124
2
122
2014
2013
2012
6
$
18
—
(2)
22
$
$
$
$
3
14
10
2
29
419
138
3
135
$
$
$
$
$
(3)
1
5
8
11
476
116
2
114
____________________________________
(1) 2014 included a loss of $9 on foreign exchange forward contracts used to hedge the proceeds from the sale of the European
simple meals business.
(2)
Included in Marketing and selling expenses.
Statements of Cash Flows
Cash Flows from Operating Activities
Other non-cash charges to net earnings
Non-cash compensation/benefit related expense . . . . . . . . . . . . . . . . . . . . . . . . . . . $
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$
Other
Benefit related payments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
$
Other Cash Flow Information
Interest paid . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
Interest received . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
Income taxes paid . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
20. Voluntary Product Recall
2014
2013
2012
114
4
118
$
$
(52) $
(1)
(53) $
122
3
421
$
$
$
134
21
155
$
$
(54) $
(4)
(58) $
124
10
345
$
$
$
106
12
118
(84)
(2)
(86)
115
8
300
On November 8, 2013, the company voluntarily recalled a range of Plum products packaged in resealable pouches after
discovering a manufacturing defect that may cause spoilage in some pouches. In the first quarter of 2014, the company recognized
costs of $16 ($11 after tax or $.03 per share) associated with the recall, including estimates for customer returns and consumer
rebates, costs associated with returned product and the disposal and write-off of inventory.
73
21. Quarterly Data (unaudited)
Net sales. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
Gross profit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Earnings from continuing operations attributable to Campbell Soup Company.
Earnings (loss) from discontinued operations . . . . . . . . . . . . . . . . . . . . . . . . . . .
Net earnings attributable to Campbell Soup Company
Per share - basic
Earnings from continuing operations attributable to Campbell Soup
Company . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Earnings (loss) from discontinued operations. . . . . . . . . . . . . . . . . . . . . . .
Net earnings attributable to Campbell Soup Company(1) . . . . . . . . . . . . . .
Dividends . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Per share - assuming dilution
Earnings from continuing operations attributable to Campbell Soup
Company . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Earnings (loss) from discontinued operations. . . . . . . . . . . . . . . . . . . . . . .
Net earnings attributable to Campbell Soup Company(1) . . . . . . . . . . . . . .
Market price
2014
First
2,165
Second
Third
Fourth
$
2,281
$
1,970
$
1,852
777
181
(9)
172
.58
(.03)
.55
.312
.57
(.03)
.54
814
235
90
325
.75
.29
1.04
.312
.74
.28
1.03
676
184
—
184
.59
—
.59
.312
.58
—
.58
631
137
—
137
.44
—
.44
.312
.43
—
.43
High. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
Low . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
48.08
39.87
$
$
43.70
38.30
$
$
45.48
39.60
$
$
46.67
41.39
____________________________________
(1) The sum of the individual per share amounts may not add due to rounding.
In 2014, the following charges were recorded in Earnings from continuing
operations attributable to Campbell Soup Company:
Restructuring charges and related costs (see Note 8) . . . . . . . . . . . . . . . . . $
Pension settlement charges (see Note 11). . . . . . . . . . . . . . . . . . . . . . . . . .
Loss on foreign exchange forward contracts related to the sale of the
European simple meals business (see Note 19) . . . . . . . . . . . . . . . . . . . . .
Tax expense associated with the sale of the European simple meals
business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Per share - assuming dilution
Restructuring charges and related costs . . . . . . . . . . . . . . . . . . . . . . . . . . .
Pension settlement charges . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Loss on foreign exchange forward contracts related to the sale of the
European simple meals business. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Tax expense associated with the sale of the European simple meals
business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
In 2014, the following charges (gains) were recorded in Earnings (loss) from
discontinued operations:
2014
First
Second
Third
Fourth
$
15
—
6
7
.05
—
.02
.02
$
5
—
—
—
.02
—
—
—
$
1
11
—
—
—
.03
—
—
15
3
—
—
.05
.01
—
—
Taxes, costs associated with the sale, and gain on sale of the European
simple meals business (see Note 4). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
18
$
(90) $
— $
—
Per share - assuming dilution
Taxes, costs associated with the sale, and gain on sale of the European
simple meals business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
.06
(.28)
—
—
74
Net sales. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
Gross profit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Earnings from continuing operations attributable to Campbell Soup Company.
Earnings (loss) from discontinued operations . . . . . . . . . . . . . . . . . . . . . . . . . . .
Net earnings (loss) attributable to Campbell Soup Company
Per share - basic
Earnings from continuing operations attributable to Campbell Soup
Company . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Earnings (loss) from discontinued operations. . . . . . . . . . . . . . . . . . . . . . .
Net earnings (loss) attributable to Campbell Soup Company(1) . . . . . . . . .
Dividends . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Per share - assuming dilution
Earnings from continuing operations attributable to Campbell Soup
Company . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Earnings (loss) from discontinued operations. . . . . . . . . . . . . . . . . . . . . . .
Net earnings (loss) attributable to Campbell Soup Company(1) . . . . . . . . .
Market price
2013
First
Second
Third
Fourth
2,205
$
2,162
$
1,962
$
1,723
821
232
13
245
.74
.04
.78
.29
.73
.04
.78
762
171
19
190
.54
.06
.61
.58
.54
.06
.60
706
169
12
181
.54
.04
.58
—
.53
.04
.57
623
117
(275)
(158)
.37
(.88)
(.50)
.29
.37
(.87)
(.50)
High. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
Low . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
36.28
32.24
$
$
37.16
34.30
$
$
46.85
36.09
$
$
48.83
42.32
____________________________________
(1) The sum of the individual per share amounts may not add due to rounding.
In 2013, the following charges were recorded in Earnings from continuing
operations:
Restructuring charges and related costs (see Note 8) . . . . . . . . . . . . . . . . . $
Acquisition transaction costs (see Note 3) . . . . . . . . . . . . . . . . . . . . . . . . .
Per share - assuming dilution
Restructuring charges and related costs . . . . . . . . . . . . . . . . . . . . . . . . . . .
Acquisition transaction costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
In 2013, the following charges were recorded in Earnings (loss) from
discontinued operations:
Impairment on the intangible assets of the European simple meals
business (see Note 6). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
Taxes on the difference between the book value and tax basis of the
European simple meals business (see Note 12) . . . . . . . . . . . . . . . . . . . . .
Per share - assuming dilution
Impairment on the intangible assets of the European simple meals
business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Taxes on the difference between the book value and tax basis of the
European simple meals business. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2013
First
Second
Third
Fourth
$
27
7
.09
.02
30
—
.09
—
$
$
14
—
.04
—
19
—
.06
—
— $
— $
— $
263
—
—
—
—
—
—
—
—
—
18
.83
.06
75
Management’s Report on Financial Statements
Reports of Management
The accompanying financial statements have been prepared by the company’s management in conformity with generally
accepted accounting principles to reflect the financial position of the company and its operating results. The financial information
appearing throughout this Report is consistent with the financial statements. Management is responsible for the information and
representations in such financial statements, including the estimates and judgments required for their preparation. The financial
statements have been audited by PricewaterhouseCoopers LLP, an independent registered public accounting firm, as stated in their
report, which appears herein.
The Audit Committee of the Board of Directors, which is composed entirely of Directors who are not officers or employees
of the company, meets regularly with the company’s worldwide internal auditing department, other management personnel, and
the independent registered public accounting firm. The independent registered public accounting firm and the internal auditing
department have had, and continue to have, direct access to the Audit Committee without the presence of other management
personnel, and have been directed to discuss the results of their audit work and any matters they believe should be brought to the
Committee’s attention. The internal auditing department and the independent registered public accounting firm report directly to
the Audit Committee.
Management’s Report on Internal Control Over Financial Reporting
The company’s management is responsible for establishing and maintaining adequate internal control over financial reporting.
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 in the United States of America.
The company’s internal control over financial reporting includes those policies and procedures that:
•
•
•
pertain to the maintenance of records that, in reasonable detail, accurately and fairly reflect the transactions and dispositions
of the assets of the company;
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
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.
The company’s management assessed the effectiveness of the company’s internal control over financial reporting as of
August 3, 2014. In making this assessment, management used the criteria set forth by the Committee of Sponsoring Organizations
of the Treadway Commission (COSO) in Internal Control — Integrated Framework (1992). Based on this assessment using those
criteria, management concluded that the company’s internal control over financial reporting was effective as of August 3, 2014.
76
The effectiveness of the company’s internal control over financial reporting as of August 3, 2014 has been audited by
PricewaterhouseCoopers LLP, an independent registered public accounting firm, as stated in their report, which appears herein.
/s/ Denise M. Morrison
Denise M. Morrison
President and Chief Executive Officer
/s/ Anthony P. DiSilvestro
Anthony P. DiSilvestro
Senior Vice President — Chief Financial Officer
/s/ William J. O’Shea
William J. O’Shea
Vice President — Controller
(Principal Accounting Officer)
September 24, 2014
77
Report of Independent Registered Public Accounting Firm
To the Shareholders and Directors of Campbell Soup Company
In our opinion, the consolidated financial statements listed in the accompanying index appearing under Item 15(1) present
fairly, in all material respects, the financial position of Campbell Soup Company and its subsidiaries at August 3, 2014 and July 28,
2013, and the results of their operations and their cash flows for each of the three fiscal years in the period ended August 3, 2014
in conformity with accounting principles generally accepted in the United States of America. In addition, in our opinion, the
financial statement schedule listed in the accompanying index appearing under Item 15(2) presents fairly, in all material respects,
the information set forth therein when read in conjunction with the related consolidated financial statements. Also in our opinion,
the Company maintained, in all material respects, effective internal control over financial reporting as of August 3, 2014, based
on criteria established in Internal Control - Integrated Framework (1992) issued by the Committee of Sponsoring Organizations
of the Treadway Commission (COSO). The Company's management is responsible for these 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 Management's Report on Internal Control over Financial
Reporting. Our responsibility is to express opinions on these financial statements, on the financial statement schedule, and on the
Company's internal control over financial reporting based on our integrated 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 audits 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 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 included performing such other procedures as we
considered necessary in the circumstances. We believe that our audits provide a reasonable basis for our opinions.
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
(i) pertain to the maintenance of records that, in reasonable detail, accurately and fairly reflect the transactions and dispositions
of the assets of the company; (ii) 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 (iii) 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/ PricewaterhouseCoopers LLP
PricewaterhouseCoopers LLP
Philadelphia, Pennsylvania
September 24, 2014
78
Item 9. Changes in and Disagreements with Accountants on Accounting and Financial Disclosure
None.
Item 9A. Controls and Procedures
The company, under the supervision and with the participation of its management, including the President and Chief Executive
Officer and the Senior Vice President — Chief Financial Officer, has evaluated the effectiveness of the company’s disclosure
controls and procedures (as such term is defined in Rules 13a-15(e) and 15d-15(e) under the Securities Exchange Act of 1934, as
amended) as of August 3, 2014 (Evaluation Date). Based on such evaluation, the President and Chief Executive Officer and the
Senior Vice President — Chief Financial Officer have concluded that, as of the Evaluation Date, the company’s disclosure controls
and procedures are effective.
The annual report of management on the company’s internal control over financial reporting is provided under "Financial
Statements and Supplementary Data" on pages 76-77. The attestation report of PricewaterhouseCoopers LLP, the company’s
independent registered public accounting firm, regarding the company’s internal control over financial reporting is provided under
"Financial Statements and Supplementary Data" on page 78.
There were no changes in the company’s internal control over financial reporting that materially affected, or were likely to
materially affect, such control over financial reporting during the quarter ended August 3, 2014.
Item 9B. Other Information
None.
Item 10. Directors, Executive Officers and Corporate Governance
PART III
The sections entitled “Election of Directors,” “Security Ownership of Directors and Executive Officers” and “Director and
Executive Officer Stock Ownership Reports” in the company’s Proxy Statement for the Annual Meeting of Shareholders to be
held on November 19, 2014 (the 2014 Proxy) are incorporated herein by reference. The information presented in the section
entitled “Corporate Governance — Board Committee Structure” in the 2014 Proxy relating to the members of the company’s
Audit Committee and the Audit Committee’s financial expert is incorporated herein by reference.
Certain of the information required by this Item relating to the executive officers of the company is set forth under the heading
“Executive Officers of the Company.”
The company has adopted a Code of Ethics for the Chief Executive Officer and Senior Financial Officers that applies to the
company’s Chief Executive Officer, Chief Financial Officer, Controller and members of the Chief Financial Officer’s financial
leadership team. The Code of Ethics for the Chief Executive Officer and Senior Financial Officers is posted on the company’s
website, www.campbellsoupcompany.com (under the “About Us — Corporate Governance” caption). The company intends to
satisfy the disclosure requirement regarding any amendment to, or a waiver of, a provision of the Code of Ethics for the Chief
Executive Officer and Senior Financial Officers by posting such information on its website.
The company has also adopted a separate Code of Business Conduct and Ethics applicable to the Board of Directors, the
company’s officers and all of the company’s employees. The Code of Business Conduct and Ethics is posted on the company’s
website, www.campbellsoupcompany.com (under the “About Us — Corporate Governance” caption). The company’s Corporate
Governance Standards and the charters of the company’s four standing committees of the Board of Directors can also be found
at this website. Printed copies of the foregoing are available to any shareholder requesting a copy by:
• writing to Investor Relations, Campbell Soup Company, 1 Campbell Place, Camden, NJ 08103-1799;
•
•
calling 1-800-840-2865; or
e-mailing the company’s Investor Relations Department at investorrelations@campbellsoup.com.
Item 11. Executive Compensation
The information presented in the sections entitled “Compensation Discussion and Analysis,” “Fiscal 2014 Summary
Compensation Table,” “Grants of Plan-Based Awards in Fiscal 2014,” “Outstanding Equity Awards at 2014 Fiscal Year-End,”
“Option Exercises and Stock Vested in Fiscal 2014,” “Pension Benefits — Fiscal 2014,” “Nonqualified Deferred
Compensation — Fiscal 2014,” “Potential Payments upon Termination or Change in Control,” “Fiscal 2014 Director
Compensation,” “Corporate Governance — Compensation and Organization Committee Interlocks and Insider Participation” and
“Compensation and Organization Committee Report” in the 2014 Proxy is incorporated herein by reference.
79
Item 12. Security Ownership of Certain Beneficial Owners and Management and Related Shareholder Matters
The information presented in the sections entitled “Securities Authorized for Issuance Under Equity Compensation Plans,”
“Security Ownership of Directors and Executive Officers” and “Security Ownership of Certain Beneficial Owners” in the 2014
Proxy is incorporated herein by reference.
Item 13. Certain Relationships and Related Transactions, and Director Independence
The information presented in the section entitled “Transactions with Related Persons,” “Corporate Governance — Director
Independence” and “Corporate Governance — Board Committee Structure” in the 2014 Proxy is incorporated herein by reference.
Item 14. Principal Accounting Fees and Services
The information presented in the section entitled “Independent Registered Public Accounting Firm Fees and Services” in the
2014 Proxy is incorporated herein by reference.
Item 15. Exhibits and Financial Statement Schedules
The following documents are filed as part of this report:
1. Financial Statements
PART IV
Consolidated Statements of Earnings for 2014, 2013 and 2012
Consolidated Statements of Comprehensive Income for 2014, 2013 and 2012
Consolidated Balance Sheets as of August 3, 2014 and July 28, 2013
Consolidated Statements of Cash Flows for 2014, 2013 and 2012
Consolidated Statements of Equity for 2014, 2013 and 2012
Notes to Consolidated Financial Statements
Management's Report on Financial Statements
Management's Report on Internal Control Over Financial Reporting
Report of Independent Registered Public Accounting Firm
2. Financial Statement Schedule
II - Valuation and Qualifying Accounts for 2014, 2013 and 2012
3. Exhibits
3(i)
3(ii)
4(a)
4(b)
4(c)
Campbell’s Restated Certificate of Incorporation as amended through February 24, 1997 was filed with the SEC
with Campbell’s Form 10-K (SEC file number 1-3822) for the fiscal year ended July 28, 2002, and is incorporated
herein by reference.
Campbell’s By-Laws, effective June 11, 2014, were filed with the SEC on a Form 8-K (SEC file number 1-3822)
on June 16, 2014, and are incorporated herein by reference.
With respect to Campbell’s 3.050% notes due 2017, 4.500% notes due 2019, and 4.250% notes due 2021, the form
of Indenture between Campbell and The Bank of New York Mellon, as Trustee, and the associated form of security
were filed with the SEC with Campbell’s Registration Statement No. 333-155626, and are incorporated herein by
reference.
With respect to Campbell's 2.500% notes due 2022, and 3.800% notes due 2042, the the form of Indenture between
Campbell and The Bank of New York Mellon, as Trustee, was filed with the SEC with Campbell's Registration
Statement No. 333-155626, and the form of First Supplemental Indenture among Campbell, The Bank of New York
Mellon and Wells Fargo Bank, National Association, as Series Trustee, as well as the associated form of security,
were filed with the SEC on a Form 8-K (SEC file number 1-3822) on August 2, 2012, and are incorporated herein
by reference.
Except as described in 4(a) and 4(b) above, there is no instrument with respect to long-term debt of the company
that involves indebtedness or securities authorized thereunder exceeding 10 percent of the total assets of the company
and its subsidiaries on a consolidated basis. The company agrees to file a copy of any instrument or agreement
defining the rights of holders of long-term debt of the company upon request of the SEC.
80
9(a)
9(b)
9(c)
9(d)
9(e)
10(a)
10(b)
10(c)
10(d)
10(e)
10(f)
10(g)
10(h)
10(i)
10(j)
10(k)
10(l)
Major Stockholders’ Voting Trust Agreement dated June 2, 1990, as amended, was filed with the SEC by (i) Campbell
as Exhibit 99.C to Campbell’s Schedule 13E-4 (SEC file number 5-7735) filed on September 12, 1996, and (ii) with
respect to certain subsequent amendments, the Trustees of the Major Stockholders’ Voting Trust as Exhibit 99.G to
Amendment No. 7 to their Schedule 13D (SEC file number 5-7735) dated March 3, 2000, and as Exhibit 99.M to
Amendment No. 8 to their Schedule 13D (SEC file number 5-7735) dated January 26, 2001, and as Exhibit 99.P to
Amendment No. 9 to their Schedule 13D (SEC file number 5-7735) dated September 30, 2002, and is incorporated
herein by reference.
Extension of Term of Major Stockholders' Voting Trust, dated June 1, 2008.
Extension of Term of Major Stockholders' Voting Trust, dated August 27, 2008.
Amendment to Major Stockholders' Voting Trust, dated September 15, 2009.
Extension of Term of Major Stockholders' Voting Trust, dated as of December 30, 2013.
Campbell Soup Company 1994 Long-Term Incentive Plan, as amended on November 17, 2000, was filed with the
SEC with Campbell’s 2000 Proxy Statement (SEC file number 1-3822), and is incorporated herein by reference.
Campbell Soup Company 2003 Long-Term Incentive Plan, as amended and restated on September 25, 2008, was
filed with the SEC with Campbell’s Form 10-K (SEC file number 1-3822) for the fiscal year ended August 3, 2008,
and is incorporated herein by reference.
Campbell Soup Company 2005 Long-Term Incentive Plan, as amended and restated on November 18, 2010, was
filed with the SEC with Campbell’s 2010 Proxy Statement (SEC file number 1-3822), and is incorporated herein
by reference.
Campbell Soup Company Annual Incentive Plan, as amended on November 18, 2004, was filed with the SEC with
Campbell’s 2004 Proxy Statement (SEC file number 1-3822), and is incorporated herein by reference.
Campbell Soup Company Mid-Career Hire Pension Plan, as amended and restated effective as of January 1, 2009,
was filed with the SEC with Campbell’s Form 10-Q (SEC file number 1-3822) for the fiscal quarter ended February 1,
2009, and is incorporated herein by reference.
First Amendment to the Campbell Soup Company Mid-Career Hire Pension Plan, effective as of December 31,
2010, was filed with the SEC with Campbell’s Form 10-Q (SEC file number 1-3822) for the fiscal quarter ended
January 30, 2011, and is incorporated herein by reference.
Deferred Compensation Plan, effective November 18, 1999, was filed with the SEC with Campbell’s Form 10-K
(SEC file number 1-3822) for the fiscal year ended July 30, 2000, and is incorporated herein by reference.
Campbell Soup Company Supplemental Retirement Plan (formerly known as Deferred Compensation Plan II), as
amended and restated effective as of January 1, 2011, was filed with the SEC with Campbell’s Form 10-K (SEC file
number 1-3822) for the fiscal year ended July 31, 2011, and is incorporated herein by reference.
Severance Protection Agreement dated January 8, 2001, with Douglas R. Conant, Campbell's President and Chief
Executive Officer through fiscal 2011, was filed with the SEC with Campbell’s Form 10-Q (SEC file number 1-3822)
for the fiscal quarter ended January 28, 2001, and is incorporated herein by reference. Agreements with the existing
executive officers listed under the heading “Executive Officers of the Company” (other than Carlos Barroso, Luca
Mignini and Michael P. Senackerib) are in all material respects the same as Mr. Conant’s agreement.
Amendment to the Severance Protection Agreement dated February 26, 2008, with Douglas R. Conant, Campbell's
President and Chief Executive Officer through fiscal 2011, was filed with the SEC with Campbell’s Form 10-Q
(SEC file number 1-3822) for the fiscal quarter ended November 2, 2008, and is incorporated herein by reference.
Amendments with the existing executive officers listed under the heading “Executive Officers of the Company” (other
than Carlos Barroso, Luca Mignini and Michael P. Senackerib) are in all material respects the same as Mr. Conant’s
agreement.
Form of U.S. Severance Protection Agreement, which is applicable to executives hired after March 1, 2008 and
before August 1, 2011, was filed with the SEC with Campbell’s Form 10-Q (SEC file number 1-3822) for the fiscal
quarter ended November 2, 2008, and is incorporated herein by reference.
Form of Non-U.S. Severance Protection Agreement, which is applicable to executives hired after March 1, 2008
and before August 1, 2011, was filed with the SEC with Campbell’s Form 10-Q (SEC file number 1-3822) for the
fiscal quarter ended November 2, 2008, and is incorporated herein by reference.
81
10(m)
Form of U.S. Severance Protection Agreement, which is applicable to executives hired on or after August 1, 2011
(such as Carlos Barroso and Michael P. Senackerib), was filed with the SEC with Campbell’s Form 10-K (SEC file
number 1-3822) for the fiscal year ended July 31, 2011, and is incorporated herein by reference.
10(n)
10(o)
10(p)
10(q)
21
23
24
31(a)
31(b)
32(a)
32(b)
Form of Non-U.S. Severance Protection Agreement, which is applicable to executives hired on or after August 1,
2011 (such as Luca Mignini), was filed with the SEC with Campbell’s Form 10-K (SEC file number 1-3822) for
the fiscal year ended July 31, 2011, and is incorporated herein by reference.
Campbell Soup Company Severance Pay Plan for Salaried Employees, as amended and restated effective January
1, 2011, was filed with the SEC with Campbell’s Form 10-Q (SEC file number 1-3822) for the fiscal quarter ended
May 1, 2011, and is incorporated herein by reference.
Campbell Soup Company Supplemental Employees’ Retirement Plan, as amended and restated effective January 1,
2009, was filed with the SEC with Campbell’s Form 10-Q (SEC file number 1-3822) for the fiscal quarter ended
February 1, 2009, and is incorporated herein by reference.
First Amendment to the Campbell Soup Company Supplemental Employees’ Retirement Plan, effective as of
December 31, 2010, was filed with the SEC with Campbell’s Form 10-Q (SEC file number 1-3822) for the fiscal
quarter ended January 30, 2011, and is incorporated herein by reference.
Subsidiaries (Direct and Indirect) of the company.
Consent of Independent Registered Public Accounting Firm.
Power of Attorney.
Certification of Denise M. Morrison pursuant to Rule 13a-14(a).
Certification of Anthony P. DiSilvestro pursuant to Rule 13a-14(a).
Certification of Denise M. Morrison pursuant to 18 U.S.C. Section 1350.
Certification of Anthony P. DiSilvestro pursuant to 18 U.S.C. Section 1350.
101.INS
XBRL Instance Document
101.SCH XBRL Schema Document
101.CAL XBRL Calculation Linkbase Document
101.DEF XBRL Definition Linkbase Document
101.LAB XBRL Label Linkbase Document
101.PRE XBRL Presentation Linkbase Document
82
Pursuant to the requirements of Section 13 or 15(d) of the Securities Exchange Act of 1934, Campbell has duly caused this
Report to be signed on its behalf by the undersigned, thereunto duly authorized.
Date: September 24, 2014
SIGNATURES
CAMPBELL SOUP COMPANY
By: /s/ Anthony P. DiSilvestro
Anthony P. DiSilvestro
Senior Vice President — Chief 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 Campbell and in the capacity and on the date indicated.
Date: September 24, 2014
/s/ Anthony P. DiSilvestro
Anthony P. DiSilvestro
Senior Vice President — Chief Financial
Officer
Paul R. Charron
Denise M. Morrison
Edmund M. Carpenter
Bennett Dorrance
Lawrence C. Karlson
Randall W. Larrimore
Marc B. Lautenbach
Mary Alice D. Malone
Sara Mathew
Charles R. Perrin
A. Barry Rand
Nick Shreiber
Tracey T. Travis
Archbold D. van Beuren
Les C. Vinney
Charlotte C. Weber
Chairman and Director
President, Chief Executive
Officer and Director
Director
Director
Director
Director
Director
Director
Director
Director
Director
Director
Director
Director
Director
Director
}
}
}
}
}
}
}
}
}
}
}
}
}
}
}
}
}
/s/ William J. O’Shea
William J. O’Shea
Vice President — Controller
By: /s/ Ellen Oran Kaden
Ellen Oran Kaden
Senior Vice President — Chief Legal
and Public Affairs Officer
83
CAMPBELL SOUP COMPANY
Valuation and Qualifying Accounts
For the Fiscal Years ended August 3, 2014, July 28, 2013 and July 29, 2012
(Millions)
Schedule II
Charged to/
(Reduction
in) Costs
and
Expenses
Balance at
Beginning
of Period
Deductions
Acquisitions
Balance at
End of
Period
Fiscal year ended August 3, 2014
Cash discount. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
Bad debt reserve . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Returns reserve(1) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total Accounts receivable allowances. . . . . . . . . . . . . . . . . . . $
Fiscal year ended July 28, 2013
Cash discount. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
Bad debt reserve . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Returns reserve(1) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total Accounts receivable allowances. . . . . . . . . . . . . . . . . . . $
Fiscal year ended July 29, 2012
Cash discount. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $
Bad debt reserve . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Returns reserve(1) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total Accounts receivable allowances. . . . . . . . . . . . . . . . . . . $
5
2
4
11
4
2
4
10
5
2
4
11
$
$
$
$
$
$
114
—
1
115
114
1
1
116
112
1
—
113
$
$
$
$
$
$
(115) $
(1)
—
(116) $
(113) $
(1)
(1)
(115) $
(113) $
(1)
—
(114) $
— $
2
—
2
$
— $
—
—
— $
— $
—
—
— $
4
3
5
12
5
2
4
11
4
2
4
10
_______________________________________
(1) The returns reserve is evaluated quarterly and adjusted accordingly. During each period, returns are charged to net sales in
the Consolidated Statements of Earnings as incurred. Actual returns were approximately $118 in 2014, $124 in 2013 and $122
in 2012, or less than 2% of net sales.
84
EXHIBIT 31(a)
CERTIFICATION PURSUANT
TO RULE 13a-14(a)
I, Denise M. Morrison, certify that:
1. I have reviewed this Annual Report on Form 10-K of Campbell Soup Company;
2. Based on my knowledge, this report does not contain any untrue statement of a material fact or omit to state a material
fact necessary to make the statements made, in light of the circumstances under which such statements were made, not
misleading with respect to the period covered by this report;
3. Based on my knowledge, the financial statements, and other financial information included in this report, fairly present in
all material respects the financial condition, results of operations and cash flows of the registrant as of, and for, the periods
presented in this report;
4. The registrant’s other certifying officer(s) and I are responsible for establishing and maintaining disclosure controls and
procedures (as defined in Exchange Act Rules 13a-15(e) and 15d-15(e)) and internal control over financial reporting (as
defined in Exchange Act Rules 13a-15(f) and 15d-15(f)) for the registrant and have:
a) designed such disclosure controls and procedures, or caused such disclosure controls and procedures to be designed
under our supervision, to ensure that material information relating to the registrant, including its consolidated subsidiaries, is
made known to us by others within those entities, particularly during the period in which this report is being prepared;
b) designed such internal control over financial reporting, or caused such internal control over financial reporting to be
designed under our supervision, to provide reasonable assurance regarding the reliability of financial reporting and the
preparation of financial statements for external purposes in accordance with generally accepted accounting principles;
c) evaluated the effectiveness of the registrant’s disclosure controls and procedures and presented in this report our
conclusions about the effectiveness of the disclosure controls and procedures, as of the end of the period covered by this report
based on such evaluation; and
d) disclosed in this report any change in the registrant’s internal control over financial reporting that occurred during the
registrant’s most recent fiscal quarter (the registrant’s fourth fiscal quarter in the case of an annual report) that has materially
affected, or is reasonably likely to materially affect, the registrant’s internal control over financial reporting; and
5. The registrant’s other certifying officer(s) and I have disclosed, based on our most recent evaluation of internal control
over financial reporting, to the registrant’s auditors and the audit committee of the registrant’s board of directors (or persons
performing the equivalent functions):
a) all significant deficiencies and material weaknesses in the design or operation of internal control over financial
reporting which are reasonably likely to adversely affect the registrant’s ability to record, process, summarize and report
financial information; and
b) any fraud, whether or not material, that involves management or other employees who have a significant role in the
registrant’s internal control over financial reporting.
Date: September 24, 2014
By:
/s/ Denise M. Morrison
Name: Denise M. Morrison
Title:
President and Chief Executive Officer
EXHIBIT 31(b)
CERTIFICATION PURSUANT
TO RULE 13a-14(a)
I, Anthony P. DiSilvestro, certify that:
1. I have reviewed this Annual Report on Form 10-K of Campbell Soup Company;
2. Based on my knowledge, this report does not contain any untrue statement of a material fact or omit to state a material
fact necessary to make the statements made, in light of the circumstances under which such statements were made, not
misleading with respect to the period covered by this report;
3. Based on my knowledge, the financial statements, and other financial information included in this report, fairly present in
all material respects the financial condition, results of operations and cash flows of the registrant as of, and for, the periods
presented in this report;
4. The registrant’s other certifying officer(s) and I are responsible for establishing and maintaining disclosure controls and
procedures (as defined in Exchange Act Rules 13a-15(e) and 15d-15(e)) and internal control over financial reporting (as
defined in Exchange Act Rules 13a-15(f) and 15d-15(f)) for the registrant and have:
a) designed such disclosure controls and procedures, or caused such disclosure controls and procedures to be designed
under our supervision, to ensure that material information relating to the registrant, including its consolidated subsidiaries, is
made known to us by others within those entities, particularly during the period in which this report is being prepared;
b) designed such internal control over financial reporting, or caused such internal control over financial reporting to be
designed under our supervision, to provide reasonable assurance regarding the reliability of financial reporting and the
preparation of financial statements for external purposes in accordance with generally accepted accounting principles;
c) evaluated the effectiveness of the registrant’s disclosure controls and procedures and presented in this report our
conclusions about the effectiveness of the disclosure controls and procedures, as of the end of the period covered by this report
based on such evaluation; and
d) disclosed in this report any change in the registrant’s internal control over financial reporting that occurred during the
registrant’s most recent fiscal quarter (the registrant’s fourth fiscal quarter in the case of an annual report) that has materially
affected, or is reasonably likely to materially affect, the registrant’s internal control over financial reporting; and
5. The registrant’s other certifying officer(s) and I have disclosed, based on our most recent evaluation of internal control
over financial reporting, to the registrant’s auditors and the audit committee of the registrant’s board of directors (or persons
performing the equivalent functions):
a) all significant deficiencies and material weaknesses in the design or operation of internal control over financial
reporting which are reasonably likely to adversely affect the registrant’s ability to record, process, summarize and report
financial information; and
b) any fraud, whether or not material, that involves management or other employees who have a significant role in the
registrant’s internal control over financial reporting.
Date: September 24, 2014
By:
/s/ Anthony P. DiSilvestro
Name: Anthony P. DiSilvestro
Title:
Senior Vice President — Chief Financial
Officer
CERTIFICATION PURSUANT TO
18 U.S.C. SECTION 1350
EXHIBIT 32(a)
In connection with the Annual Report of Campbell Soup Company (the “Company”) on Form 10-K for the fiscal year ended
August 3, 2014 (the “Report”), I, Denise M. Morrison, President and Chief Executive Officer of the Company, hereby certify,
pursuant to 18 U.S.C. Section 1350, as adopted pursuant to Section 906 of the Sarbanes-Oxley Act of 2002, that, to my
knowledge:
(1) The Report fully complies with the requirements of Section 13(a) or 15(d) of the Securities Exchange Act of
1934; and
(2) The information contained in the Report fairly presents, in all material respects, the financial condition and results of
operations of the Company.
Date: September 24, 2014
By:
/s/ Denise M. Morrison
Name: Denise M. Morrison
Title:
President and Chief Executive Officer
CERTIFICATION PURSUANT TO
18 U.S.C. SECTION 1350
EXHIBIT 32(b)
In connection with the Annual Report of Campbell Soup Company (the “Company”) on Form 10-K for the fiscal year ended
August 3, 2014 (the “Report”), I, Anthony P. DiSilvestro, Senior Vice President — Chief Financial Officer of the Company,
hereby certify, pursuant to 18 U.S.C. Section 1350, as adopted pursuant to Section 906 of the Sarbanes-Oxley Act of 2002, that,
to my knowledge:
(1) The Report fully complies with the requirements of Section 13(a) or 15(d) of the Securities Exchange Act of
1934; and
(2) The information contained in the Report fairly presents, in all material respects, the financial condition and results of
operations of the Company.
Date: September 24, 2014
By:
/s/ Anthony P. DiSilvestro
Name: Anthony P. DiSilvestro
Title:
Senior Vice President — Chief Financial
Officer