Form 8-K

 

 

UNITED STATES

SECURITIES AND EXCHANGE COMMISSION

Washington, D.C. 20549

 

 

FORM 8-K

 

 

CURRENT REPORT

Pursuant to Section 13 or 15(d) of the

Securities Exchange Act of 1934

Date of Report (Date of earliest event reported): September 3, 2013

 

 

MONDELĒZ INTERNATIONAL, INC.

(Exact name of registrant as specified in its charter)

 

 

 

Virginia   1-16483   52-2284372

(State or other jurisdiction

of incorporation)

 

(Commission

File Number)

 

(I.R.S. Employer

Identification No.)

Three Parkway North, Deerfield, Illinois   60015
(Address of Principal executive offices)   (Zip Code)

Registrant’s Telephone number, including area code: (847) 943-4000

Not Applicable

(Former name or former address, if changed since last report.)

 

 

Check the appropriate box below if the Form 8-K filing is intended to simultaneously satisfy the filing obligation of the registrant under any of the following provisions (see General Instruction A.2. below):

 

¨ Written communications pursuant to Rule 425 under the Securities Act (17 CFR 230.425)

 

¨ Soliciting material pursuant to Rule 14a-12 under the Exchange Act (17 CFR 240.14a-12)

 

¨ Pre-commencement communications pursuant to Rule 14d-2(b) under the Exchange Act (17 CFR 240.14d-2(b))

 

¨ Pre-commencement communications pursuant to Rule 13e-4(c) under the Exchange Act (17 CFR 240.13e-4(c))

 

 

 


Item 7.01. Regulation FD Disclosure.

On September 3, 2013, Mondelēz International, Inc. issued a press release relating to its presentation at the Barclays Capital Back-to-School Consumer Conference. A copy of the press release is being furnished as Exhibit 99.1 to this Current Report on Form 8-K.

A live audio webcast of the presentation and the question-and-answer session following the presentation will be available at www.mondelezinternational.com/investor. An archived rebroadcast and slides will be available on the website for one year following the webcast. The presentation slides are being furnished as Exhibit 99.2 to this Current Report on Form 8-K.

This information, including Exhibit 99.1 and Exhibit 99.2, will not be deemed “filed” for purposes of Section 18 of the Securities Exchange Act of 1934, as amended (the “Exchange Act”), or otherwise subject to the liabilities under that section, and it will not be incorporated by reference in any filing under the Securities Act of 1933, as amended, or the Exchange Act, except as expressly set forth by specific reference in such a filing.

Item 9.01. Financial Statements and Exhibits.

 

(d) The following exhibits are being furnished with this Current Report on Form 8-K.

 

Exhibit

Number

 

Description

99.1   Mondelēz International, Inc. Press Release, dated September 3, 2013.
99.2   Mondelēz International, Inc. Slide Presentation, dated September 3, 2013.


SIGNATURE

Pursuant to the requirements of the Securities Exchange Act of 1934, the registrant has duly caused this report to be signed on its behalf by the undersigned hereunto duly authorized.

 

    MONDELĒZ INTERNATIONAL, INC.
Date: September 3, 2013      

/s/ David A. Brearton

    Name:   David A. Brearton
    Title:  

Executive Vice President and

Chief Financial Officer

Mondelez International, Inc. Press Release, dated September 3, 2013.

Exhibit 99.1

 

LOGO

Contacts:    Michael Mitchell (Media)    Dexter Congbalay (Investors)   
   +1-847-943-5678    +1-847-943-5454   
   news@mdlz.com    ir@mdlz.com   

Mondelēz International Drives Margin Expansion

Through Supply Chain Redesign

 

    Supply chain initiatives to deliver $3 billion in gross productivity savings and $1 billion in incremental cash over the next three years

 

    Supply chain productivity will drive significant margin expansion

BOSTON – Sept. 3, 2013 – At the Barclays Capital Back to School Consumer Conference today, executives of Mondelēz International (NASDAQ: MDLZ) highlighted initiatives to redesign the company’s supply chain that are expected to deliver over the next three years $3 billion in gross productivity savings, $1.5 billion in net productivity and $1 billion in incremental cash. These savings will be the primary driver of an approximately 60-to-90 basis-point annual improvement in base operating income margin.

As previously announced, Mondelēz International is stepping up investments in emerging markets to deliver profitable growth over the long-term. The company plans to pay for these investments primarily by expanding margins in North America and Europe to levels at or above the average of peer companies.

“In North America, we’re targeting a 500-basis-point improvement in operating income margin, and we now expect to reach that target by 2016, a year earlier than originally anticipated,” said Chairman and CEO Irene Rosenfeld. “In Europe, we’re targeting an improvement of 250 basis points in OI margin, which we also expect to reach by 2016.”

Driving Supply Chain Productivity Savings to Reinvest in Growth

“We’re building an integrated supply chain organization that’s laser-focused on delivering a demonstrable competitive advantage and generating savings we can reinvest in our growth,” said Daniel Myers, Executive Vice President, Integrated Supply Chain.

Myers detailed the company’s journey to reinvent its complex supply chain, starting with upgrading leadership talent and capabilities. Leveraging experience from more than a dozen leading CPG companies, the team is transforming manufacturing processes and partnering with suppliers to develop more efficient, modular designs for global product platforms.

 

1


Based on these new designs, the company is installing Oreo manufacturing lines that require 30 percent less capital and reduce operating costs by $10 million per line. These “lines of the future” can be installed in one-third the time and provide double the capacity in half the space as older designs. The company is now implementing similar transformations for other biscuits Power Brands and the chocolate and gum categories.

At the same time, Mondelēz International is restructuring its supply chain network. To support expected demand, the company will invest in 14 greenfield plants by 2020, to be built on advantaged platforms in locations with optimized logistics. By 2020, the volume produced on advantaged assets will rise from 15 percent today to about 80 percent. Similarly, revenue per plant is expected to more than double by the end of the decade.

The company is also driving major productivity improvements through Lean Six Sigma, procurement transformation and simplification programs. Myers underscored several examples, including: $400 million of conversion productivity savings over the past two years, largely from Lean Six Sigma work; a 20 percent reduction in procurement costs by partnering with strategic suppliers; and simplification of the European biscuit portfolio that is expected to reduce complexity by 60 percent and save $100 million in costs.

Finally, Myers highlighted the focus on improving cash management by addressing all the levers of the cash conversion cycle, including Days Sales Outstanding, inventory levels and suppliers’ payment terms. In doing so, the company delivered a $400 million step-up in cash flow last year and expects to deliver incremental cash of $1 billion over the next three years.

“We’re well-positioned for success,” said Dave Brearton, Executive Vice President and CFO, who concluded the presentation by explaining how the supply chain initiatives underpinned the company’s margin and EPS targets. “We’re bullish on the future and in our ability to deliver top-tier financial results and superior shareholder returns.” The company’s 2013 outlook calls for Organic Net Revenue1 growth at the low-end of its long term target range of 5 to 7 percent and Adjusted EPS1 of $1.55 to $1.60.2

A live audio webcast of the presentation, including slides, is available on the company’s web site at www.mondelezinternational.com/investor.

 

2


About Mondelēz International

Mondelēz International, Inc. (NASDAQ: MDLZ) is a global snacking powerhouse, with 2012 revenue of $35 billion. Creating delicious moments of joy in 165 countries, Mondelēz International is a world leader in chocolate, biscuits, gum, candy, coffee and powdered beverages, with billion-dollar brands such as Cadbury, Cadbury Dairy Milk and Milka chocolate, Jacobs coffee, LU, Nabisco and Oreo biscuits, Tang powdered beverages and Trident gum. Mondelēz International is a proud member of the Standard and Poor’s 500, NASDAQ 100 and Dow Jones Sustainability Index. Visit www.mondelezinternational.com and www.facebook.com/mondelezinternational.

End Notes

 

  1. Please see discussion of Non-GAAP Financial Measures at the end of this press release.

 

  2. Adjusted EPS guidance of $1.55-$1.60 is based on 2012 average currency rates and includes the estimated impact of the write-down of the net monetary assets and the translation of operating income for the company’s Venezuelan business stemming from that government’s decision to devalue its currency to a fixed rate of 6.30/$US on Feb.8, 2013.

Forward-Looking Statements

This press release contains a number of forward-looking statements. The words “will,” “expect,” “plan,” “drive,” “improve,” “deliver,” “growth,” “reaffirm,” “outlook,” “guidance” and similar expressions are intended to identify our forward-looking statements. Examples of forward-looking statements include, but are not limited to, statements we make about our future performance, including future revenue growth, earnings per share and margins; the drivers of our future performance, including production, productivity and cash management improvements; our investments in emerging markets; and confidence in our future. These forward-looking statements involve risks and uncertainties, many of which are beyond our control, and important factors that could cause actual results to differ materially from those in our forward-looking statements include, but are not limited to, continued global economic weakness, increased competition, continued volatility of commodity and other input costs, business disruptions, pricing actions, risks from operating globally and tax law changes. For additional information on these and other factors that could affect our forward-looking statements, see our risk factors, as they may be amended from time to time, set forth in our filings with the SEC, including our most recently filed Annual Report on Form 10-K. We disclaim and do not undertake any obligation to update or revise any forward-looking statement in this press release, except as required by applicable law or regulation.

 

3


Non-GAAP Financial Measures

The company reports its financial results in accordance with accounting principles generally accepted in the United States (“GAAP”). We use certain non-GAAP financial measures to budget, make operating and strategic decisions and evaluate our performance. We disclose non-GAAP financial measures so that you have the same financial data that we use to assist you in making comparisons to our historical operating results and analyzing our underlying performance.

Our non-GAAP financial measures and corresponding metrics reflect how we evaluate our operating results currently and provide improved comparability of operating results. As new events or circumstances arise, these definitions could change over time:

 

    “Organic Net Revenues” is defined as net revenues excluding the impacts of acquisitions, divestitures (including businesses under a sales agreement), Integration Program costs, accounting calendar changes and foreign currency rate fluctuations.

 

    “Adjusted EPS” (previously referred to as “Operating EPS”) is defined as diluted EPS attributable to Mondelēz International from continuing operations excluding the impact of Spin-Off Costs, pension costs related to the obligations transferred in the Spin-Off, the 2012-2014 Restructuring Program, the Integration Program and other acquisition integration costs, gains / losses from divestitures or acquisitions, acquisition-related costs and net earnings from divestitures (including businesses under sales agreements), and including an interest expense adjustment related to the Spin-Off transaction. We also evaluate growth in our Adjusted EPS on a constant currency basis.

We believe that the presentation of these non-GAAP financial measures, when considered together with our U.S. GAAP financial measures and the reconciliations to the corresponding U.S. GAAP financial measures, provides you with a more complete understanding of the factors and trends affecting our business than could be obtained absent these disclosures. In addition, the non-GAAP measures the company is using may differ from non-GAAP measures used by other companies. Because GAAP financial measures on a forward-looking basis are neither accessible nor deemed to be significantly different from the non-GAAP financial measures, and reconciling information is not available without unreasonable effort, the company has not provided that information with regard to the non-GAAP financial measures in the company’s Outlook.

 

LOGO

 

4

Mondelez International, Inc. Slide Presentation, dated September 3, 2013.
0
Mondel  z International
Barclays Capital
Back to School Conference
September 3, 2013
Exhibit 99.2


Irene Rosenfeld
Chairman and CEO
1


Forward-looking statements
2
This
slide
presentation
contains
a
number
of
forward-looking
statements.
The
words
“will,”
“expect,”
“intend,”
“plan,”
“drive,”
“commit,”
“accelerate,”
“improve,”
“increase,”
“deliver,”
“opportunity,”
“growth,”
“outlook,”
“guidance”
and
similar
expressions
are
intended
to
identify
our
forward-looking
statements.
Examples
of
forward-looking
statements
include,
but
are
not
limited
to,
statements
we
make
about
our
future
performance,
including
future
revenue
growth,
earnings
per
share
and
margins;
the
drivers
of
our
future
performance,
including
production,
and
productivity
and
cash
management
improvements;
our
investments
in
emerging
markets;
and
confidence
in
our
future.
These
forward-looking
statements
involve
risks
and
uncertainties,
many
of
which
are
beyond
our
control,
and
important
factors
that
could
cause
actual
results
to
differ
materially
from
those
in
our
forward-looking
statements
include,
but
are
not
limited
to,
continued
global
economic
weakness,
increased
competition,
continued
volatility
of
commodity
and
other
input
costs,
business
disruptions,
pricing
actions,
and
risks
from
operating
globally
and
tax
law
changes.
For
additional
information
on
these
and
other
factors
that
could
affect
our
forward-looking
statements,
see
our
risk
factors,
as
they
may
be
amended
from
time
to
time,
set
forth
in
our
filings
with
the
SEC,
including
our
most
recently
filed
Annual
Report
on
Form
10-K.
We
disclaim
and
do
not
undertake
any
obligation
to
update
or
revise
any
forward-looking
statement
in
this
slide
presentation,
except
as
required
by
applicable
law
or
regulation.


Mondel
z International is well-positioned
for success
3
Advantaged
Geographic
Footprint
Fast-
Growing
Categories
Favorite
Snacks
Brands
Strong
Routes-to-
Market
Proven
Innovation
Platforms
World-Class
Talent &
Capabilities


Virtuous cycle driving long-term targets
4
Adjusted
EPS Growth
5%-7%
Double-Digit
(cst. FX)
Organic Net
Revenue Growth
Long-Term Targets
Expand
Gross
Margin
Reinvest
in
Growth
Leverage
Overheads
Focus on
Power Brands &
Priority Markets
Operating
Income Growth
High Single-
Digit (cst. FX)


Top-tier, long-term revenue growth target
supported by advantaged portfolio
5
Double digit
growth
Low-to-mid
single digit
growth
Developed
Markets
Emerging
Markets
By Geography
Low-to-mid
single digit
growth
Mid-to-high
single digit
growth
Chocolate
Biscuits
Gum &
Candy
Beverages
Cheese/Grocery
By Category
5% -
7%
Organic Growth


Significant operating income growth driven by
margin expansion
6
Strong track record of margin gains
250 bps of opportunity from gross margin expansion
(1) Please see the GAAP to non-GAAP reconciliations provided at the end of this presentation.
Adjusted Operating Income Margin
(1)
9.2%
9.6%
11.0%
11.5%
12.2%
14% -
16%
2008
2009
2010
2011
2012
LT Target


Opportunity is largely in North America and Europe
Adjusted Operating Income Margin
North America
Europe
LA, AP, EEMEA
Combined
7
(1)  Please see the GAAP to non-GAAP reconciliations provided at the end of this presentation.


Delivering base margin expansion critical to
delivering growth
8
Double Digit EPS Growth*
2012
Base
Margin
Expansion
Emerging
Markets
Investments
Ongoing
Restructuring
+60 to
+90 bps
(10) to
(20) bps
2013
12.2%
(1)
Base
Margin
Expansion
+60 to
+90 bps
High
12s
2014
~12%
Emerging
Markets
Investments
~(10) bps
Ongoing
Restructuring
(50) to
(70) bps
(10) to
(20) bps
Adjusted Operating Income Margin
Target
Ex.
Restructuring
14%-16%
14.5%-16.5%
*   On a constant currency basis
(1)
Reported operating income margin was 10.4% for FY 2012.  See GAAP to Non-GAAP
reconciliation at the end
of this presentation.


Productivity is primary driver of base margin
expansion
9
Double Digit EPS Growth*
*   On a constant currency basis
(1)
Reported operating income margin was 10.4% for FY 2012.  See GAAP to Non-GAAP
reconciliation at the end
of this presentation.
2012
Base
Margin
Expansion
Emerging
Markets
Investments
Ongoing
Restructuring
2013
12.2%
(1)
Base
Margin
Expansion
High
12s
2014
~12%
Emerging
Markets
Investments
Ongoing
Restructuring
+60 to
+90 bps
+60 to
+90 bps
Adjusted Operating Income Margin
Target
Ex.
Restructuring
14%-16%
14.5%-16.5%


Daniel Myers
EVP Integrated Supply Chain


Focused plan to deliver world-class supply chain
Priorities
3 Year Financial Goals
$3B Gross Productivity
Cost Savings
(~$1B/per year; ~4.5% of COGS)
$1.5B Net Productivity
Cost Savings
(~$0.5B/per year; ~2.3% of COGS)
$1B Cash Flow
Step change leadership talent
& capabilities
Transform global
manufacturing platforms
Redesign the supply chain
network
Drive productivity programs to
fuel growth
Improve cash management
1
2
3
4
5
11


Acquisitions drove supply chain complexity
Significant number of SKUs, formats and formulas
Fragmented supplier base
Sub-scale plants with low efficiency assets
1990
2000
2010
12


Success begins with a step change in
leadership talent and capabilities
Benchmark
against
best in class
Right people
in the
right places
Break
down
silos
Multi-region,
multi-business
experience
13


2
Transform
Platforms
Global platform transformation process
14


Oreo: Imagine if…”
became reality
30% reduction in
capital cost
$10MM in operating
cost savings per line
+500 bps gross
margin improvement
New capacity in 1/3
the time
Modular design for 7
days start-up
Global expansion in
less than 6 months
Standard  building
block one-time design
Standard equipment
& operations
Supplier-enabled
scale and speed
Scale
Speed
Agility
2
Transform
Platforms
15


Making
Packing
Past
Now
Oreo: Double the capacity, with half
the footprint and fewer people
2
Transform
Platforms
Making
Packing
16


Growing on advantaged assets at
advantaged costs
3
Redesign
Network
Simplify, Standardize, Create Scale
Grow Capacity
Growth platforms on
advantaged assets in
strategic locations
Collaborate with
Suppliers
Increased supplier
collaboration &
co-location
Optimize Logistics
Minimize touches to
improve service delivery
and inventory levels
17


Capacity
Increase
+24%
+28%
New Greenfield
Sites
+8
+5
Power Brands
on Advantaged
Assets
~15%
~50%
by ’16
~80%
by ’20
Net Revenue
per Plant
~$210MM
~$300MM
by ‘16
~$500MM
by ‘20
2012
2013 -
2016
2017 -
2020
Redesigning supply chain to deliver
world-class efficiency
3
Redesign
Network
18


Our new facility in Mexico will use an
integrated supply chain approach
3
Redesign
Network
19


Stepping up productivity delivery
Integrated
Lean Six Sigma
Procurement
Transformation
Simplicity
20


Integrated Lean Six Sigma delivers best in
class reliability and efficiency
450 plant leaders trained
300 black belts certified &
2,000 green belts trained
14 plants commissioned as
lead sites; 103 sites by 2015
4
Productivity
21


Procurement Transformation continues to
drive productivity
2009 –
2012 leveraged
global scale
Shifting resources from
local to enterprise-wide
“spend towers”
Streamlining specifications
Strengthening relationships
with fewer, more strategic
suppliers
4
Productivity
22


Simplicity: Streamlining SKUs, packaging
and recipes
Today
2016
4,000
2,500
# SKUs
55
40
Food formats
39
26
Technologies
89
72
Production lines
Pan-EU brands as % Biscuits
45%
60%
Targeting a 60% reduction in complexity to deliver ~$100MM
European Biscuit Category
4
Productivity
23


Focus on cash management to fund
future investments in capital and growth
5
Cash
Management
DSO
Terms compliance
Sales phasing
Term negotiations
DIOH
Raw and pack
Finished goods
Infrastructure
Processes &
technology
DPO
Payment terms
rationalization
Frequency extension
Supply chain
financing
$1 billion in incremental cash over next three years
24


Focused plan to deliver world-class supply chain
Priorities
Step change leadership talent
& capabilities
Transform global platforms
Redesign the supply chain
network
Drive productivity programs to
fuel growth
Improve cash management
1
2
3
4
5
25
3 Year Financial Goals
$3B Gross Productivity
Cost Savings
(~$1B/per year; ~4.5% of COGS)
$1.5B Net Productivity
Cost Savings
(~$0.5B/per year; ~2.3% of COGS)
$1B Cash Flow


Dave Brearton
EVP & CFO


Productivity is primary driver of margin expansion
27
Base Margin Expansion Components


Committed to delivering top-tier performance
Well-positioned for success
Virtuous growth cycle provides framework to deliver
top-tier performance
Integrated supply chain will drive base margin expansion
and generate strong cash flow
2013 outlook:
-
Organic revenue growth at low-end of 5%-7% range
-
Adjusted
EPS
of
$1.55-$1.60
(1)
28
(1)
Adjusted EPS Guidance includes an estimated ($0.04) impact from the Venezuelan bolivar devaluation.  It excludes the impact of all other currency translation.


29
*
*
*
*
*
*
*


GAAP to Non-GAAP Reconciliation
30
As Revised
(GAAP)
Integration
Program Costs
and other
acquisition
integration
costs
(1)
Spin-Off Costs
and Related
Adjustments
(2)
Restructuring
Program
Costs
(3)
Acquisition-
Related
Costs
(4)
Impact of
Divestitures
(5)
(Gain)/Loss on
divestitures,
net
As Adjusted
(Non-GAAP)
For the Year Ended December 31, 2008
Net Revenues
22,872
-
$                
-
$               
-
$            
-
$         
(666)
$         
-
$            
22,206
$    
Operating Income
1,148
81
91
708
-
(84)
91
2,035
Operating Income Margin
5.0%
9.2%
For the Year Ended December 31, 2009
Net Revenues
21,559
-
$                
-
$               
-
$            
-
$         
(377)
$         
-
$            
21,182
$    
Operating Income
2,016
27
91
(76)
40
(73)
6
2,031
Operating Income Margin
9.4%
9.6%
For the Year Ended December 31, 2010
Net Revenues
31,489
1
$               
-
$               
-
$            
-
$         
(500)
$         
-
$            
30,990
$    
Operating Income
2,496
646
91
(29)
273
(67)
-
3,410
Operating Income Margin
7.9%
11.0%
For the Year Ended December 31, 2011
Net Revenues
35,810
1
$               
-
$               
-
$            
-
$         
(429)
$         
-
$            
35,382
$    
Operating Income
3,498
521
137
(5)
-
(67)
-
4,084
Operating Income Margin
9.8%
11.5%
For the Year Ended December 31, 2012
Net Revenues
35,015
-
$                
-
$               
-
$            
-
$         
(340)
$         
-
$            
34,675
$    
Operating Income
3,637
140
512
110
1
(58)
(107)
4,235
Operating Income Margin
10.4%
12.2%
(1)
(2)
(3)
(4)
Acquisition-related costs for 2009 and 2010 relate to the acquisition of Cadbury and include transaction advisory fees, U.K. stamp taxes and
the impact of the Cadbury inventory revaluation.
(5)
Includes all divestitures that have occurred through 2013.
Restructuring Program costs represent non-recurring restructuring and related implementation costs reflecting primarily severance, asset disposals and other manufacturing
related non-recurring costs. For the
years 2008 to 2011, refers to the 2004-2008 Restructuring Program. For the year 2012, refers to 2012-2014 Restructuring Program.
Mondelez International
Reported to Adjusted Operating Income Margin
($ in millions, except percentages) (Unaudited)
Integration
Program
costs
are
defined
as
the
costs
associated
with
combining
the
Mondelez
International
and
Cadbury
businesses,
and
are
separate
from
those
costs
associated
with
the
acquisition.
Other
acquisition integration costs are defined as the costs associated with combining the Mondelez International and LU businesses, and are separate from those costs associated with the acquisition.
Spin-Off Costs represent transaction and transition costs associated with preparing the businesses for independent operations consisting primarily of financial advisory fees, legal fees, accounting
fees, tax
services and information systems infrastructure duplication, and
financing and related costs to redistribute debt and secure investment grade ratings for both the Kraft Foods Group business and the Mondelez
International business.  Spin-Off related adjustments refers to the pension adjustment defined
as the estimated benefit plan expense associated with certain benefit plan obligations transferred to Kraft Foods
Group in the Spin-Off.


GAAP to Non-GAAP Reconciliation
31
As Revised
(GAAP)
Integration
Program
Costs
(1)
Spin-Off Costs
and Related
Adjustments
(2)
2012-2014
Restructuring
Program
Costs
(3)
Impact of
Divestitures
(4)
As Adjusted     
(Non-GAAP)
Latin America
Net Revenues
5,396
$      
-
$                
-
$                    
-
$                
-
$                   
5,396
$        
Segment Operating Income
769
$         
30
$            
8
$                   
7
$               
-
$                   
814
$          
Segment Operating Income Margin
14.3%
15.1%
Asia Pacific
Net Revenues
5,164
$      
-
$                
-
$                    
-
$                
-
$                   
5,164
$        
Segment Operating Income
657
$         
40
$            
19
$                 
-
$                
-
$                   
716
$          
Segment Operating Income Margin
12.7%
13.9%
Eastern Europe, Middle East & Africa
Net Revenues
3,735
$      
-
$                
-
$                    
-
$                
(96)
$                
3,639
$        
Segment Operating Income
506
$         
13
$            
-
$                    
-
$                
(1)
$                  
518
$          
Segment Operating Income Margin
13.5%
14.2%
LA, AP and EEMEA Combined
Net Revenues
14,295
$     
-
$                
-
$                    
-
$                
(96)
$                
14,199
$      
Segment Operating Income
1,932
$      
83
$            
27
$                 
7
$               
(1)
$                  
2,048
$        
Segment Operating Income Margin
13.5%
14.4%
Europe
Net Revenues
13,817
$     
-
$                
-
$                    
-
$                
(197)
$             
13,620
$      
Segment Operating Income
1,762
$      
47
$            
1
$                   
6
$               
(51)
$                
1,765
$        
Segment Operating Income Margin
12.8%
13.0%
North America
Net Revenues
6,903
$      
-
$                
-
$                    
-
$                
(47)
$                
6,856
$        
Segment Operating Income
781
$         
6
$               
77
$                 
98
$            
(7)
$                  
955
$          
Segment Operating Income Margin
11.3%
13.9%
(1)
(2)
(3)
(4)
Mondelez International
Segment Operating Income To Adjusted Segment Operating Income
For the Twelve Months Ended December 31, 2012
($ in millions, except percentages) (Unaudited)
Integration Program costs are defined as the costs associated with combining the Mondelez International and Cadbury businesses, and are separate from those costs associated with
the acquisition.
Spin-Off Costs represent transaction and transition costs associated with preparing the businesses for independent operations consisting primarily of financial advisory fees, legal fees,
accounting fees, tax services and information systems infrastructure duplication, and financing and related costs to redistribute debt and secure investment grade ratings for both the
Kraft Foods Group business and the Mondelez International business.  Spin-Off related adjustments include the pension adjustment defined as the estimated benefit plan expense
associated with certain benefit plan obligations transferred to Kraft Foods Group in the Spin-Off.
Restructuring Program costs represent restructuring and related implementation costs reflecting primarily severance, asset disposals and other manufacturing-related costs.
Includes all divestitures that have occurred through 2013.