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WINNING AS A GLOBAL CONFECTIONERY COMPANY




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William Wrigley, Jr. (left) Executive Chairman and Chairman of the Board William D. Perez
President and Chief Executive Officer




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A MESSAGE FROM BILL WRIGLEY, JR. To our Shareholders and the Worldwide Wrigley Team: 2006 was
quite a year. We made significant changes to our operations and organizational structure,
strengthened our global presence and delivered our financial plan, achieving sales of $4.7 billon.
This is the seventh year in a row that we have delivered earnings per share growth in the 9-11%
range1, while at the same time diversifying our business and investing for the future.
Why do we continue to modify and improve our historically successful business model? As I have said
before, smart organizations anticipate the need for change ... and change ... before it becomes
necessary. One Team, One Focus ... Winning as a Global Confectionery Company When I wrote my
first letter to you as CEO in our 1999 Annual Report, I shared my vision for Wrigley and talked
about a new era of accelerated evolution and aggressive expansion for our Company. Since then, we
have worked as one team, fundamentally transforming our Company and our culture. If you ask our
associates, they will tell you. While we remain true to our core values, we are more aggressive, we
encourage measured risk, and we are more disciplined with the investment of our resources. We are
focused on our consumers and delivering innovation to the marketplace, and we are collaborating and
communicating better than ever. As a result, since 2001, we have nearly doubled sales, grown share
in key geographies, and increased earnings by a compounded annual rate of 10%1.We are
delivering results that put us in the top tier of our industry. Among the leading consumer packaged
goods companies, we rank in the top three for delivering operating income gains and operating
margins, and we are one of only two companies that has consistently delivered double-digit sales
growth and maintained gross margins of better than 50%.  Smart organizations anticipate the need
for change ...and change...before it becomes necessary. What drives our consistent performance?
It is the vitality of our core gum business, relentless innovation, as well as the power of our
expansive global footprint. This rock-solid foundation provides Wrigley with the resources and
marketplace strength to




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grow our core business, diversify our product line and build our portfolio of global brands
organically and through acquisition. Today, we are not only the worlds largest gum company, we are
the fourth largest confectionery company in the world  moving up two spots on this list in the
last year alone. By expanding into confections in a substantial way, we enhance our ability to grow
our business, strengthen our competitive position, and increase opportunities to build shareholder
value. Acceleration Through Acquisition This past year marked the first full year of our
ownership of the Altoids, Life Savers, Creme Savers and Sugus brands. We knew that the job before
us was to rejuvenate great brands that had suffered from limited innovation and marketing support
before we took them over, and we knew it would require focus and investment to reverse their
course. We successfully and quickly integrated them into our operations and field sales
organization in 2005. In 2006, we streamlined their production, built back points of distribution,
launched new innovations and invested significantly in brand support to drive consumer awareness
and purchase. While some of these initiatives have taken longer to produce results than we would
have liked, these brands are building momentum. In the U.S., Life Savers has been very responsive
to new innovation and brand support and the Altoids mints business is trending in the right
direction. In Asia, Sugus is delivering against its first year plan in China and the brand has
been launched successfully in Vietnam. Our plans for 2007 include additional new brand support and
great innovation, which will continue to drive these brands and increase their contribution to the
business. Recently, we moved forward with an additional opportunity to diversify our business. In
February 2007, we acquired an 80 percent interest in A. Korkunov, a privately held premium
chocolate company in Russia, with the remaining 20 percent to be acquired over time. A. Korkunov 
the companys namesake product  is the top-selling brand in Russias highly competitive
premium-boxed chocolate segment, and the company overall is the No. 2 player in that category. 
We recognized early in 2006 that we had work to do in several key areas. We have always said we
would enter the chocolate category if the right opportunity to create value for the Company and our
shareholders came along  and this acquisition presents such an opportunity. It gives us increased
competitive advantage in a strategic and strong Wrigley geography. It also provides us with a
low-risk entry into chocolate and the chance to learn and innovate in the category  with the
potential to apply these learnings to other geographies and benefit from the attractive growth and
margin opportunities the premium chocolate segment has to offer.




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NET EARNINGS NET SALES millions of dollars 5841billions of dollars 4.7 54514.2 493 3.6 446 3.1 402 2.7 363 2.4 01 02 03 04 05 06 01 02 03 04 05 06 Making
Changes for the Better In addition to generating growth during the year, we recognized early in
2006 that we had work to do in several key areas. In supply chain, we needed to improve our
customer service and address certain supply chain issues, particularly in the U.S. Our marketing
approach needed to evolve to keep pace with the lives of our consumers. And, we needed to sharpen
our focus on those business and geographic priorities that drive business results. Also important
was breaking down barriers to fast and effective decision making and commercialization of great
ideas. As with many companies experiencing rapid growth, bureaucracy was creeping into our
operations and interfering with the speed of our decision-making. We saw it. We stopped it, and we
are now as nimble as weve ever been. A fundamental component of our 2006 plan was sharpening our
focus and aligning the entire Wrigley team on those areas of our business that will accelerate our
ability to grow in 2007 and beyond. Prioritizing our Key Geographies While Wrigley does business
in more than 180 countries, and we are growing sales in all regions, we are focusing on winning in
those geographies where there is the largest population and greatest opportunity. In the U.S., our
largest marketplace, we have maintained a high level of share and are twice the size of our nearest
competitor. While several competitive products were launched in 2006, the Wrigley business showed
resilience and strength  in fact many of our brands continued to grow in a year of increased
competition. While there is always a period of trial when a new product enters the marketplace, the
true test is staying power. As the marketplace leader, we are committed to the long-term and will
continue to benefit from overall category growth. In China, Russia and India, three priority
geographies for Wrigley, we are driving exceptional double-digit category growth rates. In China,
Russia and India, three priority geographies for Wrigley, we are driving exceptional double-digit
category growth rates. In China, we are the clear leader in the gum category and, despite increased
competition, we have grown to become the #1 confectionery player in this country. In Russia, our
gum share is three times as large as the next competitor  and innovation is driving consumption
and growth in confections. In India, while operating off of a smaller base, we are increasing share
with Boomer bubble gum and the fastest growing brand in the gum category, Orbit.




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FINANCIAL HIGHLIGHTS 2006 2005 Net Earnings $ 529,377 $ 517,252 Diluted EPS $ 1.90 $
1.83 Sales $ 4,686,011 $ 4,159,306 Dividends Paid $ 276,021 $ 241,669 Additions to Property,
Plant and Equipment $ 327,758 $ 281,769 Stockholders Equity $ 2,388,092 $ 2,214,422
Return on Average Equity 23.0% 23.5% Stockholders of Record 40,986 41,105 Dilutive Shares
Outstanding 278,399 282,284 In thousands of dollars and shares, except per share amounts and
stockholders of record. For additional historical financial data see page 32. (1) This discussion
of net earnings is a non-GAAP financial measure.The Company believes this measure provides its
shareholders with additional information about its underlying results and trends, as well as
insight into managements view of operating results. Refer to the MD&A (page21) for further
discussion of operating results in accordance with U.S. GAAP.The following table reconciles the
non-GAAP net earnings to net earnings in accordance with U.S. GAAP: 2006 2005 000s Per Share
000s Per Share Net earnings, excluding restructuring and stock option expense $ 584,213 $ 2.10
$ 544,805 $ 1.93 Restructuring expense, net of tax (A) 31,011 0.11 27,553 0.10 Stock option
expense, net of tax (B) 23,825 0.09  - Earnings per share, as reported under U.S. GAAP $
529,377 $ 1.90 $ 517,252 $1.83 (A) Management has excluded restructuring expense as it is viewed
as nonrecurring costs incurred to improve production operations. (B) Management has excluded stock
option expense as it is due to a new accounting requirement in 2006 and not comparable to other
periods. While these high population countries are growth engines for the business, we continue to
drive our business in all geographies and focus resources on countries that are particularly
competitive, including Mexico and the U.K. We know that our historically high share will be
challenged in the U.K. in 2007, but we are prepared and believe that with the right investment, the
U.K. will continue to be one of our strongest marketplaces and we will continue to grow our
business there. Improving our Supply Chain and Customer Service In 2006, we made significant
operational and leadership changes in our supply chain organization. By better leveraging the
strong talent of our Global Supply Chain Team and focusing our people and resources on the right
things, we took a huge step forward in improving service to both our retail customers and our
consumers. Changes in this important arena directly impact our overall speed, flexibility,
efficiency and margins, and will support our continued growth and diversification in the future.
Strengthening our Brand Equity By creating the new position of Chief Marketing Officer and
reinvigorating our approach to marketing, we are adding new energy and strength to our
brand-building efforts.We are making dynamic changes to how we connect with consumers, measure our
results and build our global brands. We are leveraging new media channels and technology, while
delivering more relevant creative content  recognizing the dramatically changing




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lifestyles of our consumers.With this new approach, we are translating consumer insights into
world-class marketing that is original, compelling and drives business growth. Driving Innovation
and High Performance Innovation continues to be our lifeblood, and our ongoing investment in
innovation paid dividends in 2006 with new commercialized products, flavors and packages, including
items like Doublemint Twins mints, Eclipse Fusion, Dark Chocolate Dipped Altoids and our unique
bottle packaging in China, France and the U.S. We know that to win, we need powerful ideas with
the capacity to captivate our consumers.We also must concentrate on those top-tier initiatives that
have the greatest potential for growth, return on investment, and strategic impact on the business.
Expanding our Leadership Team Finally, and perhaps most importantly, we continued to strengthen
our Wrigley team through both development and promotion of Wrigley associates and the addition of
top leadership talent, including Bill Perez as President and CEO of the Wrigley Company. Bill
Perez brings to our already strong leadership team solid CEO experience at two companies with
outstanding brand portfolios  Nike and SC Johnson. He is perfectly suited for this new position
and is a great fit with our Company and our culture. Bill is leading all operations, advancing our
growth strategy, and driving results for our business. In my full-time role as Executive Chairman
and Chairman of the Board, I will work closely with Bill to advance our long-term strategy, drive
innovation, develop our talented Wrigley team and strengthen our high-performance culture. In fact,
my new role is giving me an even greater opportunity to focus on key growth strategies that will
set the course for our future. I firmly believe that creating distinct and complementary roles for
Bill Perez and me will drive our dynamic, global Company. Weve already seen the benefits of
dividing our leadership responsibilities over the past few months, and together, we are dedicated
to building a stronger Company that is an even more powerful force in the global confections
industry. In summary, 2006 was a year of great progress. We delivered on our business strategy,
and we produced healthy top-line growth and earnings per share in line with our long-term goals. We
improved our processes, advanced innovation, built momentum in our acquired brands and successfully
executed our growth plans. However, while we have no control over the stock market, I must admit
that I was disappointed with the performance of Wrigley stock during the year. It did not, in my
opinion, reflect our performance for the year, nor the fundamental strength, resilience and
profitability of the Company.That said, we will not waver from our belief that investing in the
business and making the right decisions for the long-term health and prosperity of the Company are
the best ways to deliver shareholder value.We are confident that as our strategies continue to
deliver results, our performance will be reflected positively in our share value.




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A Winning Team Throughout the year, what I found most rewarding was the commitment and
leadership of our people. In a year of great change and growth, the team has demonstrated
resilience and remarkable energy.We are working together as one team with one focus  winning as a
global confectionery company. Every Wrigley associate has contributed to our success and helped
bring us closer to our aspirations. I admire and appreciate their extraordinary dedication.  In a
year of great change, the team has demonstrated resilience and remarkable energy. I also would
like to extend a special thanks to the teams at our Chicago Factory and L.A. Dreyfus operations in
New Jersey  two facilities we closed in 2006. In the year and a half since we announced our
intention to discontinue operations at these two facilities, these teams have demonstrated pride,
integrity and commitment to a job well done during a time of personal challenge. It is with their
help that we successfully transitioned production as of December. I am pleased that many of them
have relocated to other U.S. facilities, where we know they will continue to contribute to our
business. To all of the Chicago Factory and L. A. Dreyfus associates and their families, I extend
my sincere thanks and very best wishes. Looking ahead, we have a powerful 2007 plan in place, with
great new products, creative marketing, continued investment and an aggressive strategy to win in a
competitive marketplace. We are already off to a fast start with the A. Korkunov acquisition and
several new product introductions in the first quarter. I have tremendous confidence in our
leadership team, and I anticipate another year of growth and momentum. In closing, I want to thank
our Board of Directors for their strong and thorough governance of the Company. I also want to
express my appreciation to you, our shareholders, who value our honesty, integrity and long-term
perspective on growth and investment ... and demonstrate your faith in our future by investing with
us. With your support, we will continue to lead the category and reap the benefits of our high-
level innovation, renewed focus, and continued investment in our brands and our people. Sincerely,
William Wrigley, Jr. Executive Chairman and Chairman of the Board




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A MESSAGE FROM BILL PEREZ To our Shareholders and the Worldwide Wrigley Team: The business
results for 2006 are a testament to the outstanding leadership of Bill Wrigley, Jr. and the
Executive Leadership Team, as well as the passion demonstrated every day by associates throughout
the Company. This is truly a great team and I am honored to now be part of it. The first thing I
wanted to do when I began in October was to meet as many people as possible and to listen and to
learn. Over the last months, I have had the chance to visit with thousands of Wrigley associates on
four continents, and I am impressed with the caliber of the people and their talent. This is a
diverse, global team with a competitive spirit.  This is truly a great team and I am honored to
now be part of it. And this winning attitude is important. The confectionery industry is highly
competitive and dynamic. I have been very pleased to see how our organization has been able to
anticipate the need for innovation and change while keeping focused on bringing in the numbers.
During 2006, the Company integrated an acquisition in multiple countries, addressed significant
competitive pressures, realigned our supply chain organization, introduced a new leadership model
and never lost sight of sales and earnings targets. My job is to make sure that we continue to
build on this momentum, focus our energy and resources on big wins, deliver the numbers and
continue to grow and develop our Wrigley team. Going into 2007, we have some great opportunities:
· Wrigley has a remarkably strong portfolio of brands that stand for quality and are loved by
consumers around the world.  We are expanding our horizons with entry into new confectionery
categories that hold great potential for us.  Our investment in innovation and global marketing
platforms has accelerated the pace of new product development and we have an exciting pipeline of
new products for 2007 and beyond.




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· We have strong local teams building Wrigley brands and consumption of our products around
the globe, and in particular, in the worlds largest and fastest- growing geographies including
China, India and Russia.  We have extraordinary depth of retail product distribution around the
world and solid relationships with global retailers across all channels of trade.  My job is to
make sure that we continue to build on this momentum, focus our energy and resources on big wins,
deliver the numbers and continue to grow and develop our Wrigley team.  In sum, we are well
positioned in our key geographies and categories for future growth. That said, we also have some
challenges:  We are off to a great start in the confections segment and have achieved category
leadership in a number of marketplaces in a relatively short period of time. However, this is still
a young business for us and we must continue to nurture our confectionery businesses around the
world.  The growth and profitability of the gum category has not gone unnoticed by our
competitors. We cannot allow our leadership in gum to mitigate our sense of urgency when it comes
to driving our business.  We must be at the leading edge in our marketing communication  not
only delivering fresh and memorable creative content, but also maximizing the productivity of our
substantial investment in brand support.  We can also do a better job of leveraging our global
presence and focusing efforts even more on big ideas that can be rolled out to our consumers
globally or regionally  rather than country by country.  Finally, we need to continue to make
smart choices about resource allocation.Wrigley has built impressive infrastructure in innovation,
sales, marketing and supply chain, and we must capitalize on these assets and control expenses to
drive bottom-line results. Wrigley has a powerful legacy as well as a vision, roadmap and strategy
for growth as a total confectionery company. It is my pleasure to be working in partnership with
Bill Wrigley, Jr., the Executive Leadership Team and Wrigley people around the world to advance
this vision and deliver value to our consumers, our retail customers and our stockholders.
Respectfully, William D. Perez President and Chief Executive Officer




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Executive Leadership Team In addition to Bill Wrigley, Jr. and Bill Perez, the team includes:
Top row (L to R): Peter Hempstead; Ralph Scozzafava; Howard Malovany Bottom row (L to R):
Surinder Kumar; Reuben Gamoran; Dushan Petrovich




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BILL WRIGLEY, JR. AND BILL PEREZ RESPOND TO COMMONLY ASKED QUESTIONS: Q: Where do you expect
top-line growth to come from in the future? A: PEREZ We are generating healthy top-line growth in
several ways. Our first priority is building brands by using consumer insights and innovation to
bring relevant and sustainable offerings to the marketplace and increase consumption of our
products. Internal development and acquisition will both fill this product pipeline and help us
expand our participation in new confectionery categories. We also look at opportunities to
increase distribution of our Wrigley brands. This includes geographic expansion as well as
leveraging every potential sales channel in a marketplace. Whether it is a tiny corner store, a
giant hyper-market or a non-traditional outlet like a home improvement center, our goal is to
ensure that Wrigley brands are present everywhere our consumers shop. Q: Why is A. Korkunov a good
strategic fit for Wrigley? A: WRIGLEY This acquisition marks the next step in the evolution of the
Wrigley Company as a total confectionery player. We have always said we would enter the chocolate
category of the total confectionery business if the right opportunity to create value for the
Wrigley Company became available  and this acquisition presents such an opportunity. A. Korkunov
has strong brands and is a key player in the premium chocolate segment in Russia  where we are
the No.1 player in chewing gum. Entering into the premium chocolate business is not only a great
strategic fit and a driver of new growth opportunities in one of our top priority global
geographies, but it also represents an important addition to our competencies and has the long-term
potential to create value in marketplaces around the world. Q: Is there something you learned
during the acquisition of Altoids, Life Savers, Creme Savers and Sugus that you would apply to your
new acquisition? A: WRIGLEY We are very positive about the acquisition of this family of brands.
We knew going into the transaction that it would take time and investment to successfully
re-energize them and were prepared to take the time to do it right because we believe there is real
upside opportunity. Some factors beyond our control slowed the closing process and we were
disappointed that this delayed some of our efforts, but we have successfully integrated the brands
into the business and they are gaining traction in the marketplace. An organization learns during
every major event, and I know that we have learnings that will apply to our purchase of A.
Korkunov. However, there are also a lot of differences between the two transactions, including the
fact that A. Korkunovs management will remain in place and will continue to run the day-to-day
business while helping Wrigley understand the premium chocolate business. Q: Do you anticipate
that margins will ever be restored to their historic levels? A: PEREZ Those higher gross margin
levels in the past were achieved at a time when our category opportunities were narrower, our
top-line growth and pace of innovation were slower, and the percentage of our business in
fast-growing, developing geographies was smaller. The expansion of our product portfolio, the
growth of our non-gum confectionery offerings and our ongoing investment and expansion in
geographies like India, Russia, China and Mexico have brought average gross margins down but have
opened up a world of opportunities for our Company in terms of




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future growth.Acceleration of our innovation and expansion of our confectionery business
across key geographies are delivering strong, double-digit, top-line revenue increases, putting us
near the head of the pack in terms of our consumer goods peers. And very few of those peers enjoy
gross margins anywhere near our current levels  in excess of 50%. Even with that, we recognize
and are working toward even greater efficiencies in supply chain activities for our core gum
products, and we continue to see opportunities for margin improvements with our acquired
confectionery brands. Going forward, we are committed to maintaining a product portfolio that helps
us drive consumption and sales while at the same time delivering attractive margins that help drive
profits and create resources for additional investment in the business. Q: Brand support as a
percent of sales was lower in 2006 versus 2005. Do you expect that trend to continue? A: PEREZ I
would not read too much into that. Brand support increased in absolute dollars from 2005 to 2006
and reflected the impact of the acquired confectionery brands  for which we are still building
support levels. On the other hand, shifts to less traditional and better targeted media and other
efficiencies, including the consolidation of our media buying with two agencies, allowed us to
achieve more bang for our marketing dollar. Bottom line,Wrigley continues to spend aggressively
against its brands and at the higher end of the consumer packaged goods industry. And, we are
constantly adjusting our marketing mix and exploring new means for connecting with our consumers in
smart, creative and increasingly effective ways. Q: Competition has been intense in 2006. How are
you defending your share, particularly given the U.S. is your largest marketplace? A: PEREZ Over
the past five years, our share of dollar sales in the U.S. has increased by 9 share points. While
there has been some slippage in 2006, it was in a single category segment  sugar sticks  and
plans are already in place to revitalize this piece of the business. Orbit remained the fastest
growing major brand in the U.S. increasing its dollar share by almost 4 share points. Please keep
in mind that we focus on making smart decisions that help us compete effectively while building
brands for the long term. At the end of the day we both grow and defend our share on a global basis
by delivering consumer-relevant products, new innovation and unsurpassed quality. Q: How will the
role of Executive Chairman and President & CEO work together? A: WRIGLEY Given Wrigleys
tremendous growth of the past few years and todays commercial and governance climate, I firmly
believe that separating the Chairman role from that of the President and CEO will help our company
divide and conquer the many responsibilities inherent in running an organization of this size and
global reach. A: PEREZ Bill and I are completely aligned as to the direction of this company and
excited about our partnership. We have worked hard to define distinct and complementary roles that
will give the Company the focus and leadership it needs to drive our dynamic, competitive global
company.




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Successful innovation is as much science as it is imagination IGNITING IMAGINATION
Delighting consumers is at the heart of what we do. In 2006, Wrigley continued to bring fresh
tastes, formats and packaging to consumers of all ages with more than 80 new innovations around the
globe. This tremendous output of ideas comes from our Global Innovation Center (GIC), where teams
collaborate to create the big ideas that will win with consumers. Some of these ideas included
Excel Fuse, an outstanding gum that combines refreshing mint and fruit flavors, and new
confectionery items like Life Savers Fruit Splosions and Doublemint Twins mints. Successful
innovation in confectionery products is as much science as it is art. It takes both technical know
how and imagination, and it requires that we focus our passion, energy and resources on the ideas
that will mean the most to our consumers and to the business. At the GIC, the creative development
of new products revolves around the Consumer Center, a world-class facility that provides real-time
insights into what consumers want and feedback on new products, flavors and packages throughout the
development process. Innovation doesnt just happen in the GIC. To take a new Wrigley product from
the lab to your local store, teams of Wrigley associates in procurement, manufacturing, marketing,
merchandising and sales drive new product initiatives and apply their own expertise and creativity
in ensuring that Wrigley innovations will be profitable, engaging and successful on the retail
shelf.




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20% OF 2006 SALES CAME FROM NEW PRODUCTS. ENSURING QUALITY AND VALUE Wrigley associates are
proud of what our brands stand for and the value that they deliver. They also know that leadership
in the global confectionery marketplace demands superior product performance. Wrigley is committed
to building its brand quality at every level  from the development of formulas and purchase of
ingredients, to package design and ultimately manufacturing the finished product. With the pace of
growth and diversification increasing, the worldwide manufacturing team at Wrigley is challenged to
learn new manufacturing processes and increase efficiencies and production volumes on a regular
basis. The Wrigley Manufacturing Gold Standard  Excellence in Quality  Everywhere, Every Time
 ensures that we are delivering the highest level of quality at the lowest possible price in
every one of Wrigleys 21 global manufacturing facilities and on every production line. In 2006,
manufacturing piloted a new program designed to uphold and continuously deliver against the Gold
Standard for Quality.The program identified key control elements in manufacturing processes and by
fine-tuning these elements, several key manufacturing sites in Asia have improved their efficiency
and product quality. With this success, the program is now being rolled out across Wrigleys
worldwide manufacturing facilities and will help our brands delight consumers and outperform the
competition.




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Excellence in Quality  Everywhere, Every Time DELIVERING BIG WINS Around the world,
Wrigley teams are growing the business by working together and by sharing great ideas. In
China,Wrigleys largest marketplace outside of the U.S., the opportunities for growth remain
impressive. 2006 proved to be another banner year for Wrigley China, as the team rallied to break a
new sales record. Early in the year, the China team aligned behind this opportunity, and identified
how the entire organization, and in particular supply chain, sales and marketing, would work
together to achieve their goal.Through their tremendous efforts, Wrigley China achieved their
aspiration, delivered double-digit gains in sales and continued to build their leadership in the
Chinese confectionery business. Wrigley Russia scored a major success through diversification.
Juicy Fruit Jelly Chews provided a new kind of win for one of the oldest Wrigley brands by
capturing the imagination and taste buds of a whole new generation of consumers with fun, gummie
candies. Only eight months after its launch, Juicy Fruit Jelly Chews achieved a strong share of
gummie sales and became a candy favorite. Russia is diversifying even more through acquisition.
With the Companys purchase of A. Korkunov, Wrigley is entering the premium chocolate category and
expanding its position as a leading confectioner in Russia. In France, Wrigley boosted the gum
category, and sales of Airwaves and Freedent gum brands, by being the first to market with a
convenient and innovative new bottle pack.This particular success is an example of
cross-pollination of great ideas. First introduced in China, the bottle pack is now delivering
business growth in other Wrigley geographies. Wrigley France has captured the lions share of gum
sales in the bottle and has been recognized by the retail trade as innovators in the gum category.
Transplanting and nurturing big ideas to grow global brands




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CONNECTING WITH CONSUMERS WM.Wrigley Jr. Company I 2006 Annual Watch out, world, Wrigley
marketers around the globe are igniting a revolution! Life for our consumers has changed and its
imperative that our approach to connecting with them is relevant and impactful.The age of static
billboards is over, and the fast-paced world of mobile devices, text messaging and online social
networking is going strong. Only brands that can reach their consumers in fresh, relevant ways will
win. In 2006, Wrigley Marketing embraced a new attitude to tackle the challenges of todays
marketing communication. We call it Igniting the M  Drive. At the core of the initiative is
evolving the way we cut through the info-clutter and establish bonds between our consumers and our
brands. Great executions in 2006 included the launch of Eclipse mints in Hong Kong and Taiwan
where the creative use of cabs, phones and airline tickets as vehicles for branding captured the
attention of consumers on the go. In the U.S., Wrigleys Extra brand lit up the night with music
and dancing at the Extra Long Dance-A-Thon in New Yorks Times Square. The event matched the
long-lasting flavor of Extra with the endurance of dancers as they helped raise money to support
dancing programs for New York school kids. Interactive and engaging communications will continue
to weave Wrigley brands into the fabric of everyday life and connect with consumers on an emotional
level. Weaving Wrigley brands into everyday life in fresh, new ways




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Board of Directors WILLIAM WRIGLEY, JR. Director of the Company since 1988 Principal
Occupation: Executive Chairman of the Company since 2006, Chairman of the Board since 2004,
President and Chief Executive Officer of the Company from 1999 to 2006, Vice President of the
Company from 1991 to 1999 and Assistant to the President from 1985 to 1992. JOHN F. BARD Director
of the Company since 1999 Committees: Audit Committee and Corporate Governance Committee Principal
Occupation: Senior Vice President from 1991 until 1999 and Executive Vice President from 1999 until
2000, when he retired from the Company. Other Directorships: Weight Watchers International, Inc.
and Sun-Times Media Group, Inc. HOWARD B. BERNICK Director of the Company since 2001 Committees:
Audit Committee and Compensation Committee Principal Occupation: President of Bernick Holdings,
Inc., since November 2006. President and Chief Executive Officer from 1994 to 2006, and a member of
the Board of Directors from 1986 to 2006, of Alberto-Culver Company, a global manufacturer,
marketer and distributor of beauty and hair care products. THOMAS A. KNOWLTON Director of the
Company since 1996 Committees: Chairman of the Compensation Committee Principal Occupation: Dean
of the Faculty of Business at Ryerson University, Toronto, Canada from 2000 until retirement in
2005. Executive Vice President of the Kellogg Company from 1992 until 1998. President of Kellogg
North America from 1994 until 1998. Other Directorships: Sun-Rype Products Ltd. Committees of the
Board of Directors AUDIT Richard K. Smucker, Chairman John F. Bard Howard B. Bernick Alex Shumate




---



##### 



WILLIAM D. PEREZ Director of the Company since 2006 Principal Occupation: President and
Chief Executive Officer of the Company since October 2006. President and Chief Executive Officer of
Nike, Inc. from 2004 until 2006.President and Chief Executive Officer of S.C. Johnson & Son, Inc.
from 1997 to 2004. JOHN RAU Director of the Company since 2005 Committees: Compensation Committee
and Corporate Governance Committee Principal Occupation: President and Chief Executive Officer
since 2002, and Director since 2003, of Miami Corporation, a private holding company founded in
1917. Formerly, Mr. Rau was President and Chief Executive Officer of Chicago Title Corporation and
Chicago Title and Trust Company from 1997-2000 and Dean, The School of Business, Indiana University
from 1993-1996. Other Directorships: Nicor Inc. and First Industrial Realty Inc. and Trust, Inc.
MELINDA R. RICH Director of the Company since 1999 Committees: Chairman of the Corporate
Governance Committee Principal Occupation: President of Rich Entertainment Group since 1994. Vice
Chairman since 2006, and a Director and Managing Shareholder since 1998, of Rich Products
Corporation, Buffalo, New York, a multinational, privately-held, family-owned manufacturer and
distributor of food products. Other Directorships: M&T Bank Corporation, Buffalo, New York STEVEN
B. SAMPLE Director of the Company since 1997 Committees: Compensation Committee and Corporate
Governance Committee Principal Occupation: President of the University of Southern California since
1991. Other Directorships: Intermec, Inc., AMCAP Fund Inc. and American Mutual Fund, Inc. ALEX
SHUMATE Director of the Company since 1998 Committees: Audit Committee and Corporate Governance
Committee Principal Occupation: Partner of the law firm Squire, Sanders & Dempsey, L.L.P., resident
in Columbus, Ohio, since 1988 and its Managing Partner since 1991. Other Directorships: Nationwide
Financial Services, Inc. and Cincinnati Bell, Inc. RICHARD K. SMUCKER Director of the Company
since 1988 Committees: Chairman of the Audit Committee Principal Occupation: Co-Chief Executive
Officer since 2001, President since 1987, a Director since 1975, and Chief Financial Officer from
2003 through 2004, of The J.M. Smucker Company, a manufacturer of food spreads, juices and
beverages, shortening and oils, and other food-related products. Other Directorships: The J.M.
Smucker Company and The Sherwin-Williams Company COMPENSATION Thomas A. Knowlton, Chairman Howard
B. Bernick John Rau Steven B. Sample CORPORATE GOVERNANCE Melinda R. Rich, Chairman John F. Bard
John Rau Steven B. Sample Alex Shumate Elected Officers William Wrigley, Jr. Executive Chairman
and Chairman of the Board of Directors William D. Perez President and Chief Executive Officer
Reuben Gamoran Senior Vice President and Chief Financial Officer Peter R. Hempstead Senior Vice
President   Worldwide Strategy and New Business Surinder Kumar Senior Vice President and Chief
Innovation Officer Dushan Petrovich Senior Vice President and Chief Administrative Officer
Howard Malovany Vice President, Secretary and General Counsel Ralph Scozzafava Vice President 
Worldwide Commercial Operations John Adams Vice President   Worldwide Manufacturing Vincent
C. Bonica Vice President   Worldwide Gum Base Operations Susan Henderson Vice President 
Corporate Communications Donagh Herlihy Vice President  People, Learning and Development and
Chief Information Officer Carol Knight Vice President   Scientific and Regulatory Affairs
Shaun Mara Vice President and Controller Patrick D. Mitchell Vice President  Worldwide
Procurement and Chief Procurement Officer Jon Orving Vice President  Nordic Igor Saveliev
Vice President and Managing Director  East/South Europe Martin Schlatter Vice President and
Chief Marketing Officer Alan J. Schneider Vice President and Treasurer Denis Schrey Vice
President and
 Managing Director  North/Central Europe and Pacific Tawfik Sharkasi Vice
President   Research and Development Samson Suen Vice President and Managing Director  China
Michael F. Wong Vice President and Managing Director  Asia




---



##### 



The brands listed above are trademarks owned by the Wm. Wrigley Jr. Company.




---



##### 



Managements Discussion and Analysis
 Dollar and share amounts in thousands except per share figures
  
    
    Overview
    
    Results of Operations
    
    Liquidity and Capital Resources
    
    Significant Accounting Policies and
Estimates
    
    Other Matters
   OVERVIEW
 Corporate Overview and Strategic Focus
  
    
    Boosting core gum business
    
    Developing organically and acquiring non-gum confectionery
businesses
    
    Expanding into attractive new geographies and
distribution channels
    
    Driving innovation in products,
processes and systems
    
    Delivering the highest quality
products and solutions at the lowest cost
    
    Aggressively
growing, developing and recruiting people around the world
 Summary of 2006 Results of Operations
   21




---



##### 



RESULTS OF OPERATIONS
 Net Sales
 2006
vs. 2005
 2005
vs. 2004
   22




---



##### 



Operating Income
  2006
    
    
    
    2005
    
    
    2004Gross profit
    
    
    
    51.9%
    
    
    
    
    54.2%
    
    
    
    55.7%Selling, general and administrative:Advertising
    
    
    
    (10.2%
    )
    
    
    
    (11.0%
    )
    
    
    (12.0%
    )Merchandising and promotion / other
    
    
    
    (5.2%
    )
    
    
    
    (5.7%
    )
    
    
    (6.0%
    )Selling and other marketing
    
    
    
    (10.5%
    )
    
    
    
    (10.2%
    )
    
    
    (9.7%
    )General and administrative
    
    
    
    (8.4%
    )
    
    
    
    (8.6%
    )
    
    
    (8.3%
    )Total selling, general and administrative (SG&A)*
    
    
    
    (34.3%
    )
    
    
    
    (35.6%
    )
    
    
    (36.0%
    )Operating income*
    
    
    
    17.5%
    
    
    
    
    18.7%
    
    
    
    19.7%
  2006
vs. 2005
 
   23




---



##### 



2005 vs. 2004
 
   24




---



##### 



Interest Expense
   Investment Income
   Other Income (Expense), Net
    Income Taxes
 LIQUIDITY AND CAPITAL RESOURCES
 Operating Cash Flow and Current Ratio
  Additions to Property, Plant and Equipment
  Share Repurchases and Dividends
   25




---



##### 



Long-Term Debt
 Additional External Capital Resources
  Contractual Obligations
   PAYMENTS DUE BY PERIODLess than
    
    
    2-3
    
    
    4-5Contractual Obligations
    
    Total
    
    
    1 Year
    
    
    Years
    
    
    Years
    
    
    ThereafterDebt
    
    $
    1,065,000
    
    
    
    65,000
    
    
    
    
    
    
    
    500,000
    
    
    
    500,000Interest on senior notes
    
    
    295,250
    
    
    
    44,750
    
    
    
    89,500
    
    
    
    68,000
    
    
    
    93,000Operating leases
    
    
    141,020
    
    
    
    35,920
    
    
    
    47,477
    
    
    
    29,852
    
    
    
    27,771Purchase obligations
    
    
    1,059,014
    
    
    
    874,097
    
    
    
    177,417
    
    
    
    7,500
    
    
    
    Total
    
    $
    2,560,284
    
    
    
    1,019,767
    
    
    
    314,394
    
    
    
    605,352
    
    
    
    620,771
   26




---



##### 



SIGNIFICANT ACCOUNTING POLICIES AND ESTIMATES
  Marketing and Promotional Programs
 Allowance for Doubtful Accounts
 Valuation of Long-lived Assets
 Pension and Other Post-Retirement Plan Benefits
   27




---



##### 



Income Taxes
 Goodwill and Other Intangible Assets
 Restructuring
 New Accounting Pronouncements
 OTHER MATTERS
 Market Risk
   28




---



##### 



Foreign Exchange Risk
  Average ContractualContract Description
    
    Contract Amount
    
    
    Exchange RateReceive CAD/Sell USD
    
    $
    220,101
    
    
    
    1.12Receive EUR/Sell USD
    
    
    105,494
    
    
    
    .77Receive USD/Sell CAD
    
    
    98,202
    
    
    
    .88Receive USD/Sell EUR
    
    
    76,720
    
    
    
    1.28Receive PLN/Sell EUR
    
    
    73,107
    
    
    
    3.91Receive EUR/Sell GBP
    
    
    47,676
    
    
    
    1.44Receive RMB/Sell EUR
    
    
    37,671
    
    
    
    10.10Receive EUR/Sell CZK
    
    
    17,258
    
    
    
    .04Receive GBP/Sell EUR
    
    
    15,152
    
    
    
    .68Receive USD/Sell PLN
    
    
    14,809
    
    
    
    .33Receive USD/Sell AUD
    
    
    12,938
    
    
    
    .75Receive USD/Sell GBP
    
    
    10,075
    
    
    
    1.83
 Interest Rate Risk
 Forward-Looking Statements
   29




---



##### 



Availability or retention of retail space
 Availability
of raw materials
 Changes
in demographics and consumer preferences
 Changes in foreign currency and markets conditions
 Increased competition and discounting and other competitive actions
 Underutilization of or inadequate manufacturing capacity and labor stoppages
 Governmental regulations
 Labor stoppages
 Outcome of integrating acquired businesses
   30




---



##### 



Quarterly Data
 In thousands of dollars except per share amounts
 Results of Operations
  Net EarningsNet
    
    
    Gross
    
    
    Net
    
    
    Per ShareSales
    
    
    Profit
    
    
    Earnings
    
    
    (Diluted)*2006First quarter
    
    $
    1,075,530
    
    
    
    558,609
    
    
    
    111,885
    
    
    
    0.40Second quarter
    
    
    1,206,817
    
    
    
    628,805
    
    
    
    140,638
    
    
    
    0.51Third quarter
    
    
    1,179,372
    
    
    
    625,868
    
    
    
    148,029
    
    
    
    0.53Fourth quarter
    
    
    1,224,292
    
    
    
    616,540
    
    
    
    128,825
    
    
    
    0.46Total
    
    $
    4,686,011
    
    
    
    2,429,822
    
    
    
    529,377
    
    
    
    1.90
 Net EarningsNet
    
    
    Gross
    
    
    Net
    
    
    Per ShareSales
    
    
    Profit
    
    
    Earnings
    
    
    (Diluted)*2005First quarter
    
    $
    950,390
    
    
    
    537,633
    
    
    
    131,014
    
    
    
    0.46Second quarter
    
    
    1,040,184
    
    
    
    594,371
    
    
    
    162,444
    
    
    
    0.57Third quarter
    
    
    1,062,388
    
    
    
    570,266
    
    
    
    129,718
    
    
    
    0.46Fourth quarter
    
    
    1,106,344
    
    
    
    553,634
    
    
    
    94,076
    
    
    
    0.33Total
    
    $
    4,159,306
    
    
    
    2,255,904
    
    
    
    517,252
    
    
    
    1.83
   Note:
    
    The quarterly results of operations include the impact of
the acquisition of certain confectionery assets from
Kraft Foods Global, Inc. on June 26, 2005. Beginning in
the third quarter of 2005, the quarterly results of
operations also include the impact of restructuring
charges related to the North America production network.
Beginning in 2006, the quarterly results of operations
include the impact of stock option expense related to the
adoption of SFAS 123(R).
   Market Prices
  2006
    
    
    2006
    
    
    
    2005
    
    
    2005High
    
    
    Low
    
    
    
    High
    
    
    LowFirst quarter
    
    
    $
    54.54
    
    
    
    49.69
    
    
    
    
    56.52
    
    
    
    51.10Second quarter
    
    
    
    51.19
    
    
    
    44.52
    
    
    
    
    55.76
    
    
    
    50.81Third quarter
    
    
    
    47.78
    
    
    
    43.16
    
    
    
    
    57.66
    
    
    
    53.99Fourth quarter
    
    
    
    53.23
    
    
    
    45.35
    
    
    
    
    58.20
    
    
    
    53.19
 Dividends
  2006
    
    
    
    2005First quarter
    
    
    $
    .256
    
    
    
    
    .224Second quarter
    
    
    
    .256
    
    
    
    
    .224Third quarter
    
    
    
    .256
    
    
    
    
    .224Fourth quarter
    
    
    
    .256
    
    
    
    
    .224Total
    
    
    $
    1.024
    
    
    
    
    0.896
   31




---



##### 



Operating Data
 2006
    
    
    
    2005
    
    
    2004
    
    
    2003Net sales
    
    
    $
    4,686,011
    
    
    
    
    4,159,306
    
    
    
    3,648,592
    
    
    
    3,069,088Gross profit (1)
    
    
    
    2,429,822
    
    
    
    
    2,255,904
    
    
    
    2,033,375
    
    
    
    1,746,672Income taxes
    
    
    
    239,670
    
    
    
    
    237,408
    
    
    
    227,542
    
    
    
    205,647Net earnings (2)
    
    
    
    529,377
    
    
    
    
    517,252
    
    
    
    492,954
    
    
    
    445,894Per share of Common Stock (diluted)
    
    
    
    1.90
    
    
    
    
    1.83
    
    
    
    1.75
    
    
    
    1.58Dividends paid
    
    
    
    276,021
    
    
    
    
    241,669
    
    
    
    207,803
    
    
    
    194,633Per share of Common Stock
    
    
    
    .992
    
    
    
    
    .860
    
    
    
    .740
    
    
    
    .692As a percent of net earnings
    
    
    
    52%
    
    
    
    
    47%
    
    
    
    42%
    
    
    
    44%Dividends declared per share of Common Stock
    
    
    
    1.024
    
    
    
    
    .896
    
    
    
    .752
    
    
    
    .704Average shares outstanding
    
    
    
    277,556
    
    
    
    
    280,964
    
    
    
    280,796
    
    
    
    281,203Other Financial Data2006
    
    
    
    
    2005
    
    
    
    2004
    
    
    
    2003Net property, plant and equipment
    
    
    $
    1,422,516
    
    
    
    
    1,282,412
    
    
    
    1,142,620
    
    
    
    956,180Total assets
    
    
    
    4,661,598
    
    
    
    
    4,394,353
    
    
    
    3,166,703
    
    
    
    2,527,371Working capital (3)
    
    
    
    454,098
    
    
    
    
    325,283
    
    
    
    787,940
    
    
    
    825,797Debt (4)
    
    
    
    1,065,000
    
    
    
    
    1,100,000
    
    
    
    90,000
    
    
    
    Stockholders equity
    
    
    
    2,388,092
    
    
    
    
    2,214,422
    
    
    
    2,178,684
    
    
    
    1,820,821Return on average equity
    
    
    
    23.0%
    
    
    
    
    23.5%
    
    
    
    24.7%
    
    
    
    26.7%Stockholders of record at close of year
    
    
    
    40,986
    
    
    
    
    41,105
    
    
    
    41,376
    
    
    
    40,954Employees at close of year
    
    
    
    15,800
    
    
    
    
    14,800
    
    
    
    14,800
    
    
    
    12,000Market price of stockHigh
    
    
    
    54.54
    
    
    
    
    58.20
    
    
    
    55.78
    
    
    
    47.12Low
    
    
    
    43.16
    
    
    
    
    50.81
    
    
    
    44.18
    
    
    
    40.84
 (1)
    
    2006 and 2005 include restructuring charges related to the North American production network of $45,074 and $40,223, respectively.(2)
    
    2006 includes restructuring charges, net of tax, related to the North American production network of $31,011 or $0.11 per share
and stock option expense, net of tax, of $23,825 or $0.09 per share; 2005 includes restructuring charges, net of tax, related to
theNorth American production network of $27,553 or $0.10 per share; 1998 includes factory closure gain, net of tax, of $6,763 or
$0.02 per share; and 1997 and 1996 include factory closure costs, net of tax, of $2,145 or $0.01 per share and $12,990 or $0.05
per share, respectively.
 32




---



##### 



2002
    
    
    2001
    
    
    2000
    
    
    1999
    
    
    1998
    
    
    1997
    
    
    19962,746,318
    
    
    
    2,401,419
    
    
    
    2,126,114
    
    
    
    2,045,227
    
    
    
    1,990,286
    
    
    
    1,923,963
    
    
    
    1,835,9871,559,633
    
    
    
    1,371,290
    
    
    
    1,193,312
    
    
    
    1,121,596
    
    
    
    1,095,298
    
    
    
    1,031,212
    
    
    
    976,573181,896
    
    
    
    164,380
    
    
    
    150,370
    
    
    
    136,247
    
    
    
    136,378
    
    
    
    122,614
    
    
    
    128,840401,525
    
    
    
    362,986
    
    
    
    328,942
    
    
    
    308,183
    
    
    
    304,501
    
    
    
    271,626
    
    
    
    230,2721.42
    
    
    
    1.29
    
    
    
    1.16
    
    
    
    1.06
    
    
    
    1.05
    
    
    
    .936
    
    
    
    .792181,232
    
    
    
    167,922
    
    
    
    159,138
    
    
    
    153,812
    
    
    
    150,835
    
    
    
    135,680
    
    
    
    118,308.644
    
    
    
    .596
    
    
    
    .561
    
    
    
    .531
    
    
    
    .520
    
    
    
    .585
    
    
    
    .40845%
    
    
    
    46%
    
    
    
    48%
    
    
    
    50%
    
    
    
    50%
    
    
    
    50%
    
    
    
    51%.656
    
    
    
    .608
    
    
    
    .561
    
    
    
    .592
    
    
    
    .524
    
    
    
    .468
    
    
    
    .408281,431
    
    
    
    281,686
    
    
    
    283,796
    
    
    
    289,653
    
    
    
    289,910
    
    
    
    289,910
    
    
    
    289,9582002
    
    
    
    2001
    
    
    
    2000
    
    
    
    1999
    
    
    
    1998
    
    
    
    1997
    
    
    
    1996836,110
    
    
    
    684,379
    
    
    
    607,034
    
    
    
    599,140
    
    
    
    520,090
    
    
    
    430,474
    
    
    
    388,1492,108,296
    
    
    
    1,777,793
    
    
    
    1,574,740
    
    
    
    1,547,745
    
    
    
    1,520,855
    
    
    
    1,343,126
    
    
    
    1,233,543620,205
    
    
    
    581,519
    
    
    
    540,505
    
    
    
    551,921
    
    
    
    624,546
    
    
    
    571,857
    
    
    
    511,272
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    1,522,576
    
    
    
    1,276,197
    
    
    
    1,132,897
    
    
    
    1,138,775
    
    
    
    1,157,032
    
    
    
    985,379
    
    
    
    897,43128.7%
    
    
    
    30.1%
    
    
    
    29.0%
    
    
    
    26.8%
    
    
    
    28.4%
    
    
    
    28.9%
    
    
    
    27.2%40,534
    
    
    
    38,701
    
    
    
    37,781
    
    
    
    38,626
    
    
    
    38,052
    
    
    
    36,587
    
    
    
    34,95111,250
    
    
    
    10,800
    
    
    
    9,800
    
    
    
    9,300
    
    
    
    9,200
    
    
    
    8,200
    
    
    
    7,80047.12
    
    
    
    42.64
    
    
    
    38.65
    
    
    
    40.25
    
    
    
    41.73
    
    
    
    32.82
    
    
    
    25.1535.37
    
    
    
    34.35
    
    
    
    23.95
    
    
    
    26.60
    
    
    
    28.38
    
    
    
    21.82
    
    
    
    19.35
 (3)
    
    Working Capital equals current assets less current liabilities.(4)
    
    2005 includes issuance of long-term debt and commercial paper used
to fund the acquisition of certain confectionery assets from Kraft
Foods Global, Inc.; 2004 includes line of credit used to fund the
acquisition of certain confectionery businesses of the Joyco
Group.Note:
    
    The Company acquired certain confectionery assets from Kraft Foods
Global, Inc. on June 26, 2005 and certain confectionery businesses
of the Joyco Group on April 1, 2004.
 33




---



##### 



Total Stockholder Returns (TSR)
 
 2001
    
    
    2002
    
    
    2003
    
    
    2004
    
    
    2005
    
    
    
    2006Wrigley
    
    
    100
    
    
    
    108
    
    
    
    113
    
    
    
    141
    
    
    
    138
    
    
    
    
    137S&P500
    
    
    100
    
    
    
    78
    
    
    
    100
    
    
    
    111
    
    
    
    117
    
    
    
    
    135S&P Packaged Foods & Meats
    
    
    100
    
    
    
    103
    
    
    
    111
    
    
    
    133
    
    
    
    122
    
    
    
    
    142
 *
    
    Full-year 2006 TSRs were 15.8% for the S&P 500, 16.5% for the S&P
Packaged Foods & Meats Index, and -0.6% for Wrigley stock.
   34




---



##### 



Internal ControlIntegrated
Framework Internal ControlIntegrated Framework
  WM.
WRIGLEY JR. COMPANY
 Share-Based Payment Employers Accounting for Defined Benefit Pension and Other
Postretirement Plans
 Internal ControlIntegrated Framework
 ERNST & YOUNG LLP
   35




---



##### 



Managements Report on Internal Control Over Financial Reporting Internal ControlIntegrated Framework
 ERNST & YOUNG LLP
   36




---



##### 



2006
    
    
    
    2005
    
    
    2004Net sales
    
    
    $
    4,686,011
    
    
    
    
    4,159,306
    
    
    
    3,648,592Cost of sales
    
    
    
    2,211,115
    
    
    
    
    1,863,179
    
    
    
    1,615,217Restructuring charges
    
    
    
    45,074
    
    
    
    
    40,223
    
    
    
    Gross profit
    
    
    
    2,429,822
    
    
    
    
    2,255,904
    
    
    
    2,033,375Selling, general and administrative expense
    
    
    
    1,608,349
    
    
    
    
    1,479,568
    
    
    
    1,313,156Operating income
    
    
    
    821,473
    
    
    
    
    776,336
    
    
    
    720,219Interest expense
    
    
    
    (61,820
    )
    
    
    
    (31,648
    )
    
    
    (3,879
    )Investment income
    
    
    
    8,029
    
    
    
    
    15,713
    
    
    
    11,872Other income (expense), net
    
    
    
    1,365
    
    
    
    
    (5,741
    )
    
    
    (7,716
    )Earnings before income taxes
    
    
    
    769,047
    
    
    
    
    754,660
    
    
    
    720,496Income taxes
    
    
    
    239,670
    
    
    
    
    237,408
    
    
    
    227,542Net earnings
    
    
    $
    529,377
    
    
    
    
    517,252
    
    
    
    492,954PER SHARE AMOUNTSNet earnings per share of Common Stock:Basic
    
    
    $
    1.91
    
    
    
    
    1.84
    
    
    
    1.76Diluted
    
    
    $
    1.90
    
    
    
    
    1.83
    
    
    
    1.75Dividends paid per share of Common Stock
    
    
    $
    .992
    
    
    
    
    .860
    
    
    
    .740
  37




---



##### 



2006
    
    
    
    2005ASSETSCurrent assets:Cash and cash equivalents
    
    
    $
    253,666
    
    
    
    
    257,704Short-term investments, at amortized cost
    
    
    
    1,100
    
    
    
    
    1,100Accounts receivable
(less allowance for doubtful accounts:2006 - $6,431; 2005 - $8,013)
    
    
    
    463,231
    
    
    
    
    412,931Inventories:Finished goods
    
    
    
    241,897
    
    
    
    
    213,915Raw materials, work in process and supplies
    
    
    
    351,088
    
    
    
    
    287,810Total inventories
    
    
    
    592,985
    
    
    
    
    501,725Other current assets
    
    
    
    170,245
    
    
    
    
    131,617Total current assets
    
    
    
    1,481,227
    
    
    
    
    1,305,077Deferred charges and other assets
    
    
    
    194,382
    
    
    
    
    301,540Goodwill
    
    
    
    1,147,603
    
    
    
    
    1,094,219Other intangible assets
    
    
    
    415,870
    
    
    
    
    411,105Property, plant and equipment, at cost:Land
    
    
    
    78,625
    
    
    
    
    55,882Buildings and building equipment
    
    
    
    717,374
    
    
    
    
    647,479Machinery and equipment
    
    
    
    1,886,018
    
    
    
    
    1,629,231Total property, plant and equipment
    
    
    
    2,682,017
    
    
    
    
    2,332,592Less accumulated depreciation
    
    
    
    1,259,501
    
    
    
    
    1,050,180Net property, plant and equipment
    
    
    
    1,422,516
    
    
    
    
    1,282,412TOTAL ASSETS
    
    
    $
    4,661,598
    
    
    
    
    4,394,353
 2006
    
    
    
    2005LIABILITIES AND STOCKHOLDERS EQUITYCurrent liabilities:Commercial paper
    
    
    $
    65,000
    
    
    
    
    100,000Accounts payable
    
    
    
    327,671
    
    
    
    
    312,954Accrued expenses
    
    
    
    413,942
    
    
    
    
    432,674Dividends payable
    
    
    
    71,106
    
    
    
    
    62,459Income and other taxes payable
    
    
    
    149,410
    
    
    
    
    71,707Total current liabilities
    
    
    
    1,027,129
    
    
    
    
    979,794Other noncurrent liabilities
    
    
    
    246,377
    
    
    
    
    200,137Long-term debt
    
    
    
    1,000,000
    
    
    
    
    1,000,000Total liabilities
    
    
    
    2,273,506
    
    
    
    
    2,179,931Stockholders equity:Preferred Stock  no par valueAuthorized: 20,000 sharesIssued: NoneCommon Stock  no par valueCommon StockAuthorized: 1,000,000 sharesIssued: 2006 - 228,945 shares; 2005 - 199,230 shares
    
    
    
    14,018
    
    
    
    
    13,274Class B Common Stock  convertibleAuthorized: 300,000 sharesIssued: 2006 - 61,606 shares; 2005 - 91,321 shares
    
    
    
    1,478
    
    
    
    
    2,222Additional paid-in capital
    
    
    
    93,602
    
    
    
    
    37,760Retained earnings
    
    
    
    2,949,705
    
    
    
    
    2,702,947Common Stock and Class B Common Stock in treasury,
at cost2006 - 13,644 shares; 2005 - 12,039 shares
    
    
    
    (606,045
    )
    
    
    
    (513,763
    )Accumulated other comprehensive loss
    
    
    
    (64,666
    )
    
    
    
    (28,018
    )Total stockholders equity
    
    
    
    2,388,092
    
    
    
    
    2,214,422TOTAL LIABILITIES AND STOCKHOLDERS EQUITY
    
    
    $
    4,661,598
    
    
    
    
    4,394,353
   38




---



##### 



2006
    
    
    
    2005
    
    
    2004OPERATING ACTIVITIESNet earnings
    
    
    $
    529,377
    
    
    
    
    517,252
    
    
    
    492,954Adjustments to reconcile net earnings to net cash provided by operating activities:Depreciation and amortization
    
    
    
    200,113
    
    
    
    
    175,285
    
    
    
    141,851Net loss on retirements of property, plant and equipment
    
    
    
    6,182
    
    
    
    
    11,714
    
    
    
    12,417Non-cash share-based compensation
    
    
    
    49,269
    
    
    
    
    26,685
    
    
    
    21,278(Increase) decrease in:Accounts receivable
    
    
    
    (22,984
    )
    
    
    
    (80,686
    )
    
    
    25,706Inventories
    
    
    
    (75,579
    )
    
    
    
    (67,676
    )
    
    
    (3,213
    )Other current assets
    
    
    
    (31,757
    )
    
    
    
    (30,791
    )
    
    
    8,937Deferred charges and other assets
    
    
    
    111,656
    
    
    
    
    10,514
    
    
    
    (48,911
    )Increase (decrease) in:Accounts payable
    
    
    
    1,684
    
    
    
    
    106,044
    
    
    
    43,013Accrued expenses
    
    
    
    (26,869
    )
    
    
    
    85,584
    
    
    
    27,285Income and other taxes payable
    
    
    
    78,490
    
    
    
    
    3,363
    
    
    
    (6,070
    )Other noncurrent liabilities
    
    
    
    (23,084
    )
    
    
    
    (23,328
    )
    
    
    16,274Deferred income taxes
    
    
    
    (74,062
    )
    
    
    
    6,344
    
    
    
    (7,014
    )Net cash provided by operating activities
    
    
    
    722,436
    
    
    
    
    740,304
    
    
    
    724,507INVESTING ACTIVITIESAdditions to property, plant and equipment
    
    
    
    (327,758
    )
    
    
    
    (281,769
    )
    
    
    (220,322
    )Proceeds from retirements of property, plant and equipment
    
    
    
    13,990
    
    
    
    
    10,127
    
    
    
    2,468Acquisitions, net of cash acquired
    
    
    
    
    
    
    
    
    (1,437,428
    )
    
    
    (264,477
    )Purchases of short-term investments
    
    
    
    
    
    
    
    
    (7,484
    )
    
    
    (40,464
    )Maturities of short-term investments
    
    
    
    
    
    
    
    
    29,148
    
    
    
    40,453Net cash used in investing activities
    
    
    
    (313,768
    )
    
    
    
    (1,687,406
    )
    
    
    (482,342
    )FINANCING ACTIVITIESDividends paid
    
    
    
    (276,021
    )
    
    
    
    (241,669
    )
    
    
    (207,803
    )Common stock purchased
    
    
    
    (143,454
    )
    
    
    
    (214,656
    )
    
    
    (84,985
    )Common stock issued
    
    
    
    26,381
    
    
    
    
    66,102
    
    
    
    56,576Debt issuance costs
    
    
    
    
    
    
    
    
    (16,375
    )
    
    
    Borrowings (repayments) under the line of credit
    
    
    
    
    
    
    
    
    (90,000
    )
    
    
    90,000Issuances (redemptions) of commercial paper, net
    
    
    
    (35,000
    )
    
    
    
    100,000
    
    
    
    Borrowings of long-term debt
    
    
    
    
    
    
    
    
    1,000,000
    
    
    
    Net cash provided by (used in) financing activities
    
    
    
    (428,094
    )
    
    
    
    603,402
    
    
    
    (146,212
    )Effect of exchange rate changes on cash and cash equivalents
    
    
    
    15,388
    
    
    
    
    (27,149
    )
    
    
    27,383Net increase (decrease) in cash and cash equivalents
    
    
    
    (4,038
    )
    
    
    
    (370,849
    )
    
    
    123,336Cash and cash equivalents at beginning of year
    
    
    
    257,704
    
    
    
    
    628,553
    
    
    
    505,217Cash and cash equivalents at end of year
    
    
    $
    253,666
    
    
    
    
    257,704
    
    
    
    628,553SUPPLEMENTAL CASH FLOW INFORMATIONIncome taxes paid
    
    
    $
    219,873
    
    
    
    
    249,824
    
    
    
    234,800Interest paid
    
    
    $
    57,621
    
    
    
    
    8,752
    
    
    
    3,541Interest and dividends received
    
    
    $
    8,031
    
    
    
    
    15,711
    
    
    
    11,871
  39




---



##### 



AccumulatedCommon
    
    
    
    
    
    
    
    Class B
    
    
    Additional
    
    
    
    
    
    
    Common
    
    
    OtherShares
    
    
    
    Common
    
    
    Common
    
    
    Paid-in
    
    
    Retained
    
    
    Stock In
    
    
    Comprehensive
    
    
    StockholdersOutstanding
    
    
    
    Stock
    
    
    Stock
    
    
    Capital
    
    
    Earnings
    
    
    Treasury
    
    
    Loss
    
    
    EquityBALANCE DECEMBER 31, 2003
    
    
    184,383
    
    
    
    $
    12,790
    
    
    
    2,706
    
    
    
    8,342
    
    
    
    2,152,566
    
    
    
    (320,450
    )
    
    
    (35,133
    )
    
    
    1,820,821Net earnings
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    492,954
    
    
    
    
    
    
    
    
    
    
    
    492,954Changes in other comprehensive loss (Note 14)
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    90,806
    
    
    
    90,806Dividends to shareholders
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    (211,155
    )
    
    
    
    
    
    
    
    
    
    
    (211,155
    )Treasury share purchases
    
    
    (1,435
    )
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    (84,985
    )
    
    
    
    
    
    
    (84,985
    )Options exercised and stock awards granted
    
    
    1,346
    
    
    
    
    
    
    
    
    
    
    
    
    1,384
    
    
    
    
    
    
    
    59,348
    
    
    
    
    
    
    
    60,732Tax benefit related to stock options exercised
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    8,038
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    8,038Conversion of Class B Common Stock
    
    
    6,966
    
    
    
    
    464
    
    
    
    (464
    )
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    ESOP tax benefit
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    1,473
    
    
    
    
    
    
    
    
    
    
    
    1,473BALANCE DECEMBER 31, 2004
    
    
    191,260
    
    
    
    $
    13,254
    
    
    
    2,242
    
    
    
    17,764
    
    
    
    2,435,838
    
    
    
    (346,087
    )
    
    
    55,673
    
    
    
    2,178,684Net earnings
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    517,252
    
    
    
    
    
    
    
    
    
    
    
    517,252Changes in other comprehensive loss (Note 14)
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    (83,691
    )
    
    
    (83,691
    )Dividends to shareholders
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    (251,405
    )
    
    
    
    
    
    
    
    
    
    
    (251,405
    )Treasury share purchases
    
    
    (3,388
    )
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    (231,998
    )
    
    
    
    
    
    
    (231,998
    )Options exercised and stock awards granted
    
    
    1,427
    
    
    
    
    
    
    
    
    
    
    
    
    10,611
    
    
    
    
    
    
    
    64,322
    
    
    
    
    
    
    
    74,933Tax benefit related to stock options exercised
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    9,385
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    9,385Conversion of Class B Common Stock
    
    
    300
    
    
    
    
    20
    
    
    
    (20
    )
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    ESOP tax benefit
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    1,262
    
    
    
    
    
    
    
    
    
    
    
    1,262BALANCE DECEMBER 31, 2005
    
    
    189,599
    
    
    
    $
    13,274
    
    
    
    2,222
    
    
    
    37,760
    
    
    
    2,702,947
    
    
    
    (513,763
    )
    
    
    (28,018
    )
    
    
    2,214,422Net earnings
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    529,377
    
    
    
    
    
    
    
    
    
    
    
    529,377Changes in other comprehensive loss (Note 14)
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    73,837
    
    
    
    73,837Adjustment to initially apply SFAS No. 158 (Note 14)
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    (110,485
    )
    
    
    (110,485
    )Dividends to shareholders
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    (284,661
    )
    
    
    
    
    
    
    
    
    
    
    (284,661
    )Treasury share purchases
    
    
    (2,141
    )
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    (126,112
    )
    
    
    
    
    
    
    (126,112
    )Options exercised and stock awards granted
    
    
    733
    
    
    
    
    
    
    
    
    
    
    
    
    (64
    )
    
    
    
    
    
    
    33,830
    
    
    
    
    
    
    
    33,766Tax benefit related to stock options exercised
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    1,011
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    1,011Conversion of Class B Common Stock
    
    
    29,615
    
    
    
    
    744
    
    
    
    (744
    )
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    ESOP tax benefit
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    2,042
    
    
    
    
    
    
    
    
    
    
    
    2,042Share-based payments (Notes 2 and 12)
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    54,895
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    54,895BALANCE DECEMBER 31, 2006
    
    
    217,806
    
    
    
    $
    14,018
    
    
    
    1,478
    
    
    
    93,602
    
    
    
    2,949,705
    
    
    
    (606,045
    )
    
    
    (64,666
    )
    
    
    2,388,092
  40




---



##### 



41




---



##### 



Before
    
    
    
    
    
    
    AfterApplication
    
    
    Adjustments
    
    
    ApplicationDeferred charges and other assets
    
    $
    279,991
    
    
    
    (85,609
    )
    
    
    194,382Accrued expenses
    
    
    413,160
    
    
    
    782
    
    
    
    413,942Other noncurrent liabilities
    
    
    222,283
    
    
    
    24,094
    
    
    
    246,377Accumulated other comprehensive (loss)
    
    
    45,819
    
    
    
    (110,485
    )
    
    
    (64,666
    )
 
   42




---



##### 



2005
    
    
    
    2004Net earnings as reported
    
    
    $
    517,252
    
    
    
    
    492,954Add: stock-based compensation expense included
in earnings, net of tax
    
    
    
    17,345
    
    
    
    
    13,831Deduct: total stock-based compensation expense determined
under fair value method for all awards, net of tax
    
    
    
    34,689
    
    
    
    
    27,400Pro forma net earnings
    
    
    $
    499,908
    
    
    
    
    479,385Pro forma basic and diluted earnings per share:As reported  basic
    
    
    $
    1.84
    
    
    
    
    1.76As reported  diluted
    
    
    $
    1.83
    
    
    
    
    1.75Pro forma  basic
    
    
    $
    1.78
    
    
    
    
    1.71Pro forma  diluted
    
    
    $
    1.77
    
    
    
    
    1.70
 
   43




---



##### 



(A)
  
  The adoption of SFAS No. 158 changed the presentation of pension
balances at December 31, 2006, as disclosed in Pension and Other
Post-retirement Plan Benefits.
 2006
    
    
    
    2005
    
    
    2004Net earnings
    
    
    $
    529,377
    
    
    
    
    517,252
    
    
    
    492,954Basic shares outstanding
    
    
    
    277,556
    
    
    
    
    280,964
    
    
    
    280,796Effect of dilutive securities
    
    
    
    843
    
    
    
    
    1,320
    
    
    
    1,045Dilutive Common Stock
    
    
    
    278,399
    
    
    
    
    282,284
    
    
    
    281,841Net earnings per share:Basic
    
    
    $
    1.91
    
    
    
    
    1.84
    
    
    
    1.76Diluted
    
    
    $
    1.90
    
    
    
    
    1.83
    
    
    
    1.75
   44




---



##### 



December 31, 2006

    
    
    
    December 31, 2005Gross Carrying
    
    
    
    Gross CarryingAmount
    
    
    
    AmountNorth America
    
    
    $
    853,660
    
    
    
    
    844,189EMEAI
    
    
    
    230,645
    
    
    
    
    210,581Asia
    
    
    
    63,298
    
    
    
    
    39,449Total
    
    
    $
    1,147,603
    
    
    
    
    1,094,219
   December 31, 2006
    
    
    
    December 31, 2005Gross Carrying
    
    
    
    Gross CarryingAmount
    
    
    
    AmountIntangible assets with
indefinite lives:Brands
    
    
    $
    391,523
    
    
    
    
    388,480Intangible assets with
determinable lives:Trademarks
    
    
    
    18,778
    
    
    
    
    16,048Patents and licenses
    
    
    
    20,585
    
    
    
    
    18,652Customer relationships
    
    
    
    10,200
    
    
    
    
    10,20049,563
    
    
    
    
    44,900Accumulated amortization
    
    
    
    (25,216
    )
    
    
    
    (22,275
    )Total
    
    
    $
    415,870
    
    
    
    
    411,105
 For The Years Ending2007
    
    $
    3,3982008
    
    
    3,3702009
    
    
    2,9652010
    
    
    2,6962011
    
    
    2,440
   45




---



##### 



For The Years Ending2007
    
    $
    35,9202008
    
    
    27,1502009
    
    
    20,3272010
    
    
    15,9272011
    
    
    13,925Thereafter
    
    
    27,771Total
    
    $
    141,020
 
   46




---



##### 



Inventory
    
    $
    47,365Net property, plant and equipment
    
    
    86,904Other noncurrent assets
    
    
    45,808Intangibles
    
    
    367,695Total assets acquired
    
    
    547,772Accrued liabilities
    
    
    23,606Net assets acquired
    
    $
    524,166
   47




---



##### 



2005
    
    
    2004Net sales
    
    $
    4,372,864
    
    
    
    4,156,791Net earnings
    
    $
    519,217
    
    
    
    495,773Net earnings per share:Basic
    
    $
    1.85
    
    
    
    1.77Diluted
    
    $
    1.84
    
    
    
    1.76
 Employee
    
    
    Accelerated
    
    
    Closure
    
    
    OtherSeparation
    
    
    Depreciation
    
    
    Costs
    
    
    Costs
    
    
    TotalEstimated restructuring charge
    
    $
    39,500
    
    
    
    29,330
    
    
    
    23,200
    
    
    
    3,870
    
    
    
    95,900Accrued Balance at December 31, 2004
    
    $
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    Charge to expense
    
    
    29,664
    
    
    
    9,954
    
    
    
    6
    
    
    
    599
    
    
    
    40,223Cash payments
    
    
    (1,064
    )
    
    
    
    
    
    
    (6
    )
    
    
    
    
    
    
    (1,070
    )Noncash utilization (B)
    
    
    (22,051
    )
    
    
    (9,954
    )
    
    
    
    
    
    
    
    
    
    
    (32,005
    )Accrued balance at December 31, 2005
    
    $
    6,549
    
    
    
    
    
    
    
    
    
    
    
    599
    
    
    
    7,148Charge to expense
    
    
    8,353
    
    
    
    19,376
    
    
    
    14,656
    
    
    
    2,689
    
    
    
    45,074Cash payments
    
    
    (4,944
    )
    
    
    
    
    
    
    (14,505
    )
    
    
    (3,288
    )
    
    
    (22,737
    )Noncash utilization
    
    
    
    
    
    
    (19,376
    )
    
    
    
    
    
    
    
    
    
    
    (19,376
    )Accrued balance at December 31, 2006
    
    $
    9,958
    
    
    
    
    
    
    
    151
    
    
    
    
    
    
    
    10,109Cumulative restructuring charge
    
    $
    38,017
    
    
    
    29,330
    
    
    
    14,662
    
    
    
    3,288
    
    
    
    85,297
 (B)
    
    Noncash employee separation relates to pension and post-retirement benefits.
   48




---



##### 



Weighted
    
    
    Weighted Average
    
    
    AggregateNumber of
    
    
    Average
    
    
    Remaining
    
    
    IntrinsicShares
    
    
    Exercise Price
    
    
    Contractual Life
    
    
    ValueOutstanding at December 31, 2005
    
    
    12,216
    
    
    $
    47.01Granted
    
    
    4,049
    
    
    
    47.69Exercised
    
    
    (611
    )
    
    
    43.64Forfeited and cancelled
    
    
    (422
    )
    
    
    50.10Outstanding at December 31, 2006
    
    
    15,232
    
    
    $
    47.24
    
    
    7.3 years
    
    $
    82,344Exercisable at December 31, 2006
    
    
    7,194
    
    
    $
    44.16
    
    
    5.8 years
    
    $
    57,223
 Number of Shares
    
    
    Weighted Average(Based on Target)
    
    
    Fair ValueOutstanding at December 31, 2005
    
    
    1,074
    
    
    $
    43.11Granted
    
    
    555
    
    
    
    43.42Vested and awarded
    
    
    (234
    )
    
    
    34.24Forfeited
    
    
    (69
    )
    
    
    44.61Outstanding at December 31, 2006
    
    
    1,326
    
    
    $
    44.68
  Weighted AverageNumber of Shares
    
    
    Fair ValueOutstanding at December 31, 2005
    
    
    37
    
    
    $
    53.98Granted
    
    
    51
    
    
    
    47.01Vested
    
    
    (4
    )
    
    
    54.01Forfeited
    
    
    (3
    )
    
    
    45.99Outstanding at December 31, 2006
    
    
    81
    
    
    $
    49.89
  Weighted Average Fair Value2006
    
    
    
    2005
    
    
    2004Stock options
    
    
    $
    8.36
    
    
    
    
    12.02
    
    
    
    11.94Long-term stock grants
    
    
    
    43.42
    
    
    
    
    44.52
    
    
    
    46.70Restricted stock
    
    
    
    47.01
    
    
    
    
    53.98
    
    
    
    
   49




---



##### 



Interest Rate
    
    Dividend Yield
    
    Expected Volatility
    
    Expected Life2006
    
    
    4.96
    %
    
    
    2.20
    %
    
    
    13.5
    %
    
    6 years2005
    
    
    3.88
    %
    
    
    1.62
    %
    
    
    18.5
    %
    
    6 years2004
    
    
    4.33
    %
    
    
    1.34
    %
    
    
    20.0
    %
    
    6 years
       2006
    
    
    
    2005
    
    
    2004Domestic
    
    
    $
    90,835
    
    
    
    
    140,762
    
    
    
    193,017Foreign
    
    
    
    678,212
    
    
    
    
    613,898
    
    
    
    527,479$
    769,047
    
    
    
    
    754,660
    
    
    
    720,496
 2006
    
    
    
    2005
    
    
    2004Provision at U.S. federal statutory rate
    
    
    $
    269,166
    
    
    
    
    264,131
    
    
    
    252,173State taxes  net
    
    
    
    2,272
    
    
    
    
    4,134
    
    
    
    3,844Foreign tax rates
    
    
    
    (51,893
    )
    
    
    
    (35,767
    )
    
    
    (25,149
    )Tax credits
    
    
    
    (6,090
    )
    
    
    
    (4,646
    )
    
    
    (2,851
    )Other  net
    
    
    
    26,215
    
    
    
    
    9,556
    
    
    
    (475
    )$
    239,670
    
    
    
    
    237,408
    
    
    
    227,542
   Current
    
    
    Deferred
    
    
    Total2006Federal
    
    
    $
    14,871
    
    
    
    5,305
    
    
    
    20,176Foreign
    
    
    
    217,650
    
    
    
    (4,927
    )
    
    
    212,723State
    
    
    
    6,630
    
    
    
    141
    
    
    
    6,771$
    239,151
    
    
    
    519
    
    
    
    239,6702005Federal
    
    
    $
    16,469
    
    
    
    7,570
    
    
    
    24,039Foreign
    
    
    
    207,451
    
    
    
    (1,275
    )
    
    
    206,176State
    
    
    
    7,392
    
    
    
    (199
    )
    
    
    7,193$
    231,312
    
    
    
    6,096
    
    
    
    237,4082004Federal
    
    
    $
    45,476
    
    
    
    (3,228
    )
    
    
    42,248Foreign
    
    
    
    182,157
    
    
    
    (3,277
    )
    
    
    178,880State
    
    
    
    6,213
    
    
    
    201
    
    
    
    6,414$
    233,846
    
    
    
    (6,304
    )
    
    
    227,542
   50




---



##### 



2006
    
    
    
    2005Accrued compensation, pension and
post-retirement benefits
    
    
    $
    121,438
    
    
    
    
    32,338Depreciation
    
    
    
    (24,625
    )
    
    
    
    (29,659
    )Goodwill and intangibles
    
    
    
    (46,586
    )
    
    
    
    (19,091
    )Accrued liabilities and other items  net
    
    
    
    12,701
    
    
    
    
    15,307Net deferred tax asset (liability)
    
    
    $
    62,928
    
    
    
    
    (1,105
    )
   2006
    
    
    
    2005Deferred Tax AssetCurrent
    
    
    $
    40,661
    
    
    
    
    37,714Noncurrent
    
    
    
    36,480
    
    
    
    
    16,148Deferred Tax LiabilityCurrent
    
    
    
    (1,511
    )
    
    
    
    (9,111
    )Noncurrent
    
    
    
    (12,702
    )
    
    
    
    (45,856
    )Net deferred tax asset (liability)
    
    
    $
    62,928
    
    
    
    
    (1,105
    )
 Accumulated Other
    
    
    ComprehensiveComprehensive (Loss
    )
    
    IncomeBalance December 31, 2003
    
    $
    (35,133
    )Net earnings
    
    
    
    
    
    $
    492,954Foreign currency translation adjustments,
net of $1,624 tax benefit
    
    
    87,628
    
    
    
    87,628Unrealized holding gain on marketable equity
securities, net of $278 tax expense
    
    
    518
    
    
    
    518Gain on derivative contracts,
net of $1,229 tax expense
    
    
    2,660
    
    
    
    2,660Comprehensive income
    
    
    
    
    
    $
    583,760Balance December 31, 2004
    
    $
    55,673Net earnings
    
    
    
    
    
    $
    517,252Foreign currency translation adjustments,
net of $1,767 tax expense
    
    
    (72,569
    )
    
    
    (72,569
    )Unrealized holding loss on marketable equity
securities, net of $565 tax benefit
    
    
    (1,051
    )
    
    
    (1,051
    )Realized gain on donation of marketable equity
securities, net of $4,807 tax benefit
    
    
    (8,928
    )
    
    
    (8,928
    )Loss on derivative contracts,
net of $528 tax benefit
    
    
    (1,143
    )
    
    
    (1,143
    )Comprehensive income
    
    
    
    
    
    $
    433,561Balance December 31, 2005
    
    $
    (28,018
    )Net earnings
    
    
    
    
    
    $
    529,377Foreign currency translation adjustments,
net of $49 tax expense
    
    
    77,596
    
    
    
    77,596Loss on derivative contracts,
net of $1,699 tax benefit
    
    
    (3,759
    )
    
    
    (3,759
    )Adjustment to initially apply SFAS No. 158,
net of $55,184 tax benefit (Notes 2 and 15)
    
    
    (110,485
    )Comprehensive income
    
    
    
    
    
    $
    603,214Balance December 31, 2006
    
    $
    (64,666
    )
   51




---



##### 



2006
    
    
    
    2005Foreign currency translation adjustment
    
    
    $
    49,963
    
    
    
    
    (27,633
    )Loss on derivative contracts
    
    
    
    (4,144
    )
    
    
    
    (385
    )Unrecognized pension and post-retirement losses
    
    
    
    (110,485
    )
    
    
    
    $
    (64,666
    )
    
    
    
    (28,018
    )
 Pension
    
    
    
    Post-retirement
    
    
    
    Total2006
    
    
    
    2005
    
    
    
    2006
    
    
    
    2005
    
    
    
    2006
    
    
    
    2005Noncurrent assets
    
    
    $
    4,300
    
    
    
    
    107,300
    
    
    
    
    700
    
    
    
    
    
    
    
    
    
    5,000
    
    
    
    
    107,300Current liabilities
    
    
    
    (400
    )
    
    
    
    
    
    
    
    
    (400
    )
    
    
    
    
    
    
    
    
    (800
    )
    
    
    
    Noncurrent liabilities
    
    
    
    (60,200
    )
    
    
    
    (8,100
    )
    
    
    
    (29,300
    )
    
    
    
    (10,500
    )
    
    
    
    (89,500
    )
    
    
    
    (18,600
    )$
    (56,300
    )
    
    
    
    99,200
    
    
    
    
    (29,000
    )
    
    
    
    (10,500
    )
    
    
    
    (85,300
    )
    
    
    
    88,700
   Pension
    
    
    Post-retirement
    
    
    TotalNet actuarial loss
    
    $
    (95,678
    )
    
    
    (12,788
    )
    
    
    (108,466
    )Prior service cost
    
    
    (4,240
    )
    
    
    1,018
    
    
    
    (3,222
    )Transition asset
    
    
    1,203
    
    
    
    
    
    
    
    1,203$
    (98,715
    )
    
    
    (11,770
    )
    
    
    (110,485
    )
   52




---



##### 



U.S. PLANS
    
    
    
    NON-U.S. PLANS2006
    
    
    
    2005
    
    
    
    2006
    
    
    
    2005Change in Benefit ObligationBenefit obligation at
beginning of year
    
    
    $
    466,700
    
    
    
    
    419,500
    
    
    
    $
    238,300
    
    
    
    
    223,100Service cost
    
    
    
    16,100
    
    
    
    
    13,900
    
    
    
    
    13,200
    
    
    
    
    10,800Interest cost
    
    
    
    26,200
    
    
    
    
    24,400
    
    
    
    
    12,700
    
    
    
    
    12,000Plan participants contributions
    
    
    
    
    
    
    
    
    
    
    
    
    
    500
    
    
    
    
    500Actuarial loss (gain)
    
    
    
    (22,300
    )
    
    
    
    32,400
    
    
    
    
    20,500
    
    
    
    
    20,800Foreign currency exchange
    
    
    
    
    
    
    
    
    
    
    
    
    
    27,200
    
    
    
    
    (21,100
    )Curtailment
    
    
    
    
    
    
    
    
    (15,800
    )
    
    
    
    
    
    
    
    
    Early retirement programs
    
    
    
    
    
    
    
    
    10,100
    
    
    
    
    
    
    
    
    
    Other
    
    
    
    
    
    
    
    
    
    
    
    
    
    400
    
    
    
    
    (200
    )Benefits paid
    
    
    
    (20,900
    )
    
    
    
    (17,800
    )
    
    
    
    (11,500
    )
    
    
    
    (7,600
    )Benefit obligation at end of year
    
    
    $
    465,800
    
    
    
    
    466,700
    
    
    
    $
    301,300
    
    
    
    
    238,300Change in Plan AssetsFair value at beginning of year
    
    
    
    402,000
    
    
    
    
    359,500
    
    
    
    
    226,800
    
    
    
    
    174,200Actual return on plan assets
    
    
    
    50,400
    
    
    
    
    24,900
    
    
    
    
    21,400
    
    
    
    
    27,100Plan participants contributions
    
    
    
    
    
    
    
    
    
    
    
    
    
    500
    
    
    
    
    500Foreign currency exchange
    
    
    
    
    
    
    
    
    
    
    
    
    
    25,800
    
    
    
    
    (17,400
    )Employer contribution
    
    
    
    400
    
    
    
    
    35,400
    
    
    
    
    16,200
    
    
    
    
    49,700Other
    
    
    
    
    
    
    
    
    
    
    
    
    
    (300
    )
    
    
    
    (400
    )Benefits paid
    
    
    
    (20,900
    )
    
    
    
    (17,800
    )
    
    
    
    (11,500
    )
    
    
    
    (6,900
    )Fair value at end of year
    
    
    $
    431,900
    
    
    
    
    402,000
    
    
    
    $
    278,900
    
    
    
    
    226,800Funded status at end of year
    
    
    $
    (33,900
    )
    
    
    
    (64,700
    )
    
    
    $
    (22,400
    )
    
    
    
    (11,500
    )
 
   53




---



##### 



Asset Category
    
    
    Percentage of Plan Assets
    
    
    Target Allocation2006
    
    
    
    2005
    
    
    2007Equity securities
    
    
    
    65
    %
    
    
    
    60
    %
    
    
    55-65
    %Fixed income securities
    
    
    
    31
    %
    
    
    
    36
    %
    
    
    35-45
    %Real estate securities
    
    
    
    4
    %
    
    
    
    4
    %
    
    
    0-10
    %Total
    
    
    
    100
    %
    
    
    
    100
    %
    
    
    100
    %
  Asset Category
    
    
    Percentage of Plan Assets
    
    
    Target Allocation2006
    
    
    
    2005
    
    
    2007Equity securities
    
    
    
    48
    %
    
    
    
    48
    %
    
    
    50-65
    %Fixed income securities
    
    
    
    34
    %
    
    
    
    34
    %
    
    
    20-30
    %Real estate securities
    
    
    
    3
    %
    
    
    
    3
    %
    
    
    5-10
    %Other
    
    
    
    15
    %
    
    
    
    15
    %
    
    
    10-20
    %Total
    
    
    
    100
    %
    
    
    
    100
    %
    
    
    100
    %
  U.S. PLANS
    
    
    
    NON-U.S. PLANS2006
    
    
    
    2005
    
    
    2004
    
    
    
    2006
    
    
    
    2005
    
    
    2004Service cost
    
    
    $
    16,100
    
    
    
    
    13,900
    
    
    
    12,000
    
    
    
    $
    13,200
    
    
    
    
    10,800
    
    
    
    8,700Interest cost
    
    
    
    26,200
    
    
    
    
    24,400
    
    
    
    23,100
    
    
    
    
    12,700
    
    
    
    
    12,000
    
    
    
    10,200Expected return on plan assets
    
    
    
    (32,400
    )
    
    
    
    (29,800
    )
    
    
    (27,000
    )
    
    
    
    (16,100
    )
    
    
    
    (11,900
    )
    
    
    (10,400
    )Amortization of unrecognized
transition assets
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    (300
    )
    
    
    
    (300
    )
    
    
    (300
    )Prior service costs recognized
    
    
    
    2,000
    
    
    
    
    2,100
    
    
    
    2,100
    
    
    
    
    200
    
    
    
    
    200
    
    
    
    200Recognized net actuarial loss
    
    
    
    5,600
    
    
    
    
    4,200
    
    
    
    2,600
    
    
    
    
    2,500
    
    
    
    
    2,400
    
    
    
    1,700Early retirement program
    
    
    
    
    
    
    
    
    10,100
    
    
    
    6,800
    
    
    
    
    
    
    
    
    
    
    
    
    
    Curtailment charge
    
    
    
    
    
    
    
    
    400
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    Other pension plans
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    
    1,800
    
    
    
    
    1,900
    
    
    
    2,000Net periodic benefit cost
    
    
    $
    17,500
    
    
    
    
    25,300
    
    
    
    19,600
    
    
    
    $
    14,000
    
    
    
    
    15,100
    
    
    
    12,100
 U.S. PLANS
    
    
    
    NON-U.S. PLANS2006
    
    
    
    2005
    
    
    
    2006
    
    
    
    2005Discount rates
    
    
    
    5.75
    %
    
    
    
    5.50
    %
    
    
    
    3.75-5.40
    %
    
    
    
    4.25-5.25
    %Rates of increase
in compensation
levels
    
    
    
    4.25
    %
    
    
    
    4.25
    %
    
    
    
    3.00-4.25
    %
    
    
    
    3.00-4.25
    %
  U.S. PLANS
    
    
    
    NON-U.S. PLANS2006
    
    
    
    2005
    
    
    2004
    
    
    
    2006
    
    
    
    2005
    
    
    2004Discount rates
    
    
    
    5.50
    %
    
    
    
    5.75
    %
    
    
    6.25
    %
    
    
    
    4.25-5.40
    %
    
    
    
    4.25-6.25
    %
    
    
    5.00-6.50
    %Long-term rates of
return on plan
assets
    
    
    
    8.25
    %
    
    
    
    8.50
    %
    
    
    8.75
    %
    
    
    
    4.25-7.00
    %
    
    
    
    5.25-7.50
    %
    
    
    5.50-7.50
    %Rates of increase in
compensation levels
    
    
    
    4.25
    %
    
    
    
    4.25
    %
    
    
    4.25
    %
    
    
    
    3.00-4.25
    %
    
    
    
    3.00-4.25
    %
    
    
    3.00-4.50
    %
  For The Years Ending
    
    U.S. PLANS
    
    
    NON-U.S. PLANS2007
    
    $
    23,000
    
    
    $
    7,8002008
    
    
    23,300
    
    
    
    8,0002009
    
    
    23,500
    
    
    
    7,7002010
    
    
    23,800
    
    
    
    8,8002011
    
    
    24,300
    
    
    
    9,0002012-2016
    
    
    137,200
    
    
    
    51,400
   54




---



##### 



2006
    
    
    
    2005Change in Benefit ObligationBenefit obligation at
beginning of year
    
    
    $
    71,500
    
    
    
    
    54,000Service cost
    
    
    
    2,500
    
    
    
    
    2,000Interest cost
    
    
    
    3,700
    
    
    
    
    3,100Actuarial loss (gain)
    
    
    
    (4,800
    )
    
    
    
    3,300Benefits paid
    
    
    
    (3,300
    )
    
    
    
    (2,800
    )Curtailment
    
    
    
    
    
    
    
    
    11,400Special termination benefits
    
    
    
    
    
    
    
    
    500Benefit obligation at end of year
    
    
    $
    69,600
    
    
    
    
    71,500Change in Plan AssetsFair value at beginning of year
    
    
    $
    35,500
    
    
    
    
    27,800Actual return on plan assets
    
    
    
    5,100
    
    
    
    
    700Employer contribution
    
    
    
    3,300
    
    
    
    
    9,800Benefits paid
    
    
    
    (3,300
    )
    
    
    
    (2,800
    )Fair value at end of year
    
    
    $
    40,600
    
    
    
    
    35,500Funded status at end of year
    
    
    $
    (29,000
    )
    
    
    
    (36,000
    )
    Asset Category
    
    
    Percentage of Plan Assets
    
    
    Target Allocation2006
    
    
    
    2005
    
    
    2007Equity securities
    
    
    
    86
    %
    
    
    
    91
    %
    
    
    85-95
    %Fixed income securities
    
    
    
    14
    %
    
    
    
    9
    %
    
    
    5-15
    %Total
    
    
    
    100
    %
    
    
    
    100
    %
    
    
    100
    %
 2006
    
    
    
    2005
    
    
    2004Service cost
    
    
    $
    2,500
    
    
    
    
    2,000
    
    
    
    1,900Interest cost
    
    
    
    3,700
    
    
    
    
    3,100
    
    
    
    2,800Expected return on plan
assets
    
    
    
    (2,800
    )
    
    
    
    (2,300
    )
    
    
    (1,900
    )Recognized net actuarial loss
    
    
    
    900
    
    
    
    
    1,100
    
    
    
    800Special termination
    
    
    
    
    
    
    
    
    500
    
    
    
    200Curtailment charge
    
    
    
    
    
    
    
    
    11,000
    
    
    
    Prior service cost
    
    
    
    (200
    )
    
    
    
    (300
    )
    
    
    (100
    )Net periodic benefit cost
    
    
    $
    4,100
    
    
    
    
    15,100
    
    
    
    3,700
   2006
    
    
    
    2005
    
    
    2004Discount rate
    
    
    
    5.50
    %
    
    
    
    5.75
    %
    
    
    6.25
    %Long-term rates of
return on plan
assets
    
    
    
    8.25
    %
    
    
    
    8.50
    %
    
    
    8.75
    %
     1% Increase
    
    
    1% DecreaseEffect on post-retirement benefit obligation
    
    $
    5,500
    
    
    $
    (4,800
    )Effect on total of service and interest cost components
    
    $
    700
    
    
    $
    (600
    )
   55




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##### 



For The Years Ending2007
    
    $
    4,8002008
    
    
    5,1002009
    
    
    5,5002010
    
    
    5,6002011
    
    
    5,8002012-2016
    
    
    29,500
 
    
    North America  These operations manufacture and market gum and other confectionery products in
the U.S. and Canada.
    
    EMEAI These operations manufacture and market gum and other confectionery products principally
in Europe as well as in the Middle East, Africa and India.
    
    Asia  These operations manufacture and market gum and other confectionery products in a number
of Asian geographies, including China, Taiwan and the Philippines.
    
    Other Geographic Regions  These operations manufacture and market gum and other confectionery
products in the Pacific and Latin American regions.
  Net Sales
    
    
    2006
    
    
    
    2005
    
    
    2004North America
    
    
    $
    1,752,289
    
    
    
    
    1,535,020
    
    
    
    1,279,667EMEAI
    
    
    
    2,070,366
    
    
    
    
    1,894,364
    
    
    
    1,761,866Asia
    
    
    
    622,853
    
    
    
    
    506,171
    
    
    
    401,649Other Geographic
Regions
    
    
    
    180,153
    
    
    
    
    163,556
    
    
    
    155,430All Other
    
    
    
    60,350
    
    
    
    
    60,195
    
    
    
    49,980Total Net Sales
    
    
    $
    4,686,011
    
    
    
    
    4,159,306
    
    
    
    3,648,592
   56




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##### 



Earnings Before Income Taxes
    
    
    2006
    
    
    
    2005
    
    
    2004North America
    
    
    $
    346,803
    
    
    
    
    377,842
    
    
    
    342,097EMEAI
    
    
    
    568,937
    
    
    
    
    488,740
    
    
    
    440,447Asia
    
    
    
    159,434
    
    
    
    
    129,111
    
    
    
    98,666Other Geographic Regions
    
    
    
    23,623
    
    
    
    
    19,025
    
    
    
    29,610All Other
    
    
    
    (277,324
    )
    
    
    
    (238,382
    )
    
    
    (190,601
    )Operating income
    
    
    
    821,473
    
    
    
    
    776,336
    
    
    
    720,219Interest expense
    
    
    
    (61,820
    )
    
    
    
    (31,648
    )
    
    
    (3,879
    )Investment income
    
    
    
    8,029
    
    
    
    
    15,713
    
    
    
    11,872Other income (expense), net
    
    
    
    1,365
    
    
    
    
    (5,741
    )
    
    
    (7,716
    )Earnings before income taxes
    
    
    $
    769,047
    
    
    
    
    754,660
    
    
    
    720,496
  Assets
    
    
    2006
    
    
    
    2005
    
    
    2004North America
    
    
    $
    2,430,841
    
    
    
    
    2,456,829
    
    
    
    1,129,278EMEAI
    
    
    
    1,410,795
    
    
    
    
    1,230,381
    
    
    
    1,353,418Asia
    
    
    
    295,658
    
    
    
    
    280,575
    
    
    
    258,999Other Geographic Regions
    
    
    
    149,241
    
    
    
    
    126,037
    
    
    
    96,664All Other
    
    
    
    166,330
    
    
    
    
    118,242
    
    
    
    136,007Assets used in
operating activities
    
    
    
    4,452,865
    
    
    
    
    4,212,064
    
    
    
    2,974,366Corporate
    
    
    
    208,733
    
    
    
    
    182,289
    
    
    
    192,337Total assets
    
    
    $
    4,661,598
    
    
    
    
    4,394,353
    
    
    
    3,166,703
 Depreciation andAmortization Expense
    
    
    2006
    
    
    
    2005
    
    
    2004North America
    
    
    $
    69,671
    
    
    
    
    54,458
    
    
    
    36,128EMEAI
    
    
    
    71,415
    
    
    
    
    67,646
    
    
    
    61,620Asia
    
    
    
    16,845
    
    
    
    
    15,818
    
    
    
    12,748Other Geographic Regions
    
    
    
    7,748
    
    
    
    
    6,458
    
    
    
    3,844All Other
    
    
    
    8,071
    
    
    
    
    6,990
    
    
    
    5,894Depreciation and amortization
expense related to operating activities
    
    
    
    173,750
    
    
    
    
    151,370
    
    
    
    120,234Corporate
    
    
    
    26,363
    
    
    
    
    23,915
    
    
    
    21,617Total depreciation and
amortization expense
    
    
    $
    200,113
    
    
    
    
    175,285
    
    
    
    141,851
  Capital Expenditures
    
    
    2006
    
    
    
    2005
    
    
    2004North America
    
    
    $
    104,507
    
    
    
    
    93,527
    
    
    
    73,451EMEAI
    
    
    
    83,618
    
    
    
    
    70,033
    
    
    
    59,827Asia
    
    
    
    22,143
    
    
    
    
    21,982
    
    
    
    8,047Other Geographic Regions
    
    
    
    15,446
    
    
    
    
    29,672
    
    
    
    15,586All Other
    
    
    
    34,144
    
    
    
    
    13,194
    
    
    
    5,020Capital expenditures for
operating activities
    
    
    
    259,858
    
    
    
    
    228,408
    
    
    
    161,931Corporate
    
    
    
    69,503
    
    
    
    
    55,304
    
    
    
    61,757Gross capital expenditures
    
    
    
    329,361
    
    
    
    
    283,712
    
    
    
    223,688Intersegment asset
transfers
    
    
    
    (1,603
    )
    
    
    
    (1,943
    )
    
    
    (3,366
    )Net capital expenditures
    
    
    $
    327,758
    
    
    
    
    281,769
    
    
    
    220,322
   57




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58




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59




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##### 



Wrigley Manufacturing Company, LLC
 
 Four-Ten Corporation#   Wrigley Sales Company   L.A. Dreyfus Company*#   Northwestern Flavors, LLC*
  The Wrigley Company Pty. Limited*   Wrigley Austria Ges.m.b.H.   UAB Wrigley Baltics   Wrigley Bulgaria EOOD
 Wrigley Canada*   Wrigley Confectionary
(China) Ltd.*    Wrigley Confectionary (Shanghai)
Company Ltd.*    Wuzhou Cafosa Gum Ltd.*#    Wrigley Croatia d.o.o.   The Wrigley Company Limited*   Wrigley France S.N.C.*   Wrigley S.A.S.   Wrigley G.m.b.H.
 The Wrigley Company
(H.K.) Limited   Wrigley Hungaria, Kft.   Wrigley India Private Limited    Wrigley Israel Ltd.   Wrigley Italia, Srl.   PT Wrigley Indonesia   Wrigley & Company Ltd., Japan   The Wrigley Company
(East Africa) Limited*   The Wrigley Company
(Malaysia) Sdn.Bhd.
 Wrigley Mexico S. de R.L.
de CV (Mexico)*   The Wrigley Company
(N.Z.) Limited   Wrigley s.r.o.   Wrigley Scandinavia AS   The Wrigley Company
(P.N.G.) Ltd.   Wrigley Philippines, Inc.*   Wrigley Poland Sp. zo.o.*   Wrigley Romania Produse
Zaharoase SRL   OOO Wrigley
 Wrigley d.o.o.Beograd   Wrigley Slovakia s.r.o.   Wrigley d.o.o.   The Wrigley Company
South Africa (Pty) Limited   Cafosa Gum, SA*   Wrigley Co., S.A.U.   Wrigley Scandinavia AB   Wrigley Taiwan Limited*   Wrigley Middle East, FZCO   Wrigley Ukraine, TzoV
   60




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#####