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RESTRUCTURING | 12 Months Ended
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Dec. 31, 2022
Restructuring and Related Activities [Abstract] |
RESTRUCTURING | RESTRUCTURING Strategic Realignment In August 2020, the Company announced strategic steps to transform our organizational structure in an effort to better enable us to capture growth in the fast-changing marketplace. The Company has transformed into a networked global organization designed to combine the power of scale with the deep knowledge required to win locally. We created new operating units effective January 1, 2021, which are focused on regional and local execution. The operating units sit under our four geographic operating segments and are highly interconnected, with the goal of eliminating duplication of resources and scaling new products more quickly. The operating units work closely with five global marketing category leadership teams to rapidly scale ideas while staying close to the consumer. The global marketing category leadership teams primarily focus on innovation as well as marketing efficiency and effectiveness. The organizational structure also includes a center and a platform services organization. Refer to Note 19 for additional information on our organizational structure. The Company has incurred total pretax expenses of $684 million related to these strategic realignment initiatives since they commenced. These expenses were recorded in the line items other operating charges and other income (loss) — net in our consolidated statements of income. Refer to Note 19 for the impact these expenses had on our operating segments and Corporate. Outside services reported in the table below primarily relate to expenses in connection with legal and consulting activities. The strategic realignment initiatives were substantially complete as of December 31, 2021. The following table summarizes the balance of accrued expenses related to these strategic realignment initiatives (in millions):
| Severance Pay and Benefits |  | Outside Services | Other Direct Costs | Total
2020 |  |  |  |  |
Costs incurred | $ | 386 |  |  | $ | 37 |  | $ | 4 |  | $ | 427 |
Payments | (170) |  |  | (36) |  | (1) |  | (207) |
Noncash and exchange | (35) |  | 1 | — |  | — |  | (35) |
Accrued balance at end of year | $ | 181 |  |  | $ | 1 |  | $ | 3 |  | $ | 185 |
2021 |  |  |  |  |
Accrued balance at beginning of year | $ | 181 |  |  | $ | 1 |  | $ | 3 |  | $ | 185 |
Costs incurred | 224 |  |  | 37 |  | 2 |  | 263 |
Payments | (265) |  |  | (35) |  | (3) |  | (303) |
Noncash and exchange | (120) |  | 2 | (2) |  | — |  | (122) |
Accrued balance at end of year | $ | 20 |  |  | $ | 1 |  | $ | 2 |  | $ | 23 |
2022 |  |  |  |  |
Accrued balance at beginning of year | $ | 20 |  |  | $ | 1 |  | $ | 2 |  | $ | 23 |
Costs incurred | (4) |  |  | — |  | (2) |  | (6) |
Payments | (15) |  |  | — |  | — |  | (15) |
Noncash and exchange | 1 |  |  | — |  | — |  | 1 |
Accrued balance at end of year | $ | 2 |  |  | $ | 1 |  | $ | — |  | $ | 3 |
1 Includes stock-based compensation modifications and other postretirement benefit plan curtailment charges. Refer to Note 12 and Note 13. 2 Includes pension settlement charges. Refer to Note 13. North America Operating Unit Restructuring In November 2022, the Company announced a restructuring program for our North America operating unit designed to better align its operating structure with its customers and bottlers. The evolved operating structure will bring together all bottler-related components (franchise leadership, commercial leadership, digital, governance and technical innovation) and will help streamline how we work. The Company incurred total pretax expenses of $38 million related to this restructuring program during the year ended December 31, 2022. These expenses were recorded in the line item other operating charges in our consolidated statement of income. Refer to Note 19 for the impact these charges had on our operating segments and Corporate. Productivity and Reinvestment Program In February 2012, the Company announced a productivity and reinvestment program designed to strengthen our brands and reinvest our resources to drive long-term profitable growth. This program was expanded multiple times, with the last expansion occurring in April 2017. While we expect most of the remaining initiatives included in this program, which are primarily designed to further simplify and standardize our organization, to be completed by the end of 2023, certain initiatives may extend into 2024. The Company has incurred total pretax expenses of $4,129 million related to our productivity and reinvestment program since it commenced. These expenses were recorded in the line items other operating charges and other income (loss) — net in our consolidated statements of income. Refer to Note 19 for the impact these charges had on our operating segments and Corporate. Outside services reported in the table below primarily include costs associated with outplacement and consulting activities. Other direct costs reported in the table below include, among other items, internal and external costs associated with the development, communication, administration and implementation of these initiatives; accelerated depreciation on certain fixed assets; contract termination fees; and relocation costs. The following table summarizes the balance of accrued expenses related to these productivity and reinvestment initiatives and the changes in the accrued amounts (in millions):
| Severance Pay and Benefits | Outside Services | Other Direct Costs | Total
2020 |  |  |  |
Accrued balance at beginning of year | $ | 58 |  | $ | 1 |  | $ | 7 |  | $ | 66 |
Costs incurred | (12) |  | 69 |  | 42 |  | 99 |
Payments | (29) |  | (70) |  | (36) |  | (135) |
Noncash and exchange | (2) |  | — |  | (11) |  | (13) |
Accrued balance at end of year | $ | 15 |  | $ | — |  | $ | 2 |  | $ | 17 |
2021 |  |  |  |
Accrued balance at beginning of year | $ | 15 |  | $ | — |  | $ | 2 |  | $ | 17 |
Costs incurred | 4 |  | 97 |  | 14 |  | 115 |
Payments | (6) |  | (97) |  | (14) |  | (117) |
Noncash and exchange | (1) |  | — |  | 3 |  | 2 |
Accrued balance at end of year | $ | 12 |  | $ | — |  | $ | 5 |  | $ | 17 |
2022 |  |  |  |
Accrued balance at beginning of year | $ | 12 |  | $ | — |  | $ | 5 |  | $ | 17 |
Costs incurred | (4) |  | 81 |  | 8 |  | 85 |
Payments | (2) |  | (81) |  | (11) |  | (94) |
Noncash and exchange | (2) |  | — |  | — |  | (2) |
Accrued balance at end of year | $ | 4 |  | $ | — |  | $ | 2 |  | $ | 6 |

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- Definition The entire disclosure for restructuring and related activities. Description of restructuring activities such as exit and disposal activities, include facts and circumstances leading to the plan, the expected plan completion date, the major types of costs associated with the plan activities, total expected costs, the accrual balance at the end of the period, and the periods over which the remaining accrual will be settled. + References Reference 1: http://www.xbrl.org/2003/role/disclosureRef -Publisher FASB -Name Accounting Standards Codification -Topic 420 -SubTopic 10 -Section S99 -Paragraph 2 -Subparagraph (SAB Topic 5.P.4(e)) -URI https://asc.fasb.org/extlink&oid=115931487&loc=d3e140904-122747 Reference 2: http://www.xbrl.org/2003/role/disclosureRef -Publisher FASB -Name Accounting Standards Codification -Topic 420 -SubTopic 10 -Section 50 -Paragraph 1 -Subparagraph (a) -URI https://asc.fasb.org/extlink&oid=6394359&loc=d3e17939-110869 Reference 3: http://www.xbrl.org/2003/role/disclosureRef -Publisher FASB -Name Accounting Standards Codification -Topic 420 -URI https://asc.fasb.org/topic&trid=2175745 Reference 4: http://www.xbrl.org/2003/role/disclosureRef -Publisher FASB -Name Accounting Standards Codification -Topic 420 -SubTopic 10 -Section 50 -Paragraph 1 -Subparagraph (e) -URI https://asc.fasb.org/extlink&oid=6394359&loc=d3e17939-110869 Reference 5: http://www.xbrl.org/2003/role/disclosureRef -Publisher FASB -Name Accounting Standards Codification -Topic 420 -SubTopic 10 -Section 50 -Paragraph 1 -Subparagraph (b)(2) -URI https://asc.fasb.org/extlink&oid=6394359&loc=d3e17939-110869 + Details
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