H E R B A L I F E L T D .

F O R M 1 0 - K














UNITED STATES SECURITIES AND EXCHANGE COMMISSION
Washington, D.C. 20549




Form 10-K




FOR ANNUAL AND TRANSITION REPORTS
PURSUANT TO SECTIONS 13 OR 15(d) OF THE
SECURITIES EXCHANGE ACT OF 1934


Commission file number: 1-32381




HERBALIFE LTD.
(Exact Name of Registrant as Specified in Its Charter)


(213) 745-0500
(Registrant’s telephone number, including area code)

Securities registered pursuant to Section 12(b) of the Act:


Securities registered pursuant to Section 12(g) of the Act:
None

Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes
No

Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act. Yes
No

Indicate by check mark whether the registrant: (1) has filed all reports required to be filed by Section 13 or 15(d) of the
Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file
such reports), and (2) has been subject to such filing requirements for the past 90 days. Yes No

Indicate by check mark whether the registrant has submitted electronically and posted on its corporate Web site, if any, every
Interactive Data File required to be submitted and posted pursuant to Rule 405 of Regulation S-T (§ 232.405 of this chapter)
during the preceding 12 months (or for such shorter period that the registrant was required to submit and post such files). Yes
No

Indicate by check mark if disclosure of delinquent filers pursuant to Item 405 of Regulation S-K (§ 229,405 of this chapter) is
not contained herein, and will not be contained, to the best of registrant’s knowledge, in definitive proxy or information statements
incorporated by reference in Part III of this Form 10-K or any amendment to this Form 10-K.

Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, or a
smaller reporting company. See the definitions of “large accelerated filer,” “accelerated filer” and “smaller reporting company” in
Rule 12b-2 of the Exchange Act. (Check one):

(Do not check if a smaller reporting company)


(Mark One)


ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES
EXCHANGE ACT OF 1934

For the fiscal year ended December 31, 2010


TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE
SECURITIES EXCHANGE ACT OF 1934

For the transition period from to

Cayman Islands 98-0377871
(State or Other Jurisdiction of
Incorporation or Organization)
(I.R.S. Employer
Identification No.)

P.O. Box 309GT
Ugland House, South Church Street
Grand Cayman, Cayman Islands
(Zip Code)
(Address of Principal Executive Offices)


Title of Each Class Name of Each Exchange on Which Registered

Common Shares, par value $0.002 per share New York Stock Exchange
Large accelerated filer Accelerated filer Non-accelerated filer Smaller reporting company
Indicate by check mark whether registrant is a shell company (as defined in Rule 12b-2 of the Exchange Act). Yes
No

There were 59,051,900 common shares outstanding as of February 17, 2011. The aggregate market value of the Registrant’s
common shares held by non-affiliates was approximately $2,101 million as of June 30, 2010, based upon the last reported sales
price on the New York Stock Exchange on that date of $46.05.

DOCUMENTS INCORPORATED BY REFERENCE

Portions of the registrant’s Definitive Proxy Statement to be filed with the Securities and Exchange Commission no later than
120 days after the end of the Registrant’s fiscal year ended December 31, 2010, are incorporated by reference in Part III of this
Annual Report on Form 10-K.



TABLE OF CONTENTS


2

Page

PART I
Item 1. Business 4
Item 1a. Risk Factors 25
Item 1b. Unresolved Staff Comments 42
Item 2. Properties 42
Item 3. Legal Proceedings 42
Item 4. (Removed and Reserved) 43

PART II

Item 5.

Market for Registrant’s Common Equity, Related Stockholder Matters and Issuer Purchases Of
Equity Securities 44
Item 6. Selected Financial Data 48
Item 7. Management’s Discussion and Analysis of Financial Condition and Results of Operations 50
Item 7a. Quantitative and Qualitative Disclosures About Market Risk 79
Item 8. Financial Statements and Supplementary Data 84
Item 9. Changes In and Disagreements With Accountants On Accounting and Financial Disclosure 84
Item 9a. Controls and Procedures 84
Item 9b. Other Information 87

PART III
Item 10. Directors, Executive Officers and Corporate Governance 87
Item 11. Executive Compensation 87

Item 12.

Security Ownership of Certain Beneficial Owners and Management and Related Stockholder
Matters 87
Item 13. Certain Relationships and Related Transactions, and Director Independence 87
Item 14. Principal Accountant Fees and Services 87

PART IV
Item 15. Exhibits and Financial Statement Schedules 88
Signatures 131

FORWARD-LOOKING STATEMENTS

This document contains “forward-looking statements” within the meaning of Section 27A of the Securities Act of
1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended. All statements other than
statements of historical fact are “forward-looking statements” for purposes of federal and state securities laws,
including any projections of earnings, revenue or other financial items; any statements of the plans, strategies and
objectives of management for future operations; any statements concerning proposed new services or developments;
any statements regarding future economic conditions or performance; any statements of belief; and any statements of
assumptions underlying any of the foregoing. Forward-looking statements may include the words “may,” “will,”
“estimate,” “intend,” “continue,” “believe,” “expect” or “anticipate” and any other similar words.

Although we believe that the expectations reflected in any of our forward-looking statements are reasonable,
actual results could differ materially from those projected or assumed in any of our forward-looking statements. Our
future financial condition and results of operations, as well as any forward-looking statements, are subject to change
and to inherent risks and uncertainties, such as those disclosed or incorporated by reference in our filings with the
Securities and Exchange Commission. Important factors that could cause our actual results, performance and
achievements, or industry results to differ materially from estimates or projections contained in our forward-looking
statements include, among others, the following:


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• any collateral impact resulting from the ongoing worldwide financial “crisis,” including the availability of
liquidity to us, our customers and our suppliers or the willingness of our customers to purchase products in a
recessionary economic environment;

• our relationship with, and our ability to influence the actions of, our distributors;

• improper action by our employees or distributors in violation of applicable law;

• adverse publicity associated with our products or network marketing organization;

• changing consumer preferences and demands;

• our reliance upon, or the loss or departure of any member of, our senior management team which could
negatively impact our distributor relations and operating results;

• the competitive nature of our business;

• regulatory matters governing our products, including potential governmental or regulatory actions concerning
the safety or efficacy of our products and network marketing program, including the direct selling market in
which we operate;

• third party legal challenges to our network marketing program;

• risks associated with operating internationally and the effect of economic factors, including foreign exchange,
inflation, disruptions or conflicts with our third party importers, pricing and currency devaluation risks,
especially in countries such as Venezuela;

• uncertainties relating to the application of transfer pricing, duties, value added taxes, and other tax regulations,
and changes thereto;

• uncertainties relating to interpretation and enforcement of recently enacted legislation in China governing
direct selling;

• our inability to obtain the necessary licenses to expand our direct selling business in China;

• adverse changes in the Chinese economy, Chinese legal system or Chinese governmental policies;

• our dependence on increased penetration of existing markets;

• contractual limitations on our ability to expand our business;

• our reliance on our information technology infrastructure and outside manufacturers;



Additional factors that could cause actual results to differ materially from our forward-looking statements are
set forth in this Annual Report on Form 10-K, including under the heading “Risk Factors,” “Management’s
Discussion and Analysis of Financial Condition and Results of Operations” and in our Consolidated Financial
Statements and the related Notes.

Forward-looking statements in this Annual Report on Form 10-K speak only as of the date hereof, and forward-
looking statements in documents attached that are incorporated by reference speak only as of the date of those
documents. We do not undertake any obligation to update or release any revisions to any forward-looking statement
or to report any events or circumstances after the date hereof or to reflect the occurrence of unanticipated events,
except as required by law.

The Company

Unless otherwise noted, the terms “we,” “our,” “us,” “Company” and “Herbalife” refer to Herbalife Ltd. and its
subsidiaries. Herbalife is a holding company, with substantially all of its assets consisting of the capital stock of its
indirect, wholly-owned subsidiary, Herbalife International.

PART I


GENERAL

We are a global network marketing company that sells weight management, nutritional supplement, energy,
sports & fitness products and personal care products. We were founded in 1980 by Mark Hughes. We pursue our
mission of “changing people’s lives” by providing a financially rewarding business opportunity to distributors and
quality products to distributors and customers who seek a healthy lifestyle. We are one of the largest network
marketing companies in the world with net sales of approximately $2.7 billion for the fiscal year ended December 31,
2010. As of December 31, 2010, we sold our products in 74 countries through a network of approximately
2.1 million independent distributors. In China, in order to comply with local laws and regulations, we sell our
products through retail stores, sales representatives, sales employees and licensed business providers. Licensed
business providers are independent service providers that operate their own business under Chinese law as well as the
conditions set forth by us to sell products and provide services to our customers. We believe the quality of our
products and the effectiveness of our distribution network, coupled with geographic expansion, and actively engaged
distributors, have been the primary reasons for our success throughout our 31-year operating history.

We offer science-based products in four principal categories: weight management, targeted nutrition, energy,
sports & fitness and Outer Nutrition. Weight management, targeted nutrition, energy, sports & fitness and Outer
Nutrition accounted for 62.1%, 23.0%, 4.4% and 4.7% of our net sales in fiscal year 2010, respectively. The weight
management product portfolio includes meal replacement shakes, weight-loss enhancers, appetite suppressors and a
variety of healthy snacks. Our collection of targeted nutrition products includes dietary supplements which contain
vitamins, minerals and natural ingredients that support total well-being and long-term good health. The energy,
sports & fitness category includes energy and isotonic drinks to support a healthy active lifestyle. Our Outer
Nutrition products include skin cleansers, moisturizers and lotions with antioxidants, as well as anti-aging products.

4
• the sufficiency of trademarks and other intellectual property rights;

• product concentration;

• changes in tax laws, treaties or regulations, or their interpretation;

• taxation relating to our distributors;

• product liability claims; and

• whether we will purchase any of our shares in the open markets or otherwise.
Item 1. BUSINESS

We believe that the direct-selling channel is ideally suited to marketing our products because sales of weight
management, nutrition and personal care products are strengthened by ongoing personal contact and education
between retail consumers and their distributors. This personal contact may enhance consumers’ nutritional and health
education as well as motivate consumers to begin and maintain wellness and weight management programs. In
addition, many of our distributors use our products themselves, and can therefore provide first-hand testimonials of
the effectiveness of our products to consumers, which often serve as a powerful sales tool.

We are focused on building and maintaining our distributor network by offering financially rewarding and
flexible career opportunities through sales of quality, innovative and efficacious products to health conscious
consumers. We believe the income opportunity provided by our network marketing program appeals to a broad
cross-section of people throughout the world, particularly those seeking to supplement family income, start a home
business or pursue entrepreneurial, full or part-time, employment opportunities. Our distributors, who are
independent contractors, can profit from selling our products and can also earn royalties and bonuses on sales made
by the other distributors whom they recruit to join their sales organizations.

We enable distributors to maximize their potential by providing a broad array of motivational, educational and
support services. We motivate our distributors through our performance-based compensation plan, individual
recognition, reward programs and promotions, and participation in local, national and international Company-
sponsored sales events such as Extravaganzas. We are committed to providing professionally designed educational
training materials that our distributors can use to enhance recruitment and maximize their sales. We and our
distributor leadership conduct thousands of training sessions each year throughout the world to educate and motivate
our distributors. These training events teach our distributors not only how to develop invaluable business-building
and leadership skills, but also how to differentiate our products to consumers. Our corporate-sponsored training
events provide a forum for distributors, who otherwise operate independently, to share ideas with us and each other.
In addition, we operate an Internet-based Herbalife Broadcasting Network, which delivers worldwide, educational,
motivational and inspirational content, including addresses from our Chief Executive Officer, to our distributors. We
further aid our distributors by generating additional demand for our products through traditional marketing and
public relations activities, such as television ads, sporting event sponsorships and endorsements.

Our Competitive Strengths

We believe that our success stems from our ability to motivate our distributor network through our marketing
plan and provide distributors with a unique go to market strategy that supports sustainable daily consumption of our
innovative and efficacious products that appeal to consumer preferences for healthy lifestyles. We have been able to
achieve sustained and profitable growth by capitalizing on the following competitive strengths:

Distributor Base

As of December 31, 2010, we had approximately 2.1 million distributors, which includes approximately 161,000
China sales representatives and employees. Collectively, we refer to this group as “distributors.” Approximately
483,000 of our 2.1 million distributors have become sales leaders, which are comprised of approximately 434,000
sales leaders in the 73 countries where we use our traditional marketing plan and approximately 49,000 China sales
employees and licensed business providers operating under our China marketing plan. Collectively, we refer to this
group as “sales leaders.” We believe that the distributors who have not attained the sales leader level can be
segmented into three general categories based on their product order patterns: discount buyers, small retailers and
potential sales leaders. We define discount buyers as customers who have signed up as distributors to enjoy a
discount on their purchases; small retailers as product users and sales people who generate modest sales to friends
and family; and potential sales leaders as distributors who are proactively developing a business with the intention of
qualifying to become a sales leader. In 2010, excluding China, distributor orders for these three general categories
were approximately 29%, 57% and 14%, respectively. For the approximately 483,000 sales leaders in our
organization, the marketing plan encourages active participation in the business including building down-line sales
organizations of their own, which can serve to increase their income and increase our product sales. Sales leaders
contribute significantly to our sales.

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Product Portfolio

We are committed to building distributor, customer and brand loyalty by providing a diverse portfolio of health-
oriented and wellness products. The breadth of our product offerings enables our distributors to sell a comprehensive
package of products designed to simplify weight management and daily nutrition. We continue to introduce new
products annually and rigorously review, and if necessary, improve our product formulations, based upon
developments in nutrition science or changes in regulation. We believe that the longevity and variety in our product
portfolio significantly enhance our distributors’ abilities to build their businesses.

Nutrition Science-Based Product Development

We continue to emphasize and make investments in science-based product development in the fields of weight
management, nutrition supplement and personal care. We have a growing internal team of scientists dedicated to
continually evaluating opportunities to enhance our existing products and to develop new science-based products.
These product development efforts are reviewed by prominent doctors and world-renowned scientists who constitute
our Nutrition Advisory Board. In addition, we have provided donations to assist in the establishment of the Mark
Hughes Cellular and Molecular Lab at UCLA, or the UCLA Lab, and we continue to rely on their expertise. We
believe that the UCLA Lab provides opportunities for Herbalife to access cutting-edge science in botanical, herbal
and nutrition research. In 2007, Herbalife awarded a research grant to the National Center for Natural Products
Research at the University of Mississippi School of Pharmacy, or NCNPR. The grant will allow NCNPR scientists to
identify and study the biologically active chemicals found in botanicals, which may be used in the development of
future dietary supplements and skin care products for Herbalife.

Scalable Business Model

Our business model enables us to grow our business with only moderate investment in our infrastructure and
other fixed costs. With the exception of our China business, we require no Company-employed sales force to market
and sell our products. We incur no direct incremental cost to add a new distributor in our existing markets, and our
distributor compensation varies directly with sales. In addition, our distributors bear the majority of our consumer
marketing expenses, and sales leaders sponsor and coordinate a large share of distributor recruiting and training
initiatives. Furthermore, we can readily increase production and distribution of our products as a result of having our
own manufacturing facilities and our numerous third party manufacturing relationships as well as our global footprint
of in-house distribution centers.

Geographic Diversification

We have a proven ability to establish our network marketing organization in new markets. Since our founding
31 years ago, we have expanded our presence into 74 countries. While sales within our local markets may fluctuate
due to economic, market and regulatory conditions, competitive pressures, political and social instability or for
Company-specific reasons, we believe that our geographic diversity mitigates our financial exposure to any particular
market. We opened two new markets during 2010 and our strategic plan includes a goal of opening new markets
during 2011.

Our Business Strategy

We believe that our network marketing model is the most effective way to sell our products. Our objective is to
increase the recruitment, retention, retailing and productivity of our distributor base by pursuing the following
strategic initiatives:

Product Strategy

We are committed to providing our distributors with unique, innovative products to help them increase retail
sales and recruit new distributors. Our product development is focused on four principal categories: weight
management; targeted nutrition, including everyday wellness and healthy aging; energy, sports & fitness and Outer
Nutrition that capitalize on the mega trends of obesity and anti-aging. We will augment our product portfolio on an
on-going basis with additional science-based products and, as appropriate, will bundle products addressing similar

6

health concerns into packages and programs. We are establishing a core set of products that will be available in key
markets around the world. We are in the process of introducing new upgraded formulations of existing products to
continue to improve the efficacy and product differentiation of our product as compared to products that can be found
on the retail shelf. To better support distributors by providing alternative price points, we will expand our product
packaging to provide both individual serving sizes and larger sizes of our top selling products. Additionally, each
year we plan to have “mega launches” of products and/or programs, coupled with our major events, to generate
continued excitement among our distributors, to add to our core set of products and to support our distributor daily
methods of operation, or DMOs. These “mega launches” will generally target specific market segments deemed
strategic to us, such as the recent introduction of our COQ10/Omega 3 lines that support our focus on heart health.
To augment the personal testimonials of our distributors and to provide them with independent validation of our
product efficacy we successfully completed two sponsored clinical studies in 2008, one sponsored clinical study in
2009, and two sponsored clinical studies in 2010. In addition, we have up to four clinical studies that are planned for
2011.

Distributor Strategy

We continue to increase our investment in events and promotions, both in absolute dollars and as a percent of
net sales as a catalyst to help our distributors improve the effectiveness and productivity of their businesses. We work
with our distributor leaders to globalize best-practice business methods to enable our distributors to improve their
penetration in existing markets. We refer to these business methods as DMOs and they include such methods as
Nutrition Clubs, Lifestyle Centers/Offices, Weight Loss Challenges, The Total Plan, Super and Mega HOM’s,
Roadshows and product sampling. We are investing in creative product delivery and infrastructure improvements to
increase distributor access to product, particularly in daily consumption markets with limited credit card use and poor
local delivery services. We have significantly improved BizWorks, a business system which assists our distributors
in building their businesses more efficiently while better servicing their existing customers. And finally, to increase
brand awareness we and our distributors have entered into numerous marketing alliances around the world with top
athletes and sports teams and rolled-out a style guide and brand asset library so that our distributors have access to
the Herbalife brand logo for use in their marketing efforts.

We also plan to continue creating more access points in markets with large geographies such as the U.S., Russia,
India, Mexico and Brazil in order to help support our growth and our daily consumption business models. In 2010,
for example, we benefited from our distribution agreement with a large Mexico retailer that was initiated at the
beginning of the year. This agreement allows distributors to pick up their product orders at the customer service
counters of approximately 302 locations in approximately 26 Mexican states. We believe that by leveraging their
distribution system, we are providing distributors with significantly better product access. In India, the successful
adoption of the Nutrition Club DMO has caused the country to experience significant growth and an increase to our
net sales. We will continue to evaluate if we need to increase our sales centers in certain countries in order to support
our Company’s growth.

Infrastructure Strategy

In 2003, we embarked upon a strategic initiative to significantly upgrade our technology infrastructure
throughout the world. In 2009, we completed the roll-out of an Oracle enterprise-wide technology solution, which
has a scalable and stable open architecture platform, to support our business growth and enhance our efficiency and
productivity as well as that of our distributors. We continue to leverage the Oracle platform adding new modules to
help support our business growth, improve productivity and support our strategic initiatives. In 2010 we implemented
Oracle’s manufacturing module in our Souzhou, China plant, and in 2011, we plan to implement the same Oracle
module in our Lake Forest facility and, once completed, our Changsha facility. In addition, we are continually
upgrading our Internet-based marketing and distributor services platform with tools such as BizWorks, BizWorks 2.0
and MyHerbalife.com and we have invested in business intelligence tools to enable better analysis of our business. In
2010 we introduced Mobile Apps to support our distributors using mobile devices to help run their businesses. Our
“Seed To Feed” strategy which encompasses the entire supply chain started in August 2009, when we purchased
certain assets of Micelle Laboratories, Inc., a Lake Forest, California contract manufacturer of food and nutritional
supplements. We purchased these assets in order to strengthen our global manufacturing capabilities.

7

This strategy expanded in 2010 with the announcement of a joint venture in Changsha China to build a Botanical
Extraction Facility which will provide improved traceability and processing of our botanical raw materials. We
continue to invest in our employees through comprehensive and global organizational development programs
including our new employee orientation training, General Manager Training and our Advanced Leadership Program.
We also invest in our Employee Wellness program which includes providing access to our products, subsidy for
cafeterias and kitchens, providing access to fitness centers and encouraging annual participation in our Health
Assessment program. Through this program we attempt to increase the awareness of living a healthy active lifestyle,
which also creates a great philosophical connection to our independent distributors.

Product Overview

For 31 years, our products have been designed to help distributors and customers from around the world lose
weight, improve their health and experience life-changing results. We have built our heritage on developing unique
formulas that blend the best of nature with innovative techniques from nutritional science, appealing to the growing
base of consumers seeking differentiated products to support a healthier lifestyle.

As of December 31, 2010, we marketed and sold 126 products encompassing over 4,000 SKUs through our
distributors and currently have approximately 2,000 trademarks worldwide. We group our products into four primary
categories: weight management, targeted nutrition, energy, sports & fitness and Outer Nutrition. Our products are
often sold as part of a program, and therefore our portfolio is comprised of a series of related products designed to
simplify weight management and nutrition for our consumers and maximize our distributors’ cross-selling
opportunities. These programs target specific consumer market segments, such as women, men, as well as weight-
management customers and individuals looking to enhance their overall well-being and support an active, healthy
lifestyle.

The following table summarizes our products by product category.


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Product Category Description Representative Products

Weight Management
(62.1%, 63.0%, and 62.9% of net
sales for 2010, 2009 and 2008,
respectively)

Meal replacement, protein shakes
and supplementation, weight-loss
enhancers and a variety of healthy
snacks
Formula 1 Healthy Meal, Protein
Drink Mix, Personalized Protein
Powder, Total Control
®
, Protein
Bars and Snacks
Targeted Nutrition
(23.0%, 21.2%, and 20.9% of net
sales for 2010, 2009 and 2008,
respectively)

Dietary and nutritional supplements
containing quality herbs, vitamins,
minerals and other natural
ingredients
Niteworks
®
, Garden 7
®
phytonutrient supplement, Best
Defense
®
for improved immune
system, Kids Line, COQ10 Plus
Energy, Sports & Fitness
(4.4%, 4.3%, and 4.2% of net sales
for 2010, 2009 and 2008,
respectively)
Products that support a healthy
active lifestyle

Liftoff
®
energy drink , H(3)O
TM
hydration drink, Bulk & Muscle
Outer Nutrition
(4.7%, 5.5%, and 6.2% of net sales
for 2010, 2009 and 2008,
respectively)

Skin cleansers, moisturizers,
lotions, shampoos and conditioners

Skin Activator
®
Anti-Aging line,
Herbal Aloe every day line,
NouriFusion
®
antioxidant skin care
line
Literature, Promotional and Other
Products



(5.8%, 6.0%, and 5.8% of net sales
for 2010, 2009 and 2008,
respectively)
Sales aids, informational
audiotapes, CDs, DVDs and start-
up kits
International Business Packs,
BizWorks

Weight Management

Weight Management is our largest product category representing 62.1% of our net sales for the year 2010.
Formula 1, our best-selling product, is a healthy meal with soy protein, essential vitamins, minerals, herbs and
nutrients that is available in seven delicious flavors and can help support weight management. It has been part of our
basic weight management program for 31 years and generated approximately 28% of our net sales for the year 2010.
We continue to be amongst the worldwide leaders of meal replacements. Personalized Protein Powder is a soy and
whey protein product designed as a boost to Formula 1 to personalize a person’s daily protein intake to help achieve
their desired weight and shape. Weight-loss enhancers, including Total Control
®
, address specific challenges
associated with dieting, such as lack of energy, hunger and food craving, fluid retention, decreased metabolism and
digestive challenges, by building energy, boosting metabolism, curbing appetite and helping to promote weight loss.
Healthy snacks are formulated to provide between-meal nutrition and appetite satisfaction. We expanded the Formula
1 Express Healthy Meal Bar franchise in 2010 by introducing a Super Berry Flavor in EMEA. We provided further
segmentation of leading product with a Formula 1 Allergen Free product in the U.S. and we initiated the concept of
seasonal flavors with a limited edition Formula 1 Holiday Pumpkin Spice flavor in the U.S. We also launched Afresh
Cardamom Tea in India.

Targeted Nutrition

We market numerous dietary and nutritional supplements designed to meet our customers’ specific nutritional
needs. Each of these supplements contains quality botanicals, vitamins, minerals and other natural ingredients and
focuses on specific life stages of our customers, including women, men, children and those with health concerns,
including heart health, healthy aging, digestive health, or immune solutions. Niteworks
®
is a product developed in
conjunction with Nobel Laureate in Medicine, Dr. Louis Ignarro, that supports energy, circulatory and vascular
health and enhances blood flow to the heart, brain and other vital organs. Garden 7
®
designed by Dr. David Heber,
head of our Nutrition Advisory Board, is designed to provide the phytonutrient benefits of seven servings of fruits
and vegetables and has anti-oxidant and health-boosting properties. Best Defense
®
is an effervescent drink that helps
boost immunity. In 2010, we further expanded distribution of our successful Aloe line by introducing our popular
Mango flavored Aloe Concentrate into Mexico. In 2010, as part of our heart health line, we introduced CoQ10 Plus
in the U.S. and as part of our regional product strategy, we launched Quickspark in Austria. We continued to upgrade
several targeted nutrition products with more modern formulations and better efficacy.

Energy, Sports & Fitness

We entered into the high growth energy drink category in 2005 with the introduction of Liftoff
®
, an innovative,
effervescent energy drink containing a proprietary blend of B-vitamins, guarana, ginseng, ginkgo and caffeine to
increase energy and improve mental clarity for better performance throughout the day. In 2007, we launched H
3
O
TM
Fitness Drink to provide rapid hydration, sustained muscle energy plus antioxidant protection for people living a
healthy, active lifestyle. In 2008, we introduced H30 Pro in EMEA to provide an isotonic drink to individuals
participating in high activity sports.

Outer Nutrition

Our Outer Nutrition products complement our weight management and targeted nutrition products and aim to
improve the appearance of the body, skin and hair. These products include skin cleansers, toners, moisturizers and
facial masks, shampoos and conditioners, body-wash items and a selection of fragrances for men and women. Our
Herbal Aloe line is our introductory line providing distributors with cleansers, lotions and soaps that help sooth the
skin. NouriFusion
®
Multivitamin skin care products are formulated with antioxidant Vitamins A, C and E for a
healthy, glowing complexion. In 2006, we launched a full line of anti-aging products as an extension of our
successful Skin Activator
®
product, an advanced face cream that contains a collagen-building Glucosamine Complex
to reduce the appearance of fine lines and wrinkles. In the past few years, we launched a number of regional products
to address local market needs including a Soft Green Body Care line in Brazil in 2008, the Whitening Serum under
the NouriFusion brand in the Asia Pacific region, and the Lively Fragrances perfume line in Brazil in 2009.

9

Literature, Promotional and Other Products

We also sell literature and promotional materials, including sales aids, informational audiotapes, videotapes,
CDs and DVDs designed to support our distributors’ marketing efforts, as well as start-up kits called “International
Business Packs” for new distributors. In 2006, we introduced BizWorks, a customizable retail website for our
distributors to enhance the on-line experience and improve their productivity.

Product Development

We are committed to providing our distributors with unique, innovative science-based products to help them
increase recruitment, retention and retailing. We believe this can be best accomplished in part by introducing new
products and by upgrading, reformulating and repackaging existing product lines. Our internal team of scientists and
product developers collaborate with our Nutrition Advisory Board to formulate, review and evaluate new product
ideas. Once a particular market opportunity has been identified, our scientists along with our marketing and sales
teams work closely with distributors to effect a successful development and launch of the product. Our research and
development is performed by in-house staff and outside consultants. For all periods presented, research and
development costs were expensed as incurred and were not material.

A progressive product development process was deployed in 2010 to accelerate the introduction of new products
and to improve the launch of products. Cross-functional teams from Product Marketing, Product Development,
Sciences, Licensing, Manufacturing and Finance were formed and assigned to major product initiatives.

The product development process is a stage-gate process based on “best in class” practices in our industry. The
process consists of five stages: identification, feasibility assessment, development, launch and learn. The project
teams obtain approvals from a corporate steering team comprised of key executives in the Company. The process
defines each department’s roles and responsibilities and sets clear deliverables for each stage. It creates a succinct
process from the beginning of the development cycle to the end.

New product ideas are generated and narrowed down to high potential ideas that fill our business needs and
conform to our overall strategy. We test the most promising ideas with distributors and customers using a variety of
qualitative and quantitative tools. This testing is followed by a feasibility assessment which includes a review of
product and package prototypes, product positioning and messaging, process design, analysis of manufacturing issues
and providing preliminary financial projections of product sales. The next stage is the development phase in which
we finalize the formula, process, manufacturing strategy, product positioning, pricing, labeling and other related
matters. The fourth stage is the launch phase in which we prepare promotional and sales materials, complete the
supply chain plan, create product and financial forecasts, and complete other final preparations for launch. After the
product is launched, we closely track sales performance and the lessons learned so we can update and improve the
product development process. In addition, we have significantly increased our investment in clinical studies and in
our science program to substantiate claims and the efficacy of our products.

We reorganized our technical team in 2010 for greater efficiency in product development as well as to carry out
related product development strategies both globally and regionally. During 2010, we added new talents to our
technical and scientific teams and additional resources to the Company’s Nutrition Advisory Board.

In 2010, we launched the Herbalife Nutrition Institute. The Institute is an informational resource dedicated to
promoting excellence in the field of nutrition. The Institute’s website is our primary communication vehicle, an
educational resource for the general public, government agencies, the scientific community, and Herbalife
Independent distributors, about good nutrition and basic health. Its mission is to encourage and support research and
education on the relationship between good health, balanced nutrition and a healthy active lifestyle. In addition to
providing research and education on the website and through sponsored conferences and symposia, the Institute will
have associations with major nutrition science organizations.

Part of the Herbalife Nutrition Institute is the Company’s Nutrition Advisory Board. The Nutrition Advisory
Board is comprised of leading experts around the world in the fields of nutrition and health who educate Herbalife
independent distributors and in China, sales employees, on the principles of nutrition, physical activity and healthy

10

lifestyle. The Institute and the Nutrition Advisory Board are chaired by David Heber, M.D., Ph.D., director of the
Center for Human Nutrition at the University of California, Los Angeles (UCLA).

We believe that it is important to maintaining our relationships with members of our Nutrition Advisory Board
and the editorial board of the Herbalife Nutrition Institute that we recognize the time and effort that they expend on
our behalf. Each member of our Nutrition Advisory Board other than Dr. Heber receives a monthly retainer of up to
$5,000, plus up to $3,000 for every day that they appear at a non-southern California distributor event and up to
$2,000 for every day that they need to travel to such events. Members of the editorial board of the Herbalife Nutrition
Institute are compensated for their time and efforts by receiving a $5,000 annual stipend, except Dr. Lou Ignarro. We
do pay a consulting firm, with which Dr. Ignarro is affiliated, a royalty on sales of Niteworks
®
, certain “healthy
heart” products, and other products that we may mutually designate in the future that are, in each case, sold with the
aid of Dr. Ignarro’s consulting, promotional or endorsement services, with such amounts totaling $2.3 million,
$1.9 million, and $2.1 million, in 2010, 2009, and 2008 respectively. Generally, other than the equity awards granted
in 2010 and 2005, Dr. Heber receives no direct compensation from us although we do reimburse him for travel
expenses and we do pay to a firm, with which Dr. Heber is affiliated, a quarterly fixed royalty of $75,000.

We have also made contributions to the UCLA Lab. We have invested in this lab since 2002 with total donations
of approximately $1.4 million which includes donations of lab equipment and software. UCLA agreed that the
donations would be used for further research and education in the fields of weight management and botanical dietary
supplements. In addition, we have made donations from time to time to UCLA to fund research and educational
programs. While our direct relationship with UCLA involves clinical studies and research regarding botanical
ingredients, we intend to take full advantage of the expertise at UCLA by committing to support research that will
further our understanding of the benefits of phytochemicals. Additionally in 2010, we initiated a botanical
identification program with UCLA which is intended to help with the operational activities in our Botanical
Extraction facility in Changsha, China once it is completed and our quality labs in both China and the U.S.

We believe our focus on nutrition and botanical science and our efforts at combining our internal research and
development efforts with the scientific expertise of our Nutrition Advisory Board and the educational skills of the
Nutrition Advisory Board and the resources of the UCLA Lab should result in meaningful product differentiation and
give our distributors and consumers increased confidence in our products.

Network Marketing Program

General

Our products are distributed through a global network marketing organization comprised of approximately
2.1 million independent distributors in 74 countries, including in China where, due to regulations, our sales are
conducted through Company operated retail stores, sales representatives, sales employees and licensed business
providers. In China, in the areas where we have a direct selling license, our representatives, licensed business
providers and employees can sell Herbalife product outside the retail establishments. In addition to helping our
distributors achieve their goals of health and wellness through use of our products, we offer our distributors, who are
independent contractors, attractive income opportunities. Distributors may earn income on their own sales and can
also earn royalties and bonuses on sales made by the distributors in their sales organizations. We believe that our
products are particularly well-suited to the network marketing distribution channel because sales of weight
management and health and wellness products are strengthened by ongoing personal contact and coaching between
retail consumers and distributors. We believe our continued commitment to developing innovative, science-based
products will enhance our ability to attract new distributors as well as increase the productivity and retention of
existing distributors. Furthermore, our international sponsorship program, which permits distributors to sponsor
distributors in other countries where we are licensed to do business and where we have obtained required product
approvals, provides a significant advantage to our distributors in developing and growing their businesses. China has
its own unique marketing program.

On July 18, 2002, we entered into an agreement with our distributors that no material changes adverse to the
distributors will be made to our marketing plan without their consent and that we will continue to distribute Herbalife
products exclusively through our independent distributors. We believe that this agreement has

11

strengthened our relationship with our existing distributors, improved our ability to recruit new distributors and
generally increased the long-term stability of our business.

Structure of the Network Marketing Program

To become a distributor in most markets, a person must be sponsored by an existing distributor and must
purchase an International Business Pack, or IBP. The IBP is a distributor kit available in local languages. The
product and literature contents in the kits vary slightly to meet individual market needs. An example is the large size
U.S. IBP, which costs $90.95 and includes a canister of Formula 1 shake mix, two bottles of nutritional supplements,
Herbal Concentrate (Tea), Liftoff
®
(an energy drink), and Hand Sanitizer, along with a handy tote, booklets
describing us, our compensation plan and rules of conduct, various training and promotional materials, distributor
applications and a product catalog. The smaller U.S. version costs $54.95 and includes sample products, a handy tote,
and essentially the same print and promotional materials as included in the larger kit version. To become a sales
leader, or qualify for a higher level, including the Qualified Producer level introduced in October 2009, distributors
must achieve specified volumes of product sales or earn certain amounts of royalty overrides during specified time
periods and must re-qualify for the levels once each year. To attain sales leader status, a distributor generally must be
responsible for sales of products representing at least 4,000 volume points in one month or 2,500 volume points in
two consecutive months. An additional optional qualification, introduced globally in October 2009, allows for a
distributor to achieve sales leader level by personally placing orders with Herbalife that accumulate to 5,000 Volume
Points within 12 months. China has its own unique marketing program.

Volume points are point values assigned to each of our products that are usually equal in all countries and are
essentially based on the suggested retail price of U.S. products. Sales leaders may then attain higher levels,
(consisting of the World Team, the Global Expansion Team, the Millionaire Team, the President’s Team, the
Chairman’s Club and the Founders Circle) and earn increasing amounts of royalty overrides based on sales in their
downline organizations and, for members of our Global Expansion Team and above, earn production bonuses on
sales in their downline organizations.

The following table sets forth the number of our sales leaders and sales leader retention rates as of each of the
following re-qualification periods:


In February of each year, we remove from the rank of sales leader those individuals who did not satisfy the sales
leader qualification requirements during the preceding twelve months. Distributors who meet the sales leader
requirements at any time during the year are promoted to sales leader status at that time, including any sales leaders
who were removed, but who subsequently re-qualified. For the latest twelve month re-qualification period ending
January 2011, approximately 49% of our sales leaders re-qualified. Typically, distributors who purchase our product
for personal consumption or for short term weight loss or income goals may stay with us for several months to one
year while sales leaders who have committed time and effort to build a sales organization generally stay for longer
periods. We rely on certifications from the selling distributors as to the amount and source of product sales to other
distributors which are not directly verifiable by us. For sales leaders to re-qualify and retain their distributor
organization and associated earnings, they need to earn 4,000 volume points in one month or 2,500 volume points in

12

At the End of February
Number of Sales Leaders
Sales Leader Retention
Rate
2010 2009 2008 2010 2009 2008

North America 64,668 63,726 64,383 43.3 % 42.2 % 43.5 %
Mexico 47,068 50,099 60,685 50.4 % 45.2 % 44.4 %
South & Central America 51,060 67,876 67,808 34.1 % 32.2 % 34.7 %
EMEA 47,080 53,371 59,446 51.9 % 48.7 % 46.6 %
Asia Pacific (excluding China) 75,635 59,631 57,355 38.6 % 35.1 % 34.3 %

Total Sales Leaders 285,511 294,703 309,677 43.0 % 40.3 % 41.0 %
China Sales Employees 27,415 29,684 25,294

Worldwide Total Sales Leaders 312,926 324,387 334,971


each of two consecutive months. In order to increase retailing of our products, we have modified our re-qualification
criteria to provide that any distributor that earns at least 5,000 volume points in any 12-month period can re-qualify
as a sales leader and retain a discount of 50% from suggested retail prices, but will forfeit their distributor
organization and associated earnings.

Distributor Earnings

Distributor earnings are derived from several sources. First, distributors may earn profits by purchasing our
products at wholesale prices, which are discounted 25% to 50% from suggested retail prices depending on the
distributors’ level within our distributor network, and selling our products to retail customers or to other distributors.
Second, distributors who sponsor other distributors and establish their own sales organizations may earn (1) royalty
overrides, up to 15% of product retail sales in the aggregate, (2) production bonuses, up to 7% of product retail sales
in the aggregate and (3) the Mark Hughes bonus, up to 1% of product retail sales in the aggregate. Royalty overrides
and bonuses together with the distributor allowances represent the potential earnings to distributors of up to
approximately 73% of retail sales. Each distributor’s success is dependent on two primary factors: (1) the time, effort
and commitment a distributor puts into his or her Herbalife business and (2) the product sales made by a distributor
and his or her sales organization.

Distributors, with the exception of China, earn the right to receive royalty overrides upon attaining the level of
sales leader and above, and production bonuses upon attaining the level of Global Expansion Team and above. Once
a distributor becomes a sales leader, he or she has an incentive to qualify, by earning specified amounts of royalty
overrides, as a member of the Global Expansion Team, the Millionaire Team or the President’s Team, and thereby
receive production bonuses of up to 7%. We believe that the right of distributors to earn royalty overrides and
production bonuses contributes significantly to our ability to retain our most productive distributors.

Many of our non-sales leader distributors join Herbalife to obtain a 25% discount on our products and become a
discount consumer or have a part-time retail income goal in mind. We do not track the retail income of these
distributors.

Under the regulations published by the Chinese Government, direct selling companies are limited to the payment
of gross compensation to direct sellers of up to a maximum 30% of the revenue they generate through their own sales
of products to consumers. We have incurred and will continue to incur substantial ongoing additional costs relating to
the inclusion in the China business model of Company operated retail stores, sales representatives, sales employees
and licensed business providers and Company provided training and certification procedures for sales personnel,
features not common elsewhere in our traditional business model.

Distributor Motivation and Training

We believe that motivation and training are key elements in distributor success and that we and our distributor
sales leaders have established a consistent schedule of events to support these needs. We and our distributor
leadership conduct thousands of training sessions annually on local, regional and global levels to educate and
motivate our distributors. Every month, there are hundreds of one-day Success Training Seminars held throughout
the world. Annually, in each major territory or region, there is a three-day World Team School that focuses on
product and business development and is typically attended by 2,000 to 10,000 distributors. Additionally, we host an
Extravaganza at which our distributors from the region can come to learn about new products, expand their skills and
celebrate their success. In 2010, we held Extravaganzas in key markets such as Brazil, Ecuador, Singapore, Ukraine,
Italy, Sweden, Macau, South Africa, Mexico, China and the United States. In addition to these training sessions, we
have our own “Herbalife Broadcast Network” on the Internet that we use to provide distributors continual training
and the most current product and marketing information.

Distributor reward and recognition is a significant factor in motivating our distributors. In 2010, 2009, and 2008
we invested approximately $101.6 million, $84.1 million, and $89.6 million, respectively, in regional and worldwide
events and promotions to motivate our distributors to achieve and exceed both sales and recruiting goals. An example
of our worldwide promotions are the Active World Team Promotion. The Active World Team Promotion provides
cash and recognition incentives to distributors who achieve all three requirements for becoming a World Team
Member and thus have proven themselves adept at building a well-balanced business. Regional

13

Vacation Promotions were in place in China, Brazil, Asia-Pacific, North America, Mexico, South America/Central
America, Russia and Europe. These promotions provided trips for over 4,000 qualifying distributors to go on
vacations or cruises in various locations worldwide.

Geographic Presence

As of December 31, 2010, we conducted business in 74 countries throughout the world. The following chart sets
forth the countries we currently operate in as of December 31, 2010, organized in the Company’s six geographic
regions, and the year in which we commenced operations.




14

Year
Country Entered

North America
USA 1980
Canada 1982
Jamaica 1999
Aruba 2010
Mexico 1989
South and Central America
Dominican Republic 1994
Venezuela 1994
Argentina 1994
Brazil 1995
Chile 1997
Panama 2000
Colombia 2001
Bolivia 2004
Costa Rica 2006
Peru 2006
El Salvador 2007
Ecuador 2008
Honduras 2008
Nicaragua 2008
Guatemala 2008
Paraguay 2009
Asia Pacific
Australia 1983
New Zealand 1988
Japan 1989
Hong Kong 1992
Philippines 1994
Taiwan 1995
South Korea 1996
Thailand 1997
Indonesia 1998
India 1999
Macau 2002
Singapore 2003
Malaysia 2006
Vietnam 2009
China 2001



Year
Country Entered

EMEA
United Kingdom 1984
Spain 1989
Israel 1989
France 1990
Germany 1990
Portugal 1992
Czech Republic 1992
Italy 1992
Netherlands 1993
Belgium 1994
Poland 1994
Denmark 1994
Sweden 1994
Russia 1995
Austria 1995
Switzerland 1995
South Africa 1995
Norway 1995
Finland 1995
Greece 1996
Turkey 1998
Botswana 1998
Lesotho 1998
Namibia 1998
Swaziland 1998
Iceland 1999
Slovak Republic 1999
Cyprus 2000
Ireland 2000
Croatia 2001
Latvia 2002
Ukraine 2002
Estonia 2003
Lithuania 2003
Hungary 2005
Zambia 2007
Romania 2008
Bulgaria 2010

The following table shows net sales by geographic region.


The top six countries worldwide represented approximately 62.3%, 59.4%, and 58.0% of net sales in 2010,
2009, and 2008, respectively. For financial data by segment see Note 10, Segment Information to the notes to our
consolidated financial statements.

In many instances, after entering a new country, we experience an initial period of rapid growth in sales as new
distributors are recruited, that is then followed by a decline in sales. We believe that a significant factor affecting
these markets is the opening of other new markets within the same geographic region or within the same or similar
language or cultural bases. Some distributors tend to focus their attention on the business opportunities provided by
these newer markets instead of developing their established sales organizations in existing markets to focus on
driving deeper penetration. Additionally, in some instances, we have become aware that certain sales in certain
existing markets were attributable to purchasers who distributed our products in countries that had not yet been
opened. When these countries were opened, the sales in existing markets shifted to the newly opened markets,
resulting in a decline in sales in the existing markets. To the extent we decide to open new markets in the future, we
will continue to seek to minimize the impact on distributor focus in existing markets while ensuring that adequate
distributor support services and introduction of daily consumption-based DMO’s, along with other Herbalife systems
are in place to support growth while maintaining prior sales levels within the region.

Manufacturing and Distribution

The majority of our weight management, nutritional and personal care products are manufactured for us by third
party manufacturing companies. We own proprietary formulations for substantially all of our weight management
products and dietary and nutritional supplements. We source our products from multiple manufacturers, with our top
three suppliers accounting for approximately 42% of our product purchases in 2010. In addition, many of our
products can be made available from a secondary vendor if necessary. We work closely with our vendors in an effort
to achieve the highest quality standards and product availability. We also self-manufacture weight management,
nutritional and personal care products for the China market in our Suzhou China manufacturing facility to which we
recently made modifications. In addition, we are currently making modifications to our recently acquired
manufacturing facility in Lake Forest, California in order to increase capability and capacity. Following completion
of these modifications, we expect to increase our self manufacturing in the future to approximately 40% of our
worldwide demand. In the current era of increasing regulatory scrutiny we are transforming our supply chain to
become more vertically integrated, including building relationships all the way back to the source farms and entering
a joint venture to build a botanical extraction facility in Changsha, Hunan, China by the end of 2011. We call this
initiative “Seed to Feed.”

We also have made significant investments in our own state of the art quality control labs in the U.S. and China
at which we routinely test products from our owned facilities and from our contract manufacturers and raw material
vendors. We have established excellent relationships with our contract manufacturers and continue to obtain
improvements in product quality and product delivery. Some of our key input materials such as soy and whey
proteins, fructose and packaging materials are subject to pricing fluctuations driven by commodities pricing. We are

15

Number of
Net Sales Percent of Countries
Year Ended December 31, Total Net Sales December 31,
Geographic Region 2010 2009 2008 2010 2010
(In millions)

North America $ 614.1 $ 529.0 $ 496.9 22.5 % 4
Mexico 334.0 263.0 352.2 12.2 % 1
South & Central America 390.4 366.9 383.6 14.3 % 16
EMEA 527.8 504.2 570.7 19.3 % 38
Asia Pacific 683.5 509.2 410.8 25.0 % 14
China 184.4 152.3 145.0 6.7 % 1

Worldwide $ 2,734.2 $ 2,324.6 $ 2,359.2 100.0 % 74


confident that we can mitigate potential cost increases of these materials with our cost reduction program and, when
necessary, by raising the prices of our products.

In order to coordinate and manage the manufacturing of our products, we utilize a significant demand planning
and forecasting process that is directly tied to our production planning and purchasing systems. Using this
sophisticated Oracle-based planning software and process allows us to maintain our inventory at levels that are
adequate to support the growth in our business and provide exceptional service to distributors while minimizing
working capital and inventory obsolescence.

Our global distribution system features centralized and decentralized distribution and telephone ordering
systems coupled with storefront distributor service centers. Our major distribution warehouses have automated
“pick-to-light” systems which consistently deliver high order accuracy and inspection of every shipment before it is
sent to delivery. Shipping and processing standards for orders placed are either the same day or the following
business day. We are currently upgrading the software and hardware in our largest distribution centers to support
future business growth as well as support the ongoing shift to daily consumption business models which leads to
more frequent and smaller orders.

Our products are distributed to foreign markets either from the facilities of our contract manufacturers or from
our Los Angeles, Memphis or Venray, Netherlands distribution centers. Products are distributed in the United States
market from our Los Angeles distribution center, our Memphis distribution center or from our sales centers in Dallas,
New York, Chicago, Phoenix, Houston and Tracy, California. Products distributed globally are generally transported
by truck, cargo ship or plane to our international markets and are warehoused in either one of our foreign distribution
centers or a contracted third party warehouse and distribution center. After the products arrive in a foreign market,
distributors purchase the products from the local distribution center or the associated sales center. Generally, the
products manufactured in Europe are shipped to a centralized warehouse facility, from which delivery by truck, ship
or plane to other international markets occurs.

Product Return and Buy-Back Policies

In most markets, our products include a customer satisfaction guarantee. Under this guarantee any customer who
is not satisfied with a Herbalife product for any reason may return it or any unused portion of it within 30 days of
purchase to their distributor from whom it was purchased for a full refund from the distributor or credit toward the
purchase of another Herbalife product. If they return the products to us on a timely basis, the distributor may obtain
replacement product from us for such returned products. In addition, in most jurisdictions, we maintain a buy-back
program pursuant to which we will repurchase products sold to a distributor provided that the distributor resigns as
an Herbalife distributor, returns the product in marketable condition generally within twelve months of original
purchase and meets certain documentation and other requirements. We believe this buy-back policy addresses a
number of the regulatory and compliance issues pertaining to network marketing, in that it offers monetary protection
to distributors who want to exit their Herbalife business. Product returns and buy-back expenses were approximately
0.4%, 0.5%, and 0.8% of retail sales for the years ended December 31, 2010, 2009 and 2008, respectively. The
decline in the product return and buy-back percentage was primarily due to the global emphasis on daily
consumption DMOs, which provide a more sustainable business foundation for our distributors.

Management Information, Internet and Telecommunication Systems

In order to facilitate our continued growth and support distributor activities, we continually upgrade our
applications, infrastructure and telecommunication systems. These systems include: (1) three data centers located in
Colorado Springs, Hong Kong, and Venray, Netherlands, which connect our international markets through a
dedicated wide area network that provides on-line, real-time computer connectivity and access to our global Oracle
Enterprise Resource Planning (ERP) platform as well as legacy operating systems and other key transactional and
analytical systems; (2) local area networks of personal computers within our markets, serving our regional
administrative staffs; (3) an international e-mail system through which our employees communicate; (4) a
standardized Avaya Northern Telecom Meridian telecommunication system in most of our markets; and (5) Internet
websites to provide a variety of online services for distributors such as status of qualifications, meeting
announcements, product information, application forms, educational materials and, in select markets including the

16

United States, sales ordering capabilities. These systems are designed to provide, among other things, financial and
operating data for management, timely and accurate product ordering, royalty override payment processing,
inventory management and detailed distributor records. We intend to continue to invest in these systems in order to
strengthen our operating platform and support the future growth of our business.

Regulation

General

In both our United States and foreign markets, we are affected by extensive laws, governmental regulations,
administrative determinations, court decisions and similar constraints. Such laws, regulations and other constraints
exist at the federal, state or local levels in the United States and at all levels of government in foreign jurisdictions,
including regulations pertaining to: (1) the formulation, manufacturing, packaging, labeling, distribution,
importation, sale and storage of our products; (2) product claims and advertising, including direct claims and
advertising by us, as well as claims and advertising by distributors, for which we may be held responsible; (3) our
network marketing program; (4) transfer pricing and similar regulations that affect the level of U.S. and foreign
taxable income and customs duties; and (5) taxation of our independent distributors (which in some instances may
impose an obligation on us to collect the taxes and maintain appropriate records).

Products

In the United States, the formulation, manufacturing, packaging, storing, labeling, promotion, advertising,
distribution and sale of our products are subject to regulation by various governmental agencies, including (1) the
Food and Drug Administration, or FDA, (2) the Federal Trade Commission, or FTC, (3) the Consumer Product
Safety Commission, or CPSC, (4) the United States Department of Agriculture, or USDA, (5) the Environmental
Protection Agency, or EPA, (6) the United States Postal Service, (7) United States Customs and Border Patrol, and
(8) the Drug Enforcement Administration. Our activities also are regulated by various agencies of the states,
localities and foreign countries in which our products are manufactured, distributed and sold. The FDA, in particular,
regulates the formulation, manufacture and labeling of over-the-counter, or OTC, drugs, conventional foods, dietary
supplements, and cosmetics such as those distributed by us. FDA regulations require us and our suppliers to meet
relevant current good manufacturing practice, or cGMP, regulations for the preparation, packing and storage of foods
and OTC drugs. Herbalife has implemented enhancements, modifications and improvements to its manufacturing and
corporate quality processes and believes we are compliant with the FDA’s cGMP final rule with respect to dietary
supplements sold by Herbalife in the United States. The final cGMP rule has resulted in additional costs. See
item 1A — Risk Factors for further discussion regarding the promulgated cGMP regulations. If we were to be found
not in compliance with cGMP regulations, it could have a material adverse effect on our results of operations and
financial statements.

Most OTC drugs are subject to FDA Monographs that establish labeling and composition requirements for these
products. Those of our products which are classified as OTC drugs must comply with these Monographs, and our
manufacturers must list all products with the FDA and follow cGMP. Our cosmetic products are regulated for safety
by the FDA, which requires that ingredients meet industry standards for non-allergenicity and non-toxicity.
Performance claims for cosmetics may not be “therapeutic.”

The U.S. Dietary Supplement Health and Education Act of 1994, or DSHEA, revised the provisions of the
Federal Food, Drug and Cosmetic Act, or FFDCA, concerning the composition and labeling of dietary supplements
and, we believe, the revisions are generally favorable to the dietary supplement industry. The legislation created a
new statutory class of dietary supplements. This new class includes vitamins, minerals, herbs, amino acids and other
dietary substances for human use to supplement the diet, and the legislation grandfathers, with some limitations,
dietary ingredients that were on the market before October 15, 1994. A dietary supplement that contains a dietary
ingredient that was not on the market before October 15, 1994 will require evidence of a history of use or other
evidence of safety establishing that it is reasonably expected to be safe. Manufacturers or marketers of dietary
supplements in the United States and certain other jurisdictions that make product performance claims, including
structure/function claims, must have substantiation in their possession that the statements are truthful and not
misleading. Should the FDA promulgate guidance on the use of New Dietary Ingredients, the Company may be

17

required to substantiate that so-called “grandfathered” ingredients used in our products were actually used in
commerce in food prior to the passage of DSHEA on October 15, 1994. The majority of the products marketed by us
in the United States are classified as conventional foods or dietary supplements under the FFDCA. Internationally,
the majority of products marketed by us are classified as foods or food supplements.

In January 2000, the FDA issued a regulation that defines the types of statements that can be made concerning
the effect of a dietary supplement on the structure or function of the body pursuant to DSHEA. Under DSHEA,
dietary supplement labeling may bear structure or function claims, which are claims that the products affect the
structure or function of the body, without prior FDA approval, but with notification to the FDA. They may not bear a
claim that they can prevent, treat, cure, mitigate or diagnose disease (a disease claim). The regulation describes how
the FDA distinguishes disease claims from structure/function claims. During 2004, the FDA issued guidance,
paralleling an earlier guidance from the FTC, defining a manufacturer’s obligations to substantiate structure/function
claims. The FDA also issued a Structure/Function Claims Small Entity Compliance Guide. In addition, the agency
permits companies to use FDA-approved full and qualified health claims for products containing specific ingredients
that meet stated requirements.

As a marketer of dietary and nutritional supplements and other products that are ingested by consumers, we are
subject to the risk that one or more of the ingredients in our products may become the subject of regulatory action. A
number of states restricted the sale of dietary supplements containing botanical sources of ephedrine alkaloids. We
stopped sales of dietary supplements containing botanical sources of ephedrine alkaloids due to a shift in consumer
preference for “ephedra free products” and a significant increase in products liability insurance premiums for
products containing botanical sources of ephedrine group alkaloids. On December 31, 2002, we ceased sales of
Thermojetics
®
original green herbal tablets containing ephedrine alkaloids derived from Chinese Ma huang , as well
as Thermojetics
®
green herbal tablets and Thermojetics
®
gold herbal tablets (the latter two containing the herb Sida
cordifolia which is another botanical source of ephedrine alkaloids). On February 6, 2004, the FDA published a rule
finding that dietary supplements containing ephedrine alkaloids present an unreasonable risk of illness or injury
under conditions of use recommended or suggested in the labeling of the product, or, if no conditions of use are
suggested in the labeling, under ordinary conditions of use, and are therefore adulterated.

The FDA’s decision to ban ephedra triggered a significant reaction by the national media, some of whom are
calling for the repeal or amendment of DSHEA. These media view supposed “weaknesses” within DSHEA as the
underlying reason why ephedra was allowed to remain on the market. We have been advised that DSHEA opponents
in Congress may use this anti-DSHEA momentum to advance new legislation during the 112th Congress to amend or
repeal DSHEA or to regulate specific product types or the use of specific ingredients. If this should occur we believe
that the DSHEA opponents may propose the following: (1) premarket approval for safety and effectiveness of dietary
ingredients; (2) specific premarket review of dietary ingredient stimulants; (3) reversal of the burden of proof
standard which now rests on the FDA; and (4) a redefining of “dietary ingredient” to remove either botanicals or
selected classes of ingredients now treated as dietary ingredients.

On December 22, 2007, a law went into effect in the United States mandating the reporting of all serious adverse
events occurring within the United States which involve dietary supplements or OTC drugs. We believe that we are
in full compliance with this law having promulgated and implemented a worldwide procedure governing adverse
event identification, investigation and reporting which is managed by our Global Product Science, Safety and
Compliance department in collaboration with our Regulatory Affairs department, our Medical Affairs department
and our Distributor Relations Call Centers. As a result of our receipt of adverse event reports, we may from time to
time elect, or be required, to remove a product from a market, either temporarily or permanently.

On June 25, 2007, the FDA published its final rule regulating current good manufacturing practices, or cGMP,
for dietary supplements. This final rule became effective on August 24, 2007. The final rule requires that companies
establish written procedures governing: (1) personnel, (2) plant and equipment cleanliness, (3) lab and testing,
(4) packaging and labeling, and (5) distribution. The FDA also required 100 percent identity testing of all incoming
raw materials, although an interim final rule enables companies to petition for an exemption from the 100 percent
testing requirement if they can demonstrate the existence of an appropriate statistical sampling program. The cGMPs
help ensure that dietary supplements and dietary ingredients are not adulterated with contaminants or impurities, and
are labeled to accurately reflect the active ingredients and other ingredients in the products. We have

18

evaluated the final cGMP rule with respect to its potential impact upon the various contract manufacturers that we
use to manufacture our products, some of which might not have met the new standards. It is important to note that the
final cGMP rule, in an effort to limit disruption, included a three-year phase-in for small businesses. The final cGMP
rule has resulted in additional costs. See Item 1A — Risk Factors for further discussion regarding the promulgated
cGMP regulations.

Some of the products marketed by us are considered conventional foods and are currently labeled as such.
Within the United States, this category of products is subject to the Nutrition, Labeling and Education Act, or NLEA,
and regulations promulgated under the NLEA. The NLEA regulates health claims, ingredient labeling and nutrient
content claims characterizing the level of a nutrient in the product. The ingredients added to conventional foods must
either be generally recognized as safe by experts, or GRAS, or be approved as food additives under FDA regulations.

In foreign markets, prior to commencing operations and prior to making or permitting sales of our products in
the market, we may be required to obtain an approval, license or certification from the relevant country’s ministry of
health or comparable agency. Where a formal approval, license or certification is not required, we nonetheless seek a
favorable opinion of counsel regarding our compliance with applicable laws. Prior to entering a new market in which
a formal approval, license or certificate is required, we work extensively with local authorities in order to obtain the
requisite approvals. The approval process generally requires us to present each product and product ingredient to
appropriate regulators and, in some instances, arrange for testing of products by local technicians for ingredient
analysis. The approvals may be conditioned on reformulation of our products, or may be unavailable with respect to
some products or some ingredients. Product reformulation or the inability to introduce some products or ingredients
into a particular market may have an adverse effect on sales. We must also comply with product labeling and
packaging regulations that vary from country to country. Our failure to comply with these regulations can result in a
product being removed from sale in a particular market, either temporarily or permanently.

In 2005 Herbalife voluntarily elected to withdraw its Sesame & Herb tablet product from the Israeli market. This
product, which has been on the market since 1989, was sold only in Israel. Herbalife’s voluntary decision to
withdraw this product accompanied the initiation of a review by the Israeli Ministry of Health of anecdotal case
reports of individuals having varying liver conditions when it was reported that a small number of these individuals
had consumed Herbalife products. Herbalife scientists and medical doctors have closely cooperated with the Ministry
of Health to facilitate this review. No regulatory action has been taken by the Israeli Ministry of Health or by any of
the 24 other regulatory agencies around the world which have looked into related matters.

The FTC, which exercises jurisdiction over the advertising of all of our products, has in the past several years
instituted enforcement actions against several dietary supplement companies and against manufacturers of weight
loss products generally for false and misleading advertising of some of their products. These enforcement actions
have often resulted in consent decrees and monetary payments by the companies involved. In addition, the FTC has
increased its scrutiny of the use of testimonials, which we also utilize, as well as the role of expert endorsers and
product clinical studies. Although we have not been the target of FTC enforcement action for the advertising of our
products, we cannot be sure that the FTC, or comparable foreign agencies, will not question our advertising or other
operations in the future. It is unclear whether the FTC will subject our advertisements to increased surveillance to
ensure compliance with the principles set forth in its published advertising guidance.

In Europe, where an EU Health Claim regulation is in effect, the European Food Safety Authority, or EFSA,
issued opinions following its review of a number of proposed claims dossiers. If accepted by the European
Commission, the EFSA’s opinions could have a limiting effect on the use of certain nutrition-specific claims made
for our products. Such an outcome could have an adverse effect on existing product “wellness,” “well-being” and
“good for you” claims presently made on existing product labeling, literature and advertising. Herbalife is currently
seeking regulatory support for its current product claims while preparing for the possibility that based on limited
acceptance of our claims by EFSA we may be precluded from continued use of such product claims.

In some countries, regulations applicable to the activities of our distributors also may affect our business
because in some countries we are, or regulators may assert that we are, responsible for our distributors’ conduct. In
these countries, regulators may request or require that we take steps to ensure that our distributors comply with local
regulations. The types of regulated conduct include: (1) representations concerning our products; (2) income

19

representations made by us and/or distributors; (3) public media advertisements, which in foreign markets may
require prior approval by regulators; and (4) sales of products in markets in which the products have not been
approved, licensed or certified for sale.

In some markets, it is possible that improper product claims by distributors could result in our products being
reviewed by regulatory authorities and, as a result, being classified or placed into another category as to which
stricter regulations are applicable. In addition, we might be required to make labeling changes.

We are unable to predict the nature of any future laws, regulations, interpretations or applications, nor can we
predict what effect additional governmental regulations or administrative orders, when and if promulgated, would
have on our business in the future. They could, however, require: (1) the reformulation of some products not capable
of being reformulated; (2) imposition of additional record keeping requirements; (3) expanded documentation of the
properties of some products; (4) expanded or different labeling; (5) additional scientific substantiation regarding
product ingredients, safety or usefulness; and/or (6) additional distributor compliance surveillance and enforcement
action by us. Any or all of these requirements could have a material adverse effect on our results of operations and
financial condition.

All of our officers and directors are subject to a permanent injunction issued in October 1986 pursuant to the
settlement of an action instituted by the California Attorney General, the State Health Director and the Santa Cruz
County District Attorney. We consented to the entry of this injunction without in any way admitting the allegations
of the complaint. The injunction prevents us and our officers and directors from making specified claims in future
advertising of our products and required us to implement some documentation systems with respect to payments to
our distributors. At the same time, the injunction does not prevent us from continuing to make specified claims
concerning our products that have been made and are being made, provided that we have a reasonable basis for
making the claims.

Network Marketing Program

Our network marketing program is subject to a number of federal and state regulations administered by the FTC
and various state agencies as well as regulations in foreign markets administered by foreign agencies. Regulations
applicable to network marketing organizations generally are directed at ensuring that product sales ultimately are
made to consumers and that advancement within our organization is based on sales of the organization’s products
rather than investments in the organization or other non-retail sales related criteria. For instance, in some markets,
there are limits on the extent to which distributors may earn royalty overrides on sales generated by distributors that
were not directly sponsored by the distributor. When required by law, we obtain regulatory approval of our network
marketing program or, when this approval is not required, the favorable opinion of local counsel as to regulatory
compliance. Nevertheless, we remain subject to the risk that, in one or more markets, our marketing system could be
found not to be in compliance with applicable regulations. Failure by us to comply with these regulations could have
a material adverse effect on our business in a particular market or in general.

On April 12, 2006, the FTC, issued a notice of proposed rulemaking which, if implemented in its originally
proposed form, would have regulated sellers of “business opportunities” in the United States. As originally proposed
this rule would have applied to us and, if adopted in its originally proposed form, could have adversely affected our
U.S. business. On March 18, 2008 the FTC issued a revised proposed rule and, as indicated in the announcement
accompanying the proposed rule, the revised proposal does not attempt to cover multilevel marketing companies
such as Herbalife. If the revised rule is implemented as it is now proposed we believe that it would not significantly
impact our U.S. business. Based on information currently available, we anticipate that the rule may become final
within a year.

The FTC has approved revisions to its Guides Concerning the Use of Endorsements and Testimonials in
Advertising, or Guides, which became effective on December 1, 2009. Although the Guides are not binding, they
explain how the FTC interprets Section 5 of the FTC Act’s prohibition on unfair or deceptive acts or practices.
Consequently, the FTC could bring a Section 5 enforcement action based on practices that are inconsistent with the
Guides. Under the revised Guides, advertisements that feature a consumer and convey his or her atypical experience
with a product or service are required to clearly disclose the results that consumers can generally expect. In contrast
to the

20

1980 version of the Guides, which allowed advertisers to describe atypical results in a testimonial as long as they
included a disclaimer such as “results not typical”, the revised Guides no longer contain such a safe harbor. The
revised Guides also add new examples to illustrate the long-standing principle that “material connections” between
advertisers and endorsers (such as payments or free products), connections that consumers might not expect, must be
disclosed. Herbalife has adapted its practices and rules regarding the practices of its independent distributors to
comply with the revised Guides. However, it is possible that our use, and that of our independent distributors, of
testimonials in the advertising and promotion of our products, including but not limited to our weight management
products and of our income opportunity will be significantly impacted and therefore might negatively impact our
sales.

We also are subject to the risk of private party challenges to the legality of our network marketing program. For
example, in Webster v. Omnitrition International, Inc. , 79 F.3d 776 (9th Cir. 1996), the multi-level marketing
program of Omnitrition International, Inc., or Omnitrition, was successfully challenged in a class action by
Omnitrition distributors who alleged that Omnitrition was operating an illegal “pyramid scheme” in violation of
federal and state laws. We believe that our network marketing program satisfies the standards set forth in the
Omnitrition case and other applicable statutes and case law defining a legal network marketing system, in part based
upon significant differences between our marketing system and that described in the Omnitrition case.

We are also subject to the risk of private party challenges to the legality of our network marketing program. The
multi-level marketing programs of other companies have been successfully challenged in the past, and in a current
lawsuit, allegations have been made challenging the legality of our network marketing program in Belgium. Test
Ankoop-Test Achat, a Belgian consumer protection organization, sued Herbalife International Belgium, S.V., or
HIB, on August 26, 2004, alleging that HIB violated Article 84 of the Belgian Fair Trade Practices Act by engaging
in pyramid selling, i.e. , establishing a network of professional or non-professional sales people who hope to make a
profit more through the expansion of that network rather than through the sale of products to end-consumers. The
plaintiff is seeking a payment of €25,000 (equal to approximately $33,000 as of December 31, 2010) per purported
violation as well as costs of the trial. For the year ended December 31, 2010, our net sales in Belgium were
approximately $16.8 million. Currently, the lawsuit is in the pleading stage. The plaintiffs filed their initial brief on
September 27, 2005. We filed a reply brief on May 9, 2006 and on December 9, 2008 plaintiffs filed a responsive
brief and on June 24, 2009 we filed a reply brief. An oral hearing was held on November 3, 2010. The court issued
an interim judgment on November 24, 2010 ordering the parties to address a change in the underlying Belgian
statute. A hearing is scheduled for March 2, 2011. An adverse judicial determination with respect to our network
marketing program, or in proceedings not involving us directly but which challenge the legality of multi-level
marketing systems, in Belgium or in any other market in which we operate, could negatively impact our business.
We believe that we have meritorious defenses to the suit.

It is an ongoing part of our business to monitor and respond to regulatory and legal developments, including
those that may affect our network marketing program. However, the regulatory requirements concerning network
marketing programs do not include bright line rules and are inherently fact-based. An adverse judicial determination
with respect to our network marketing program could have a material adverse effect on our business. An adverse
determination could: (1) require us to make modifications to our network marketing program, (2) result in negative
publicity or (3) have a negative impact on distributor morale. In addition, adverse rulings by courts in any
proceedings challenging the legality of multi-level marketing systems, even in those not involving us directly, could
have a material adverse effect on our operations.

Transfer Pricing and Similar Regulations

In many countries, including the United States, we are subject to transfer pricing and other tax regulations
designed to ensure that appropriate levels of income are reported as earned by our U.S. or local entities and are taxed
accordingly. In addition, our operations are subject to regulations designed to ensure that appropriate levels of
customs duties are assessed on the importation of our products.

Although we believe that we are in substantial compliance with all applicable regulations and restrictions, we
are subject to the risk that governmental authorities could audit our transfer pricing and related practices and assert
that additional taxes are owed. For example, we are currently subject to pending or proposed audits that are at various
levels of review, assessment or appeal in a number of jurisdictions involving transfer pricing issues, income

21

taxes, duties, value added taxes, withholding taxes and related interest and penalties in material amounts. In some
circumstances, additional taxes, interest and penalties have been assessed, and we will be required to appeal or
litigate to reverse the assessments. We have taken advice from our tax advisors and believe that there are substantial
defenses to the allegations that additional taxes are owed, and we are vigorously defending against the imposition of
additional proposed taxes. The ultimate resolution of these matters may take several years, and the outcome is
uncertain.

In the event that the audits or assessments are concluded adversely to us, we may or may not be able to offset or
mitigate the consolidated effect of foreign income tax assessments through the use of U.S. foreign tax credits.
Currently, we anticipate utilizing the majority of our foreign tax credits in the year in which they arise with the
unused amount carried forward. Because the laws and regulations governing U.S. foreign tax credits are complex and
subject to periodic legislative amendment, we cannot be sure that we would in fact be able to take advantage of any
foreign tax credits in the future. As a result, adverse outcomes in these matters could have a material impact on our
financial condition and operating results.

Other Regulations

We also are subject to a variety of other regulations in various foreign markets, including regulations pertaining
to social security assessments, employment and severance pay requirements, import/export regulations and antitrust
issues. As an example, in many markets, we are substantially restricted in the amount and types of rules and
termination criteria that we can impose on distributors without having to pay social security assessments on behalf of
the distributors and without incurring severance obligations to terminated distributors. In some countries, we may be
subject to these obligations in any event.

Our failure to comply with these regulations could have a material adverse effect on our business in a particular
market or in general. Assertions that we failed to comply with regulations or the effect of adverse regulations in one
market could adversely affect us in other markets as well by causing increased regulatory scrutiny in those other
markets or as a result of the negative publicity generated in those other markets.

Compliance Procedures

As indicated above, Herbalife, our products and our network marketing program are subject, both directly and
indirectly through distributors’ conduct, to numerous federal, state and local regulations, both in the United States
and foreign markets. Beginning in 1985, we began to institute formal regulatory compliance measures by developing
a system to identify specific complaints against distributors and to remedy any violations of Herbalife’s rules by
distributors through appropriate sanctions, including warnings, suspensions and, when necessary, terminations. In our
manuals, seminars and other training programs and materials, we emphasize that distributors are prohibited from
making therapeutic claims for our products.

Our general policy regarding acceptance of distributor applications from individuals who do not reside in one of
our markets is to refuse to accept the individual’s distributor application. From time to time, exceptions to the policy
are made on a country-by-country basis.

In order to comply with regulations that apply to both us and our distributors, we conduct considerable research
into the applicable regulatory framework prior to entering any new market to identify all necessary licenses and
approvals and applicable limitations on our operations in that market. Typically, we conduct this research with the
assistance of local legal counsel and other representatives. We devote substantial resources to obtaining the necessary
licenses and approvals and bringing our operations into compliance with the applicable limitations. We also research
laws applicable to distributor operations and revise or alter our distributor manuals and other training materials and
programs to provide distributors with guidelines for operating a business, marketing and distributing our products
and similar matters, as required by applicable regulations in each market. We are, however, unable to monitor our
sales leaders and distributors effectively to ensure that they refrain from distributing our products in countries where
we have not commenced operations, and we do not devote significant resources to this type of monitoring.

22

In addition, regulations in existing and new markets often are ambiguous and subject to considerable interpretive
and enforcement discretion by the responsible regulators. Moreover, even when we believe that we and our
distributors are initially in compliance with all applicable regulations, new regulations regularly are being added and
the interpretation of existing regulations is subject to change. Further, the content and impact of regulations to which
we are subject may be influenced by public attention directed at us, our products or our network marketing program,
so that extensive adverse publicity about us, our products or our network marketing program may result in increased
regulatory scrutiny.

It is an ongoing part of our business to anticipate and respond to new and changing regulations and to make
corresponding changes in our operations to the extent practicable. Although we devote considerable resources to
maintaining our compliance with regulatory constraints in each of our markets, we cannot be sure that (1) we would
be found to be in full compliance with applicable regulations in all of our markets at any given time or (2) the
regulatory authorities in one or more markets will not assert, either retroactively or prospectively or both, that our
operations are not in full compliance. These assertions or the effect of adverse regulations in one market could
negatively affect us in other markets as well by causing increased regulatory scrutiny in those other markets or as a
result of the negative publicity generated in those other markets. These assertions could have a material adverse
effect on us in a particular market or in general. Furthermore, depending upon the severity of regulatory changes in a
particular market and the changes in our operations that would be necessitated to maintain compliance, these changes
could result in our experiencing a material reduction in sales in the market or determining to exit the market
altogether. In this event, we would attempt to devote the resources previously devoted to such market to a new
market or markets or other existing markets. However, we cannot be sure that this transition would not have an
adverse effect on our business and results of operations either in the short or long-term.

Trademarks and Proprietary Formulas

We use the umbrella trademarks Herbalife and the Tri-Leaf design worldwide, and protect several other
trademarks and trade names related to our products and operations, such as Niteworks
®
, Nourifusion
®
, and Liftoff
®
. Our trademark registrations are issued through the United States Patent and Trademark Office, or USPTO, and
comparable agencies in the foreign countries. We consider our trademarks and trade names to be an important factor
in our business. We also take care in protecting the intellectual property rights of our proprietary formulas by
restricting access to our formulas within the Company to those persons or departments that require access to them to
perform their functions, and by requiring our finished goods-suppliers and consultants to execute supply and non-
disclosure agreements that seek to contractually protect our intellectual property rights. Disclosure of these formulas,
in redacted form, is also necessary to obtain sanitary registrations in many countries. We also make efforts to protect
some unique formulations under patent law. We strive to protect all new product developments as the confidential
trade secrets of the Company and its inventor employees. However, despite our efforts, we may be unable to prevent
third parties from infringing upon or misappropriating our proprietary rights.

Competition

The business of marketing weight management and nutrition products is highly competitive. This market
segment includes numerous manufacturers, distributors, marketers, retailers and physicians that actively compete for
the business of consumers both in the U.S. and abroad. The market is highly sensitive to the introduction of new
products or weight management plans, including various prescriptions and over the counter drugs that may rapidly
capture a significant share of the market. As a result, our ability to remain competitive depends in part upon the
successful introduction of new products. In addition, we anticipate that we will be subject to increasing competition
in the future from sellers that utilize electronic commerce. We cannot be sure of the impact of electronic commerce
or that it will not adversely affect our business.

We are subject to significant competition for the recruitment of distributors from other network marketing
organizations, including those that market weight management products, nutritional supplements and personal care
products, as well as other types of products. Some of our competitors are substantially larger than we are, and have
considerably greater financial resources than we have. Our ability to remain competitive depends, in significant part,
on our success in recruiting and retaining distributors through an attractive compensation plan and other incentives.
We believe that our production bonus program, international sponsorship program and other

23

compensation and incentive programs provide our distributors with significant earning potential. However, we
cannot be sure that our programs for recruitment and retention of distributors will be successful.

Executive Officers of the Registrant

The table sets forth certain information regarding each person who serves as an executive officer of the
Company.


Michael O. Johnson is Chairman and Chief Executive Officer of the Company. Mr. Johnson joined the
Company in April 2003 as Chief Executive Officer and became Chairman of the Board in May 2007. Before joining
the Company Mr. Johnson spent 17 years with The Walt Disney Company, where he most recently served as
President of Walt Disney International, and also served as President of Asia Pacific for The Walt Disney Company
and President of Buena Vista Home Entertainment. Mr. Johnson has also previously served as a publisher of Audio
Times magazine, and has directed the regional sales efforts of Warner Amex Satellite Entertainment Company for
three of its television channels, including MTV, Nickelodeon and The Movie Channel. Mr. Johnson formerly served
as a director of Univision Communications, Inc., a television company serving Spanish-speaking Americans, and
served on the Board of Regents for Loyola High School of Los Angeles. Mr. Johnson received his Bachelor of Arts
in Political Science from Western State College.

Desmond Walsh is the President of the Company and has held this position since January 2010. Mr. Walsh
joined the Company in January 2004 as Senior Vice President, Worldwide Distributor Sales and was promoted to
Executive Vice President for Worldwide Operations and Sales in April 2008. From 2001 to 2004, Mr. Walsh served
as the Senior Vice President of the commercial division of DMX Music. Prior to DMX Music, Mr. Walsh spent five
years as Vice President and General Manager of Supercomm, Inc., a subsidiary of the Walt Disney Company.
Mr. Walsh also previously served in management positions at MovieQuik Systems, a division of The Southland
Corporation (now 7-Eleven) and at Commtron Corporation, a leading consumer electronics and video distribution
company. Mr. Walsh received his Bachelor of Laws degree from the University of London.

Richard Goudis is Chief Operating Officer of the Company and has held this position since January 2010.
Mr. Goudis joined the Company in June 2004 as Chief Financial Officer after serving as the Chief Operating Officer
of Rexall Sundown, a Nasdaq 100 company that was sold to Royal Numico in 2000, from 1998 to 2001. After the
sale to Royal Numico, Mr. Goudis had operations responsibility for all of Royal Numico’s U.S. investments,
including General Nutrition Centers, or GNC, Unicity International and Rexall Sundown. From 2002 to May 2004,
Mr. Goudis was a partner at Flamingo Capital Partners, a firm he founded in 2002. Mr. Goudis also previously
worked at Sunbeam Corporation and Pratt & Whitney. Mr. Goudis graduated from the University of Massachusetts
with a degree in Accounting and he received his MBA from Nova Southeastern University.

Brett R. Chapman is General Counsel and Corporate Secretary of the Company and has held these positions
since October 2003. Before joining the Company in October 2003, Mr. Chapman spent thirteen years at The Walt
Disney Company, most recently as its Senior Vice President and Deputy General Counsel, with responsibility for all
legal matters relating to Disney’s Media Networks Group, including the ABC Television Network, the company’s
cable properties including The Disney Channel and ESPN, and Disney’s radio and internet businesses. Prior to
working at The Walt Disney Company, Mr. Chapman was an associate at the law firm of Skadden, Arps, Slate,
Meagher & Flom LLP. Mr. Chapman received his Bachelor of Science and Master of Science in Business
Administration from California State University, Northridge and his Juris Doctorate from Southwestern University
School of Law.

John DeSimone is Chief Financial Officer of the Company and has held this position since January 2010.
Mr. DeSimone joined the Company in November 2007 as Senior Vice President — Finance and was promoted to

24

Name Age Position with the Company

Michael O. Johnson 56 Chief Executive Officer, Director,
Chairman of the Board
Desmond Walsh 53 President
Richard Goudis 49 Chief Operating Officer
Brett R. Chapman 55 General Counsel and Corporate Secretary
John DeSimone 44 Chief Financial Officer

the position of Senior Vice President — Finance & Distributor Operations in December 2008. From June 2004
through October 2007, Mr. DeSimone served as the Chief Executive Officer of Mobile Ventures, LLC (formerly
known as Autoware, Inc.), an automotive aftermarket accessory distributor and retailer. Prior to working at Mobile
Ventures, LLC, Mr. DeSimone previously served as the Controller, Vice President of Finance and Chief Financial
Officer of Rexall Sundown, Inc., a multinational manufacturer and distributor of nutritional supplements and sports
nutrition products that was publicly traded while Mr. DeSimone served as its Controller and Vice President of
Finance. Mr. DeSimone received his Bachelor of Science in Business Administration from Bryant College (now
known as Bryant University).

Employees

As of December 31, 2010, we had approximately 4,500 employees. In China, as of December 31, 2010, we also
had labor contracts with approximately 49,000 employed sales representatives. These numbers do not include our
distributors, who are independent contractors rather than employees. Except for some employees in Mexico and in
certain European countries, none of our employees are members of any labor union, and we have never experienced
any business interruption as a result of any labor disputes.

Available Information

Our Internet website address is www.Herbalife.com. We make available free of charge on our website our
Annual Reports on Form 10-K, Quarterly Reports on Form 10-Q, Current Reports on Form 8-K and amendments to
those reports filed or furnished pursuant to Section 13(a) or 15(d) of the Securities Exchange Act of 1934, as
amended, or the Exchange Act, as soon as reasonably practical after we file such material with, or furnish it to, the
Securities and Exchange Commission, or SEC. This information is also available in print to any shareholder who
requests it, with any such requests addressed to Investor Relations, 800 West Olympic Blvd., Suite 406, Los Angeles,
CA 90015. Certain of these documents may also be obtained by calling the SEC at 1-800-SEC-0330. The SEC also
maintains an Internet website that contains reports, and other information regarding issuers that file electronically
with the SEC at www.sec.gov. We also make available free of charge on our website our Corporate Governance
Guidelines, our Code of Business Conduct and Ethics, and the Charters of our Audit Committee, Corporate
Governance and Nominating Committee, and Compensation Committee.

Item 1A. RISK FACTORS

The worldwide financial and economic “crisis” could negatively impact our access to credit and the sales of our
products and could harm our financial condition and operating results.

We are closely monitoring various aspects of the current worldwide financial and economic “crisis” and its
potential impact on us, our liquidity, our access to capital, our operations and our overall financial condition. While
we have historically met our funding needs utilizing cash flow from operating activities and while we believe we will
have sufficient resources to meet current debt service obligations in a timely manner, no assurances can be given that
the current overall downturn in the world economy will not significantly adversely impact us and our business
operations. We note economic and financial markets are fluid and we cannot ensure that there will not be in the near
future a material adverse deterioration in our sales or liquidity.

Our failure to establish and maintain distributor relationships for any reason could negatively impact sales of
our products and harm our financial condition and operating results.

We distribute our products exclusively through approximately 2.1 million independent distributors, and we
depend upon them directly for substantially all of our sales. To increase our revenue, we must increase the number
of, or the productivity of, our distributors. Accordingly, our success depends in significant part upon our ability to
recruit, retain and motivate a large base of distributors. The loss of a significant number of distributors for any reason
could negatively impact sales of our products and could impair our ability to attract new distributors. In our efforts to
attract and retain distributors, we compete with other network marketing organizations, including those in the weight
management, dietary and nutritional supplement and personal care and cosmetic product industries. Our

25

operating results could be harmed if our existing and new business opportunities and products do not generate
sufficient interest to retain existing distributors and attract new distributors.

Our distributor organization has a high turnover rate, which is a common characteristic found in the direct
selling industry. In light of this fact, we have our sales leaders re-qualify annually in order to maintain a more
accurate count of their numbers. For the latest twelve month re-qualification period ending January 2011,
approximately 49% of our sales leaders re-qualified. Distributors who purchase our product for personal
consumption or for short-term income goals may stay with us for several months to one year. Sales leaders who have
committed time and effort to build a sales organization will generally stay for longer periods. Distributors have
highly variable levels of training, skills and capabilities. The turnover rate of our distributors, and our operating
results, can be adversely impacted if we, and our senior distributor leadership, do not provide the necessary
mentoring, training and business support tools for new distributors to become successful sales people in a short
period of time.

We estimate that, of our approximately 2.1 million independent distributors, we had approximately 483,000
sales leaders as of December 31, 2010. These sales leaders, together with their downline sales organizations, account
for substantially all of our revenues. Our distributors, including our sales leaders, may voluntarily terminate their
distributor agreements with us at any time. The loss of a group of leading sales leaders, together with their downline
sales organizations, or the loss of a significant number of distributors for any reason, could negatively impact sales of
our products, impair our ability to attract new distributors and harm our financial condition and operating results.

Since we cannot exert the same level of influence or control over our independent distributors as we could were
they our own employees, our distributors could fail to comply with our distributor policies and procedures,
which could result in claims against us that could harm our financial condition and operating results.

Excluding our China sales employees, our distributors are independent contractors and, accordingly, we are not
in a position to directly provide the same direction, motivation and oversight as we would if distributors were our
own employees. As a result, there can be no assurance that our distributors will participate in our marketing strategies
or plans, accept our introduction of new products, or comply with our distributor policies and procedures.

Extensive federal, state and local laws regulate our business, products and network marketing program. Because
we have expanded into foreign countries, our policies and procedures for our independent distributors differ due to
the different legal requirements of each country in which we do business. While we have implemented distributor
policies and procedures designed to govern distributor conduct and to protect the goodwill associated with Herbalife
trademarks and tradenames, it can be difficult to enforce these policies and procedures because of the large number
of distributors and their independent status. Violations by our independent distributors of applicable law or of our
policies and procedures in dealing with customers could reflect negatively on our products and operations and harm
our business reputation. In addition, it is possible that a court could hold us civilly or criminally accountable based on
vicarious liability because of the actions of our independent distributors.

Adverse publicity associated with our products, ingredients or network marketing program, or those of similar
companies, could harm our financial condition and operating results.

The size of our distribution force and the results of our operations may be significantly affected by the public’s
perception of the Company and similar companies. This perception is dependent upon opinions concerning:


26
• the safety and quality of our products and ingredients;

• the safety and quality of similar products and ingredients distributed by other companies;

• our distributors;

• our network marketing program; and

• the direct selling business generally.


Adverse publicity concerning any actual or purported failure of our Company or our independent distributors to
comply with applicable laws and regulations regarding product claims and advertising, good manufacturing
practices, the regulation of our network marketing program, the licensing of our products for sale in our target
markets or other aspects of our business, whether or not resulting in enforcement actions or the imposition of
penalties, could have an adverse effect on the goodwill of our Company and could negatively affect our ability to
attract, motivate and retain distributors, which would negatively impact our ability to generate revenue. We cannot
ensure that all distributors will comply with applicable legal requirements relating to the advertising, labeling,
licensing or distribution of our products.

In addition, our distributors’ and consumers’ perception of the safety and quality of our products and ingredients
as well as similar products and ingredients distributed by other companies can be significantly influenced by media
attention, publicized scientific research or findings, widespread product liability claims and other publicity
concerning our products or ingredients or similar products and ingredients distributed by other companies. For
example, in May 2008 public allegations were made that certain of our products contain excessive amounts of lead
thereby triggering disclosure and labeling requirements under California Proposition 65. Following an investigation,
these allegations were publicly withdrawn by the allegations initiator. While we have confidence in our products
because they fall within FDA suggested guidelines as well as applicable state regulations for the amount of lead that
consumers can safely ingest and do not believe they trigger disclosure or labeling requirements under California
Proposition 65, negative publicity such as this can disrupt our business. Adverse publicity, whether or not accurate or
resulting from consumers’ use or misuse of our products, that associates consumption of our products or ingredients
or any similar products or ingredients with illness or other adverse effects, questions the benefits of our or similar
products or claims that any such products are ineffective, inappropriately labeled or have inaccurate instructions as to
their use, could lead to lawsuits or other legal challenges and could negatively impact our reputation, the market
demand for our products, or our general business.

From time to time we receive inquiries from government agencies and third parties requesting information
concerning our products. We fully cooperate with these inquiries including, when requested, by the submission of
detailed technical dossiers addressing product composition, manufacturing, process control, quality assurance, and
contaminant testing. We understand that such materials are undergoing review by regulators in certain markets. In the
course of one such inquiry the Spanish Ministry of Health elected to issue a press release, or communicado, to inform
the public of a then on-going inquiry and dialogue with our Company. Upon completion of its review of Herbalife
products distributed in Spain, the Spanish Ministry of Health withdrew its communicado in April 2009. We are
confident in the safety of our products when used as directed. However, there can be no assurance that regulators in
these or other markets will not take actions that might delay or prevent the introduction of new products, or require
the reformulation or the temporary or permanent withdrawal of certain of our existing products from their markets.

Adverse publicity relating to us, our products or our operations, including our network marketing program or the
attractiveness or viability of the financial opportunities provided thereby, has had, and could again have, a negative
effect on our ability to attract, motivate and retain distributors. In the mid-1980’s, our products and marketing
program became the subject of regulatory scrutiny in the United States, resulting in large part from claims and
representations made about our products by our independent distributors, including impermissible therapeutic claims.
The resulting adverse publicity caused a rapid, substantial loss of distributors in the United States and a
corresponding reduction in sales beginning in 1985. We expect that negative publicity will, from time to time,
continue to negatively impact our business in particular markets.

Our failure to appropriately respond to changing consumer preferences and demand for new products or
product enhancements could significantly harm our distributor and customer relationships and product sales
and harm our financial condition and operating results.

Our business is subject to changing consumer trends and preferences, especially with respect to weight
management products. Our continued success depends in part on our ability to anticipate and respond to these
changes, and we may not respond in a timely or commercially appropriate manner to such changes. Furthermore, the
nutritional supplement industry is characterized by rapid and frequent changes in demand for products and new
product introductions and enhancements. Our failure to accurately predict these trends could negatively impact

27

consumer opinion of our products, which in turn could harm our customer and distributor relationships and cause the
loss of sales. The success of our new product offerings and enhancements depends upon a number of factors,
including our ability to:


If we do not introduce new products or make enhancements to meet the changing needs of our customers in a
timely manner, some of our products could be rendered obsolete, which could negatively impact our revenues,
financial condition and operating results.

Due to the high level of competition in our industry, we might fail to retain our customers and distributors,
which would harm our financial condition and operating results.

The business of marketing weight management and nutrition products is highly competitive and sensitive to the
introduction of new products or weight management plans, including various prescription drugs, which may rapidly
capture a significant share of the market. These market segments include numerous manufacturers, distributors,
marketers, retailers and physicians that actively compete for the business of consumers both in the United States and
abroad. In addition, we anticipate that we will be subject to increasing competition in the future from sellers that
utilize electronic commerce. Some of these competitors have longer operating histories, significantly greater
financial, technical, product development, marketing and sales resources, greater name recognition, larger established
customer bases and better-developed distribution channels than we do. Our present or future competitors may be able
to develop products that are comparable or superior to those we offer, adapt more quickly than we do to new
technologies, evolving industry trends and standards or customer requirements, or devote greater resources to the
development, promotion and sale of their products than we do. For example, if our competitors develop other diet or
weight loss treatments that prove to be more effective than our products, demand for our products could be reduced.
Accordingly, we may not be able to compete effectively in our markets and competition may intensify.

We are also subject to significant competition for the recruitment of distributors from other network marketing
organizations, including those that market weight management products, dietary and nutritional supplements and
personal care products as well as other types of products. We compete for global customers and distributors with
regard to weight management, nutritional supplement and personal care products. Our competitors include both
direct selling companies such as NuSkin Enterprises, Nature’s Sunshine, Alticor/Amway, Melaleuca, Avon Products,
Oriflame, Tupperware and Mary Kay, as well as retail establishments such as Weight Watchers, Jenny Craig,
General Nutrition Centers, Wal-Mart and retail pharmacies.

In addition, because the industry in which we operate is not particularly capital intensive or otherwise subject to
high barriers to entry, it is relatively easy for new competitors to emerge who will compete with us for our
distributors and customers. In addition, the fact that our distributors may easily enter and exit our network marketing
program contributes to the level of competition that we face. For example, a distributor can enter or exit our network
marketing system with relative ease at any time without facing a significant investment or loss of capital because
(1) we have a low upfront financial cost to become a Herbalife distributor, (2) we do not require any specific amount
of time to work as a distributor, (3) we do not insist on any special training to be a distributor and (4) we do not
prohibit a new distributor from working with another company. Our ability to remain competitive therefore depends,
in significant part, on our success in recruiting and retaining distributors through an attractive compensation plan, the
maintenance of an attractive product portfolio and other incentives. We cannot ensure that our programs for
recruitment and retention of distributors will be successful and if they are not, our financial condition and operating
results would be harmed.

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• accurately anticipate customer needs;

• innovate and develop new products or product enhancements that meet these needs;

• successfully commercialize new products or product enhancements in a timely manner;

• price our products competitively;

• manufacture and deliver our products in sufficient volumes and in a timely manner; and

• differentiate our product offerings from those of our competitors.

We are affected by extensive laws, governmental regulations, administrative determinations, court decisions and
similar constraints both domestically and abroad, and our failure or our distributors’ failure to comply with
these constraints could lead to the imposition of significant penalties or claims, which could harm our financial
condition and operating results.

In both domestic and foreign markets, the formulation, manufacturing, packaging, labeling, distribution,
importation, exportation, licensing, sale and storage of our products are affected by extensive laws, governmental
regulations, administrative determinations, court decisions and similar constraints. Such laws, regulations and other
constraints may exist at the federal, state or local levels in the United States and at all levels of government in foreign
jurisdictions. There can be no assurance that we or our distributors are in compliance with all of these regulations.
Our failure or our distributors’ failure to comply with these regulations or new regulations could disrupt our
distributors’ sale of our products, or lead to the imposition of significant penalties or claims and could negatively
impact our business. In addition, the adoption of new regulations or changes in the interpretations of existing
regulations may result in significant compliance costs or discontinuation of product sales and may negatively impact
the marketing of our products, resulting in significant loss of sales revenues.

In April 2006, the FTC issued a notice of proposed rulemaking which, if implemented in its originally proposed
form, would have regulated all sellers of “business opportunities” in the United States. As originally proposed this
rule would have applied to us and, if adopted in its originally proposed form, could have adversely impacted our
U.S. business. On March 18, 2008, the FTC issued a revised proposed rule and, as indicated in the announcement
accompanying the proposed rule, the revised proposal does not attempt to cover multilevel marketing companies
such as Herbalife. If the revised rule were implemented as it is now proposed, we believe that it would not
significantly impact our U.S. business. Based on information currently available, we anticipate that the rule may
become final within the year.

The FTC has approved revisions to its Guides Concerning the Use of Endorsements and Testimonials in
Advertising, or Guides, which became effective on December 1, 2009. Although the Guides are not binding, they
explain how the FTC interprets Section 5 of the FTC Act’s prohibition on unfair or deceptive acts or practices.
Consequently, the FTC could bring a Section 5 enforcement action based on practices that are inconsistent with the
Guides. Under the revised Guides, advertisements that feature a consumer and convey his or her atypical experience
with a product or service will be required to clearly disclose the results that consumers can generally expect. In
contrast to the 1980 version of the Guides, which allowed advertisers to describe atypical results in a testimonial as
long as they included a disclaimer such as “results not typical”, the revised Guides no longer contain such a safe
harbor. The revised Guides also add new examples to illustrate the long-standing principle that “material
connections” between advertisers and endorsers (such as payments or free products), connections that consumers
might not expect, must be disclosed. Herbalife has revised its marketing materials to be compliant with the revised
Guides. However, it is possible that our use, and that of our independent distributors, of testimonials in the
advertising and promotion of our products, including but not limited to our weight management products and of our
income opportunity will be significantly impacted and therefore might negatively impact our sales.

Governmental regulations in countries where we plan to commence or expand operations may prevent or delay
entry into those markets. In addition, our ability to sustain satisfactory levels of sales in our markets is dependent in
significant part on our ability to introduce additional products into such markets. However, governmental regulations
in our markets, both domestic and international, can delay or prevent the introduction, or require the reformulation or
withdrawal, of certain of our products. During the second quarter of 2008 the Spanish Ministry of Health issued a
press release, or communicado, informing the public of a then on-going inquiry into the safety of our Company’s
products sold in Spain. Upon completion of its review of Herbalife products distributed in Spain, the Spanish
Ministry of Health withdrew its communicado. Any such regulatory action, whether or not it results in a final
determination adverse to us, could create negative publicity, with detrimental effects on the motivation and
recruitment of distributors and, consequently, on sales.

The FDA has published its final rule for cGMPs affecting the manufacture, packing, labeling and holding of
dietary supplements distributed in the United States. Under dietary supplement cGMPs, manufacturers must qualify
ingredient suppliers in order to use their products in dietary supplements. One of the many requirements of the cGMP
final rule is that the manufacturer conduct 100 percent identity testing on all dietary ingredients used in the

29

manufacture of dietary supplements or petition the FDA for an exemption from this requirement. We are unaware of
any company having submitted such a petition. Herbalife has implemented a comprehensive quality assurance
program that is designed to maintain compliance with the cGMPs for dietary supplements manufactured by or on
behalf of Herbalife for distribution in the United States. However, if contract manufacturers whose products bear
Herbalife labels fail to comply with the cGMPs, this could negatively impact Herbalife’s reputation and ability to sell
its products even though Herbalife is not directly liable under the cGMPs for such compliance. For example, in
September 2009 one of Herbalife’s contract manufacturers, Coats International, received a FDA cGMP 483
inspection report noting a number of compliance deficiencies involving its manufacturing of two aloe-based
products. Subsequently, in April 2010 Coats International received a FDA issued warning letter. Both of these letters
generated publicity within the trade media. Coats International has taken remedial action to comply with the cGMP
requirements. Further, in complying with the dietary supplement cGMPs, we have experienced increases in some
product costs as a result of the necessary increase in testing of raw ingredients and finished products and this may
cause us to seek alternate suppliers.

Our network marketing program could be found to be not in compliance with current or newly adopted laws or
regulations in one or more markets, which could prevent us from conducting our business in these markets and
harm our financial condition and operating results.

Our network marketing program is subject to a number of federal and state regulations administered by the FTC
and various state agencies in the United States as well as regulations on direct selling in foreign markets administered
by foreign agencies. We are subject to the risk that, in one or more markets, our network marketing program could be
found not to be in compliance with applicable law or regulations. Regulations applicable to network marketing
organizations generally are directed at preventing fraudulent or deceptive schemes, often referred to as “pyramid” or
“chain sales” schemes, by ensuring that product sales ultimately are made to consumers and that advancement within
an organization is based on sales of the organization’s products rather than investments in the organization or other
non-retail sales-related criteria. The regulatory requirements concerning network marketing programs do not include
“bright line” rules and are inherently fact-based, and thus, we are subject to the risk that these laws or regulations or
the enforcement or interpretation of these laws and regulations by governmental agencies or courts can change. The
failure of our network marketing program to comply with current or newly adopted regulations could negatively
impact our business in a particular market or in general.

We are also subject to the risk of private party challenges to the legality of our network marketing program. The
multi-level marketing programs of other companies have been successfully challenged in the past and in a current
lawsuit allegations have been made challenging the legality of our network marketing program in Belgium. Test
Ankoop-Test Achat, a Belgian consumer protection organization, sued Herbalife International Belgium, S.V., or
HIB, on August 26, 2004, alleging that HIB violated Article 84 of the Belgian Fair Trade Practices Act by engaging
in pyramid selling, i.e. , establishing a network of professional or non-professional sales people who hope to make a
profit more through the expansion of that network rather than through the sale of products to end-consumers. The
plaintiff is seeking a payment of €25,000 (equal to approximately $33,000 as of December 31, 2010) per purported
violation as well as costs of the trial. For the year ended December 31, 2010, our net sales in Belgium were
approximately $16.8 million. The plaintiffs filed their initial brief on September 27, 2005 and on May 9, 2006 we
filed a reply brief. On December 9, 2008 plaintiffs filed a responsive brief and on June 24, 2009 we filed a reply
brief. An oral hearing was held on November 3, 2010. The Court issued an interim judgment on November 24, 2010
ordering the parties to address a change in the underlying Belgian statute. A hearing is scheduled for March 2, 2011.
An adverse judicial determination with respect to our network marketing program, or in proceedings not involving us
directly but which challenge the legality of multi-level marketing systems, in Belgium or in any other market in
which we operate, could negatively impact our business. We believe that we have meritorious defenses to the suit.

On April 16, 2007 Herbalife International of America, Inc. filed a Complaint in the United States District Court
for the Central District of California against certain former Herbalife distributors who had left the Company to join a
competitor. The Complaint alleged breach of contract, misappropriation of trade secrets, intentional interference with
prospective economic advantage, intentional interference with contract, unfair competition, constructive trust and
fraud and seeks monetary damages, attorney’s fees and injunctive relief ( Herbalife International of America, Inc. v.
Robert E. Ford, et al ). The court entered a Preliminary Injunction against the defendants enjoining them from

30

further use and/or misappropriation of the Company’s trade secrets on December 11, 2007. Defendants appealed the
court’s entry of the Preliminary Injunction to the U.S. Court of Appeals for the Ninth Circuit. That court affirmed, in
relevant part, the Preliminary Injunction. On December 3, 2007 the defendants filed a counterclaim alleging that the
Company had engaged in unfair and deceptive business practices, intentional and negligent interference with
prospective economic advantage, false advertising and that the Company was an endless chain scheme in violation of
California law and seeking restitution, contract rescission and an injunction. Both sides engaged in discovery and
filed cross motions for Summary Judgment. On August 25, 2009 the court granted partial summary judgment for
Herbalife on all of defendants’ claims except the claim that the Company is an endless chain scheme which under
applicable law is a question of fact that can only be determined at trial. The court denied defendants’ motion for
Summary Judgment on Herbalife’s claims for misappropriation of trade secrets and breach of contract. On May 5,
2010, the District Court granted summary judgment for Herbalife on defendants’ endless chain-scheme counterclaim.
Herbalife voluntarily dismissed its remaining claims, and on May 14, 2010 the District Court issued a final judgment
dismissing all of the parties’ claims. On June 10, 2010 the defendants appealed from that judgment and on June 21,
2010 Herbalife cross-appealed. The Company believes that there is merit to its appeal, and it will prevail upon both
its appeal as well as the defendant’s appeal.

A substantial portion of our business is conducted in foreign markets, exposing us to the risks of trade or
foreign exchange restrictions, increased tariffs, foreign currency fluctuations, disruptions or conflicts with our
third party importers and similar risks associated with foreign operations.

Approximately 78% of our net sales for the year ended December 31, 2010, were generated outside the United
States, exposing our business to risks associated with foreign operations. For example, a foreign government may
impose trade or foreign exchange restrictions or increased tariffs, which could negatively impact our operations. We
are also exposed to risks associated with foreign currency fluctuations. For instance, purchases from suppliers are
generally made in U.S. dollars while sales to distributors are generally made in local currencies. Accordingly,
strengthening of the U.S. dollar versus a foreign currency could have a negative impact on us. Although we engage in
transactions to protect against risks associated with foreign currency fluctuations, we cannot be certain any hedging
activity will effectively reduce our exchange rate exposure. Additionally we may be negatively impacted by conflicts
with or disruptions caused or faced by our third party importers, as well as conflicts between such importers and local
governments or regulating agencies. Our operations in some markets also may be adversely affected by political,
economic and social instability in foreign countries. As we continue to focus on expanding our existing international
operations, these and other risks associated with international operations may increase, which could harm our
financial condition and operating results.

Currency restrictions enacted by the Venezuelan government in 2003 have become more restrictive and have
impacted the ability of our subsidiary in Venezuela, or Herbalife Venezuela, to obtain U.S. dollars in exchange for
Venezuelan Bolivars, or Bolivars, at the official foreign exchange rates from the Venezuelan government and its
foreign exchange commission, CADIVI. The application and approval processes have been intermittently delayed
and the timing and ability to obtain U.S. dollars at the official exchange rates remains uncertain. In certain instances,
we have made appropriate applications through CADIVI for approval to obtain U.S. dollars so that Herbalife
Venezuela can pay for imported products and an annual dividend, at the official exchange rate. As an alternative
exchange mechanism, we have also participated in certain bond offerings from the Venezuelan government and from
Petróleos de Venezuela, S.A. or PDVSA, a Venezuelan state-owned petroleum company, where we effectively
purchased bonds with our Bolivars and then sold the bonds for U.S. dollars. In other instances, we used a lawful but
less favorable parallel market mechanism for currency exchange. In May 2010, this less favorable parallel market
was discontinued.

In June 2010, the Venezuelan government introduced additional regulations under a newly regulated system,
SITME, which is controlled by the Central Bank of Venezuela. SITME provides a mechanism to exchange Bolivars
into U.S. dollars through the purchase and sale of U.S. dollar denominated bonds issued in Venezuela. However,
SITME is only available in certain limited circumstances. Specifically, SITME can only be used for product
purchases and it is not available for other matters such as the payment of dividends. Also, SITME can only be used
for amounts of up to $50,000 per day and $350,000 per month and is generally only available to the extent that the
applicant has not exchanged and received U.S. dollars via the CADIVI process within the previous 90 days. While
we currently plan to continue to import products into Venezuela and exchange Bolivars for U.S. dollars based on the
exchange mechanisms prescribed by the Venezuelan government, if the current currency restrictions are not lifted

31

or eased, our product supplies in the Venezuelan market may be limited and we may make changes to Herbalife
Venezuela’s operations each of which could negatively impact our business.

If the foreign currency restrictions in Venezuela intensify or do not improve, we may be required to
deconsolidate Herbalife Venezuela for U.S. GAAP purposes and would be subject to the risk of impairment. If any of
these events were to occur it could result in a negative impact to our consolidated earnings. See Item 7,
Management’s Discussion and Analysis of Financial Condition and Results of Operations, within this Annual Report
for a further discussion on Venezuela.

Our expansion in China is subject to general, as well as industry-specific, economic, political and legal
developments and risks in China and requires that we utilize a different business model from that which we use
elsewhere in the world.

Our expansion of operations into China is subject to risks and uncertainties related to general economic, political
and legal developments in China, among other things. The Chinese government exercises significant control over the
Chinese economy, including but not limited to controlling capital investments, allocating resources, setting monetary
policy, controlling foreign exchange and monitoring foreign exchange rates, implementing and overseeing tax
regulations, providing preferential treatment to certain industry segments or companies and issuing necessary
licenses to conduct business. Accordingly, any adverse change in the Chinese economy, the Chinese legal system or
Chinese governmental, economic or other policies could have a material adverse effect on our business in China and
our prospects generally.

In August 2005, China published regulations governing direct selling (effective December 1, 2005) and
prohibiting pyramid promotional schemes (effective November 1, 2005), and a number of administrative methods
and proclamations were issued in September 2005 and in September 2006. These regulations require us to use a
business model different from that which we offer in other markets. To allow us to operate under these regulations,
we have created and introduced a model specifically for China. In China, we have Company-operated retail stores
that sell through employed sales personnel to customers and preferred customers. We provide training and
certification procedures for sales personnel in China. We also have non-employee sales representatives who sell
through our retail stores. Our sales representatives are permitted by the terms of our direct selling licenses to sell
away from fixed retail locations in the provinces of Jiangsu, Guangdong, Shandong, Zhejiang, Guizhou, Beijing,
Fujian, Sichuan, Hubei, Shanxi, Shanghai, Jiangxi, Liaoning, Jilin, Henan, and Chongqing. We have also engaged
independent service providers that meet both the requirements to operate their own business under Chinese law as
well as the conditions set forth by Herbalife to sell products and provide services to Herbalife customers. These
features are not common to the business model we employ elsewhere in the world, and based on the direct selling
licenses we have received and the terms of those which we hope to receive in the future to conduct a direct selling
enterprise in China, our business model in China will continue in some part to incorporate such features. The direct
selling regulations require us to apply for various approvals to conduct a direct selling enterprise in China. The
process for obtaining the necessary licenses to conduct a direct selling business is protracted and cumbersome and
involves multiple layers of Chinese governmental authorities and numerous governmental employees at each layer.
While direct selling licenses are centrally issued, such licenses are generally valid only in the jurisdictions within
which related approvals have been obtained. Such approvals are generally awarded on local and provincial bases, and
the approval process requires involvement with multiple ministries at each level. Our participation and conduct
during the approval process is guided not only by distinct Chinese practices and customs, but is also subject to
applicable laws of China and the other jurisdictions in which we operate our business, including the U.S., as well as
our internal code of ethics. There is always a risk that in attempting to comply with local customs and practices in
China during the application process or otherwise, we will fail to comply with requirements applicable to us in China
itself or in other jurisdictions, and any such failure to comply with applicable requirements could prevent us from
obtaining the direct selling licenses or related local or provincial approvals. Furthermore, we rely on certain key
personnel in China to assist us during the approval process, and the loss of any such key personnel could delay or
hinder our ability to obtain licenses or related approvals. For all of the above reasons, there can be no assurance that
we will obtain additional direct-selling licenses, or obtain related approvals to expand into any or all of the localities
or provinces in China that are important to our business. Our inability to obtain, retain, or renew any or all of the
licenses or related approvals that are required for us to operate in China could negatively impact our business.

32

Additionally, although certain regulations have been published with respect to obtaining such approvals,
operating under such approvals and otherwise conducting business in China, other regulations are pending, and there
is uncertainty regarding the interpretation and enforcement of Chinese regulations. The regulatory environment in
China is evolving, and officials in the Chinese government exercise broad discretion in deciding how to interpret and
apply regulations. We cannot be certain that our business model will continue to be deemed by national or local
Chinese regulatory authorities to be compliant with any such regulations. The Chinese government rigorously
monitors the direct selling market in China, and in the past has taken serious action against companies that the
government believed were engaging in activities they regarded to be in violation of applicable law, including shutting
down their businesses and imposing substantial fines. As a result, there can be no guarantee that the Chinese
government’s current or future interpretation and application of the existing and new regulations will not negatively
impact our business in China, result in regulatory investigations or lead to fines or penalties against us or our Chinese
distributors.

Chinese regulations prevent persons who are not Chinese nationals from engaging in direct selling in China. We
cannot guarantee that any of our distributors living outside of China or any of our sales representatives, employed
sales personnel or independent service providers in China have not engaged or will not engage in activities that
violate our policies in this market, or that violate Chinese law or other applicable law, and therefore result in
regulatory action and adverse publicity.

China enacted a labor contract law which took effect January 1, 2008 and on September 18, 2008 an
implementing regulation took effect. On October 28, 2010 China enacted a social insurance law that will come into
effect on July 1, 2011. We have reviewed and will continue to review our employment contracts and contractual
relations with employees in China, which include certain of our employed sales personnel, and have made and will
make such changes as we believe to be necessary or appropriate to bring these contracts and contractual relations into
compliance with these laws and their implementing regulations. In addition, we continue to monitor the situation to
determine how these laws and regulations will be implemented in practice. There is no guarantee that these laws will
not adversely impact us, require us to change our treatment of our employed sales personnel, or cause us to change
our operating plan for China.

If our operations in China are successful, we may experience rapid growth in China, and there can be no
assurances that we will be able to successfully manage rapid expansion of manufacturing operations and a rapidly
growing and dynamic sales force. There also can be no assurances that we will not experience difficulties in dealing
with or taking employment related actions (such as hiring, terminations and salary administration, including social
benefit payments) with respect to our employed sales personnel, particularly given the highly regulated nature of the
employment relationship in China. If we are unable to effectively manage such growth and expansion of our retail
stores, manufacturing operations or our employed sales personnel, our government relations may be compromised
and our operations in China may be harmed.

Our China business model, particularly with regard to sales management responsibilities and remuneration,
differs from our traditional business model. There is a risk that such changes and transitions may not be understood
by our distributors or employees, may be viewed negatively by our distributors or employees, or may not be correctly
utilized by our distributors or employees. If that is the case, our business could be negatively impacted.

If we fail to further penetrate existing markets or successfully expand our business into new markets, then the
growth in sales of our products, along with our operating results, could be negatively impacted.

The success of our business is to a large extent contingent on our ability to continue to grow by entering new
markets and further penetrating existing markets. Our ability to further penetrate existing markets or to successfully
expand our business into additional countries in Eastern Europe, Southeast Asia, South America or elsewhere, to the
extent we believe that we have identified attractive geographic expansion opportunities in the future, is subject to
numerous factors, many of which are out of our control.

In addition, government regulations in both our domestic and international markets can delay or prevent the
introduction, or require the reformulation or withdrawal, of some of our products, which could negatively impact our
business, financial condition and results of operations. Also, our ability to increase market penetration in certain
countries may be limited by the finite number of persons in a given country inclined to pursue a direct selling

33

business opportunity or consumers willing to purchase Herbalife products. Moreover, our growth will depend upon
improved training and other activities that enhance distributor retention in our markets. While we have recently
experienced significant growth in certain of our markets, we cannot assure you that such growth levels will continue
in the immediate or long term future. Furthermore, our efforts to support growth in such international markets could
be hampered to the extent that our infrastructure in such markets is deficient when compared to our more developed
markets, such as the U.S. Therefore, we cannot assure you that our general efforts to increase our market penetration
and distributor retention in existing markets will be successful. If we are unable to continue to expand into new
markets or further penetrate existing markets, our operating results could suffer.

Our contractual obligation to sell our products only through our Herbalife distributor network and to refrain
from changing certain aspects of our marketing plan may limit our growth.

We are a party to an agreement with our distributors that provides assurances that we will not sell Herbalife
products through any distribution channel other than our network of independent Herbalife distributors. Thus, we are
contractually prohibited from expanding our business by selling Herbalife products through other distribution
channels that may be available to our competitors, such as over the internet, through wholesale sales, by establishing
retail stores or through mail order systems. Since this is an open-ended commitment, there can be no assurance that
we will be able to take advantage of innovative new distribution channels that are developed in the future.

In addition, this agreement with our distributors provides that we will not change certain aspects of our
marketing plan without the consent of a specified percentage of our distributors. For example, our agreement with
our distributors provides that we may increase, but not decrease, the discount percentages available to our distributors
for the purchase of products or the applicable royalty override percentages, including roll-ups, and production and
other bonus percentages available to our distributors at various qualification levels within our distributor hierarchy.
We may not modify the eligibility or qualification criteria for these discounts, royalty overrides and production and
other bonuses unless we do so in a manner to make eligibility and/or qualification easier than under the applicable
criteria in effect as of the date of the agreement. Our agreement with our distributors further provides that we may
not vary the criteria for qualification for each distributor tier within our distributor hierarchy, unless we do so in such
a way so as to make qualification easier.

Although we reserved the right to make these changes to our marketing plan without the consent of our
distributors in the event that changes are required by applicable law or are necessary in our reasonable business
judgment to account for specific local market or currency conditions to achieve a reasonable profit on operations,
there can be no assurance that our agreement with our distributors will not restrict our ability to adapt our marketing
plan to the evolving requirements of the markets in which we operate. As a result, our growth may be limited.

We depend on the integrity and reliability of our information technology infrastructure, and any related
inadequacies may result in substantial interruptions to our business.

Our ability to provide products and services to our distributors depends on the performance and availability of
our core transactional systems. We upgraded our back office systems globally to the Oracle Enterprise Suite which is
supported by a robust hardware and network infrastructure. The Oracle Enterprise Suite is a scalable and stable
solution that provides a solid foundation upon which we are building our next generation Distributor facing Internet
toolset. While we continue to invest in our information technology infrastructure, there can be no assurance that there
will not be any significant interruptions to such systems or that the systems will be adequate to meet all of our future
business needs.

The most important aspect of our information technology infrastructure is the system through which we record
and track distributor sales, volume points, royalty overrides, bonuses and other incentives. We have encountered, and
may encounter in the future, errors in our software or our enterprise network, or inadequacies in the software and
services supplied by our vendors, although to date none of these errors or inadequacies has had a meaningful adverse
impact on our business. Any such errors or inadequacies that we may encounter in the future may result in substantial
interruptions to our services and may damage our relationships with, or cause us to lose, our distributors if the errors
or inadequacies impair our ability to track sales and pay royalty overrides, bonuses and other incentives, which
would harm our financial condition and operating results. Such errors may be expensive or difficult to correct in a
timely manner, and we may have little or no control over whether any inadequacies in software or services supplied
to us by third parties are corrected, if at all.

34

Since we rely on independent third parties for the manufacture and supply of certain of our products, if these
third parties fail to reliably supply products to us at required levels of quality and which are manufactured in
compliance with applicable laws, including the dietary supplement cGMPs, then our financial condition and
operating results would be harmed.

The majority of our products are manufactured at third party contract manufacturers, with the exception of our
products sold in China, which are manufactured in our Suzhou China facility, and certain of our top selling products
which are starting to be manufactured in our manufacturing facility located in Lake Forest, California. It is the
Company’s intention to expand the capacity of this recently acquired manufacturing facility to produce additional
products for our North America and international markets. We cannot assure you that our outside contract
manufacturers will continue to reliably supply products to us at the levels of quality, or the quantities, we require, and
in compliance with applicable laws, including under the FDA’s cGMP regulations. While we are not presently aware
of any current liquidity issues with our suppliers, we cannot assure you that they will not experience financial
hardship as a result of the current global financial crisis.

Our supply contracts generally have a two-year term. Except for force majeure events such as natural disasters
and other acts of God, and non-performance by Herbalife, our manufacturers generally cannot unilaterally terminate
these contracts. These contracts can generally be extended by us at the end of the relevant time period and we have
exercised this right in the past. Globally we have over 40 suppliers of our products. For our major products, we have
both primary and secondary suppliers. Our major suppliers include Nature’s Bounty (U.S.) and Fine Foods (Italy) for
meal replacements, protein powders and nutritional supplements, Valentine Enterprises (U.S.) for meal replacements
and protein powders and PharmaChem Labs for teas and Niteworks
®
. Additionally we use contract manufacturers in
India, Brazil, Korea, Japan and Germany to support our global business. In the event any of our contract
manufacturers were to become unable or unwilling to continue to provide us with products in required volumes and
at suitable quality levels, we would be required to identify and obtain acceptable replacement manufacturing sources.
There is no assurance that we would be able to obtain alternative manufacturing sources on a timely basis. An
extended interruption in the supply of products would result in the loss of sales. In addition, any actual or perceived
degradation of product quality as a result of reliance on contract manufacturers may have an adverse effect on sales
or result in increased product returns and buybacks. Also, as we experience ingredient and product price pressure in
the areas of soy, dairy products, plastics, and transportation reflecting global economic trends, we believe that we
have the ability to mitigate some of these cost increases through improved optimization of our supply chain coupled
with select increases in the retail prices of our products.

If we fail to protect our trademarks and tradenames, then our ability to compete could be negatively affected,
which would harm our financial condition and operating results.

The market for our products depends to a significant extent upon the goodwill associated with our trademark and
tradenames. We own, or have licenses to use, the material trademark and trade name rights used in connection with
the packaging, marketing and distribution of our products in the markets where those products are sold. Therefore,
trademark and trade name protection is important to our business. Although most of our trademarks are registered in
the United States and in certain foreign countries in which we operate, we may not be successful in asserting
trademark or trade name protection. In addition, the laws of certain foreign countries may not protect our intellectual
property rights to the same extent as the laws of the United States. The loss or infringement of our trademarks or
tradenames could impair the goodwill associated with our brands and harm our reputation, which would harm our
financial condition and operating results.

Unlike in most of the other markets in which we operate, limited protection of intellectual property is available
under Chinese law. Accordingly, we face an increased risk in China that unauthorized parties may attempt to copy or
otherwise obtain or use our trademarks, copyrights, product formulations or other intellectual property. Further, since
Chinese commercial law is relatively undeveloped, we may have limited legal recourse in the event we encounter
significant difficulties with intellectual property theft or infringement. As a result, we cannot assure you that we will
be able to adequately protect our product formulations or other intellectual property.

We permit the limited use of our trademarks by our independent distributors to assist them in the marketing of
our products. It is possible that doing so may increase the risk of unauthorized use or misuse of our trademarks in
markets where their registration status differs from that asserted by our independent distributors, or they may be used
in

35

association with claims or products in a manner not permitted under applicable laws and regulations. Were this to
occur it is possible that this could diminish the value of these marks or otherwise impair our further use of these
marks.

If our distributors fail to comply with labeling laws, then our financial condition and operating results would be
harmed.

Although the physical labeling of our products is not within the control of our independent distributors, our
distributors must nevertheless advertise our products in compliance with the extensive regulations that exist in certain
jurisdictions, such as the United States, which considers product advertising to be labeling for regulatory purposes.

Our products are sold principally as foods, dietary supplements and cosmetics and are subject to rigorous FDA
and related legal regimens limiting the types of therapeutic claims that can be made for our products. The treatment
or cure of disease, for example, is not a permitted claim for these products. While we train our distributors and
attempt to monitor our distributors’ marketing materials, we cannot ensure that all such materials comply with
applicable regulations, including bans on therapeutic claims. If our distributors fail to comply with these restrictions,
then we and our distributors could be subjected to claims, financial penalties, mandatory product recalls or relabeling
requirements, which could harm our financial condition and operating results. Although we expect that our
responsibility for the actions of our independent distributors in such an instance would be dependent on a
determination that we either controlled or condoned a noncompliant advertising practice, there can be no assurance
that we could not be held vicariously liable for the actions of our independent distributors.

If our intellectual property is not adequate to provide us with a competitive advantage or to prevent competitors
from replicating our products, or if we infringe the intellectual property rights of others, then our financial
condition and operating results would be harmed.

Our future success and ability to compete depend upon our ability to timely produce innovative products and
product enhancements that motivate our distributors and customers, which we attempt to protect under a combination
of copyright, trademark and trade secret laws, confidentiality procedures and contractual provisions. However, our
products are generally not patented domestically or abroad, and the legal protections afforded by common law and
contractual proprietary rights in our products provide only limited protection and may be time-consuming and
expensive to enforce and/or maintain. Further, despite our efforts, we may be unable to prevent third parties from
infringing upon or misappropriating our proprietary rights or from independently developing non-infringing products
that are competitive with, equivalent to and/or superior to our products.

Monitoring infringement and/or misappropriation of intellectual property can be difficult and expensive, and we
may not be able to detect every infringement or misappropriation of our proprietary rights. Even if we do detect
infringement or misappropriation of our proprietary rights, litigation to enforce these rights could cause us to divert
financial and other resources away from our business operations. Further, the laws of some foreign countries do not
protect our proprietary rights to the same extent as do the laws of the United States.

Additionally, third parties may claim that products or marks that we have independently developed or which
bear certain of our trademarks infringe upon their intellectual property rights and there can be no assurance that one
of more of our products or marks will not be found to infringe upon third party intellectual property rights in the
future. For example, in a pending action in the U.S. federal courts, the adidas companies have alleged that certain
uses of Herbalife’s Tri-Leaf device mark upon sports apparel items infringe upon their “Trefoil” mark associated
with such goods. They have also alleged that such uses of Herbalife’s Tri-Leaf device and certain Herbalife
trademark applications constitute a breach of a 1998 agreement between the parties. We are contesting these claims
and do not believe that we are infringing on any third party intellectual property rights, nor do we believe that the
1998 agreement should be interpreted as alleged by adidas. Nevertheless it is possible that an adverse judgment on
one or more claims might issue, awarding damages and/or injunctive relief to adidas that could limit Herbalife’s
ability to display its Tri-Leaf mark in connection with certain sports apparel, sports equipment, or sports-related
marketing and services.

36

Since one of our products constitutes a significant portion of our retail sales, significant decreases in consumer
demand for this product or our failure to produce a suitable replacement should we cease offering it would
harm our financial condition and operating results.

Our Formula 1 meal replacement product constitutes a significant portion of our sales, accounting for
approximately 28% of net sales for the fiscal year ended December 31, 2010, and approximately 29% of net sales for
the fiscal years ended December 31, 2009 and 2008. If consumer demand for this product decreases significantly or
we cease offering this product without a suitable replacement, then our financial condition and operating results
would be harmed.

If we lose the services of members of our senior management team, then our financial condition and operating
results could be harmed.

We depend on the continued services of our Chairman and Chief Executive Officer, Michael O. Johnson, and
our current senior management team as they work closely with the senior distributor leadership to create an
environment of inspiration, motivation and entrepreneurial business success. Although we have entered into
employment agreements with certain members of our senior management team, and do not believe that any of them
are planning to leave or retire in the near term, we cannot assure you that our senior managers will remain with us.
The loss or departure of any member of our senior management team could adversely impact our distributor relations
and operating results. If any of these executives do not remain with us, our business could suffer. Also, the loss of
key personnel, including our regional and country managers, could negatively impact our ability to implement our
business strategy, and our continued success will also be dependent on our ability to retain existing, and attract
additional, qualified personnel to meet our needs. We currently do not maintain “key person” life insurance with
respect to our senior management team.

The covenants in our existing indebtedness limit our discretion with respect to certain business matters, which
could limit our ability to pursue certain strategic objectives and in turn harm our financial condition and
operating results.

Our credit facility contains numerous financial and operating covenants that restrict our and our subsidiaries’
ability to, among other things:


In addition, our credit facility requires us to meet certain financial ratios and financial conditions. Our ability to
comply with these covenants may be affected by events beyond our control, including prevailing economic, financial
and industry conditions. Failure to comply with these covenants could result in a default causing all amounts to
become due and payable under our credit facility, which is secured by substantially all of our assets, against which
the lenders thereunder could proceed to foreclose.

If we do not comply with transfer pricing, customs duties, VAT, and similar regulations, then we may be
subjected to additional taxes, duties, interest and penalties in material amounts, which could harm our financial
condition and operating results.

As a multinational corporation, in many countries including the United States we are subject to transfer pricing
and other tax regulations designed to ensure that our intercompany transactions are consummated at prices that have
not been manipulated to produce a desired tax result, that appropriate levels of income are reported as earned by our
United States or local entities, and that we are taxed appropriately on such transactions. In addition, our operations
are

37
• pay dividends, redeem share capital or capital stock and make other restricted payments and investments;

• incur additional debt or issue preferred shares;

• impose dividend or other distribution restrictions on our subsidiaries;

• create liens on our and our subsidiaries’ assets;

• engage in transactions with affiliates;

• guarantee other indebtedness; and

• merge, consolidate or sell all or substantially all of our assets and the assets of our subsidiaries.

subject to regulations designed to ensure that appropriate levels of customs duties are assessed on the importation of
our products. We are currently subject to pending or proposed audits that are at various levels of review, assessment
or appeal in a number of jurisdictions involving transfer pricing issues, income taxes, customs duties, value added
taxes, withholding taxes, sales and use and other taxes and related interest and penalties in material amounts. For
example, we are currently appealing tax assessments in Spain, Brazil, and Mexico. In some circumstances, additional
taxes, interest and penalties have been assessed and we will be required to pay the assessments or post surety, in
order to challenge the assessments. The imposition of new taxes, even pass-through taxes such as VAT, could have
an impact on our perceived product pricing and therefore a potential negative impact on our business. We have
reserved in the consolidated financial statements an amount that we believe represents the most likely outcome of the
resolution of these disputes, but if we are incorrect in our assessment we may have to pay the full amount asserted
which could potentially be material. Ultimate resolution of these matters may take several years, and the outcome is
uncertain. If the United States Internal Revenue Service or the taxing authorities of any other jurisdiction were to
successfully challenge our transfer pricing practices or our positions regarding the payment of income taxes, customs
duties, value added taxes, withholding taxes, sales and use, and other taxes, we could become subject to higher taxes
and our revenue and earnings could be adversely affected. On May 7, 2010, we received an administrative
assessment from the Mexican Tax Administration Service in an amount equivalent to approximately $93 million,
translated at the period ended spot rate, for various items, the majority of which was VAT allegedly owed on certain
of our products imported into Mexico during years 2005 and 2006. This assessment is subject to interest and
inflationary adjustments. The Company did not record a provision as the Company, based on analysis and guidance
from its advisors, does not believe a loss is probable. Further, we are currently unable to reasonably estimate a
possible loss or range of loss that could result from an unfavorable outcome in respect to this assessment or any
additional assessments that may be issued for these or other periods. We believe that we have meritorious defenses
and are vigorously pursuing the appeal, but final resolution of this matter could take several years. Any adverse
outcomes in these matters could have a material impact on our financial condition and operating results.

Changes in tax laws, treaties or regulations, or their interpretation could adversely affect us.

A change in applicable tax laws, treaties or regulations or their interpretation could result in a higher effective
tax rate on our worldwide earnings and such change could be significant to our financial results. Tax legislative
proposals intending to eliminate some perceived tax advantages of companies that have legal domiciles outside the
U.S. but have certain U.S. connections have repeatedly been introduced in the U.S. Congress. If these proposals are
enacted, the result would increase our effective tax rate and could have a material adverse effect on the Company’s
financial condition and results of operations.

We may be held responsible for certain taxes or assessments relating to the activities of our distributors, which
could harm our financial condition and operating results.

Our distributors are subject to taxation, and in some instances, legislation or governmental agencies impose an
obligation on us to collect taxes, such as value added taxes, and to maintain appropriate records. In addition, we are
subject to the risk in some jurisdictions of being responsible for social security and similar taxes with respect to our
distributors. In the event that local laws and regulations or the interpretation of local laws and regulations change to
require us to treat our independent distributors as employees, or that our distributors are deemed by local regulatory
authorities in one or more of the jurisdictions in which we operate to be our employees rather than independent
contractors under existing laws and interpretations, we may be held responsible for social security and related taxes
in those jurisdictions, plus any related assessments and penalties, which could harm our financial condition and
operating results.

We may incur material product liability claims, which could increase our costs and harm our financial
condition and operating results.

Our products consist of vitamins, minerals and botanicals and other ingredients that are classified as foods or
dietary supplements and are not subject to pre-market regulatory approval in the United States. Our products could
contain contaminated substances, and some of our products contain some ingredients that do not have long histories
of human consumption. We rely upon published raw material, single ingredient, clinical studies and conduct limited
clinical studies on some key products but not all products. Previously unknown adverse reactions resulting from

38

human consumption of these ingredients could occur. As a marketer of dietary and nutritional supplements and other
products that are ingested by consumers or applied to their bodies, we have been, and may again be, subjected to
various product liability claims, including that the products contain contaminants, the products include inadequate
instructions as to their uses, or the products include inadequate warnings concerning side effects and interactions
with other substances. It is possible that widespread product liability claims could increase our costs, and adversely
affect our revenues and operating income. Moreover, liability claims arising from a serious adverse event may
increase our costs through higher insurance premiums and deductibles, and may make it more difficult to secure
adequate insurance coverage in the future. In addition, our product liability insurance may fail to cover future product
liability claims, thereby requiring us to pay substantial monetary damages and adversely affecting our business.
Finally, given the higher level of self-insured retentions that we have accepted under our current product liability
insurance policies, which are as high as approximately $10 million, in certain cases we may be subject to the full
amount of liability associated with any injuries, which could be substantial.

Several years ago, a number of states restricted the sale of dietary supplements containing botanical sources of
ephedrine alkaloids and on February 6, 2004, the FDA banned the use of such ephedrine alkaloids. Until late 2002,
we had sold Thermojetics
®
original green herbal tablets, Thermojetics
®
green herbal tablets and Thermojetics
®
gold
herbal tablets, all of which contained ephedrine alkaloids. Accordingly, we run the risk of product liability claims
related to the ingestion of ephedrine alkaloids contained in those products. Currently, we have been named as a
defendant in product liability lawsuits seeking to link the ingestion of certain of the aforementioned products to
subsequent alleged medical problems suffered by plaintiffs. Although we believe that we have meritorious defenses
to the allegations contained in these lawsuits, and are vigorously defending these claims, there can be no assurance
that we will prevail in our defense of any or all of these matters.

We are subject to, among other things, requirements regarding the effectiveness of internal controls over
financial reporting. In connection with these requirements, we conduct regular audits of our business and
operations. Our failure to identify or correct deficiencies and areas of weakness in the course of these audits
could adversely affect our financial condition and operating results.

We are required to comply with various corporate governance and financial reporting requirements under the
Sarbanes-Oxley Act of 2002, as well as new rules and regulations adopted by the SEC, the Public Company
Accounting Oversight Board and the New York Stock Exchange. In particular, we are required to include
management and auditor reports on the effectiveness of internal controls over financial reporting as part of our
annual reports on Form 10-K, pursuant to Section 404 of the Sarbanes-Oxley Act. We expect to continue to spend
significant amounts of time and money on compliance with these rules. Our failure to correct any noted weaknesses
in internal controls over financial reporting could result in the disclosure of material weaknesses which could have a
material adverse effect upon the market value of our stock.

On a regular and on-going basis, we conduct audits through our internal audit department of various aspects of
our business and operations. These internal audits are conducted to insure compliance with our policies and to
strengthen our operations and related internal controls. The Audit Committee of our Board of Directors regularly
reviews the results of these internal audits and, when appropriate, suggests remedial measures and actions to correct
noted deficiencies or strengthen areas of weakness. There can be no assurance that these internal audits will uncover
all material deficiencies or areas of weakness in our operations or internal controls. If left undetected and
uncorrected, such deficiencies and weaknesses could have a material adverse effect on our financial condition and
results of operations.

From time to time, the results of these internal audits may necessitate that we conduct further investigations into
aspects of our business or operations. In addition, our business practices and operations may periodically be
investigated by one or more of the many governmental authorities with jurisdiction over our worldwide operations.
In the event that these investigations produce unfavorable results, we may be subjected to fines, penalties or loss of
licenses or permits needed to operate in certain jurisdictions, any one of which could have a material adverse effect
on our financial condition or operating results.

39

Holders of our common shares may face difficulties in protecting their interests because we are incorporated
under Cayman Islands law.

Our corporate affairs are governed by our amended and restated memorandum and articles of association, by the
Companies Law (2010 Revision), or the Companies Law, and the common law of the Cayman Islands. The rights of
our shareholders and the fiduciary responsibilities of our directors under Cayman Islands law are not as clearly
established as under statutes or judicial precedent in existence in jurisdictions in the United States. Therefore,
shareholders may have more difficulty in protecting their interests in the face of actions by our management or board
of directors than would shareholders of a corporation incorporated in a jurisdiction in the United States, due to the
comparatively less developed nature of Cayman Islands law in this area.

Shareholders of Cayman Islands exempted companies such as Herbalife have no general rights under Cayman
Islands law to inspect corporate records and accounts or to obtain copies of lists of our shareholders. Our directors
have discretion under our articles of association to determine whether or not, and under what conditions, our
corporate records may be inspected by our shareholders, but are not obliged to make them available to our
shareholders. This may make it more difficult for you to obtain the information needed to establish any facts
necessary for a shareholder motion or to solicit proxies from other shareholders in connection with a proxy contest.

A shareholder can bring a suit personally where its individual rights have been, or are about to be, infringed.
Where an action is brought to redress any loss or damage suffered by us, we would be the proper plaintiff, and a
shareholder could not ordinarily maintain an action on our behalf, except where it was permitted by the courts of the
Cayman Islands to proceed with a derivative action. Our Cayman Islands counsel, Maples and Calder, is not aware of
any reported decisions in relation to a derivative action brought in a Cayman Islands court. However, based on
English authorities, which would in all likelihood be of persuasive authority in the Cayman Islands, a shareholder
may be permitted to bring a claim derivatively on the Company’s behalf, where:


Provisions of our articles of association and Cayman Islands corporate law may impede a takeover or make it
more difficult for shareholders to change the direction or management of the Company, which could reduce
shareholders’ opportunity to influence management of the Company.

Our articles of association permit our board of directors to issue preference shares from time to time, with such
rights and preferences as they consider appropriate. Our board of directors could authorize the issuance of preference
shares with terms and conditions and under circumstances that could have an effect of discouraging a takeover or
other transaction.

In addition, our articles of association contain certain other provisions which could have an effect of
discouraging a takeover or other transaction or preventing or making it more difficult for shareholders to change the
direction or management of our Company, including a classified board, the inability of shareholders to act by written
consent, a limitation on the ability of shareholders to call special meetings of shareholders and advance notice
provisions. As a result, our shareholders may have less input into the management of our Company than they might
otherwise have if these provisions were not included in our articles of association.

The Cayman Islands have provisions under the Companies Law (2010 Revision) to facilitate mergers and
consolidations between Cayman Islands companies and non-Cayman Islands companies. These provisions, contained
within Part XVA of the Companies Law (2010 Revision), are broadly similar to the merger provisions as provided
for under Delaware Law.

There are however a number of important differences that could impede a takeover. First, the thresholds for
approval of the merger plan by shareholders are higher. The thresholds are (a) a shareholder resolution by majority in
number representing 75% in value of the shareholders voting together as one class or (b) if the shares to be issued to
each shareholder in the consolidated or surviving company are to have the same rights and economic value as the

40
• a company is acting or proposing to act illegally or outside the scope of its corporate authority;

• the act complained of, although not acting outside the scope of its corporate authority, could be effected only
if authorized by more than a simple majority vote; or

• those who control the company are perpetrating a “fraud on the minority”.

shares held in the constituent company, a special resolution of the shareholders (being 66
2
/ 3 % of those present in
person or by proxy and voting) voting together as one class.

As it is not expected that the shares would have the same rights and economic value following a takeover by
way of merger, it is expected that the first test is the one which would commonly apply. This threshold essentially
has three requirements: “a majority in number” of the shareholders of the Company must approve the transaction,
such approving majority must hold at least 75% “in value” of all the outstanding shares and the shareholders must
vote together as one class.

Additionally, the consent of each holder of a fixed or floating security interest (in essence a documented security
interest as opposed to one arising by operation of law) is required to be obtained unless the Grand Court of the
Cayman Islands waives such requirement.

The merger provisions contained within Part XVA of the Companies Law (2010 Revision) do contain
shareholder appraisal rights similar to those provided for under Delaware law. Such rights are limited to a merger
under Part XVA and do apply to schemes of arrangement as discussed below.

The Companies Law (2010 Revision) also contains separate statutory provisions that provide for the merger,
reconstruction and amalgamation of companies. Those are commonly referred to in the Cayman Islands as “schemes
of arrangement.”

The procedural and legal requirements necessary to consummate these transactions are more rigorous and take
longer to complete than the procedures typically required to consummate a merger in the United States. Under
Cayman Islands law and practice, a scheme of arrangement in relation to a solvent Cayman Islands company must be
approved at a shareholders’ meeting by a majority of each class of the company’s shareholders who are present and
voting (either in person or by proxy) at such meeting. The shares voted in favor of the scheme of arrangement must
also represent at least 75% of the value of each relevant class of the company’s shareholders present and voting at the
meeting. The convening of these meetings and the terms of the amalgamation must also be sanctioned by the Grand
Court of the Cayman Islands. Although there is no requirement to seek the consent of the creditors of the parties
involved in the scheme of arrangement, the Grand Court typically seeks to ensure that the creditors have consented to
the transfer of their liabilities to the surviving entity or that the scheme of arrangement does not otherwise materially
adversely affect creditors’ interests. Furthermore, the court will only approve a scheme of arrangement if it is
satisfied that:


If the scheme of arrangement is approved, the dissenting shareholder would have no rights comparable to
appraisal rights, which would otherwise ordinarily be available to dissenting shareholders of U.S. corporations,
providing rights to receive payment in cash for the judicially determined value of the shares.

In addition, if an offer by a third party to purchase shares in us has been approved by the holders of at least 90%
of our outstanding shares (not including such a third party) pursuant to an offer within a four-month period of making
such an offer, the purchaser may, during the two months following expiration of the four-month period, require the
holders of the remaining shares to transfer their shares on the same terms on which the purchaser acquired the first
90% of our outstanding shares. An objection can be made to the Grand Court of the Cayman Islands, but this is
unlikely to succeed unless there is evidence of fraud, bad faith, collusion or inequitable treatment of the shareholders.

41
• the statutory provisions as to majority vote have been complied with;

• the shareholders who voted at the meeting in question fairly represent the relevant class of shareholders to
which they belong;

• the scheme of arrangement is such as a businessman would reasonably approve; and

• the scheme of arrangement is not one that would more properly be sanctioned under some other provision of
the Companies Law.

There is uncertainty as to shareholders’ ability to enforce certain foreign civil liabilities in the Cayman Islands.

We are incorporated as an exempted company with limited liability under the laws of the Cayman Islands. A
material portion of our assets are located outside of the United States. As a result, it may be difficult for our
shareholders to enforce judgments against us or judgments obtained in U.S. courts predicated upon the civil liability
provisions of the federal securities laws of the United States or any state of the United States.

We have been advised by our Cayman Islands counsel, Maples and Calder, that although there is no statutory
enforcement in the Cayman Islands of judgments obtained in the United States, the courts of the Cayman Islands
will — based on the principle that a judgment by a competent foreign court imposes upon the judgment debtor an
obligation to pay the sum for which judgment has been given — recognize and enforce a foreign judgment of a court
of competent jurisdiction if such judgment is final, for a liquidated sum, not in respect of taxes or a fine or penalty, is
not inconsistent with a Cayman Islands judgment in respect of the same matters, and was not obtained in a manner,
and is not of a kind, the enforcement of which is contrary to the public policy of the Cayman Islands. There is doubt,
however, as to whether the Grand Court of the Cayman Islands will (1) recognize or enforce judgments of
U.S. courts predicated upon the civil liability provisions of the federal securities laws of the United States or any
state of the United States, or (2) in original actions brought in the Cayman Islands, impose liabilities predicated upon
the civil liability provisions of the federal securities laws of the United States or any state of the United States, on the
grounds that such provisions are penal in nature.

The Grand Court of the Cayman Islands may stay proceedings if concurrent proceedings are being brought
elsewhere.


None.


As of December 31, 2010, we leased all of our physical properties. During 2008, we relocated many of our
corporate executive offices to the LA Live complex in downtown Los Angeles, California, where we currently
occupy approximately 65,000 square feet under a lease expiring in 2018. We also lease approximately
316,000 square feet of general office space in Torrance, California, with terms expiring in 2016, for our North
America and South America regional headquarters, including some of our corporate support functions. Additionally,
we lease warehouse facilities in Los Angeles, California and Memphis, Tennessee of approximately 82,000 square
feet and 130,000 square feet, respectively. The Los Angeles and Memphis lease agreements have terms through June
2011 and December 2016, respectively. In Lake Forest, California, we also lease warehouse, manufacturing plant and
office space of approximately 123,000 square feet under leases expiring in 2019 and 2020. In Venray, Netherlands,
we lease our European centralized warehouse of approximately 150,000 square feet under an arrangement expiring in
June 2020 for which we have a renewal option. In Guadalajara, Mexico we lease approximately 82,000 square feet of
warehouse space with the term of the lease expiring in January 2015. We also lease warehouse, manufacturing plant
and office space in a majority of our other geographic areas of operation. We believe that our existing facilities are
adequate to meet our current requirements and that comparable space is readily available at each of these locations.


The Company is from time to time engaged in routine litigation. The Company regularly reviews all pending
litigation matters in which it is involved and establishes reserves deemed appropriate by management for these
litigation matters when a probable loss estimate can be made.

As a marketer of dietary and nutritional supplements and other products that are ingested by consumers or
applied to their bodies, the Company has been and is currently subjected to various product liability claims. The
effects of these claims to date have not been material to the Company, and the reasonably possible range of exposure
on currently existing claims is not material to the Company. The Company believes that it has meritorious defenses

42
Item 1B.

UNRESOLVED STAFF COMMENTS
Item 2. PROPERTIES
Item 3. LEGAL PROCEEDINGS

to the allegations contained in the lawsuits. The Company currently maintains product liability insurance with an
annual deductible of $10 million.

On April 16, 2007, Herbalife International of America, Inc. filed a Complaint in the United States District Court
for the Central District of California against certain former Herbalife distributors who had left the Company to join a
competitor. The Complaint alleged breach of contract, misappropriation of trade secrets, intentional interference with
prospective economic advantage, intentional interference with contract, unfair competition, constructive trust and
fraud and seeks monetary damages, attorney’s fees and injunctive relief ( Herbalife International of America, Inc. v.
Robert E. Ford, et al ). The court entered a Preliminary Injunction against the defendants enjoining them from further
use and/or misappropriation of the Company’s trade secrets on December 11, 2007. Defendants appealed the court’s
entry of the Preliminary Injunction to the U.S. Court of Appeals for the Ninth Circuit. That court affirmed, in
relevant part, the Preliminary Injunction. On December 3, 2007, the defendants filed a counterclaim alleging that the
Company had engaged in unfair and deceptive business practices, intentional and negligent interference with
prospective economic advantage, false advertising and that the Company was an endless chain scheme in violation of
California law and seeking restitution, contract rescission and an injunction. Both sides engaged in discovery and
filed cross motions for Summary Judgment. On August 25, 2009, the court granted partial summary judgment for
Herbalife on all of defendants’ claims except the claim that the Company is an endless chain scheme which under
applicable law is a question of fact that can only be determined at trial. The court denied defendants’ motion for
Summary Judgment on Herbalife’s claims for misappropriation of trade secrets and breach of contract. On May 5,
2010, the District Court granted summary judgment for Herbalife on defendants’ endless chain-scheme counterclaim.
Herbalife voluntarily dismissed its remaining claims, and on May 14, 2010, the District Court issued a final judgment
dismissing all of the parties’ claims. On June 10, 2010 the defendants appealed from that judgment and on June 21,
2010, Herbalife cross-appealed. The Company believes that there is merit to its appeal, and it will prevail upon both
its appeal as well as the defendant’s appeal.

Certain of the Company’s subsidiaries have been subject to tax audits by governmental authorities in their
respective countries. In certain of these tax audits, governmental authorities are proposing that significant amounts of
additional taxes and related interest and penalties are due. The Company and its tax advisors believe that there are
substantial defenses to their allegations that additional taxes are owed, and the Company is vigorously contesting the
additional proposed taxes and related charges. On May 7, 2010, the Company received an administrative assessment
from the Mexican Tax Administration Service in an amount equivalent to approximately $93 million, translated at
the period ended spot rate, for various items, the majority of which was Value Added Tax allegedly owed on certain
of the Company’s products imported into Mexico during the years 2005 and 2006. This assessment is subject to
interest and inflationary adjustments. On July 8, 2010, the Company initiated a formal administrative appeal process.
In connection with the appeal of the assessment, the Company may be required to post bonds for some or all of the
assessed amount. Therefore, in July 2010, the Company entered into agreements with certain insurance companies to
allow for the potential issuance of surety bonds in support of its appeal of the assessment. Such surety bonds, if
issued, would not affect the availability of the Company’s existing credit facility. The Company did not record a
provision as the Company, based on analysis and guidance from its advisors, does not believe a loss is probable.
Further, the Company is currently unable to reasonably estimate a possible loss or range of loss that could result from
an unfavorable outcome in respect to this assessment or any additional assessments that may be issued for these or
other periods. The Company believes that it has meritorious defenses and is vigorously pursuing the appeal, but final
resolution of this matter could take several years.

These matters may take several years to resolve. While the Company believes it has meritorious defenses, it
cannot be sure of their ultimate resolution. Although the Company has reserved amounts for certain matters that the
Company believes represent the most likely outcome of the resolution of these related disputes, if the Company is
incorrect in the assessment, the Company may have to record additional expenses, when it becomes probable that an
increased potential liability is warranted.


43
Item 4. (REMOVED AND RESERVED)


PART II



Information with Respect to our Common Shares

Our common shares are listed on the New York Stock Exchange, or NYSE, and trade under the symbol “HLF.”
The following table sets forth the range of the high and low sales prices for our common shares in each of the
relevant fiscal quarters presented, based upon quotations on the NYSE consolidated transaction reporting system.



The market price of our common shares is subject to fluctuations in response to variations in our quarterly
operating results, general trends in the market for our products and product candidates, economic and currency
exchange issues in the foreign markets in which we operate as well as other factors, many of which are not within our
control. In addition, broad market fluctuations, as well as general economic, business and political conditions may
adversely affect the market for our common shares, regardless of our actual or projected performance.

The closing price of our common shares on February 17, 2011, was $68.34. The approximate number of holders
of record of our common shares as of February 17, 2011 was 801. This number of holders of record does not
represent the actual number of beneficial owners of our common shares because shares are frequently held in “street
name” by securities dealers and others for the benefit of individual owners who have the right to vote their shares.

44
Item 5. MARKET FOR REGISTRANT’S COMMON EQUITY, RELATED STOCKHOLDER MATTERS AND
ISSUER PURCHASES OF EQUITY SECURITIES

Quarter Ended High Low

March 31, 2010 $ 46.70 $ 37.06
June 30, 2010 $ 53.00 $ 42.33
September 30, 2010 $ 60.65 $ 44.95
December 31, 2010 $ 71.29 $ 59.50

Quarter Ended High Low

March 31, 2009 $ 23.46 $ 12.12
June 30, 2009 $ 31.98 $ 14.71
September 30, 2009 $ 35.87 $ 28.92
December 31, 2009 $ 44.43 $ 31.47

Performance Graph

Our common shares began trading on the NYSE on December 16, 2004. Set forth below is information
comparing the cumulative total shareholder return and share price appreciation plus dividends on our common shares
with the cumulative total return of the S&P 500 Index and a market weighted index of publicly traded peers over the
five year period ended December 31, 2010. The graph assumes that $100 is invested in each of our common shares,
the S&P 500 Index and the index of publicly traded peers on December 31, 2005 and that all dividends were
reinvested. The publicly traded companies in the peer group are Avon Products, Inc., Nature’s Sunshine Products,
Inc., Tupperware Corporation, Nu Skin Enterprises Inc., USANA Health Sciences Inc., Weight Watchers
International, Inc. and Mannatech, Inc.

Comparison of Cumulative Five Year Total Return





45

12/31/05 12/31/06 12/31/07 12/31/08 12/31/09 12/31/10
Herbalife Ltd. $ 100.00 $ 123.49 $ 125.66 $ 69.37 $ 134.14 $ 230.05
S&P 500 Index $ 100.00 $ 115.79 $ 122.16 $ 76.96 $ 97.33 $ 111.99
Peer Index $ 100.00 $ 114.20 $ 126.98 $ 81.69 $ 115.80 $ 119.06


Information with Respect to Dividends

During the second quarter of 2007, the Company’s board of directors adopted a regular quarterly cash dividend
program. The Company’s board of directors authorized a $0.20 per common share dividend each quarter from the
adoption of the program through the second quarter of 2010. On August 2, 2010, the Company’s board of directors
approved an increase in the quarterly cash dividend to $0.25 per common share, an increase of $0.05 per common
share from prior quarters. The aggregate amount of dividends paid and declared during fiscal year 2010, 2009, and
2008 was approximately $53.7 million, $48.7 million, and $50.7 million, respectively.

The declaration of future dividends is subject to the discretion of the Company’s board of directors and will
depend upon various factors, including the Company’s net earnings, financial condition, restrictions imposed by the
Company’s credit agreement, cash requirements, future prospects and other factors deemed relevant by the board of
directors. For example, the senior credit facility entered into on July 21, 2006, as amended, permits payments of
dividends as long as no default or event of default exists and the sum of the amounts paid with respect to dividends
and share repurchases does not exceed the sum of $450.0 million plus 75% of cumulative consolidated net income
from the first quarter of 2007 to the last day of the quarter most recently ended prior to the date of dividend. There is
no guarantee that the board of directors will not terminate the quarterly dividend program.

Information with Respect to Securities Authorized for Issuance Under Equity Compensation Plans

The following table sets forth as of December 31, 2010, information with respect to (a) number of securities to
be issued upon exercise of outstanding options, warrants and rights, (b) the weighted average exercise price of
outstanding options, warrants and rights and (c) the number of securities remaining available for future issuance
under equity compensation plans.




46

Number of Securities
Number of Securities Remaining Available for
to be Issued Weighted Average Future Issuance Under
Upon Exercise of Exercise Price of Equity Compensation Plans
Outstanding Options, Outstanding Options, (Excluding Securities
Warrants and Rights Warrants and Rights in Column (a))(2)
(a) (b) (c)

Equity compensation plans approved by
security holders(1) 6,970,212 $ 28.75 1,833,174
Equity compensation plans not approved
by security holders — — —
Total 6,970,212 $ 28.75 1,833,174
(1) Consists of five plans: The WH Holdings (Cayman Islands) Ltd. Stock Incentive Plan, the WH Holdings
(Cayman Islands) Ltd. Independent Directors Stock Incentive Plan, the Herbalife Ltd. 2004 Stock Incentive
Plan, the Amended and Restated Herbalife Ltd. 2005 Stock Incentive Plan, and the Amended and Restated
Herbalife Ltd. Independent Directors Deferred Compensation and Stock Unit Plan. In February 2008, a
shareholder approved Employee Stock Purchase Plan was implemented. The terms of these plans are
summarized in Note 9, Share-Based Compensation, to the notes to our consolidated financial statements.

(2) Includes 941,733 common shares available for future issuance under the shareholder approved Employee Stock
Purchase Plan which was implemented in February 2008.


Information with Respect to Purchases of Equity Securities by the Issuer

On April 17, 2009, the Company’s share repurchase program adopted on April 18, 2007 expired pursuant to its
terms. On April 30, 2009, the Company announced that its board of directors authorized a new program for the
Company to repurchase up to $300 million of Herbalife common shares during the next two years, at such times and
prices as determined by the Company’s management. On May 3, 2010, the Company’s board of directors approved
an increase to the share repurchase authorization from $300 million to $1 billion. In addition, the Company’s board
of directors approved the extension of the expiration date of the share repurchase program from April 2011 to
December 2014. As of December 31, 2010, the approximate dollar value of shares that could be repurchased under
the Company’s share repurchase program was approximately $776.7 million.

The following is a summary of our repurchases of common shares during the three months ended December 31,
2010:


47

Total Number
of Shares Approximate Dollar
Purchased as Value of Shares
Total Number Average Price Part of Publicly that May Yet be
of Shares Paid per Announced Purchased Under the
Period Purchased Share Plans or Programs Plans or Programs

October 1 — October 31 — — — $ 826,688,278
November 1 — November 30 507,742 $ 67.71 507,742 $ 792,309,246
December 1 — December 31 225,271 $ 69.34 225,271 $ 776,688,953

Total 733,013 $ 68.21 733,013 $ 776,688,953



The following table sets forth certain of our historical financial data. We have derived the selected historical
consolidated financial data for the years ended December 31, 2010, 2009, 2008, 2007 and 2006 from our audited
financial statements and the related notes. Not all periods shown below are discussed in this Annual Report on
Form 10-K. The selected consolidated historical financial data set forth below are not necessarily indicative of the
results of future operations and should be read in conjunction with the discussion under Item 7 — Management’s
Discussion and Analysis of Financial Condition and Results of Operations , and the historical consolidated financial
statements and accompanying notes included elsewhere in this document.



48
Item 6. SELECTED FINANCIAL DATA

Year Ended December 31,
2010 2009 2008 2007 2006
(In thousands except per share data)

Income Statement Data:
Net sales $ 2,734,226 $ 2,324,577 $ 2,359,213 $ 2,145,839 $ 1,885,534
Cost of sales 558,811 493,134 458,396 438,382 380,338

Gross profit 2,175,415 1,831,443 1,900,817 1,707,457 1,505,196
Royalty overrides 900,248 761,501 796,718 760,110 675,245
Selling, general and administrative expenses
(1) 887,655 773,911 771,847 634,190 573,005

Operating income(1) 387,512 296,031 332,252 313,157 256,946
Interest expense, net 7,417 5,103 13,222 10,573 39,541

Income before income taxes 380,095 290,928 319,030 302,584 217,405
Income taxes 89,562 87,582 97,840 111,133 74,266

Net income $ 290,533 $ 203,346 $ 221,190 $ 191,451 $ 143,139

Earnings per share
Basic $ 4.88 $ 3.32 $ 3.47 $ 2.75 $ 2.02
Diluted $ 4.67 $ 3.22 $ 3.36 $ 2.63 $ 1.92
Weighted average shares outstanding
Basic 59,502 61,221 63,785 69,497 70,814
Diluted 62,256 63,097 65,769 72,714 74,509
Other Financial Data:
Retail sales(2) $ 4,306,262 $ 3,690,061 $ 3,811,159 $ 3,511,003 $ 3,100,205
Net cash provided by (used in):
Operating activities 380,402 285,056 272,988 270,811 184,447
Investing activities (69,136 ) (71,322 ) (84,964 ) (43,390 ) (66,808 )
Financing activities (254,480 ) (213,327 ) (205,067 ) (203,511 ) (55,044 )
Depreciation and amortization 68,621 62,437 48,732 35,115 29,995
Capital expenditures(3) 68,125 60,128 106,813 49,027 66,870




The following represents the reconciliation of retail sales to net sales for each of the periods set forth above:



49

As of December 31,
2010 2009 2008 2007 2006
(In thousands except per share data)

Balance Sheet Data:
Cash and cash equivalents $ 190,550 $ 150,801 $ 150,847 $ 187,407 $ 154,323
Receivables, net 85,612 76,958 70,002 58,729 51,758
Inventories 182,467 145,962 134,392 128,648 146,036
Total working capital 124,770 83,536 82,869 111,478 132,215
Total assets 1,232,220 1,146,050 1,121,318 1,067,243 1,016,933
Total debt 178,166 250,333 351,631 365,152 185,438
Shareholders’ equity(4) 487,212 359,311 241,731 182,244 353,890
Cash dividends per common share 0.90 0.80 0.80 0.60 —
(1) The years ended December 31, 2009, 2008, 2007, and 2006 include approximately $1.3 million, $6.7 million,
$5.8 million and $7.5 million of severance and related expenses, respectively, associated with restructuring.

(2) Retail sales represent the gross sales amount reflected on our invoices to our distributors. We do not receive the
full retail sales amount. “Product sales” represent the actual product purchase price paid to us by our
distributors, after giving effect to distributor discounts referred to as “distributor allowances,” which total
approximately 50% of suggested retail sales prices. Distributor allowances as a percentage of sales may vary by
country depending upon regulatory restrictions that limit or otherwise restrict distributor allowances. “Net sales”
represents product sales and shipping & handling revenues.

Retail sales data is discussed in greater detail in Item 7 — Management’s Discussion and Analysis of Financial
Condition and Results of Operations . Our use of retail sales reflects the fundamental role of “retail sales” in our
accounting systems, internal controls and operations, including the basis upon which the distributors are being
paid. In addition, information in daily and monthly reports reviewed by our management includes retail sales
data.

Year Ended December 31,
2010 2009 2008 2007 2006
(In thousands)

Retail sales $ 4,306,262 $ 3,690,061 $ 3,811,159 $ 3,511,003 $ 3,100,205
Distributor allowance (1,968,769 ) (1,696,444 ) (1,778,866 ) (1,658,569 ) (1,472,527 )

Product sales 2,337,493 1,993,617 2,032,293 1,852,434 1,627,678
Shipping & handling revenues 396,733 330,960 326,920 293,405 257,856

Net sales $ 2,734,226 $ 2,324,577 $ 2,359,213 $ 2,145,839 $ 1,885,534

(3) Includes acquisition of property, plant and equipment from capitalized leases and other long-term debt of
$0.4 million, $18.2 million, $7.1 million, and $2.6 million for the years ended December 31, 2009, 2008, 2007,
and 2006, respectively.

(4) During the years ended December 31, 2010, 2009, 2008 and 2007, we paid an aggregate $53.7 million,
$48.7 million, $50.7 million and $41.5 million in dividends, respectively, and repurchased $150.1 million,
$73.2 million, $137.0 million and $365.8 million of our common shares through open market purchases,
respectively. During the year ended December 31, 2006 we did not declare any dividends or repurchase any of
our common shares.



You should read the following discussion and analysis in conjunction with Item 6 — Selected Financial Data
and our consolidated financial statements and related notes, each included elsewhere in this Annual Report on
Form 10-K.

Overview

We are a global network marketing company that sells weight management products, nutritional supplements,
energy, sports & fitness products and personal care products. We pursue our mission of “changing people’s lives” by
providing a financially rewarding business opportunity to distributors and quality products to distributors and their
customers who seek a healthy lifestyle. We are one of the largest network marketing companies in the world with net
sales of approximately $2.7 billion for the year ended December 31, 2010. As of December 31, 2010, we sold our
products in 74 countries through a network of approximately 2.1 million independent distributors. In China, we sell
our products through retail stores, sales representatives, sales employees and licensed business providers. We believe
the quality of our products and the effectiveness of our distribution network, coupled with geographic expansion,
have been the primary reasons for our success throughout our 31-year operating history.

Our products are grouped in four principal categories: weight management, targeted nutrition, energy, sports &
fitness and Outer Nutrition, along with literature and promotional items. Our products are often sold in programs that
are comprised of a series of related products and literature designed to simplify weight management and nutrition for
consumers and maximize our distributors’ cross-selling opportunities.

Industry-wide factors that affect us and our competitors include the global obesity epidemic and the aging of the
worldwide population, which are driving demand for nutrition and wellness-related products along with the global
increase in under and unemployment which can affect the recruitment and retention of distributors seeking part time
or full time income opportunities.

While we are closely monitoring the current global economic crisis, we remain focused on the opportunities and
challenges in retailing of our products, recruiting and retaining distributors, improving distributor productivity,
opening new markets, further penetrating existing markets, globalizing successful distributor methods of operation
such as Nutrition Clubs and Weight Loss Challenges, introducing new products and globalizing existing products,
developing niche market segments and further investing in our infrastructure. Management remains intently focused
on the Venezuela market and especially the limited ability to repatriate cash.

We report revenue from our six regions:


Volume Points by Geographic Region

A key non-financial measure we focus on is Volume Points on a Royalty Basis, or Volume Points, which is
essentially our weighted unit measure of product sales volume. It is a useful measure that we rely on as it excludes
the impact of foreign currency fluctuations, changes in retail pricing, and ignores the differences generated by
varying retail pricing across geographic markets. The Volume Point measure, in the aggregate and in each region,
can be a measure of our sales volume as well as of sales volume trends. In general, an increase in Volume Points in a
particular geographic region or country indicates an increase in our sales volume which results in an increase in our

50
Item 7. MANAGEMENT’S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS
OF OPERATIONS
• North America, which consists of the U.S., Canada and Jamaica;

• Mexico;

• South and Central America;

• EMEA, which consists of Europe, the Middle East and Africa;

• Asia Pacific (excluding China), which consists of Asia, New Zealand and Australia; and

• China.

local currency net sales; a decrease in Volume Points in a particular geographic region or country indicates a
decrease in our sales volume, which results in decreasing local currency net sales.


Average Active Sales Leaders by Geographic Region

With the continued expansion of daily consumption business models in our different markets, we believe the
Average Active Sales Leader metric, which represents the monthly average number of sales leaders that place an
order from us in a given quarter, is a useful metric. We rely on this metric as an indication of the engagement level of
sales leaders in a given region. Changes in the Average Active Sales Leader metric may be indicative of the current
momentum in a region as well as the potential for higher annual retention levels and future sales growth through
utilization of consumption based Daily Methods of Operations, or DMOs.




Number of New Sales Leaders by Geographic Region during the Reporting Period

We also focus on the number of distributors qualified as new sales leaders under our compensation system.
Excluding China, distributors qualify for sales leader status based on their Volume Points. The changes in the total
number of sales leaders or changes in the productivity of sales leaders may cause Volume Points to increase or
decrease. The fluctuation in the number of new sales leaders has historically been a general indicator of the level of
distributor recruitment. Given our ongoing transition to daily consumption DMOs coupled with the changes in our
marketing plan implemented in late 2009, we are evaluating the usefulness of this measure to our ongoing business.
The additional optional qualification introduced globally from the changes in our marketing plan has contributed to
the increase in the number of new sales leaders.


51

For the Year Ended December 31,
2010 2009 % Change 2009 2008 % Change
(Volume points in millions)

North America 888.5 779.9 13.9 % 779.9 750.4 3.9 %
Mexico 563.0 493.4 14.1 % 493.4 545.9 (9.6 )%
South & Central America 427.4 412.0 3.7 % 412.0 430.6 (4.3 )%
EMEA 486.6 466.4 4.3 % 466.4 497.1 (6.2 )%
Asia Pacific (excluding China) 723.6 570.7 26.8 % 570.7 438.7 30.1 %
China 144.2 115.3 25.1 % 115.3 115.9 (0.5 )%

Worldwide 3,233.3 2,837.7 13.9 % 2,837.7 2,778.6 2.1 %


For the Year Ended December 31, For the Year Ended December 31,
2010 2009 % Change 2009 2008 % Change

North America 49,305 43,299 13.9 % 43,299 40,811 6.1 %
Mexico 38,084 34,545 10.2 % 34,545 36,969 (6.6 )%
South & Central America 28,821 27,935 3.2 % 27,935 27,163 2.8 %
EMEA 33,531 32,594 2.9 % 32,594 33,349 (2.3 )%
Asia Pacific (excluding China) 35,899 28,529 25.8 % 28,529 25,563 11.6 %
China 6,848 5,920 15.7 % 5,920 5,762 2.7 %
Worldwide(1) 185,774 166,625 11.5 % 166,625 163,326 2.0 %

(1) Worldwide Average Active Sales Leaders may not equal the sum of the Average Active Sales Leaders in each
region due to the calculation being an average of Sales Leaders active in a period, not a summation.


Number of Sales Leaders and Retention Rates by Geographic Region as of Re-qualification Period

Our compensation system requires each sales leader to re-qualify for such status each year, prior to February, in
order to maintain their 50% discount on product and be eligible to receive royalty payments. In February of each
year, we demote from the rank of sales leader those distributors who did not satisfy the re-qualification requirements
during the preceding twelve months. The re-qualification requirement does not apply to new sales leaders (i.e. those
who became sales leaders subsequent to the January re-qualification of the prior year).


The distributor statistics below further highlight the calculation for retention.


The table below reflects the number of sales leaders as of February of the year indicated (subsequent to the
annual re-qualification date) and sales leader retention rate by year and by region.

52

For the Year Ended December 31,
2010 2009 % Change 2009 2008 % Change

North America 41,171 38,248 7.6 % 38,248 43,517 (12.1 )%
Mexico 25,473 21,826 16.7 % 21,826 26,046 (16.2 )%
South & Central America 24,977 29,052 (14.0 )% 29,052 45,416 (36.0 )%
EMEA 20,979 21,722 (3.4 )% 21,722 27,132 (19.9 )%
Asia Pacific (excluding China) 61,190 51,912 17.9 % 51,912 40,905 26.9 %

Total New Sales Leaders 173,790 162,760 6.8 % 162,760 183,016 (11.1 )%
New China Sales Employees 24,875 23,003 8.1 % 23,003 26,262 (12.4 )%

Worldwide Total New Sales Leaders 198,665 185,763 6.9 % 185,763 209,278 (11.2 )%


Sales Leaders Statistics (Excluding China) 2010 2009 2008
(In thousands)

January 1 total sales leaders 431.3 456.9 451.6
January & February new sales leaders 21.2 20.6 28.6
Demoted sales leaders (did not re-qualify) (165.9 ) (181.4 ) (167.7 )
Other sales leaders (resigned, etc) (1.1 ) (1.4 ) (2.8 )

End of February total sales leaders 285.5 294.7 309.7


Sales Leaders Retention (Excluding China) 2010 2009 2008
(In thousands)

Sales leaders needed to re-qualify 290.9 304.0 284.0
Demoted sales leaders (did not re-qualify) (165.9 ) (181.4 ) (167.7 )

Total re-qualified 125.0 122.6 116.3

Retention rate 43.0 % 40.3 % 41.0 %


Number of Sales Leaders Sales Leaders Retention Rate
2010 2009 2008 2010 2009 2008

North America 64,668 63,726 64,383 43.3 % 42.2 % 43.5 %
Mexico 47,068 50,099 60,685 50.4 % 45.2 % 44.4 %
South & Central America 51,060 67,876 67,808 34.1 % 32.2 % 34.7 %
EMEA 47,080 53,371 59,446 51.9 % 48.7 % 46.6 %
Asia Pacific (excluding China) 75,635 59,631 57,355 38.6 % 35.1 % 34.3 %

Total Sales leaders 285,511 294,703 309,677 43.0 % 40.3 % 41.0 %
China Sales Employees 27,415 29,684 25,294

Worldwide Total Sales Leaders 312,926 324,387 334,971


The number of sales leaders by geographic region as of the quarterly reporting dates will normally be higher
than the number of sales leaders by geographic region as of the re-qualification period because sales leaders who do
not re-qualify during the relevant twelve-month period will be deleted from the rank of sales leader the following
February. Since sales leaders purchase most of our products for resale to other distributors and consumers,
comparisons of sales leader totals on a year-to-year basis are indicators of our recruitment and retention efforts in
different geographic regions.

The value of the average monthly purchase of Herbalife products by our sales leaders has remained relatively
constant over time. Consequently, increases in our sales are driven by our retention of sales leaders, our recruitment
and retention of distributors and by our distributors’ increased adoption of daily consumption business methods.

We provide distributors with products, support materials, training, special events and a competitive
compensation program. If a distributor wants to pursue the Herbalife business opportunity, the distributor is
responsible for growing his or her business and personally pays for the sales activities related to attracting new
customers and recruiting distributors by hosting events such as Herbalife Opportunity Meetings or Success Training
Seminars; by advertising Herbalife’s products; by purchasing and using promotional materials such as t-shirts,
buttons and caps; by utilizing and paying for direct mail and print material such as brochures, flyers, catalogs,
business cards, posters and banners and telephone book listings; by purchasing inventory for sale or use as samples;
and by training, mentoring and following up (in person or via the phone or internet) with customers and recruits on
how to use Herbalife products and/or pursue the Herbalife business opportunity.

Presentation

“Retail sales” represent the gross sales amounts on our invoices to distributors before distributor allowances, as
defined below, and “net sales,” which reflect distributor allowances and shipping and handling revenues, represent
what we collect and recognize as net sales in our financial statements. We discuss retail sales because of its
fundamental role in our compensation systems, internal controls and operations, including its role as the basis upon
which distributor discounts, royalties and bonuses are awarded. In addition, it is used as the basis for certain
information included in daily and monthly reports reviewed by our management. However, such a measure is not in
accordance with U.S. generally accepted accounting principles, or U.S. GAAP. Retail sales should not be considered
in isolation from, nor as a substitute for, net sales and other consolidated income or cash flow statement data
prepared in accordance with U.S. GAAP, or as a measure of profitability or liquidity. A reconciliation of net sales to
retail sales is presented below under “Results of Operations.” “Product sales” represent the actual product purchase
price paid to us by our distributors, after giving effect to distributor discounts referred to as “distributor allowances,”
which approximate 50% of retail sales prices. Distributor allowances as a percentage of retail sales may vary by
country depending upon regulatory restrictions that limit or otherwise restrict distributor allowances.

Our international operations have provided and will continue to provide a significant portion of our total net
sales. As a result, total net sales will continue to be affected by fluctuations in the U.S. dollar against foreign
currencies. In order to provide a framework for assessing how our underlying businesses performed excluding the
effect of foreign currency fluctuations, in addition to comparing the percent change in net sales from one period to
another in U.S. dollars, we also compare the percent change in net sales from one period to another period using “ net
sales in local currency” disclosure. Net sales in local currency is not a U.S. GAAP financial measure. Net sales in
local currency removes from net sales in U.S. dollars the impact of changes in exchange rates between the U.S. dollar
and the functional currencies of our foreign subsidiaries, by translating the current period net sales into U.S. dollars
using the same foreign currency exchange rates that were used to translate the net sales for the previous comparable
period. We believe presenting net sales in local currency is useful to investors because it allows a more meaningful
comparison of net sales of our foreign operations from period to period. However, net sales in local currency
measures should not be considered in isolation or as an alternative to net sales in U.S. dollars measures that reflect
current period exchange rates, or to other financial measures calculated and presented in accordance with
U.S. GAAP.

Our “gross profit” consists of net sales less “cost of sales,” which represents our manufacturing costs, the price
we pay to our raw material suppliers and manufacturers of our products as well as costs related to product

53

shipments, duties and tariffs, freight expenses relating to shipment of products to distributors and importers and
similar expenses.

“Royalty overrides” are our most significant expense and consist of:


Royalty overrides are generally earned based on retail sales and provide potential earnings to distributors of up
to 23% of retail sales or approximately 33% of our net sales. Royalty overrides together with distributor allowances
of up to 50% represent the potential earnings to distributors of up to approximately 73% of retail sales. The
compensation to distributors is generally for the development, retention and improved productivity of their
distributor sales organizations and is paid to several levels of distributors on each sale. Due to restrictions on direct
selling in China, our full-time employed sales representatives in China are compensated with wages, bonuses and
benefits and our licensed business providers in China are compensated with service fees instead of the distributor
allowances and royalty overrides utilized in our traditional marketing program. Because of local country regulatory
constraints, we may be required to modify our typical distributor incentive plans as described above. Consequently,
the total distributor discount percentage may vary over time. We also offer reduced distributor allowances and pay
reduced royalty overrides with respect to certain products worldwide.

Our “operating margins” consist of net sales less cost of sales and royalty overrides.

“Selling, general and administrative expenses” represent our operating expenses, components of which include
labor and benefits, sales events, professional fees, travel and entertainment, distributor marketing, occupancy costs,
communication costs, bank fees, depreciation and amortization, foreign exchange gains and losses and other
miscellaneous operating expenses.

Most of our sales to distributors outside the United States are made in the respective local currencies. In
preparing our financial statements, we translate revenues into U.S. dollars using average exchange rates.
Additionally, the majority of our purchases from our suppliers generally are made in U.S. dollars. Consequently, a
strengthening of the U.S. dollar versus a foreign currency can have a negative impact on our reported sales and
operating margins and can generate transaction losses on intercompany transactions. Throughout the last five years,
foreign currency exchange rates have fluctuated significantly. From time to time, we enter into foreign exchange
forward and option contracts to partially mitigate our foreign currency exchange risk as discussed in further detail in
Item 7A — Quantitative and Qualitative Disclosures about Market Risk .

Results of Operations

Our results of operations for the periods below are not necessarily indicative of results of operations for future
periods, which depend upon numerous factors, including our ability to recruit new distributors and retain existing
distributors, open new markets, further penetrate existing markets, introduce new products and programs that will
help our distributors increase their retail efforts and develop niche market segments.

54
• royalty overrides and production bonuses which total approximately 15% and 7%, respectively, of the retail
sales of weight management, targeted nutrition, energy, sports & fitness, Outer Nutrition and promotional
products;

• the Mark Hughes bonus payable to some of our most senior distributors in the aggregate amount of up to 1%
of retail sales of weight management, targeted nutrition, energy, sports & fitness, Outer Nutrition products and
promotional products; and

• other discretionary incentive cash bonuses to qualifying distributors.

The following table sets forth selected results of our operations expressed as a percentage of net sales for the
periods indicated:




Changes in net sales are directly associated with the recruiting and retention of our distributor force, retailing of
our products, the quality and completeness of our product offerings that the distributor force has to sell and the
number of countries in which we operate. Management’s role, both in-country and at the region and corporate level is
to provide distributors with a competitive and broad product line, encourage strong teamwork and distributor
leadership and offer leading edge business tools and technology services to make doing business with Herbalife
simple. Management uses the distributor marketing program coupled with educational and motivational tools and
promotions to incentivize distributors to increase recruiting, retention and retailing, which in turn affect net sales.
Such tools include Company sponsored sales events such as Extravaganzas, Leadership Development Weekends and
World Team Schools where large groups of distributors gather, thus allowing them to network with other
distributors, learn recruiting, retention and retailing techniques from our leading distributors and become more
familiar with how to market and sell our products and business opportunities. Accordingly, management believes that
these development and motivation programs increase the productivity of the sales leader network. The expenses for
such programs are included in selling, general and administrative expenses. Sales are driven by several factors,
including the number and productivity of distributors and sales leaders who continually build, educate and motivate
their respective distribution and sales organizations. We also use event and non-event product promotions to motivate
distributors to increase recruiting, retention and retailing activities. These promotions have prizes ranging from
qualifying for events to product prizes and vacations. The costs of these promotions are included in selling, general
and administrative expenses.

The factors described above have helped distributors increase their business, which in turn helps drive volume
point growth in our business, and thus, net sales growth. The discussion below of net sales by geographic region
further details some of the specific drivers of growth of our business and causes of sales increases and decreases
during the years ended December 31, 2010, 2009 and 2008, as well as the unique growth or contraction factors
specific to certain geographic regions or major countries. We believe that the correct business foundation, coupled
with ongoing training and promotional initiatives, is required to increase recruiting and retention of distributors and
retailing of our products. This correct business foundation includes strong country management that works closely
with the distributor leadership, actively engaged and unified distributor leadership, a broad product line that appeals
to local consumer needs, a favorable regulatory environment, a scalable and stable technology platform and an
attractive distributor marketing plan. Initiatives, such as Success Training Seminars, Leadership Development
Weekends, Promotional Events and regional Extravaganzas are integral components of developing a highly

55

Year Ended Year Ended Year Ended
December 31, December 31, December 31,
2010 2009 2008

Operations:
Net sales 100.0 % 100.0 % 100.0 %
Cost of sales 20.4 21.2 19.4

Gross profit 79.6 78.8 80.6
Royalty overrides(1) 32.9 32.8 33.8
Selling, general and administrative expenses(1) 32.5 33.3 32.7

Operating income 14.2 12.7 14.1
Interest expense, net 0.3 0.2 0.6

Income before income taxes 13.9 12.5 13.5
Income taxes 3.3 3.8 4.1

Net income 10.6 8.7 9.4

(1) Compensation to our China sales employees and licensed business providers is included in selling, general and
administrative expenses while distributor compensation for all other countries is included in royalty overrides.

motivated and educated distributor sales organization that will work toward increasing the recruitment and retention
of distributors.

We anticipate that our strategy will continue to include creating and maintaining growth within existing markets,
while expanding into new markets. In addition, new ideas and DMOs, are being generated in many of our regional
markets and are globalized where applicable, through the combined efforts of distributors, country management or
regional and corporate management. Examples of DMOs include the Club concept in Mexico, Premium Herbalife
Opportunity Meetings in Korea, the Healthy Breakfast concept in Russia, and the Internet/Sampling and Weight Loss
Challenge in the U.S. Management’s strategy is to review the applicability of expanding successful country
initiatives throughout a region, and where appropriate, financially support the globalization of these initiatives.

Summary Financial Results for the year ended December 31, 2010 compared to the year ended December 31,
2009

Net sales for the year ended December 31, 2010 increased 17.6% to $2,734.2 million as compared to
$2,324.6 million in 2009. In local currency, net sales for the year ended December 31, 2010 increased 17.4% as
compared to the same periods in 2009. The increase in net sales was primarily due to the continued successful
adoption and operation of daily consumption business models, an increase in average active sales leaders, branding
activities and increased distributor recruiting.

Net income for the year ended December 31, 2010 increased 42.9% to $290.5 million, or $4.67 per diluted
share, compared to $203.3 million, or $3.22 per diluted share, for the same period in 2009. The increase was
primarily driven by higher operating margin and lower effective tax rate and was partially offset by higher salaries,
bonuses and benefits, higher distributor promotion and event costs, higher China sales employee and licensed
business provider costs, higher credit card fees, higher non-income tax expenses and higher depreciation expense.

Net income for the year ended December 31, 2010 included a $15.1 million unfavorable impact related to the
remeasurement of monetary assets and liabilities resulting from Venezuela being designated as a highly inflationary
economy beginning January 1, 2010; a $12.7 million unfavorable impact related to incremental U.S. dollar costs of
2009 imports into Venezuela which were recorded at the unfavorable parallel market exchange rate and were not
devalued based on 2010 exchange rates but rather recorded to cost of sales at their historical dollar costs as products
were sold in the first quarter of 2010; a $5.8 million favorable impact resulting from receipt of U.S. dollars approved
by the Venezuelan government’s foreign exchange commission, CADIVI, at the official exchange rate relating to
2009 product importations which were previously registered with CADIVI; a $14.5 million one-time favorable
impact to income taxes related to Venezuela becoming a highly inflationary economy; a $4.0 million pre-tax
($2.6 million post-tax) foreign exchange gain in Herbalife Venezuela as a result of remeasuring its Bolivar
denominated monetary assets and liabilities as of June 30, 2010 at the SITME rate of 5.3 Bolivars per U.S. dollar as
opposed to the last parallel market rate of 8.3 Bolivars per U.S. dollar. Net income for the year ended December 31,
2010 also included a $3.2 million tax benefit from an international income tax audit settlement.

Net income for the year ended December 31, 2009 included a $12.2 million unfavorable after tax impact (net of
$6.6 million tax benefit) related to incremental U.S. dollar cost of imports into Venezuela at the unfavorable parallel
market exchange rate rather than the official currency exchange rate; a $0.9 million unfavorable after tax impact (net
of $0.4 million tax benefit) in connection with our restructuring activities; and a $3.8 million net favorable impact to
income taxes from the expiration of certain statute of limitations offset by a charge for an international income tax
audit settlement.

56

Year ended December 31, 2010 compared to year ended December 31, 2009

Net Sales

The following chart reconciles retail sales to net sales:

Sales by Geographic Region


North America

The North America region reported net sales of $614.1 million for the year ended December 31, 2010. Net sales
increased $85.1 million, or 16.1%, for the year ended December 31, 2010 as compared to the same period in 2009. In
local currency, net sales increased 15.8% for the year ended December 31, 2010 as compared to the same period in
2009. The overall increase in the region was a result of net sales growth in the U.S. of $82.6 million, or 16.1%, for
the year ended December 31, 2010 as compared to the same period in 2009.

In the U.S. we continue to see the success of our distributors converting their business focus toward a daily
consumption business model, especially the Nutrition Club DMO, and its extension into Commercial Clubs and
Central Clubs, along with the continued development of the Weight Loss Challenge DMO. In terms of volume, the
mix of business in the U.S. was 63.7% in the U.S. Latin market and 36.3% in the General market for the year ended
December 31, 2010. Sales growth was 8.6% in the U.S. Latin market and 25.7% in the General market for the year
ended December 31, 2010. Given the ongoing transition of the overall region to a higher level of utilization of daily
consumption DMO’s, we do not believe there is an ongoing benefit to evaluating the U.S. market as a bifurcated
business. Therefore, we will return to discussing it on a consolidated basis beginning in 2011.

In October 2010, the region hosted Regional Extravaganzas, one in Atlanta for the U.S. Latin Market and one in
Los Angeles for both the U.S. Latin Market and the General Market, with over 20,000 combined attendees. In
December, the General Market hosted a Future President Team Retreat with approximately 250 attendees. Also,
during 2010, the region hosted different events including a series of Leadership Development Weekends as well as
Nutrition Club and Academy tours. In total almost 50,000 distributors attended these events.

Average active sales leaders in the region increased 13.9% for the year ended December 31, 2010 as compared
to the same period in 2009. Average active sales leaders in the U.S. increased 14.6% for the year ended
December 31, 2010 as compared to the same period in 2009. Total sales leaders in the region increased 4.7% as of
December 31, 2010 compared to December 31, 2009.

Mexico

The Mexico region reported net sales of $334.0 million for the year ended December 31, 2010. Net sales for the
year ended December 31, 2010 increased $71.0 million, or 27.0%, as compared to the same period in 2009. In local
currency, net sales for the year ended December 31, 2010 increased 19.2% as compared to the same period in 2009.
The fluctuation of foreign currency rates had a favorable impact of $20.5 million on net sales for the year ended
December 31, 2010.

57

Year Ended December 31,
2010 2009
Shipping & Shipping & Change
Retail Distributor Product Handling Net Retail Distributor Product Handling Net in Net
Sales Allowance Sales Revenues Sales Sales Allowance Sales Revenues Sales Sales
(Dollars in millions)

North America $ 977.3 $ (465.9 ) $ 511.4 $ 102.7 $ 614.1 $ 844.8 $ (403.1 ) $ 441.7 $ 87.3 $ 529.0 16.1 %
Mexico 539.8 (263.4 ) 276.4 57.6 334.0 431.5 (210.3 ) 221.2 41.8 263.0 27.0 %
South & Central America 637.8 (303.4 ) 334.4 56.0 390.4 605.3 (291.9 ) 313.4 53.5 366.9 6.4 %
EMEA 854.5 (413.6 ) 440.9 86.9 527.8 816.0 (394.2 ) 421.8 82.4 504.2 4.7 %
Asia Pacific 1,088.5 (498.5 ) 590.0 93.5 683.5 825.3 (382.1 ) 443.2 66.0 509.2 34.2 %
China 208.4 (24.0 ) 184.4 — 184.4 167.2 (14.9 ) 152.3 — 152.3 21.1 %

Worldwide $ 4,306.3 $ (1,968.8 ) $ 2,337.5 $ 396.7 $ 2,734.2 $ 3,690.1 $ (1,696.5 ) $ 1,993.6 $ 331.0 $ 2,324.6 17.6 %


We believe that local currency sales during fiscal year 2010 benefited from our distribution agreement with a
large Mexico retailer that was initiated at the beginning of the year. This agreement allows distributors to pick up
their product orders at the customer service counters of 302 locations in 26 Mexican states. We believe that by
leveraging their distribution system, we are providing distributors with significantly better product access.

Average active sales leaders in Mexico increased 10.2% for the year ended December 31, 2010 as compared to
the same period in 2009. Total sales leaders in Mexico increased 0.7% as of December 31, 2010, compared to
December 31, 2009.

In September 2010, Mexico hosted a regional extravaganza with total attendance of 18,200.

South and Central America

The South and Central America region reported net sales of $390.4 million for the year ended December 31,
2010. Net sales increased $23.5 million, or 6.4%, for the year ended December 31, 2010 as compared to the same
period in 2009. In local currency, net sales increased 18.5% for the year ended December 31, 2010 as compared to
the same period in 2009. The fluctuation of foreign currency rates had a $44.5 million unfavorable impact on net
sales for the year ended December 31, 2010. The increase in net sales for the year ended December 31, 2010 was
driven by increases in net sales in the majority of the countries in the region including Brazil, Ecuador and Bolivia,
partially offset by a decline in Venezuela.

In Brazil, the region’s largest market, net sales increased $44.5 million, or 26.1%, for the year ended
December 31, 2010 as compared to the same period in 2009. In local currency, net sales increased 13.5% for the year
ended December 31, 2010 as compared to the same period in 2009. The increase in local currency net sales was
primarily the result of the successful adoption of Nutrition Clubs and other daily consumption based DMOs. The
fluctuation of foreign currency rates had a $21.5 million favorable impact on net sales in Brazil for the year ended
December 31, 2010.

Venezuela, the region’s second largest market, experienced a net sales decrease of $44.1 million, or 51.7%, for
the year ended December 31, 2010 as compared to the same period in 2009. The decrease in net sales reflects the
impact of re-measuring Venezuela’s local sales at the parallel market exchange rate and the new regulated market
rate during fiscal year 2010. During the year ended December 31, 2010 the average applicable exchange rate was
63% less favorable compared to the official exchange rate that was used to translate Venezuela’s local sales during
the same period in 2009. In local currency, net sales increased 29.1% for the year ended December 31, 2010 as
compared to the same period in 2009. The sales growth in local currency was partially driven by price increases of
12%, 8%, and 10% in March 2010, July 2010, and November 2010, respectively. See Liquidity and Capital
Resources — Working Capital and Operating Activities in this section for further discussion on currency exchange
rate issues in Venezuela.

Average active sales leaders in the region increased 3.2% for the year ended December 31, 2010 as compared to
the same period in 2009. Total sales leaders in the region decreased 21.7% as of December 31, 2010 compared to
December 31, 2009.

In February 2010, the region hosted an Extravaganza in Quito, Ecuador with over 12,500 attendees.

EMEA

The EMEA region reported net sales of $527.8 million for the year ended December 31, 2010. Net sales
increased $23.6 million, or 4.7%, for the year ended December 31, 2010 as compared to the same period in 2009. In
local currency, net sales increased 7.1% for the year ended December 31, 2010 as compared to the same period in
2009. The fluctuation of foreign currency rates had an unfavorable impact on net sales of $12.1 million for the year
ended December 31, 2010. The increase in net sales for the year ended December 31, 2010 was driven by increases
in net sales in Russia, Norway, Commonwealth of Independent States, or CIS countries, and Spain, partially offset by
decreases in France and Italy.

Net sales in Italy, our largest market in the region, decreased $6.7 million, or 5.7%, for the year ended
December 31, 2010 as compared to the same period in 2009. In local currency, net sales decreased 0.9% for the year

58

ended December 31, 2010 as compared to the same period in 2009. The decrease in net sales was primarily driven by
a shift in focus to daily consumption DMOs and away from recruiting. This decline is similar to what we have seen
in other markets like Taiwan and Brazil as they were transitioning from a recruiting model to a daily consumption
model.

Net sales in Russia, our second largest market in the region, increased $12.9 million, or 41.4%, for the year
ended December 31, 2010 as compared to the same period in 2009. In local currency, net sales increased 36.6% for
the year ended December 31, 2010 as compared to the same period in 2009. The increase in Russia was driven by the
ongoing adoption of the Commercial Nutrition Club.

Net sales in Spain, our third largest market in the region, increased $4.4 million, or 12.2%, for the year ended
December 31, 2010 as compared to the same period in 2009. In local currency, net sales in Spain increased 18.3% for
the year ended December 31, 2010 as compared to the same period in 2009. The increase in Spain was mainly due to
the positive effect of increased distributor engagement and recruitment.

Net sales in France, our fourth largest market in the region, decreased $9.2 million, or 22.4%, for the year ended
December 31, 2010 as compared to the same period in 2009. In local currency, net sales in France decreased 18.7%
for the year ended December 31, 2010 as compared to the same period in 2009. The decrease in net sales in France
was mainly due to lower recruiting.

Average active sales leaders in the region increased 2.9% for the year ended December 31, 2010 as compared to
the same period in 2009. Total sales leaders in the region decreased 6.7% as of December 31, 2010 compared to
December 31, 2009.

In July 2010, the region hosted Extravaganzas in Stockholm, Sweden with 5,800 attendees, in Turin, Italy with
8,300 attendees, and in Kiev, Ukraine with 3,300 attendees. In December 2010, South Africa held an Extravaganza
with approximately 1,700 attendees.

Asia Pacific

The Asia Pacific region, which excludes China, reported net sales of $683.5 million for the year ended
December 31, 2010. Net sales increased $174.3 million, or 34.2%, for the year ended December 31, 2010 as
compared to the same period in 2009. In local currency, net sales increased 26.6% for the year ended December 31,
2010 as compared to the same period in 2009. The fluctuation of foreign currency rates had a favorable impact of
$38.9 million on net sales for the year ended December 31 2010. The increase in net sales for the year ended
December 31, 2010 was broad based with virtually every country in the region showing year-over-year net sales
growth led by Korea, India, Malaysia, Indonesia, and Vietnam.

Net sales in South Korea, our largest market in the region, increased $93.9 million, or 81.7%, for the year ended
December 31, 2010 as compared to the same period in 2009. In local currency, net sales increased 67.1% for the year
ended December 31, 2010 as compared to the same period in 2009. The increase in net sales was primarily driven by
the successful adoption and operation of the Nutrition Club DMO, in the form of Commercial Clubs along with the
Premium Herbalife Opportunity Meeting. The fluctuation of foreign currency rates had a favorable impact on net
sales of $16.8 million for the year ended December 31, 2010 as compared to the same period in 2009.

Net sales in Taiwan, our second largest market in the region, increased $2.0 million, or 1.2%, for the year ended
December 31, 2010 as compared to the same period in 2009. In local currency, net sales decreased 3.3% for the year
ended December 31, 2010 as compared to the same period in 2009. The fluctuation of foreign currency rates had a
favorable impact on net sales of $7.4 million for the year ended December 31, 2010 as compared to the same period
in 2009.

Net sales in Malaysia, our third largest market in the region, increased $13.7 million, or 26.9%, for the year
ended December 31, 2010 as compared to the same period in 2009, reflecting the continued success of the Road
Show DMO, which has generated positive distributor momentum and increased recruiting. In local currency, net
sales increased 15.9% for the year ended December 31, 2010 as compared to the same period in 2009. The
fluctuation of foreign currency rates had a favorable impact on net sales of $5.6 million for the year ended
December 31, 2010 as compared to the same period in 2009.

59

Net sales in Japan, our fourth largest market in the region, decreased $0.7 million, or 1.3%, for the year ended
December 31, 2010 as compared to the same period in 2009. In local currency, net sales increased 3.6% for the year
ended December 31, 2010 as compared to the same period in 2009. The fluctuation of foreign currency rates had an
unfavorable impact on net sales of $2.8 million for the year ended December 31, 2010 as compared to the same
period in 2009. Despite the modest increase in local currency net sales in 2010, the market continues to be negatively
impacted by low recruiting activity.

Net sales in India, our fifth largest market in the region, increased $29.2 million, or 112.8%, for the year ended
December 31, 2010 as compared to the same period in 2009. In local currency, net sales increased 101.8% for the
year ended December 31, 2010 as compared to the same period in 2009. The increase in net sales for the year ended
December 31, 2010 was driven primarily by the successful adoption of the Nutrition Club DMO. The fluctuation of
foreign currency rates had a favorable impact on net sales of $2.9 million for the year ended December 31, 2010 as
compared to the same period in 2009.

In May 2010, the region hosted an Extravaganza in Singapore with almost 18,000 attendees. In September 2010,
the region hosted a Herbalife University in Macau, China with approximately 8,000 attendees.

Average active sales leaders in the region increased 25.8% for the year ended December 31, 2010 as compared
to the same period in 2009. Total sales leaders in the region increased 21.6% as of December 31, 2010 compared to
December 31, 2009.

China

Net sales in China were $184.4 million for the year ended December 31, 2010. Net sales increased
$32.1 million, or 21.1%, for the year ended December 31, 2010 as compared to the same period in 2009. In local
currency, net sales increased 20.0% for the year ended December 31, 2010 as compared to the same period in 2009.
The fluctuation of foreign currency rates had a favorable impact of $1.8 million on net sales for the year ended
December 31, 2010.

The current focus in China is to expand the Nutrition Club DMO to enhance the retail focus and thereby increase
the emphasis on daily consumption methods of operation. As experienced in other markets, such as Brazil, which
have gone through a similar transition, China has experienced a slow-down in sales growth as the licensed business
providers begin to build their nutrition club business. We believe that the nutrition club concept is slowly starting to
gain traction as evidenced by the growth in clubs over the past year. While we believe the nutrition club DMO has
tremendous potential to expand throughout China and achieve success similar to Taiwan and South Korea, we also
realize that the process is still in its early development stage and will most likely build gradually over the next few
years.

As of December 31, 2010, we had direct-selling licenses in 16 provinces and we were operating 71 retail stores
in 30 provinces in China. The 16 provinces in which we now have direct-selling licenses represent an addressable
population of approximately 844 million. In October 2010, the region hosted a 5 year anniversary rally with
approximately 12,000 attendees.

Average active sales leaders in China increased 15.7% for the year ended December 31, 2010 as compared to the
same period in 2009. Total sales leaders in China decreased 1.2% as of December 31, 2010 compared to
December 31, 2009.

60

Sales by Product Category


Net sales for all product categories increased for the year ended December 31, 2010 as compared to the year
ended December 31, 2009, except for a slight decrease in Outer Nutrition, mainly due to the factors described in the
above discussions of the individual geographic regions. In addition, net sales for Outer Nutrition decreased in part
due to the distributor focus on DMOs that are centered towards Weight Management products.

Gross Profit

Gross profit was $2,175.4 million for the year ended December 31, 2010, as compared to $1,831.4 million for
the year ended December 31, 2009. As a percentage of net sales, gross profit for the year ended December 31, 2010
increased to 79.6%, as compared to 78.8% for the same period in 2009. The increase in the gross profit as a
percentage of net sales for the year ended December 31, 2010, as compared to the same period in 2009, was
primarily due to a favorable impact from currency fluctuations, cost savings throughout our supply chain, and a
decreased unfavorable foreign exchange impact of $12.7 million recognized during the year ended December 31,
2010 relating to the incremental U.S. dollar cost of importing finished goods into Venezuela at the unfavorable
parallel market rate rather than the official currency exchange, as compared to $18.8 million recognized during the
year ended December 31, 2009. These increases to the gross profit as a percentage of net sales were partially offset
by country mix and by the unfavorable impact of remeasuring Herbalife Venezuela’s Bolivar net sales at the less
favorable old parallel market rate and at the less favorable SITME exchange rate during 2010, as opposed to being
translated at the CADIVI official rate during 2009. See Liquidity and Capital Resources — Working Capital and
Operating Activities in this section for further discussion on currency exchange rate issues in Venezuela. We believe
that we have the ability to partially mitigate certain cost pressures through improved optimization of our supply chain
coupled with select increases in the retail prices of our products.

Royalty Overrides

Royalty overrides were $900.2 million for the year ended December 31, 2010, as compared to $761.5 million for
the same period in 2009. Royalty overrides as a percentage of net sales was 32.9% for the year ended December 31,
2010, as compared to 32.8% for the same period in 2009. Generally, this ratio varies slightly from period to period
due to changes in the mix of products and countries because full royalty overrides are not paid on certain products
and in certain countries. Compensation to our full-time sales employees and licensed business providers in China is
included in selling, general and administrative expenses as opposed to royalty overrides where it is included for all
other distributors under our worldwide marketing plan. We anticipate fluctuations in royalty overrides as a
percentage of net sales reflecting the growth prospect of our China business relative to that of our worldwide
business.

Selling, General and Administrative Expenses

Selling, general and administrative expenses were $887.7 million for the year ended December 31, 2010, as
compared to $773.9 million for the same period in 2009. Selling, general and administrative expenses as a percentage
of net sales was 32.5% for the year ended December 31, 2010, as compared to 33.3% for the same period in 2009.

61

Year Ended December 31,
2010 2009
Shipping & Shipping & % Change
Retail Distributor Product Handling Net Retail Distributor Product Handling Net in Net
Sales Allowance Sales Revenues Sales Sales Allowance Sales Revenues Sales Sales
(Dollars in millions)

Weight Management $ 2,749.1 $ (1,303.4 ) $ 1,445.7 $ 253.2 $ 1,698.9 $ 2,392.2 $ (1,142.0 ) $ 1,250.2 $ 214.6 $ 1,464.8 16.0 %
Targeted Nutrition 1,018.2 (482.8 ) 535.4 93.8 629.2 806.3 (384.9 ) 421.4 72.3 493.7 27.4 %
Energy, Sports and Fitness 196.3 (93.1 ) 103.2 18.1 121.3 161.2 (77.0 ) 84.2 14.5 98.7 22.9 %
Outer Nutrition 206.3 (97.8 ) 108.5 19.0 127.5 209.6 (100.1 ) 109.5 18.8 128.3 (0.6 )%
Literature, Promotional and Other 136.4 8.3 144.7 12.6 157.3 120.8 7.5 128.3 10.8 139.1 13.1 %

Total $ 4,306.3 $ (1,968.8 ) $ 2,337.5 $ 396.7 $ 2,734.2 $ 3,690.1 $ (1,696.5 ) $ 1,993.6 $ 331.0 $ 2,324.6 17.6 %


The increase in selling, general and administrative expenses for the year ended December 31, 2010 included
$32.7 million in higher salaries, bonuses and benefits, excluding China sales employees; $5.5 million in higher
depreciation and amortization expense; and higher variable expenses including $29.2 million in higher distributor
promotion and event costs, $8.3 million in higher expenses related to China sales employees and licensed business
providers, $8.0 million in higher credit card fees and $7.4 million in higher non-income tax expense.

We expect 2011 selling, general and administrative expenses to increase in absolute dollars over 2010 levels
reflecting higher salaries and benefits excluding China sales employees, China sales employee costs, and China
licensed business provider service fees, increased depreciation, primarily related to our global Oracle
implementation, and various sales growth initiatives, including distributor events and promotions.

Net Interest Expense

Net interest expense is as follows:


The increase in net interest expense for the year ended December 31, 2010 as compared to the same period in
2009, was primarily due to the decrease in interest income generated from Herbalife Venezuela’s cash and cash
equivalents and an increase in interest expense relating to our interest rate swap agreements, partially offset by lower
interest expense on our senior secured credit facility due to lower average debt balance during 2010 as compared to
2009. See “Liquidity and Capital Resources” in this section for further discussion on our senior secured credit
facility.

Income Taxes

Income taxes were $89.6 million for the year ended December 31, 2010, as compared to $87.6 million for the
same period in 2009. As a percentage of pre-tax income, the effective income tax rate was 23.6% for the year ended
December 31, 2010, as compared to 30.1% for the year ended December 31, 2009. The decrease in the effective tax
rate for the year ended December 31, 2010, as compared to the same period in 2009, was primarily due to the ability
to utilize $3.0 million of foreign tax credit carrybacks, the conversion of Venezuela to a highly inflationary economy
as discussed below and a favorable decision in a foreign tax audit which resulted in a one-time tax benefit of
$3.2 million. In addition, the decrease in the operating effective rate reflects favorable changes in the country mix
and non-cash benefit of $3.1 million due to the expiration of certain statue of limitations. The 2010 effective tax rate
is not indicative of the future income tax rates and includes certain nonrecurring income tax benefits as discussed
within this section.

Venezuela has experienced cumulative inflation of at least 100% during the three year period ending
December 31, 2009. Therefore, as of January 1, 2010 the Bolivar is hyperinflationary for U.S. federal income tax
purposes. As a result, because Herbalife Venezuela is considered a dual incorporated entity, it is now required to
account for its operations using the Dollar Approximate Separate Transactions Method of accounting (DASTM). The
transitional impact of DASTM resulted in a deferred income tax benefit of approximately $14.5 million recorded
during the first quarter of 2010. See Liquidity and Capital Resources — Working Capital and Operating Activities in
this section for further discussion on Venezuela becoming a highly inflationary economy.

Summary Financial Results for the year ended December 31, 2009 compared to the year ended December 31,
2008

Net sales for the year ended December 31, 2009 decreased 1.5% to $2,324.6 million as compared to
$2,359.2 million in 2008. The decrease was primarily due to the unfavorable impact of currency fluctuations of

62

Year Ended Year Ended
December 31, December 31,
Net Interest Expense 2010 2009
(Dollars in millions)

Interest expense 9.7 9.6
Interest income (2.3 ) (4.5 )

Net Interest Expense $ 7.4 $ 5.1


$155.6 million. In local currency, net sales for the year ended December 31, 2009 increased 5.1%, as compared to the
same period in 2008. For the year ended December 31, 2009, net sales in U.S. dollars in our top ten countries
including the U.S., Brazil, Taiwan, China, Italy, South Korea, Venezuela and Malaysia increased 7.4%, 12.2%,
28.0%, 5.0%, 5.2%, 56.9%, 6.9% and 30.8%, respectively, as compared to the same period in 2008, while Mexico
and Japan, decreased 25.3% and 14.5%, respectively, as compared to the same period in 2008. The increase in net
sales in most of our top markets was mainly due to the successful conversions to daily consumption business models,
branding activities and increased distributor recruiting. In Mexico, the negative impact of the Value Added Tax, or
VAT, that has been levied by the Mexican government on the import and resale of certain nutrition products, which
we began collecting from our distributors during the third quarter of 2008 contributed to the decline in net sales and
distributor and sales leader recruiting. In Japan, lower net sales were mainly due to decline in distributor recruiting.

Net income for the year ended December 31, 2009 decreased 8.1% to $203.3 million, or $3.22 per diluted share,
compared to $221.2 million, or $3.36 per diluted share, for the same period in 2008. The decrease was primarily
driven by currency related revenue declines, higher cost of goods sold, depreciation expense, salaries and benefits,
and advertising and promotion expense, partially offset by lower professional fees, sales event costs and interest
expense and lower effective tax rate.

Net income for the year ended December 31, 2009 included a $12.2 million unfavorable after tax impact (net of
$6.6 million tax benefit) related to incremental U.S. dollar cost of imports into Venezuela at the unfavorable parallel
market exchange rate rather than the official currency exchange rate; a $0.9 million unfavorable after tax impact (net
of $0.4 million tax benefit) in connection with our restructuring activities; and a $3.8 million net favorable impact to
income taxes from the expiration of certain statute of limitations offset by a charge for an international income tax
audit settlement. Net income for the year ended December 31, 2008 included a $4.8 million unfavorable after tax
impact related to restructuring activities (net of $1.9 million tax benefit) and a $6.1 million valuation allowance on
deferred tax asset for deferred interest.

Year ended December 31, 2009 compared to year ended December 31, 2008

Net Sales

The following chart reconciles retail sales to net sales:

Sales by Geographic Region


North America

The North America region reported net sales of $529.0 million for the year ended December 31, 2009. Net sales
increased $32.1 million, or 6.5%, for the year ended December 31, 2009 as compared to the same period in 2008. In
local currency, net sales increased 6.7% for the year ended December 31, 2009 as compared to the same period in
2008. The overall increase in the region was a result of net sales growth in the U.S. of $35.3 million, or 7.4%, as
compared to the same period in 2008.

63

Year Ended December 31,
2009 2008
Shipping & Shipping & Change
Retail Distributor Product Handling Net Retail Distributor Product Handling Net in Net
Sales Allowance Sales Revenues Sales Sales Allowance Sales Revenues Sales Sales
(Dollars in millions)

North America $ 844.8 $ (403.1 ) $ 441.7 $ 87.3 $ 529.0 $ 795.3 $ (379.2 ) $ 416.1 $ 80.8 $ 496.9 6.5 %
Mexico 431.5 (210.3 ) 221.2 41.8 263.0 584.3 (284.8 ) 299.5 52.7 352.2 (25.3 )%
South & Central America 605.3 (291.9 ) 313.4 53.5 366.9 665.9 (332.9 ) 333.0 50.6 383.6 (4.4 )%
EMEA 816.0 (394.2 ) 421.8 82.4 504.2 927.7 (449.1 ) 478.6 92.1 570.7 (11.7 )%
Asia Pacific 825.3 (382.1 ) 443.2 66.0 509.2 678.1 (318.0 ) 360.1 50.7 410.8 24.0 %
China 167.2 (14.9 ) 152.3 — 152.3 159.9 (14.9 ) 145.0 — 145.0 5.0 %

Worldwide $ 3,690.1 $ (1,696.5 ) $ 1,993.6 $ 331.0 $ 2,324.6 $ 3,811.2 $ (1,778.9 ) $ 2,032.3 $ 326.9 $ 2,359.2 (1.5 )%


We continue to see the success of our distributors converting their business focus toward a daily consumption
business model, especially the Nutrition Club DMO, and its extension into Commercial Clubs and Central Clubs,
along with the continued development of the Weight Loss Challenge DMO. We also implemented a 5% price
increase in the U.S. in February 2009. In terms of volume, the mix of business in the U.S. was 67% in the U.S. Latin
market and 33% in the General market for the year ended December 31, 2009.

In October 2009, the region hosted a U.S. Latin market and General market Extravaganzas in Atlanta, GA. More
than 14,000 distributors attended with 11,800 attending the U.S. Latin market event and 2,800 attending the General
market event. Also, during 2009, the region hosted different events including a “Why Herbalife, Why Now?” tour, a
series of Leadership Development Weekends, a Nutrition Club tour and a Recruiting tour. In total more than 30,000
distributors attended these events.

New sales leaders in the region decreased 12.1% for the year ended December 31, 2009, as compared to the
same period in 2008. Total sales leaders in the region decreased 2.2% as of December 31, 2009 compared to
December 31, 2008. New sales leaders in the U.S. decreased 11.7% for the year ended December 31, 2009, as
compared to the same period in 2008.

Mexico

The Mexico region reported net sales of $263.0 million for the year ended December 31, 2009. Net sales for the
year ended December 31, 2009, decreased $89.2 million, or 25.3%, as compared to the same period in 2008. In local
currency, net sales for the year ended December 31, 2009 decreased 8.9% as compared to the same period in 2008.
The fluctuation of foreign currency rates had an unfavorable impact of $57.7 million on net sales for the year ended
December 31, 2009.

Net sales comparisons for 2009 versus 2008 were negatively impacted by the collection of a VAT from our
distributors that has been levied by the Mexican government on the import and resale of certain nutrition products.
We began charging the VAT to distributors in the third quarter of 2008. Distributors previously paid 0% VAT on
purchases of most of our nutrition products. Because Nutrition Clubs are the predominant DMO in Mexico, and are
retail price-sensitive, the VAT increase has caused our volumes to decline. For the year ended December 31, 2008,
this VAT increase affected approximately 58% of our sales volume in the region. For the first three quarters of 2009
this VAT increase affected approximately 58% of sales volume but for the fourth quarter of 2009, this VAT increase
affected only approximately 20% of our sales volume. The reduced impact in the fourth quarter was due to the
introduction in October 2009 of several re-formulated nutrition products which are not subject to the VAT charge
that replaced our existing products that were subject to the VAT. Through the third quarter, net sales in local
currency were 12.7% lower in 2009 on a year-to-date basis as compared to 2008. In the fourth quarter, local currency
net sales increased 8.2% compared to the same period in 2008 and increased 1.2% sequentially compared to the third
quarter of 2009.

New sales leaders in Mexico decreased 16.2% for the year ended December 31, 2009, as compared to the same
period in 2008. Total sales leaders in Mexico decreased 14.1% as of December 31, 2009, compared to December 31,
2008.

In September 2009, Mexico hosted an Extravaganza with over 14,600 attendees. In addition, during 2009,
Mexico also hosted a motivational Global Expansion Team/Millionaire Team Retreat and Active Sales Leader
schools. Total combined attendance at these two events was over 4,000 distributors.

South and Central America

The South and Central America region reported net sales of $366.9 million for the year ended December 31,
2009. Net sales decreased $16.7 million or 4.4%, for the year ended December 31, 2009, as compared to the same
period in 2008. In local currency, net sales were relatively flat for the year ended December 31, 2009, as compared to
the same period in 2008. The fluctuation of foreign currency rates had a $17.3 million unfavorable impact on net
sales for the year ended December 31, 2009. The increase in local currency net sales in the region for the year ended
December 31, 2009 was attributable to sales growth in Brazil and Venezuela as well as a full year of sales in Ecuador

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which was opened in the fourth quarter of 2008. Offsetting these increases were sales declines in Peru, Argentina,
Bolivia, Chile, and Colombia.

In Brazil, the region’s largest market, net sales increased $18.5 million, or 12.2%, for the year ended
December 31, 2009, as compared to the same period in 2008. In local currency, net sales increased 20.4% for the
year ended December 31, 2009, as compared to the same period in 2008. The increase in local currency net sales was
primarily a result of distributors successfully transforming this market into a more balanced mix of recruiting,
retailing and retention via the Nutrition Club and other daily consumption based DMOs. The fluctuation of foreign
currency rates had a $12.5 million unfavorable impact on net sales for the year ended December 31, 2009.

Venezuela, the region’s second largest market, experienced a net sales increase of $5.5 million, or 6.9%, for the
year ended December 31, 2009, as compared to the same period in 2008. The increase in sales for the year ended
December 31, 2009, compared to 2008 primarily reflected lower sales in the prior year due to the cumulative effect
from price increases of 20% and 25% in January and May 2008, respectively. In October 2008, we instituted changes
in non-resident distributor compensation to address currency controls imposed by the Venezuelan government. Also,
in June 2009 we instituted a 10% price increase along with further changes in non-resident distributor compensation
to adjust for inflation and currency issues. Sales increased sequentially from the third to the fourth quarter of 2009 by
14.9%.

New sales leaders in the region decreased 36.0% for the year ended December 31, 2009, as compared to the
same period in 2008. The decrease was driven by a decline in new sales leaders in several markets including
Argentina which decreased 72.8% for the year ended December 31, 2009, as compared to the same period in 2008;
Peru, which decreased 61.0% for the year ended December 31, 2009, as compared to the same period in 2008; and
Bolivia, which decreased 66.6% for the year ended December 31, 2009, as compared to the same period in 2008.
Total sales leaders in the region decreased 14.4% as of December 31, 2009 compared to December 31, 2008.

EMEA

The EMEA region reported net sales of $504.2 million for the year ended December 31, 2009. Net sales
decreased $66.5 million, or 11.7%, for the year ended December 31, 2009, as compared to the same period in 2008.
In local currency, net sales decreased 3.7% for the year ended December 31, 2009, as compared to the same period in
2008. The fluctuation of foreign currency rates had an unfavorable impact on net sales of $45.5 million for the year
ended December 31, 2009.

Among the largest markets in the region, Italy, France and Spain, net sales increased 5.2%, and decreased 24.3%
and 29.1%, respectively, for the year ended December 31, 2009, as compared to the same period in 2008. In local
currency, Italy reported a net sales increase of 11.3% while France and Spain reported net sales decreases of 19.3%
and 25.0%, respectively, for the year ended December 31, 2009, as compared to the same period in 2008.

In Spain, we are beginning to see an improvement resulting from the withdrawal of the Spanish Ministry of
Health alert regarding Herbalife products. This alert was withdrawn in April 2009 requiring no action by the
Company. Although Spain local currency net sales were down 25.0% for the full year 2009 compared to 2008, local
currency net sales in the fourth quarter of 2009 were 1.9% higher as compared to the same period in 2008. In Russia,
net sales decreased by 15.2% for the year ended December 31, 2009, as compared to the same period in 2008. In
local currency, however, net sales increased by 8.2% for the year ended December 31, 2009, as compared to the same
period in 2008. The increase in local currency net sales was primarily driven by the adoption of the Office Club
concept where all DMOs are carried out from a combined Office and Commercial Nutrition Club location. Net sales
in the Netherlands decreased 7.5% for the year ended December 31, 2009, as compared to the same period in 2008.
In local currency, however, net sales decreased only 2.0% for the year ended December 31, 2009, as compared to the
prior year period reflecting a re-activated distributor base that is utilizing the Wellness Evaluation and Healthy
Breakfast DMOs. Net sales in Portugal decreased 43.7% for the year ended December 31, 2009, as compared to the
same period in 2008. However, in local currency, Portugal net sales declined 40.6% for the year ended December 31,
2009, as it continues to transition towards a daily consumption model. We are beginning to see some improvement in
Portugal as local currency net sales for the fourth quarter of 2009 were down only 6.9% compared to the same period
in 2008.

65

For the year ended December 31, 2009, new sales leaders for the region decreased 19.9%. For the year ended
December 31, 2009, the most significant decreases occurred in Spain, Portugal, France, and the Commonwealth of
Independent States of Russia, or CIS countries, of 53.0%, 65.7%, 38.7% and 33.6%, respectively. These declines
were partially offset by increases in Italy, Czech Republic, and Turkey where new sales leaders increased 5.1%,
57.1%, and 12.5%, respectively. Total sales leaders in the region decreased 12.5% as of December 31, 2009
compared to December 31, 2008.

In July 2009, EMEA held three regional Extravaganzas in Russia, Italy, and the Czech Republic with
approximate attendance of 2,400, 7,600, and 7,800, respectively. In October 2009, South Africa held an
Extravaganza with approximately 1,200 attendees.

Asia Pacific

The Asia Pacific region, which excludes China, reported net sales of $509.2 million for the year ended
December 31, 2009. Net sales increased $98.4 million, or 24.0%, for the year ended December 31, 2009, as
compared to the same period in 2008. In local currency, net sales increased 32.7% for the year ended December 31,
2009, as compared to the same period in 2008. The fluctuation of foreign currency rates had an unfavorable impact
of $36.0 million on net sales for the year ended December 31, 2009. The increase in net sales in Asia Pacific for the
year ended December 31, 2009, was primarily attributable to net sales increases in three of our largest markets in the
region, Taiwan, South Korea and Malaysia, partially offset by a decrease in Japan. The increase in net sales in India,
one of our emerging markets, also contributed to the increase in net sales in the region.

Net sales in Taiwan, our largest market in the region, increased $36.1 million, or 28.0%, for the year ended
December 31, 2009, as compared to the same period in 2008. In local currency, net sales increased 34.3% for the
year ended December 31, 2009, as compared to the same period in 2008. Adoption of the Nutrition Club DMO, in
the form of Commercial Clubs, continues to be a positive catalyst for growth in this country. The fluctuation of
foreign currency rates had an unfavorable impact on net sales of $8.1 million for the year ended December 31, 2009,
as compared to the same period in 2008.

Net sales in South Korea, our second largest market in the region, increased $41.7 million, or 56.9%, for the
year ended December 31, 2009, as compared to the same period in 2008. In local currency, net sales increased 77.2%
for the year ended December 31, 2009, as compared to the same period in 2008. The increase in local currency net
sales for the year ended December 31, 2009 was primarily driven by the adoption of the Nutrition Club DMO, in the
form of Commercial Clubs along with the Premium Herbalife Opportunity Meeting. The fluctuation of foreign
currency rates had an unfavorable impact on net sales of $14.8 million for the year ended December 31, 2009, as
compared to the same period in 2008.

Net sales in Japan, our third largest market in the region, decreased $9.7 million, or 14.5%, for the year ended
December 31, 2009, as compared to the same period in 2008. In local currency, net sales decreased 10.6% for the
year ended December 31, 2009, as compared to the same period in 2008. The decrease in local currency net sales for
the year ended December 31, 2009, was driven by a continuing decline in distributor recruiting. The fluctuation of
foreign currency rates had an unfavorable impact on net sales of $2.6 million for the year ended December 31, 2009,
as compared to the same period in 2008.

Net sales in Malaysia, our fourth largest market in the region, increased $12.0 million, or 30.8%, for the year
ended December 31, 2009, as compared to the same period in 2008, reflecting the continued success of the Road
Show DMO, which has generated positive distributor momentum and increased recruiting. In local currency, net
sales increased 39.2% for the year ended December 31, 2009, as compared to the same period in 2008. The
fluctuation of foreign currency rates had an unfavorable impact on net sales of $3.3 million for the year ended
December 31, 2009, as compared to the same period in 2008.

Net sales in India increased $12.8 million, or 97.7%, for the year ended December 31, 2009, as compared to the
same period in 2008. In local currency, net sales increased 117.8% for the year ended December 31, 2009, as
compared to the same period in 2008. The increase in local currency net sales for the year ended December 31, 2009,
was driven by the adoption of the Nutrition Club DMO. The number of clubs at December 31, 2009 was 555

66

compared to 100 at December 31, 2008. The fluctuation of foreign currency rates had an unfavorable impact on net
sales of $2.6 million for the year ended December 31, 2009, as compared to the same period in 2008.

In June, Korea hosted a regional Extravaganza with approximately 13,800 attendees. In September, Taiwan
hosted an Asia-Pacific regional University with attendance of approximately 11,000 distributors.

New sales leaders in the region increased 26.9% for the year ended December 31, 2009, as compared to the
same period in 2008. New sales leaders for India, Korea and Taiwan increased 112.4%, 71.8% and 19.8%,
respectively, for the year ended December 31, 2009 compared to the same period in 2008. These increases were
offset by declines in Japan and Philippines of 57.0% and 10.5%, respectively, for the year ended December 31, 2009
compared to the same period in 2008. Total sales leaders in the region increased 15.0% as of December 31, 2009
compared to December 31, 2008.

China

Net sales in China were $152.3 million for the year ended December 31, 2009. Net sales increased $7.3 million,
or 5.0%, for the year ended December 31, 2009, as compared to the same period in 2008. In local currency, net sales
increased 3.6% for the year ended December 31, 2009, as compared to the same period in 2008. The fluctuation of
foreign currency rates had a favorable impact of $2.1 million on net sales for the year ended December 31, 2009.

The current focus in China is to expand the Nutrition Club DMO to enhance the retail focus and thereby increase
the emphasis on daily consumption methods of operation. As experienced in other markets, such as Brazil, which
have gone through a similar transition, China has been experiencing a slow-down in sales growth as service providers
begin to build their nutrition club business.

In early July 2009, China’s Ministry of Commerce granted five additional licenses for us to conduct direct-
selling business in the provinces of Fujian, Shan’Xi, Sichuan, Hubei, and Shanghai. All licenses became effective
immediately, except Shanghai, which was activated in July 2010 after we opened our service outlets. Additionally,
our license for Beijing, which was granted in July 2008 with the same condition as noted above for Shanghai, was
activated in July 2009. We received our first direct-selling license in China in March 2007 for the cities of Suzhou
and Nanjing in the Jiangsu province. An additional license was granted in July of the same year to conduct business
throughout the entire Jiangsu province. In July 2008, we received five additional licenses for the provinces of
Beijing, Guangdong, Shandong, Zhejiang and Guizhou. The 11 provinces in which we now have direct-selling
licenses represent an addressable population of approximately 599 million. As of December 31, 2009, we were
operating 75 retail stores in 30 provinces in China.

New sales employees in China decreased 12.4% for the year ended December 31, 2009, as compared to the
same period in 2008. Total sales employees in China increased 2.7% as of December 31, 2009 compared to
December 31, 2008.

Sales by Product Category


Net sales for Weight Management, Energy, Sports and Fitness and Outer Nutrition products decreased for the
year ended December 31, 2009, as compared to the same period in 2008, partially offset by an increase in Targeted

67

Year Ended December 31,
2009 2008
Shipping & Shipping & % Change
Retail Distributor Product Handling Net Retail Distributor Product Handling Net in Net
Sales Allowance Sales Revenues Sales Sales Allowance Sales Revenues Sales Sales
(Dollars in millions)

Weight Management $ 2,392.2 $ (1,142.0 ) $ 1,250.2 $ 214.6 $ 1,464.8 $ 2,469.9 $ (1,196.8 ) $ 1,273.1 $ 211.9 $ 1,485.0 (1.4 )%
Targeted Nutrition 806.3 (384.9 ) 421.4 72.3 493.7 818.0 (396.4 ) 421.6 70.2 491.8 0.4 %
Energy, Sports and Fitness 161.2 (77.0 ) 84.2 14.5 98.7 165.6 (80.2 ) 85.4 14.2 99.6 (0.9 )%
Outer Nutrition 209.6 (100.1 ) 109.5 18.8 128.3 243.8 (118.1 ) 125.7 20.9 146.6 (12.5 )%
Literature, Promotional and Other 120.8 7.5 128.3 10.8 139.1 113.9 12.6 126.5 9.7 136.2 2.1 %

Total $ 3,690.1 $ (1,696.5 ) $ 1,993.6 $ 331.0 $ 2,324.6 $ 3,811.2 $ (1,778.9 ) $ 2,032.3 $ 326.9 $ 2,359.2 (1.5 )%


Nutrition and Literature, Promotional and Other product category for the year ended December 31, 2009, as
compared to the same period in 2008, mainly due to the factors described in the above discussions of the individual
geographic regions. In addition, net sales for Outer Nutrition decreased in part due to the distributor focus on DMOs
that are centered towards Weight Management products.

Gross Profit

Gross profit was $1,831.4 million for the year ended December 31, 2009, as compared to $1,900.8 million for
the same period in 2008. As a percentage of net sales, gross profit for the year ended December 31, 2009 decreased
to 78.8%, as compared to 80.6% for the same period in 2008. The decrease was primarily due to the unfavorable
impact from currency fluctuations, changes in country mix, and the unfavorable impact during 2009 of recognizing
$18.8 million incremental U.S. dollar cost of imports into Venezuela at the unfavorable parallel market exchange rate
rather than the official currency exchange rate. See Liquidity and Capital Resources — Working Capital and
Operating Activities in this section for further discussion on currency exchange rate issues in Venezuela.

Royalty Overrides

Royalty overrides as a percentage of net sales was 32.8% for the year ended December 31, 2009, as compared to
33.8% for the same period in 2008. The decrease for the year ended December 31, 2009, was primarily due to
changes in country mix and the increase in net sales in China where compensation to our full-time sales employees
and licensed business providers is included in selling, general and administrative expenses as opposed to royalty
overrides where it is included for all other distributors under our worldwide marketing plan. Generally, this ratio
varies slightly from period to period due to changes in the mix of products and countries because full royalty
overrides are not paid on certain products and in certain countries.

Selling, General and Administrative Expenses

Selling, general and administrative expenses as a percentage of net sales was 33.3% for the year ended
December 31, 2009, as compared to 32.7% for the same period in 2008.

For the year ended December 31, 2009, selling, general and administrative expenses increased $2.1 million to
$773.9 million compared to the same period in 2008. The increase for the year ended December 31, 2009 included
$7.6 million in higher salaries and benefits, primarily related to China sales employees and licensed business
providers; and $13.8 million in higher depreciation and amortization expenses, related to the development of our
technology infrastructure and the expansion and relocation of certain operations to new facilities. These increases
were offset by $6.9 million in lower professional fees; $5.5 million in lower advertising, promotion costs and
distributor sales events primarily reflecting currency fluctuations and location of events; $2.6 million in lower bad
debt expense; $2.6 million in lower litigation costs; and $1.4 million in lower occupancy costs.

Net Interest Expense

Net interest expense is as follows:


The decrease in interest expense for the year ended December 31, 2009 as compared to the same period in 2008
was primarily due to lower interest rates and lower average debt balance in 2009 as compared to 2008. See
“Liquidity and Capital Resources” in this section for further discussion on our senior secured credit facility.

68

Year Ended Year Ended
December 31, December 31,
Net Interest Expense 2009 2008
(Dollars in millions)

Interest expense 9.6 20.1
Interest income (4.5 ) (6.9 )

Net Interest Expense $ 5.1 $ 13.2


Income Taxes

Income taxes were $87.6 million for the year ended December 31, 2009, as compared to $97.8 for the same
period in 2008. As a percentage of pre-tax income, the effective income tax rate was 30.1% for the year ended
December 31, 2009, as compared to 30.7% for the same period in 2008. The decrease in the effective tax rate for the
year ended December 31, 2009, as compared to the same period in 2008, was primarily due to a change in the
operating effective rate reflecting changes in the country mix, and a non-cash benefit of $4.9 million due to the
expiration of certain statute of limitations, partially offset by a charge for an international income tax audit settlement
of $1.1 million.

Restructuring Costs

As part of our restructurings, we recorded $1.3 million and $6.7 million of professional fees, severance and
related costs for the year ended December 31, 2009 and 2008, respectively. All such amounts were included in
selling, general and administrative expenses.

Liquidity and Capital Resources for fiscal years 2010, 2009 and 2008

We have historically met our working capital and capital expenditure requirements, including funding for
expansion of operations, through net cash flows provided by operating activities. Our principal source of liquidity is
our operating cash flows. Variations in sales of our products would directly affect the availability of funds. There are
no material contractual restrictions on the ability to transfer and remit funds among our international affiliated
companies. However, as discussed below there are foreign currency restrictions in Venezuela. We are closely
monitoring various aspects of the current worldwide financial crisis and we do not believe that there has been or will
be a material impact on our liquidity from this crisis. As noted above, we have historically met our funding needs
utilizing cash flow from operating activities and we believe we will have sufficient resources to meet debt service
obligations in a timely manner. Our existing debt has not resulted from the need to fund our normal operations, but
instead has effectively resulted from our share repurchase and dividend activities over the recent years, which
together, since the inception of these programs in 2007, amounted to approximately $920.8 million. Our use of the
credit facility for these purposes and not for general working capital and capital expenditure needs has limited the
impact that the current worldwide credit crisis has on us. While a significant net sales decline could potentially affect
the availability of funds, many of our largest expenses are purely variable in nature, which could protect our funding
in all but a dramatic net sales downturn. Further we maintain a revolving credit facility which had $219.0 million of
undrawn capacity as of December 31, 2010, and is comprised of banks who are continuing to support the facility
through the current worldwide financial crisis.

For the year ended December 31, 2010, we generated $380.4 million of operating cash flow, as compared to
$285.1 million for the same period in 2009. The increase in cash generated from operations was primarily due to an
increase in operating income of $91.5 million driven by a 17.6% growth in net sales for the year ended December 31,
2010 as compared to the same period in 2009.

For the year ended December 31, 2009, we generated $285.1 million of operating cash flow, as compared to
$273.0 million for the same period in 2008. The increase in cash generated from operations was primarily due to the
increase in non-cash items included in net income for the year ended December 31, 2009, as compared to the same
period in 2008, lower interest payments due to lower average debt balance and lower interest rates and the favorable
change in operating assets for the year ended December 31, 2009, compared to the same period in 2008. This was
partially offset by lower operating income, higher income tax payments, and unfavorable change in operating
liabilities for the year ended December 31, 2009, as compared to the same period in 2008.

Capital expenditures, including capital leases, for the years ended December 31, 2010, 2009 and 2008 were
$68.1 million, $60.1 million and $106.8 million, respectively. The majority of these expenditures represented
investments in management information systems, the development of our distributor internet initiatives, and the
expansion of our warehouse, sales centers and manufacturing facilities domestically and internationally. In 2008 and
2009, capital expenditures primarily related to the global roll-out of Oracle Order Management System. The decrease
in 2009 from 2008 primarily reflects lower spending as the Oracle roll-out project was completed during

69

the third quarter of 2009. We expect to incur total capital expenditures of approximately $80 million to $90 million
for the full year of 2011.

We entered into a $300.0 million senior secured credit facility, comprised of a $200.0 million term loan and a
revolving credit facility of $100.0 million, with a syndicate of financial institutions as lenders in July 2006. In
September 2007, we amended our senior secured credit facility, increasing the revolving credit facility by
$150.0 million to $250.0 million to fund the increase in our share repurchase program discussed below. The term
loan matures on July 21, 2013 and the revolving credit facility is available until July 21, 2012. The term loan bears
interest at LIBOR plus a margin of 1.5%, or the base rate, which represents the prime rate offered by major
U.S. banks, plus a margin of 0.50%. The revolving credit facility bears interest at LIBOR plus a margin of 1.25%, or
the base rate, which represents the prime rate offered by major U.S. banks, plus a margin of 0.25%. On December 31,
2010, 2009 and 2008, the weighted average interest rate was 1.75%, 1.66% and 3.04%, respectively.

The senior secured credit facility requires us to comply with a leverage ratio and an interest coverage ratio. In
addition, the senior secured credit facility contains customary covenants, including covenants that limit or restrict our
ability to incur liens, incur indebtedness, make investments, dispose of assets, make certain restricted payments,
merge or consolidate and enter into certain transactions with affiliates. As of December 31, 2010, we were in
compliance with these covenants.

During 2010, we borrowed an aggregate amount of $427.0 million under the revolving credit facility and paid
$487.0 million of the revolving credit facility. During 2009, we borrowed an aggregate amount of $212.0 million
under the revolving credit facility and paid $298.7 million of the revolving credit facility. During 2008, we borrowed
an aggregate amount of $118.0 million and paid $149.0 million of the revolving credit facility. During the years
ended December 31, 2010, 2009, and 2008, these borrowings were primarily related to our share repurchases and
dividends program as discussed further below.

We are currently planning to refinance our senior secured credit facility, which consists of a revolving credit
facility and a term loan that are expiring in July 2012 and July 2013, respectively, as discussed in greater detail
above. This will allow us to better support our growth and strategic initiatives, as well as to continue to fund our
dividend program, and our share repurchase program as discussed further below. The refinancing is expected to be
completed during the first half of 2011.

The following summarizes our contractual obligations including interest at December 31, 2010, and the effect
such obligations are expected to have on our liquidity and cash flows in future periods:





Our consolidated balance sheet as of December 31, 2010 included $38.5 million in unrecognized tax benefits.
The future payments related to these unrecognized tax benefits have not been presented in the table above due to the
uncertainty of the amounts and potential timing of cash settlements with the tax authorities, and whether any
settlement would occur.

Off-Balance Sheet Arrangements

At December 31, 2010 and December 31, 2009, we had no material off-balance sheet arrangements as defined in
Item 303(a)(4)(ii) of Regulation S-K.

70

Payments Due by Period
2016 &
Total 2011 2012 - 2013 2014 - 2015 Thereafter
(Dollars in millions)

Borrowings under the senior credit facility(1) $ 182.1 $ 4.6 $ 177.5 $ — $ —
Capital leases 3.1 1.6 1.5 — —
Operating leases 161.5 39.0 58.2 39.6 24.7
Other 21.5 11.5 10.0 — —

Total $ 368.2 $ 56.7 $ 247.2 $ 39.6 $ 24.7

(1) The estimated interest payments on our senior credit facility are based on interest rates effective at December 31,
2010.

Share Repurchases

On April 18, 2007, our board of directors authorized the repurchase of up to $300 million of our common shares
during the next two years, at such times and prices as determined by our management, as market conditions warrant.
On August 23, 2007, our board of directors approved an increase of $150 million, raising the total value of our
common shares authorized to be repurchased to $450 million. On May 20, 2008, our board of directors approved an
additional increase of $150 million to our previously authorized share repurchase program raising the total value of
common shares authorized to be repurchased to $600 million. On April 17, 2009, our share repurchase program
adopted on April 18, 2007 expired pursuant to its terms. On April 30, 2009, our board of directors authorized a new
program for us to repurchase up to $300 million of our common shares during the next two years, at such times and
prices as determined by management, as market conditions warrant. On May 3, 2010, our board of directors
approved an increase to the share repurchase authorization from $300 million to $1 billion. In addition, our board of
directors approved the extension of the expiration date of the share repurchase program from April 2011 to
December 2014.

During the year ended December 31, 2010, we repurchased approximately 2.9 million of our common shares
through open market purchases at an aggregate cost of approximately $150.1 million or an average cost of $52.25 per
share. During the year ended December 31, 2009, we repurchased approximately 2.0 million of our common shares
through open market purchases at an aggregate cost of approximately $73.2 million or an average cost of $36.60 per
share. During the year ended December 31, 2008, we repurchased approximately 4.6 million of our common shares
through open market purchases at an aggregate cost of $137.0 million, or an average cost of $29.60 per share. As of
December 31, 2010, the remaining authorized capacity under the share repurchase program was $776.7 million.

The number of shares issued upon vesting or exercise for certain restricted stock units and stock appreciation
rights granted, pursuant to the Company’s share-based compensation plans, is net of the minimum statutory
withholding requirements that the Company pays on behalf of its employees. Although shares withheld are not
issued, they are treated as common share repurchases for accounting purposes, as they reduce the number of shares
that would have been issued upon vesting.

Dividends

During the second quarter of 2007, the Company’s board of directors adopted a regular quarterly cash dividend
program. The Company’s board of directors authorized a $0.20 per common share dividend each quarter from the
adoption of the program through the second quarter of 2010. On August 2, 2010, the Company’s board of directors
approved an increase in the quarterly cash dividend to $0.25 per common share, an increase of $0.05 per common
share from prior quarters. The aggregate amount of dividends paid and declared during fiscal year 2010, 2009, and
2008 was approximately $53.7 million, $48.7 million and $50.7 million, respectively.

Working Capital and Operating Activities

As of December 31, 2010, 2009 and 2008, we had positive working capital of $124.8 million, $83.5 million, and
$82.9 million, respectively. Cash and cash equivalents were $190.6 million at December 31, 2010, and
$150.8 million at December 31, 2009 and 2008.

We expect that cash and funds provided from operations and available borrowings under our revolving credit
facility will provide sufficient working capital to operate our business, to make expected capital expenditures and to
meet foreseeable liquidity requirements, including debt service on our term loan and amounts outstanding under our
revolving credit facility, for the next twelve months.

The majority of our purchases from suppliers are generally made in U.S. dollars, while sales to our distributors
generally are made in local currencies. Consequently, strengthening of the U.S. dollar versus a foreign currency can
have a negative impact on net sales and operating margins and can generate transaction losses on intercompany
transactions. For discussion of our foreign exchange contracts and other hedging arrangements, see Part II,
Item 7A — Quantitative and Qualitative Disclosures about Market Risk .

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Currency Restrictions in Venezuela

Currency restrictions enacted by the Venezuelan government in 2003 have become more restrictive and have
impacted the ability of the Company’s subsidiary in Venezuela, Herbalife Venezuela, to obtain U.S. dollars in
exchange for Venezuelan Bolivars, or Bolivars, at the official foreign exchange rates from the Venezuelan
government and its foreign exchange commission, CADIVI. The application and approval processes have been
intermittently delayed and the timing and ability to obtain U.S. dollars at the official exchange rates remains
uncertain. In certain instances, we have made appropriate applications through CADIVI for approval to obtain
U.S. dollars so that Herbalife Venezuela can pay for imported products and an annual dividend at the official
exchange rate. As an alternative exchange mechanism, we have also participated in certain bond offerings from the
Venezuelan government and from Petróleos de Venezuela, S.A. or PDVSA, a Venezuelan state-owned petroleum
company, where we effectively purchased bonds with our Bolivars and then sold the bonds for U.S. dollars. In other
instances, we used a legal parallel market mechanism for currency exchanges until this less favorable parallel market
was discontinued in May 2010.

In June 2010, the Venezuelan government introduced additional regulations under a new regulated system,
SITME, which is controlled by the Central Bank of Venezuela. SITME provides a mechanism to exchange Bolivars
into U.S. dollars through the purchase and sale of U.S. dollar denominated bonds issued in Venezuela. However,
SITME is only available in certain limited circumstances. Specifically, SITME can only be used for product
purchases and is not available for other matters such as the payment of dividends. Also, SITME can only be used for
amounts of up to $50,000 per day and $350,000 per month and is generally only available to the extent the applicant
has not exchanged and received U.S. dollars via the CADIVI process within the previous 90 days.

Although Venezuela is an important market in our South and Central America Region, Herbalife Venezuela’s
net sales represented less than 2%, 4% and 4% of the our consolidated net sales for the years ended December 31,
2010, 2009 and 2008, respectively, and its total assets represented less than 3% and 6% of our consolidated total
assets as of December 31, 2010 and 2009, respectively.

Pre-Highly Inflationary Economy in Venezuela and Herbalife Venezuela’s Cash and Cash Equivalents at
December 31, 2009

During the fourth quarter of 2009, due to the currency restrictions in obtaining U.S. dollars at the official
currency exchange rate and in order to mitigate the Company’s currency exchange risk in Venezuela, Herbalife
Venezuela entered into a series of parallel market transactions and exchanged 105.0 million Bolivars for
approximately $19.5 million U.S. dollars at an average rate of approximately 5.4 Bolivars per U.S. dollar. Also,
during the fourth quarter of 2009, Herbalife Venezuela settled $13.6 million of its U.S. dollar denominated non-
CADIVI registered intercompany shipment payables that were initially recorded and then subsequently remeasured
at the parallel market exchange rate. Therefore, the settlement of these intercompany shipment payables did not result
in any net foreign exchange gains or losses recorded in our accompanying consolidated statement of income for the
year ended December 31, 2009. Incremental costs of $18.8 million, related to the importation of products into
Venezuela at the unfavorable parallel market exchange rate, were recorded in costs of sales in our consolidated
statement of income for the year ended December 31, 2009.

As of December 31, 2009, Herbalife Venezuela’s $5.9 million U.S. dollar cash and cash equivalents residing in
its U.S. dollar bank account were remeasured to Bolivars at the parallel market exchange rate of approximately 5.9
Bolivars per U.S. dollar. These remeasured cash and cash equivalents were translated at the official rate of 2.15
Bolivars per U.S. dollar and reported as $15.8 million in the Company’s consolidated balance sheet at December 31,
2009. Based on our specific facts and circumstances, U.S. GAAP required us to use the dividend remittance rate (the
official exchange rate) for translation purposes and the parallel market exchange rate (the applicable rate at which a
particular transaction could be settled), for certain remeasurement purposes. Due to the difference between the
remeasurement rate and translation rate, the cash and cash equivalents relating to Herbalife Venezuela reported on
our consolidated balance sheet at December 31, 2009, was $9.9 million greater than the U.S. dollar amount residing
in Herbalife Venezuela’s U.S. dollar bank account and therefore did not necessarily reflect the true purchasing power
of the reported U.S. dollar cash and cash equivalents. At December 31, 2009, Herbalife Venezuela reported cash and
cash equivalents of approximately $34.2 million, of which $15.8 million was denominated in U.S. dollars

72

and $18.4 million was denominated in Bolivars. The cash and cash equivalents were translated into our consolidated
financial statements at the official exchange rate, which was the rate applicable for dividend remittance.

Highly Inflationary Economy and Accounting in Venezuela

Venezuela’s inflation rate as measured using the blended National Consumer Price Index and Consumer Price
Index rate exceeded a three-year cumulative inflation rate of 100% as of December 31, 2009. Accordingly, effective
January 1, 2010, Venezuela was considered a highly inflationary economy. Pursuant to the highly inflationary basis
of accounting under U.S. GAAP, Herbalife Venezuela changed its functional currency from the Bolivar to the
U.S. dollar. Subsequent movements in the Bolivar to U.S. dollar exchange rate will impact our consolidated earnings.
Prior to January 1, 2010 when the Bolivar was the functional currency, movements in the Bolivar to U.S. dollar were
recorded as a component of equity through other comprehensive income. Pursuant to highly inflationary accounting
rules, we are no longer required to translate Herbalife Venezuela’s financial statements since their functional
currency is now the U.S. dollar.

Based on relevant facts and circumstances at the applicable times, under the highly inflationary basis of
accounting, we used the parallel market exchange rate for remeasurement purposes until the parallel market was
discontinued in May 2010. On January 1, 2010, in connection with the determination that Venezuela was a highly
inflationary economy, we remeasured Herbalife Venezuela’s opening balance sheet’s monetary assets and liabilities
at the parallel market rate, which resulted in us recording a non-tax deductible foreign exchange loss of
$15.1 million. This charge included the $9.9 million foreign exchange loss relating to Herbalife Venezuela’s
U.S. dollar cash and cash equivalents that were remeasured at the parallel market rate and then translated at the
official rate at December 31, 2009. Also, Herbalife Venezuela’s $34.2 million cash and cash equivalents reported in
our consolidated balance sheet at December 31, 2009, which included U.S. dollar denominated cash, was reduced to
approximately $12.5 million on January 1, 2010. However, nonmonetary assets, such as inventory, reported on our
consolidated balance sheet at December 31, 2009, remained at historical cost subsequent to Venezuela becoming a
highly inflationary economy. Therefore, the incremental costs related to our 2009 imported products recorded at the
parallel market exchange rate negatively impacted our consolidated earnings for the year ended December 31, 2010
by approximately $12.7 million as these products were sold during the first quarter of 2010. This amount is not tax
deductible. See Note 12, Income Taxes in our notes to consolidated financial statements, for additional discussion on
the income tax impact related to Venezuela becoming highly inflationary.

Official Exchange Rate Devaluations in Venezuela in 2010

In early January 2010, Venezuela announced an official exchange rate devaluation of the Bolivar to an official
rate of 4.3 Bolivars per U.S. dollar for non-essential items and 2.6 Bolivars per U.S. dollar for essential items. Our
imports fall into both classifications. During 2010, because we used the parallel market exchange rate for
remeasurement purposes until the parallel market was discontinued in May 2010 and then used the SITME rate
thereafter, any U.S. dollars obtained from CADIVI at the official rate had a positive impact on our consolidated net
earnings. Specifically, we recorded $5.8 million of foreign exchange gains to selling, general and administrative
expenses within our accompanying consolidated statement of income for the year ended December 31, 2010, as a
result of receiving U.S. dollars approved by CADIVI at the official exchange rate. The majority of Herbalife
Venezuela’s 2010 importations were not registered with CADIVI so the official exchange rates are not available to
pay for these U.S. imports. As of December 31, 2010, Herbalife Venezuela also has an outstanding intercompany
dividend payable to our Company of $2.5 million, which was declared in December 2008 and registered with
CADIVI. The request to obtain U.S. dollars at the official rate to settle the outstanding intercompany dividend
payable is pending CADIVI’s approval. Also, at December 31, 2010, Herbalife Venezuela had outstanding
intercompany shipment payable balances of $2.6 million, primarily relating to 2010, which are registered with
CADIVI and are pending CADIVI’s approval.

In late December 2010, Venezuela announced that the CADIVI official exchange rate of 2.6 Bolivars per
U.S. dollar will be eliminated and the CADIVI official exchange of 4.3 Bolivars per U.S. dollar will be used for all
essential items and non-essential items beginning January 2011. This devaluation did not have a material impact on
our consolidated financial statements. At December 31, 2010, we used the SITME rate of 5.3 Bolivars per U.S. dollar
for remeasurement purposes. We expect that any U.S. dollars obtained from CADIVI at the official exchange rate of
4.3 Bolivars per U.S. dollar will have a positive impact on our consolidated net earnings, and the impact of any
U.S. dollars obtained from the Venezuelan government and PDVSA bond offerings on our consolidated earnings will
depend on the prevailing exchange rates during those periods.

73

Remeasurement of Herbalife Venezuela’s Monetary Assets and Liabilities

During the second quarter of 2010, we recorded a $4.0 million pre-tax ($2.6 million post-tax) net foreign
exchange gain to selling, general and administrative expenses, within the Company’s consolidated statement of
income, as a result of remeasuring Herbalife Venezuela’s Bolivar denominated monetary assets and liabilities as of
June 30, 2010 at the SITME rate of 5.3 Bolivars per U.S. dollar as opposed to the last parallel market rate prior to the
closure of the parallel market in May 2010 of 8.3 Bolivars per U.S. dollar. Herbalife Venezuela’s cash and cash
equivalents, primarily denominated in Bolivars, increased by $5.2 million as a result of using the SITME rate as
opposed to the last quoted parallel market rate during the second quarter of 2010. During the third quarter of 2010
and thereafter, we continued to use the SITME rate of 5.3 Bolivars per U.S. dollar to remeasure its Bolivar
denominated transactions. As of December 31, 2010, Herbalife Venezuela’s net monetary Bolivar denominated
assets and liabilities approximated $19.4 million which included Bolivar denominated cash and cash equivalents
approximating $24.6 million, and were all remeasured at the new regulated rate under the SITME, except for the
$2.5 million intercompany dividend which was remeasured at the CADIVI official rate. While we continue to
monitor the new exchange mechanism and restrictions under SITME, there is no assurance that we will be able to
exchange Bolivars into U.S. dollars on a timely basis. Therefore, these remeasured amounts, including cash and cash
equivalents, being reported on our accompanying consolidated balance sheet using the SITME rate may not
accurately represent the amount of U.S. dollars we could ultimately realize.

Consolidation of Herbalife Venezuela

We plan to continue our operation in Venezuela and to import products into Venezuela despite the foreign
currency constraints that exist in the country. Herbalife Venezuela will continue to apply for legal exchange
mechanisms to convert its Bolivars to U.S. dollars. Despite the currency exchange restrictions in Venezuela, we
continue to control Herbalife Venezuela and its operations. The mere existence of the exchange restrictions discussed
above does not in and of itself create a presumption that this lack of exchangeability is other-than-temporary, nor
does it create a presumption that an entity should deconsolidate its Venezuelan operations. Therefore, we continue to
consolidate Herbalife Venezuela in our accompanying consolidated financial statements for U.S. GAAP purposes.
Substantially all of Herbalife Venezuela’s Bolivar denominated assets and liabilities are currently being remeasured
at the SITME rate.

Although there are delays in the CADIVI approval process, when applicable, we plan to continue applying to
CADIVI to obtain the official rate relating to the importation of the Company’s products. In addition, we plan to
utilize the SITME market to the extent allowable under current restrictions in order to exchange Bolivars for
U.S. dollars. We also plan to access government and PDVSA bond offerings when they are made available. Our
ability to access the official exchange rate and the SITME rate could impact what exchange rates will be used for
remeasurement purposes in future periods. We continue to assess and monitor the current economic and political
environment in Venezuela. See Subsequent Events , within this section for further discussion on Herbalife Venezuela.

74

Quarterly Results of Operations


Contingencies

The Company is from time to time engaged in routine litigation. The Company regularly reviews all pending
litigation matters in which it is involved and establishes reserves deemed appropriate by management for these
litigation matters when a probable loss estimate can be made.

As a marketer of dietary and nutritional supplements and other products that are ingested by consumers or
applied to their bodies, the Company has been and is currently subjected to various product liability claims. The
effects of these claims to date have not been material to the Company, and the reasonably possible range of exposure
on currently existing claims is not material to the Company. The Company believes that it has meritorious defenses
to the allegations contained in the lawsuits. The Company currently maintains product liability insurance with an
annual deductible of $10 million.

On April 16, 2007, Herbalife International of America, Inc. filed a Complaint in the United States District Court
for the Central District of California against certain former Herbalife distributors who had left the Company to join a
competitor. The Complaint alleged breach of contract, misappropriation of trade secrets, intentional interference with
prospective economic advantage, intentional interference with contract, unfair competition, constructive trust and
fraud and seeks monetary damages, attorney’s fees and injunctive relief ( Herbalife International of America, Inc. v.
Robert E. Ford, et al ). The court entered a Preliminary Injunction against the defendants enjoining them from further
use and/or misappropriation of the Company’s trade secrets on December 11, 2007. Defendants appealed the court’s
entry of the Preliminary Injunction to the U.S. Court of Appeals for the Ninth Circuit. That court affirmed, in
relevant part, the Preliminary Injunction. On December 3, 2007, the defendants filed a counterclaim alleging that the
Company had engaged in unfair and deceptive business practices, intentional and negligent interference with
prospective economic advantage, false advertising and that the Company was an endless chain scheme in violation of
California law and seeking restitution, contract rescission and an injunction. Both sides engaged in discovery and
filed cross motions for Summary Judgment. On August 25, 2009, the court granted partial summary judgment for
Herbalife on all of defendants’ claims except the claim that the Company is an endless chain

75

Quarter Ended
December 31, September 30, June 30, March 31, December 31, September 30, June 30, March 31,
2010 2010 2010 2010 2009 2009 2009 2009
(In thousands except per share data)

Operations:
Net sales $ 738,356 $ 688,431 $ 688,806 $ 618,633 $ 630,871 $ 600,218 $ 571,805 $ 521,683
Cost of sales 148,513 133,265 136,561 140,472 136,515 131,777 122,442 102,400

Gross profit 589,843 555,166 552,245 478,161 494,356 468,441 449,363 419,283
Royalty overrides 244,088 224,061 224,780 207,319 204,580 194,639 186,750 175,532
Selling, general and
administrative expenses 239,512 230,150 211,110 206,883 205,691 195,968 190,794 181,458

Operating income 106,243 100,955 116,355 63,959 84,085 77,834 71,819 62,293
Interest expense, net 1,126 2,192 2,146 1,953 1,016 1,037 1,338 1,712

Income before income taxes 105,117 98,763 114,209 62,006 83,069 76,797 70,481 60,581
Income taxes 24,127 23,024 32,276 10,135 27,413 18,902 22,228 19,039

Net income $ 80,990 $ 75,739 $ 81,933 $ 51,871 $ 55,656 $ 57,895 $ 48,253 $ 41,542

Earnings per share
Basic $ 1.37 $ 1.28 $ 1.38 $ 0.86 $ 0.92 $ 0.95 $ 0.78 $ 0.68
Diluted $ 1.31 $ 1.22 $ 1.32 $ 0.83 $ 0.88 $ 0.91 $ 0.77 $ 0.67
Weighted average shares
outstanding
Basic 59,082 59,221 59,527 60,160 60,492 61,234 61,642 61,510
Diluted 62,058 61,946 62,103 62,672 63,004 63,397 62,929 61,614

scheme which under applicable law is a question of fact that can only be determined at trial. The court denied
defendants’ motion for Summary Judgment on Herbalife’s claims for misappropriation of trade secrets and breach of
contract. On May 5, 2010, the District Court granted summary judgment for Herbalife on defendants’ endless chain-
scheme counterclaim. Herbalife voluntarily dismissed its remaining claims, and on May 14, 2010, the District Court
issued a final judgment dismissing all of the parties’ claims. On June 10, 2010 the defendants appealed from that
judgment and on June 21, 2010, Herbalife cross-appealed. The Company believes that there is merit to its appeal, and
it will prevail upon both its appeal as well as the defendant’s appeal.

Certain of the Company’s subsidiaries have been subject to tax audits by governmental authorities in their
respective countries. In certain of these tax audits, governmental authorities are proposing that significant amounts of
additional taxes and related interest and penalties are due. The Company and its tax advisors believe that there are
substantial defenses to their allegations that additional taxes are owed, and the Company is vigorously contesting the
additional proposed taxes and related charges. On May 7, 2010, the Company received an administrative assessment
from the Mexican Tax Administration Service in an amount equivalent to approximately $93 million, translated at
the period ended spot rate, for various items, the majority of which was Value Added Tax allegedly owed on certain
of the Company’s products imported into Mexico during the years 2005 and 2006. This assessment is subject to
interest and inflationary adjustments. On July 8, 2010, the Company initiated a formal administrative appeal process.
In connection with the appeal of the assessment, the Company may be required to post bonds for some or all of the
assessed amount. Therefore, in July 2010, the Company entered into agreements with certain insurance companies to
allow for the potential issuance of surety bonds in support of its appeal of the assessment. Such surety bonds, if
issued, would not affect the availability of the Company’s existing credit facility. The Company did not record a
provision as the Company, based on analysis and guidance from its advisors, does not believe a loss is probable.
Further, the Company is currently unable to reasonably estimate a possible loss or range of loss that could result from
an unfavorable outcome in respect to this assessment or any additional assessments that may be issued for these or
other periods. The Company believes that it has meritorious defenses and is vigorously pursuing the appeal, but final
resolution of this matter could take several years.

These matters may take several years to resolve. While the Company believes it has meritorious defenses, it
cannot be sure of their ultimate resolution. Although the Company has reserved amounts for certain matters that the
Company believes represent the most likely outcome of the resolution of these related disputes, if the Company is
incorrect in the assessment, the Company may have to record additional expenses, when it becomes probable that an
increased potential liability is warranted.

Subsequent Events

On February 18, 2011, our Board of Directors approved a two-for-one split of our common shares, subject to
approval by our shareholders at our upcoming Annual General Meeting of Shareholders to be held on April 28, 2011.
If approved by our shareholders, one additional common share will be distributed to our shareholders on or around
May 17, 2011, for each common share held on May 10, 2011. The stock split will not be effective unless approved
by our shareholders at the meeting.

On February 22, 2011, we announced that our Board of Directors approved a quarterly cash dividend of $0.25
per common share, for the fourth quarter of 2010, to shareholders of record as of the close of business on March 8,
2011, payable on March 22, 2011.

In February 2011, Herbalife Venezuela purchased U.S. dollar denominated bonds with a face value of
$20 million U.S. dollars from a PDVSA bond offering for 86 million Bolivars and then immediately sold the bonds
for U.S. dollars at an expected average effective rate of 5.7 Bolivars per U.S. dollar. These 86 million Bolivars were
remeasured at the SITME rate of 5.3 Bolivars per U.S. dollar and recorded as cash and cash equivalents of
$16.3 million on our consolidated balance sheet at December 31, 2010. We expect to receive approximately
$15 million U.S. dollars in late February or early March 2011 as a result of this conversion and final settlement. This
conversion is expected to result in us recording a net pre-tax loss of approximately $1.3 million U.S. dollars in our
2011 consolidated statement of income and will be reflected in our consolidated financial statements at March 31,
2011 and for the quarter ending March 31, 2011.

76

Critical Accounting Policies

Our Consolidated Financial Statements are prepared in conformity with U.S. GAAP, which requires us to make
estimates and assumptions that affect the reported amounts of assets and liabilities and disclosures of contingent
assets and liabilities at the date of the financial statements and the reported amounts of revenue and expenses during
the year. We regularly evaluate our estimates and assumptions related to revenue recognition, allowance for product
returns, inventory reserves, share-based compensation expense, goodwill and purchased intangible asset valuations,
deferred income tax asset valuation allowances, uncertain tax positions, tax contingencies, and other loss
contingencies. We base our estimates and assumptions on current facts, historical experience and various other
factors that we believe to be reasonable under the circumstances, the results of which form the basis for making
judgments about the carrying values of assets and liabilities and the recording of revenue, costs and expenses. Actual
results could differ from those estimates. We consider the following policies to be most critical in understanding the
judgments that are involved in preparing the financial statements and the uncertainties that could impact our
operating results, financial condition and cash flows.

We are a network marketing company that sells a wide range of weight management products, nutritional
supplements, energy, sports & fitness products and personal care products within one industry segment as defined
under Financial Accounting Standard Board, or FASB, Accounting Standards Codification, or ASC, Topic 280,
Segment Reporting . Our products are manufactured by third party providers and manufactured in our Suzhou, China
facility, and in our manufacturing facility located in Lake Forest, California, and then are sold to independent
distributors who sell Herbalife products to retail consumers or other distributors. As of December 31, 2010, we sold
products in 74 countries throughout the world and we are organized and managed by geographic region. We have
elected to aggregate our operating segments into one reporting segment, except China, as management believes that
our operating segments have similar operating characteristics and similar long term operating performance. In
making this determination, management believes that the operating segments are similar in the nature of the products
sold, the product acquisition process, the types of customers to whom products are sold, the methods used to
distribute the products, and the nature of the regulatory environment.

Revenue is recognized when products are shipped and title and risk of loss passes to the independent distributor
or importer or as products are sold in our retail stores in China. Sales are recognized on a net sales basis, which
reflects product returns, net of discounts referred to as “distributor allowances”, and amounts billed for shipping and
handling costs. We generally receive the net sales price in cash or through credit card payments at the point of sale.
Related royalty overrides and allowances for product returns are recorded when revenue is recognized.

Allowances for product returns, primarily in connection with our buyback program, are provided at the time the
product is shipped. This accrual is based upon historical return rates for each country and the relevant return pattern,
which reflects anticipated returns to be received over a period of up to 12 months following the original sale.
Historically, product returns and buybacks have not been significant. Product returns and buybacks were
approximately 0.4%, 0.5% and 0.8% of retail sales for the years ended December 31, 2010, 2009, and 2008,
respectively.

We record reserves against our inventory to provide for estimated obsolete or unsalable inventory based on
assumptions regarding future demand for our products and market conditions. If future demand and market
conditions are less favorable than management’s assumptions, additional reserves could be required. Likewise,
favorable future demand and market conditions could positively impact future operating results if previously reserved
for inventory is sold. We reserved for obsolete and slow moving inventory totaling $9.4 million and $9.3 million as
of December 31, 2010, and December 31, 2009, respectively.

In accordance with the FASB ASC Topic 360, Property, Plant and Equipment , property, plant, and equipment,
and purchased intangibles subject to amortization, are reviewed for impairment whenever events or changes in
circumstances indicate that the carrying amount of an asset may not be recoverable. Recoverability of assets to be
held and used is measured by a comparison of the carrying amount of an asset to estimated undiscounted future cash
flows expected to be generated by the asset. If the carrying amount of an asset exceeds its estimated future cash
flows, an impairment charge is recognized by the amount by which the carrying amount of the asset exceeds the fair
value of the asset. Assets to be disposed of would be separately presented in the balance sheet and reported at the
lower of the carrying amount or fair value less costs to sell, and are no longer depreciated. The assets and liabilities

77

of a disposed group classified as held for sale would be presented separately in the appropriate asset and liability
sections of the balance sheet.

Goodwill and marketing related intangible assets not subject to amortization are tested annually for impairment,
and are tested for impairment more frequently if events and circumstances indicate that the asset might be impaired.
An impairment loss is recognized to the extent that the carrying amount exceeds the asset’s fair value. In order to
estimate the fair value of goodwill, we primarily use the discounted cash flow model, known as the income approach.
The determination of impairment is made at the reporting unit level and consists of two steps. First, we determine the
fair value of a reporting unit and compare it to its carrying amount. Second, if the carrying amount of a reporting unit
exceeds its fair value, an impairment loss is recognized for any excess of the carrying amount of the reporting unit’s
goodwill and other intangibles over the implied fair value. The implied fair value of goodwill is determined in a
similar manner as how the amount of goodwill recognized in a business combination is determined, in accordance
with FASB ASC Topic 805, Business Combinations , or ASC 805. We would assign the fair value of a reporting unit
to all of the assets and liabilities of that reporting unit as if the reporting unit had been acquired in a business
combination and the fair value of the reporting unit was the price paid to acquire the reporting unit. The excess of the
fair value of a reporting unit over the amounts assigned to its assets and liabilities is the implied fair value of
goodwill. As of December 31, 2010 and 2009, we had goodwill of approximately $102.9 million, and $102.5 million,
respectively, and marketing related intangible assets of approximately $310.0 million for both periods. No marketing
related intangibles or goodwill impairment was recorded during years ended December 31, 2010, 2009 and 2008.

Contingencies are accounted for in accordance with the FASB ASC Topic 450, Contingencies, or ASC 450.
ASC 450 requires that we record an estimated loss from a loss contingency when information available prior to
issuance of our financial statements indicates that it is probable that an asset has been impaired or a liability has been
incurred at the date of the financial statements and the amount of the loss can be reasonably estimated. Accounting
for contingencies such as legal and income tax matters requires us to use judgment related to both the likelihood of a
loss and the estimate of the amount or range of loss. Many of these legal and tax contingencies can take years to be
resolved. Generally, as the time period increases over which the uncertainties are resolved, the likelihood of changes
to the estimate of the ultimate outcome increases.

Deferred income tax assets have been established for net operating loss carryforwards of certain foreign
subsidiaries and have been reduced by a valuation allowance to reflect them at amounts estimated to be ultimately
realized. The net operating loss carryforwards expire in varying amounts over a future period of time. Realization of
the income tax carryforwards is dependent on generating sufficient taxable income prior to expiration of the
carryforwards. Although realization is not assured, we believe it is more likely than not that the net carrying value of
the income tax carryforwards will be realized. The amount of the income tax carryforwards that is considered
realizable, however, could change if estimates of future taxable income during the carryforward period are adjusted.
In the ordinary course of our business, there are many transactions and calculations where the tax law and ultimate
tax determination is uncertain. As part of the process of preparing our Consolidated Financial Statements, we are
required to estimate our income taxes in each of the jurisdictions in which we operate prior to the completion and
filing of tax returns for such periods. This process requires estimating both our geographic mix of income and our
uncertain tax positions in each jurisdiction where we operate. These estimates involve complex issues and require us
to make judgments about the likely application of the tax law to our situation, as well as with respect to other matters,
such as anticipating the positions that we will take on tax returns prior to our actually preparing the returns and the
outcomes of disputes with tax authorities. The ultimate resolution of these issues may take extended periods of time
due to examinations by tax authorities and statutes of limitations. In addition, changes in our business, including
acquisitions, changes in our international corporate structure, changes in the geographic location of business
functions or assets, changes in the geographic mix and amount of income, as well as changes in our agreements with
tax authorities, valuation allowances, applicable accounting rules, applicable tax laws and regulations, rulings and
interpretations thereof, developments in tax audit and other matters, and variations in the estimated and actual level
of annual pre-tax income can affect the overall effective income tax rate.

We account for uncertain tax positions in accordance with the FASB ASC Topic 740, Income Taxes, or
ASC 740, which provides guidance on the determination of how tax benefits claimed or expected to be claimed on a
tax return should be recorded in the financial statements. Under ASC 740, we must recognize the tax benefit from an

78

uncertain tax position only if it is more likely than not that the tax position will be sustained on examination by the
taxing authorities, based on the technical merits of the position. The tax benefits recognized in the financial
statements from such a position are measured based on the largest benefit that has a greater than fifty percent
likelihood of being realized upon ultimate resolution.

We account for share-based compensation in accordance with the FASB ASC Topic 718, Compensation-Stock
Compensation , or ASC 718. Under the fair value recognition provisions of this statement, share-based compensation
cost is measured at the grant date based on the value of the award and is recognized as an expense over the vesting
period. Determining the fair value of share-based awards at the grant date requires judgment, including estimating
our stock price volatility and employee stock award exercise behaviors. Our expected volatility is based upon the
historical volatility of our common shares and, due to the limited period of public trading data for our common
shares, it is also validated against the volatility of a company peer group. The expected life of awards is based on the
simple average of the average vesting period and the life of the award, or the simplified method. As share-based
compensation expense recognized in the Statements of Income is based on awards ultimately expected to vest, the
amount of expense has been reduced for estimated forfeitures. ASC 718 requires forfeitures to be estimated at the
time of grant and revised, if necessary, in subsequent periods if actual forfeitures differ from those estimates. If
actual forfeitures differ from estimates, additional expense or reversal of previous expense are recorded. Forfeitures
were estimated based on historical experience.

We account for foreign currency transactions in accordance with ASC Topic 830, Foreign Currency Matters . In
a majority of the countries where we operate, the functional currency is the local currency. Our foreign subsidiaries’
asset and liability accounts are translated for consolidated financial reporting purposes into U.S. dollar amounts at
year-end exchange rates. Revenue and expense accounts are translated at the average rates during the year. Our
foreign exchange translation adjustments are included in accumulated other comprehensive loss on our
accompanying consolidated balance sheets. Foreign currency transaction gains and losses and foreign currency
remeasurements are included in selling, general and administrative expenses in the accompanying consolidated
statements of income.

New Accounting Pronouncements

In December 2010, the FASB, issued Accounting Standards Update, or ASU, 2010-28, Intangibles-Goodwill
and Other (Topic 350): When to Perform Step 2 of the Goodwill Impairment Test for Reporting Units with Zero or
Negative Carrying Amounts (a consensus of the FASB Emerging Issues Task Force) . ASU 2010-28 provides
amendments to Accounting Standards Codification, or ASC, Topic 350, Intangibles — Goodwill and Other .
Pursuant to ASU 2010-28, if any entity during Step 1 of a goodwill impairment test determines reporting units with
zero or negative carrying amounts, then they should perform Step 2 of the goodwill impairment test if it is more
likely than not that a goodwill impairment exists. In determining whether it is more likely than not that a goodwill
impairment exists, an entity should consider whether there are any adverse qualitative factors indicating that an
impairment may exist. The qualitative factors are consistent with the existing guidance and examples in ASC Topic
350, which requires that goodwill of a reporting unit be tested for impairment between annual tests if an event occurs
or circumstances change that would more likely than not reduce the fair value of a reporting unit below its carrying
amount. As a result, goodwill impairments may be reported sooner or more often compared to current practice. ASU
2010-28 is effective for fiscal years and interim periods within those years, beginning after December 15, 2010, with
early adoption not permitted. We do not expect that the adoption of ASU 2010-28 will have a material impact on our
consolidated financial statements.


We are exposed to market risks, which arise during the normal course of business from changes in interest rates
and foreign currency exchange rates. On a selected basis, we use derivative financial instruments to manage or hedge
these risks. All hedging transactions are authorized and executed pursuant to written guidelines and procedures.

We apply FASB ASC Topic 815, Derivatives and Hedging, or ASC 815, which established accounting and
reporting standards for derivative instruments, including certain derivative instruments embedded in other

79
Item 7A.

QUANTITATIVE AND QUALITATIVE DISCLOSURES ABOUT MARKET RISK

contracts, and for hedging activities. All derivatives, whether designated in hedging relationships or not, are required
to be recorded on the balance sheet at fair value. If the derivative is designated as a fair-value hedge, the changes in
the fair value of the derivative and the underlying hedged item are recognized concurrently in earnings. If the
derivative is designated as a cash-flow hedge, changes in the fair value of the derivative are recorded in other
comprehensive income (loss) and are recognized in the consolidated statements of income when the hedged item
affects earnings. ASC 815 defines the requirements for designation and documentation of hedging relationships as
well as ongoing effectiveness assessments in order to use hedge accounting. For a derivative that does not qualify as
a hedge, changes in fair value are recognized concurrently in earnings.

A discussion of our primary market risk exposures and derivatives is presented below.

Foreign Exchange Risk

We transact business globally and are subject to risks associated with changes in foreign exchange rates. Our
objective is to minimize the impact to earnings and cash flow associated with foreign exchange rate fluctuations. We
enter into foreign exchange derivatives in the ordinary course of business primarily to reduce exposure to currency
fluctuations attributable to intercompany transactions, translation of local currency revenue, inventory purchases
subject to foreign currency exposure, and to partially mitigate the impact of foreign currency rate fluctuations. Due to
the recent significant volatility in the foreign exchange market, our current strategy, in general, is to hedge some of
the significant exposures on a short-term basis. We will continue to monitor the foreign exchange market and
evaluate our hedging strategy accordingly. With the exception of our foreign exchange forward contracts relating to
forecasted inventory purchases and intercompany management fees as discussed below in this section, all of our
foreign exchange contracts are designated as free standing derivatives for which hedge accounting does not apply.
The changes in the fair market value of the derivatives not qualifying as cash flow hedges are included in selling,
general and administrative expenses in our consolidated statements of income.

The foreign exchange forward contracts designated as free standing derivatives are used to hedge advances
between subsidiaries and to partially mitigate the impact of foreign currency fluctuations. Foreign exchange average
rate option contracts are also used to mitigate the impact of foreign currency rate fluctuations. The objective of these
contracts is to neutralize the impact of foreign currency movements on the operating results of our subsidiaries. The
fair value of forward and option contracts is based on third-party bank quotes.

We also purchase foreign currency forward contracts in order to hedge forecasted inventory purchases and
intercompany management fees that are designated as cash-flow hedges and are subject to foreign currency
exposures. We applied the hedge accounting rules as required by ASC Topic 815 for these hedges. These contracts
allow us to sell Euros in exchange for U.S. dollars at specified contract rates. As of December 31, 2010 and 2009, the
aggregate notional amounts of these contracts outstanding were approximately $32.1 million and $66.8 million,
respectively. At December 31, 2010, the outstanding contracts were expected to mature over the next twelve months.
Our derivative financial instruments are recorded on the consolidated balance sheet at fair value based on quoted
market rates. For the forecasted inventory purchases, the forward contracts are used to hedge forecasted inventory
purchases over specific months. Changes in the fair value of these forward contracts, excluding forward points,
designated as cash-flow hedges are recorded as a component of accumulated other comprehensive income (loss)
within shareholders’ equity, and are recognized in cost of sales in the consolidated statement of income during the
period which approximates the time the hedged inventory is sold. We also hedge forecasted intercompany
management fees over specific months. Changes in the fair value of these forward contracts designated as cash flow
hedges are recorded as a component of accumulated other comprehensive loss within shareholders’ equity, and are
recognized in selling, general and administrative expenses in the consolidated statement of income in the period
when the hedged item and underlying transaction affects earnings. As of December 31, 2010, we recorded assets at
fair value of $0.6 million and liabilities at fair value of $0.8 million relating to all outstanding foreign currency
contracts designated as cash-flow hedges. As of December 31, 2009, we recorded assets at fair value of $2.3 million
relating to all outstanding foreign currency contracts designated as cash-flow hedges. We assess hedge effectiveness
and measure hedge ineffectiveness at least quarterly. During the years ended December 31, 2010 and 2009, the
ineffective portion relating to these hedges was immaterial and the hedges remained effective as of December 31,
2010 and 2009.

80

As of December 31, 2010 and 2009, the majority of our outstanding foreign currency forward contracts had
maturity dates of less than one year with the majority of freestanding derivatives expiring within three months.

The table below describes all foreign currency forward contracts that were outstanding as of December 31, 2010
and 2009:



81

Average Original Fair
Contract Notional Value
Foreign Currency Rate Amount Gain (Loss)
(In millions) (In millions)

At December 31, 2010
Buy BRL sell USD 1.68 $ 7.6 $ 0.1
Buy EUR sell ARS 5.27 1.3 —
Buy EUR sell JPY 113.89 1.2 (0.1 )
Buy EUR sell MXN 16.58 35.5 —
Buy EUR sell RUB 40.99 1.8 —
Buy EUR sell USD 1.34 101.4 0.1
Buy INR sell USD 44.81 4.5 —
Buy JPY sell EUR 111.90 1.2 —
Buy JPY sell USD 82.57 19.4 0.4
Buy KRW sell USD 1,146.51 21.0 0.4
Buy MXN sell EUR 16.45 8.0 —
Buy MXN sell USD 12.37 4.5 —
Buy MYR sell USD 3.10 12.2 0.1
Buy PEN sell USD 2.80 10.3 —
Buy PHP sell USD 43.89 0.1 —
Buy TWD sell USD 29.17 2.6 —
Buy USD sell BRL 1.72 14.9 (0.5 )
Buy USD sell COP 1,917.51 4.3 —
Buy USD sell EUR 1.32 74.3 (1.0 )
Buy USD sell GBP 1.56 4.0 —
Buy USD sell INR 45.78 8.7 (0.2 )
Buy USD sell JPY 81.59 9.8 (0.1 )
Buy USD sell KRW 1,138.90 4.9 (0.1 )
Buy USD sell MXN 12.45 4.9 —
Buy USD sell PEN 2.81 5.2 —
Buy USD sell PHP 44.11 2.8 —
Buy USD sell RUB 31.48 1.3 —

Total forward contracts $ 367.7 $ (0.9 )



As of December 31, 2010 and 2009 we did not have any outstanding foreign currency option contracts.

Most of our foreign subsidiaries designate their local currencies as their functional currencies. At December 31,
2010 and December 31, 2009, the total amount of our foreign subsidiary cash was $188.2 million and $149.6 million,
respectively, of which $5.8 million and $11.9 million, respectively, was invested in U.S. dollars.

Currency restrictions enacted by the Venezuelan government in 2003 have become more restrictive and have
impacted the ability of our subsidiary in Venezuela, or Herbalife Venezuela, to obtain U.S. dollars in exchange for
Venezuelan Bolivars, or Bolivars, at the official foreign exchange rates from the Venezuelan government and its
foreign exchange commission, CADIVI. The application and approval processes have been intermittently delayed
and the timing and ability to obtain U.S. dollars at the official exchange rates remains uncertain. In certain instances,
we have made appropriate applications through CADIVI for approval to obtain U.S. dollars so that Herbalife
Venezuela can pay for imported products and an annual dividend, at the official exchange rate. As an alternative
82

Average Original Fair
Contract Notional Value
Foreign Currency Rate Amount Gain (Loss)
(In millions) (In millions)

At December 31, 2009
Buy EUR sell MXN 19.67 $ 32.6 $ (1.6 )
Buy JPN sell USD 90.60 16.9 (0.5 )
Buy USD sell EUR 1.48 77.2 2.6
Buy CLP sell USD 523.79 5.3 0.2
Buy USD sell CLP 509.40 2.9 —
Buy HKD sell USD 7.75 6.5 —
Buy JPY sell EUR 131.55 3.3 —
Buy EUR sell JPY 131.59 3.3 —
Buy USD sell BRL 1.78 7.3 (0.1 )
Buy USD sell ZAR 7.86 1.3 (0.1 )
Buy ZAR sell USD 7.49 1.3 —
Buy USD sell PHP 47.49 6.3 (0.1 )
Buy USD sell KRW 1,181.27 1.9 —
Buy USD sell INR 46.72 3.0 —
Buy USD sell COP 1,983.88 3.5 0.1
Buy EUR sell USD 1.43 45.2 —
Buy EUR sell HKD 11.26 2.6 —
Buy MXN sell USD 13.19 8.5 —
Buy GBP sell USD 1.63 5.7 —
Buy USD sell RUB 29.78 1.3 —
Buy COP sell USD 2,053.31 4.2 —
Buy KRW sell USD 1,167.38 1.9 —
Buy BRL sell USD 1.78 0.6 —
Buy EUR sell GBP 0.89 3.3 —
Buy MXN sell EUR 18.81 7.0 —
Buy PHP sell USD 46.47 3.2 —
Buy RUB sell USD 30.25 0.3 —
Buy USD sell MXN 13.15 1.7 —
Buy USD sell JPN 92.46 7.9 0.1

Total forward contracts $ 266.0 $ 0.6


exchange mechanism, we have also participated in certain bond offerings from the Venezuelan government and from
Petróleos de Venezuela, S.A. or PDVSA, a Venezuelan state-owned petroleum company, where we effectively
purchased bonds with our Bolivars and then sold the bonds for U.S. dollars. In other instances, we used a legal but
less favorable parallel market mechanism for currency exchange. In May 2010, this less favorable parallel market
was discontinued.

In June 2010, the Venezuelan government introduced additional regulations under a newly regulated system,
SITME, which is controlled by the Central Bank of Venezuela. SITME provides a mechanism to exchange Bolivars
into U.S. dollars through the purchase and sale of U.S. dollar denominated bonds issued in Venezuela. However,
SITME is only available in certain limited circumstances. Specifically, SITME can only be used for product
purchases and it is not available for other matters such as the payment of dividends. Also, SITME can only be used
for amounts of up to $50,000 per day and $350,000 per month and is generally only available to the extent that the
applicant has not exchanged and received U.S. dollars via the CADIVI process within the previous 90 days.

Venezuela’s inflation rate as measured using the blended National Consumer Price Index and Consumer Price
Index rate exceeded a three-year cumulative inflation rate of 100% as of December 31, 2009. In early January 2010,
Venezuela announced an official exchange rate devaluation of the Bolivar to an official rate of 4.3 Bolivars per
U.S. dollar for non-essential items and 2.6 Bolivars per U.S. dollar for essential items. Our imports fall into both
classifications.

In late December 2010, Venezuela announced that the CADIVI official exchange rate of 2.6 Bolivars per
U.S. dollar will be eliminated and the CADIVI official exchange of 4.3 Bolivars per U.S. dollar will be used for all
essential items and non-essential items beginning January 2011. This devaluation did not have a material impact to
our consolidated financial statements. At December 31, 2010, we used the SITME rate of 5.3 Bolivars per U.S. dollar
for remeasurement purposes. We expect that any U.S. dollars obtained from CADIVI at the official exchange rate
will have a positive impact on our consolidated net earnings, and the impact of any U.S. dollars obtained from the
Venezuelan government and PDVSA bond offerings on our consolidated earnings will depend on the prevailing
exchange rates during those periods. See Item 7 — Management’s Discussion and Analysis of Financial Condition
and Results of Operations, for a further discussion on how the currency restrictions in Venezuela have impacted
Herbalife Venezuela’s operations.

Interest Rate Risk

As of December 31, 2010, the aggregate annual maturities of our senior secured credit facility were expected to
be: 2011-$1.5 million; 2012-$32.5 million; and 2013-$140.9 million. The fair value of our senior secured credit
facility approximates its carrying value of $174.9 million as of December 31, 2010 and $236.4 million as of
December 31, 2009. Our senior secured credit facility bears a variable interest rate, and on December 31, 2010 and
2009, the weighted average interest rate was 1.75% and 1.66%, respectively.

Under our senior secured credit facility, we were obligated to enter into interest rate hedges for up to 25% of the
aggregate principal amount of the term loan for a minimum of three years. On August 23, 2006, we entered into an
interest rate swap agreement. This agreement provided for us to pay interest for a three-year period at a fixed rate of
5.26% on the initial notional principal amount of $180.0 million while receiving interest for the same period at the
LIBOR rate on the same notional principal amount. The notional amount was scheduled to be reduced by
$20.0 million in the second, third and fourth quarters of each year commencing January 1, 2007 throughout the term
of the swap. The swap had been designated as a cash flow hedge against the variability in LIBOR interest rate on our
term loan at LIBOR plus 1.50%, thereby fixing our effective rate on the notional amounts at 6.76%. In September
2009, the interest swap expired and was consequently settled. As of December 31, 2009, there were no amounts
remaining in other comprehensive income relating to this expired interest swap and the swap had no value.

On June 26, 2009, we entered into an interest rate swap agreement, with an effective date of June 30, 2009,
which expired on September 30, 2009. The swap notional amount was $20 million, where we paid three month
LIBOR and received one month LIBOR plus 0.185%. During September 2009, the interest rate swap agreement
expired and all outstanding amounts were settled. We elected not to apply hedge accounting for this interest rate
swap.

83

During August 2009, we entered into four interest rate swap agreements with an effective date of December 31,
2009. The agreements, collectively, provide for us to pay interest for less than a four-year period at a weighted
average fixed rate of 2.78% on notional amounts aggregating to $140 million while receiving interest for the same
period at the one month LIBOR rate on the same notional amounts. These agreements will expire in July 2013. The
swaps have been designated as cash flow hedges against the variability in the LIBOR interest rate on our term loan at
LIBOR plus 1.50%, thereby fixing our weighted average effective rate on the notional amounts at 4.28%. We
formally assess, both at inception and at least quarterly thereafter, whether the derivatives used in hedging
transactions are effective in offsetting changes in cash flows of the hedged item. As of December 31, 2010 the hedge
relationships qualified as effective hedges under the ASC 815. Consequently, all changes in the fair value of the
derivatives are deferred and recorded in other comprehensive income (loss) until the related forecasted transactions
are recognized in the consolidated statements of income. As of December 31, 2010, and December 31, 2009, the fair
value of the interest rate swap agreements are based on third-party bank quotes and we recorded the interest rate
swaps as a liability at fair value of $6.6 million and $2.6 million, respectively.

Our exposure to interest rate volatility risk relating to our senior secured credit facility is partially mitigated by
our interest rate swaps. Based on the outstanding balances of our senior secured credit facility and our interest rate
swaps at December 31, 2010, a hypothetical 50-basis-point change, in interest rates prevailing at that date, sustained
for one year, would not represent a material potential net change in fair value, earnings, or cash flows.


Our consolidated financial statements and notes thereto and the reports of KPMG LLP, independent registered
public accounting firm, are set forth in the Index to Financial Statements under Item 15 — Exhibits and Financial
Statement Schedules of this Annual Report on Form 10-K, and is incorporated herein by reference.


None.


Disclosure Controls and Procedures

The Company maintains disclosure controls and procedures as defined in Rule 13a-15(e) under the Exchange
Act. Based on an evaluation of the Company’s disclosure controls and procedures as of the end of the period covered
by this report conducted by the Company’s management, with the participation of the Chief Executive Officer and
Chief Financial Officer, the Chief Executive Officer and Chief Financial Officer have concluded that the Company’s
disclosure controls and procedures were effective as of December 31, 2010.

Management’s Report on Internal Control over Financial Reporting

The SEC, as directed by Section 404 of the Sarbanes-Oxley Act of 2002, adopted rules which require the
Company to include in its Annual Report on Form 10-K, an assessment by management of the effectiveness of the
Company’s internal control over financial reporting as defined in Rule 13a-15(f) under the Exchange Act. In
addition, the Company’s independent auditors must attest to and report on the effectiveness of the Company’s
internal control over financial reporting.

Management of the Company is responsible for establishing and maintaining adequate internal control over
financial reporting as defined in Rule 13a-15(f) under the Exchange Act. The Company’s internal control over
financial reporting is designed to provide reasonable assurance to the Company’s management and Board of
Directors regarding the preparation and fair presentation of published financial statements.

Because of its inherent limitations, internal control over financial reporting may not prevent or detect all
misstatements. Therefore, even those systems determined to be effective can provide only reasonable assurance with
respect to financial statement preparation and presentation.

84
Item 8. FINANCIAL STATEMENTS AND SUPPLEMENTARY DATA
Item 9. CHANGES IN AND DISAGREEMENTS WITH ACCOUNTANTS ON ACCOUNTING AND
FINANCIAL DISCLOSURE
Item 9A.

CONTROLS AND PROCEDURES

The Company’s management carried out an evaluation, under the supervision and with the participation of the
Company’s Chief Executive Officer and Chief Financial Officer, of the effectiveness of the Company’s internal
control over financial reporting based on the framework in Internal Control — Integrated Framework issued by the
Committee of Sponsoring Organizations of the Treadway Commission. Based upon this evaluation, under the
framework in Internal Control — Integrated Framework, our management concluded that our internal control over
financial reporting was effective as of December 31, 2010.

The independent registered public accounting firm that audited the financial statements included in this Annual
Report on Form 10-K has issued an attestation report on the Company’s internal control over financial reporting,
which is set forth below.

Changes in Internal Control over Financial Reporting

There were no changes in our internal control over financial reporting (as defined in Rules 13a-15(f) and
15d-15(f) under the Exchange Act) that occurred during the fourth quarter ended December 31, 2010 that have
materially affected, or are reasonably likely to materially affect, our internal control over financial reporting.

85

REPORT OF INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM

The Board of Directors and Stockholders
Herbalife Ltd.:

We have audited Herbalife Ltd. and subsidiaries’ (the “Company”) internal control over financial reporting as of
December 31, 2010, based on criteria established in Internal Control — Integrated Framework issued by the
Committee of Sponsoring Organizations of the Treadway Commission (COSO). The Company’s management is
responsible for maintaining effective internal control over financial reporting and for its assessment of the
effectiveness of internal control over financial reporting, included in the accompanying management’s report on
internal control over financial reporting. Our responsibility is to express an opinion on the Company’s internal
control over financial reporting based on our audit.

We conducted our audit in accordance with the standards of the Public Company Accounting Oversight Board
(United States). Those standards require that we plan and perform the audit to obtain reasonable assurance about
whether effective internal control over financial reporting was maintained in all material respects. Our audit included
obtaining an understanding of internal control over financial reporting, assessing the risk that a material weakness
exists, and testing and evaluating the design and operating effectiveness of internal control based on the assessed
risk. Our audit also included performing such other procedures as we considered necessary in the circumstances. We
believe that our audit provides a reasonable basis for our opinion.

A company’s internal control over financial reporting is a process designed to provide reasonable assurance
regarding the reliability of financial reporting and the preparation of financial statements for external purposes in
accordance with generally accepted accounting principles. A company’s internal control over financial reporting
includes those policies and procedures that (1) pertain to the maintenance of records that, in reasonable detail,
accurately and fairly reflect the transactions and dispositions of the assets of the company; (2) provide reasonable
assurance that transactions are recorded as necessary to permit preparation of financial statements in accordance with
generally accepted accounting principles, and that receipts and expenditures of the company are being made only in
accordance with authorizations of management and directors of the company; and (3) provide reasonable assurance
regarding prevention or timely detection of unauthorized acquisition, use, or disposition of the company’s assets that
could have a material effect on the financial statements.

Because of its inherent limitations, internal control over financial reporting may not prevent or detect
misstatements. Also, projections of any evaluation of effectiveness to future periods are subject to the risk that
controls may become inadequate because of changes in conditions, or that the degree of compliance with the policies
or procedures may deteriorate.

In our opinion, Herbalife Ltd. and subsidiaries maintained, in all material respects, effective internal control over
financial reporting as of December 31, 2010, based on criteria established in Internal Control — Integrated
Framework issued by the COSO.

We also have audited, in accordance with the standards of the Public Company Accounting Oversight Board
(United States), the consolidated balance sheets of Herbalife Ltd. and subsidiaries as of December 31, 2010 and
2009, and the related consolidated statements of income, changes in shareholders’ equity and comprehensive income,
and cash flows for each of the years in the three-year period ended December 31, 2010, and our report dated
February 22, 2011 expressed an unqualified opinion on those consolidated financial statements.



Los Angeles, California
February 22, 2011

86
/s/ KPMG LLP


None.

PART III.


The information required under this Item is incorporated herein by reference to our definitive proxy statement to
be filed with the SEC no later than 120 days after the close of our fiscal year ended December 31, 2010, except that
the information required with respect to our executive officers is set forth under Item 1 — Business , of this Annual
Report on Form 10-K, and is incorporated herein by reference.


The information required under this Item is incorporated herein by reference to our definitive proxy statement to
be filed with the SEC no later than 120 days after the close of our fiscal year ended December 31, 2010.


The information required under this Item is incorporated herein by reference to our definitive proxy statement to
be filed with the SEC no later than 120 days after the close of our fiscal year ended December 31, 2010, except that
the information required with respect to our equity compensation plans is set forth under Item 5 — Market for
Registrant’s Common Equity, Related Stockholder Matters and Issuer Purchases of Equity Securities of this Annual
Report on Form 10-K, and is incorporated herein by reference.


The information required under this Item is incorporated herein by reference to our definitive proxy statement to
be filed with the SEC no later than 120 days after the close of our fiscal year ended December 31, 2010.


The information required under this Item is incorporated herein by reference to our definitive proxy statement to
be filed with the SEC no later than 120 days after the close of our fiscal year ended December 31, 2010.

87
Item 9B.

OTHER INFORMATION
Item 10.

DIRECTORS, EXECUTIVE OFFICERS AND CORPORATE GOVERNANCE
Item 11.

EXECUTIVE COMPENSATION
Item 12.

SECURITY OWNERSHIP OF CERTAIN BENEFICIAL OWNERS AND MANAGEMENT AND
RELATED STOCKHOLDER MATTERS
Item 13.

CERTAIN RELATIONSHIPS AND RELATED TRANSACTIONS, AND DIRECTOR
INDEPENDENCE
Item 14.

PRINCIPAL ACCOUNTING FEES AND SERVICES


PART IV


The following documents are filed as part of this Annual Report on Form 10-K, or incorporated herein by
reference:

1. Financial Statements. The following financial statements of Herbalife Ltd. are filed as part of this
Annual Report on Form 10-K on the pages indicated:


2. Financial Statement Schedules. Schedules are omitted because the required information is inapplicable,
not material, or the information is presented in the consolidated financial statements or related notes.

3. Exhibits. The exhibits listed in the Exhibit Index immediately below are filed as part of this Annual
Report on Form 10-K, or are incorporated by reference herein.

EXHIBIT INDEX


88
Item 15.

EXHIBITS AND FINANCIAL STATEMENT SCHEDULES

Page No.

HERBALIFE LTD. AND SUBSIDIARIES
Report of Independent Registered Public Accounting Firm 94
Consolidated Balance Sheets as of December 31, 2010 and 2009 95
Consolidated Statements of Income for the years ended December 31, 2010, 2009 and
2008 96
Consolidated Statements of Changes in Shareholders’ Equity and Comprehensive
Income for the years ended December 31, 2010, 2009 and 2008 97
Consolidated Statements of Cash Flows for the years ended December 31, 2010, 2009
and 2008 98
Notes to Consolidated Financial Statements 99

Exhibit
Number Description Reference

3 .1 Form of Amended and Restated Memorandum and Articles of Association of Herbalife Ltd. (d)
4 .1 Form of Share Certificate (d)
10 .1

Form of Indemnity Agreement between Herbalife International Inc. and certain officers and
directors of Herbalife International Inc.
(a)
10 .2#

Herbalife International of America, Inc.’s Senior Executive Deferred Compensation Plan,
effective January 1, 1996, as amended
(a)
10 .3#

Herbalife International of America, Inc.’s Management Deferred Compensation Plan,
effective January 1, 1996, as amended
(a)
10 .4

Master Trust Agreement between Herbalife International of America, Inc. and Imperial
Trust Company, Inc., effective January 1, 1996
(a)
10 .5# Herbalife International Inc. 401K Profit Sharing Plan and Trust, as amended (a)
10 .6 Trust Agreement for Herbalife 2001 Executive Retention Plan, effective March 15, 2001 (a)
10 .7# Herbalife 2001 Executive Retention Plan, effective March 15, 2001 (a)
10 .8

Notice to Distributors regarding Amendment to Agreements of Distributorship, dated as of
July 18, 2002 between Herbalife International, Inc. and each Herbalife Distributor
(a)
10 .9

Indemnity agreement dated as of July 31, 2002, by and among WH Holdings (Cayman
Islands) Ltd., WH Acquisition Corp., Whitney & Co., LLC, Whitney V, L.P., Whitney
Strategic Partners V, L.P., GGC Administration, L.L.C., Golden Gate Private Equity, Inc.,
CCG Investments (BVI), L.P., CCG Associates-AI, LLC, CCG Investment Fund-AI, LP,
CCG AV, LLC-Series C, CCG AV, LLC-Series C, CCG AV, LLC-Series E, CCG
Associates-QP, LLC and WH Investments Ltd.
(a)

89

Exhibit
Number Description Reference

10 .10# Independent Director’s Stock Option Plan of WH Holdings (Cayman Islands) Ltd. (a)
10 .11#

WH Holdings (Cayman Islands) Ltd. Stock Incentive Plan, as restated, dated as of
November 5, 2003
(a)
10 .12#

Non-Statutory Stock Option Agreement, dated as of April 3, 2003 between WH Holdings
(Cayman Islands) Ltd. and Michael O. Johnson
(a)
10 .13#

Side Letter Agreement dated as of April 3, 2003 by and among WH Holdings (Cayman
Islands) Ltd., Michael O. Johnson and the Shareholders listed therein
(a)
10 .14# Form of Non-Statutory Stock Option Agreement (Non-Executive Agreement) (a)
10 .15# Form of Non-Statutory Stock Option Agreement (Executive Agreement) (a)
10 .16

Indemnity Agreement, dated as of February 9, 2004, among WH Capital Corporation and
Brett R. Chapman
(a)
10 .17

First Amendment to Amended and Restated WH Holdings (Cayman Islands) Ltd. Stock
Incentive Plan, dated November 5, 2003
(a)
10 .18

Registration Rights Agreement, dated as of July 31, 2002, by and among WH Holdings
(Cayman Islands) Ltd., Whitney V, L.P., Whitney Strategic Partners V, L.P., WH
Investments Ltd., CCG Investments (BVI), L.P., CCG Associates-QP, LLC, CCG
Associates-AI, LLC, CCG Investment Fund-AI, L.P., CCG AV, LLC-Series C and CCG AV,
LLC-Series E.
(b)
10 .19

Share Purchase Agreement, dated as of July 31, 2002, by and among WH Holdings (Cayman
Islands) Ltd., Whitney Strategic Partners V, L.P., WH Investments Ltd., Whitney V, L.P.,
CCG Investments (BVI), L.P., CCG Associates-QP, LLC, CCG Associates-AI, LLC, CCG
Investment Fund-AI, LP, CCG AV, LLC-Series C and CCG AV, LLC-Series E.
(b)
10 .20

Form of Indemnification Agreement between Herbalife Ltd. and the directors and certain
officers of Herbalife Ltd.
(c)
10 .21# Herbalife Ltd. 2004 Stock Incentive Plan, effective December 1, 2004 (c)
10 .22

Indemnification Agreement, dated as of December 13, 2004, by and among Herbalife Ltd.,
Herbalife International, Inc., Whitney V, L.P., Whitney Strategic Partners V, L.P., CCG
Investments (BVI), L.P., CCG Associates-QP, LLC, CCG Associates-AI, LLC, CCG
Investment Fund-AI, LP, CCG AV, LLC-Series C, CCG AV, LLC-Series E, CCG CI, LLC
and GGC Administration, LLC.
(d)
10 .23# Amendment No. 1 to Herbalife Ltd. 2004 Stock Incentive Plan (e)
10 .24# Form of Stock Bonus Award Agreement (e)
10 .25# Form of 2004 Herbalife Ltd. 2004 Stock Incentive Plan Stock Option Agreement (v)
10 .26#

Form of 2004 Herbalife Ltd. 2004 Stock Incentive Plan Non-Employee Director Stock
Option Agreement
(v)
10 .27# Independent Directors Stock Unit Award Agreement (f)
10 .28# Amended and Restated Herbalife Ltd. 2005 Stock Incentive Plan (g)
10 .29# Form of Herbalife Ltd. 2005 Stock Incentive Plan Stock Unit Award Agreement (h)
10 .30#

Form of Herbalife Ltd. 2005 Stock Incentive Plan Stock Appreciation Right Award
Agreement
(h)
10 .31#

Form of Herbalife Ltd. 2005 Stock Incentive Plan Stock Unit Award Agreement applicable to
Mr. Michael O. Johnson
(i)
10 .32#

Form of Herbalife Ltd. 2005 Stock Incentive Plan Stock Appreciation Right Award
Agreement applicable to Mr. Michael O. Johnson
(i)
10 .33#

Form of Herbalife Ltd. 2005 Stock Incentive Plan Stock Unit Award Agreement applicable to
Messrs. Brett R. Chapman and Richard Goudis
(j)
10 .34#

Form of Herbalife Ltd. 2005 Stock Incentive Plan Stock Appreciation Right Award
Agreement applicable to Messrs. Brett R. Chapman and Richard Goudis
(j)

90

Exhibit
Number Description Reference

10 .35

Form of Credit Agreement, dated as of July 21, 2006, by and among Herbalife International
Inc., Herbalife Ltd., WH Intermediate Holdings Ltd., HBL Ltd., WH Luxembourg Holdings
S.á.R.L., Herbalife International Luxembourg S.á.R.L., HLF Luxembourg Holdings,
S.á.R.L., WH Capital Corporation, WH Luxembourg Intermediate Holdings S.á.R.L., HV
Holdings Ltd., Herbalife Distribution Ltd., Herbalife Luxembourg Distribution S.á.R.L., and
the Subsidiary Guarantors party thereto in favor of Merrill Lynch Capital Corporation, as
Collateral Agent
(k)
10 .36

Form of Security Agreement, dated as of July 21, 2006, by and among Herbalife
International, Inc., Herbalife Ltd., WH Intermediate Holdings Ltd., HBL Ltd., WH
Luxembourg Holdings S.á.R.L., Herbalife International Luxembourg S.á.R.L., HLF
Luxembourg Holdings, S.á.R.L., WH Capital Corporation, WH Luxembourg Intermediate
Holdings S.á.R.L., HV Holdings Ltd., Herbalife Distribution Ltd., Herbalife Luxembourg
Distribution S.á.R.L., and the Subsidiary Guarantors party thereto in favor of Merrill Lynch
Capital Corporation, as Collateral Agent
(k)
10 .37#

Stock Unit Agreement by and between Herbalife Ltd. and Brett R. Chapman dated
October 10, 2006
(l)
10 .38#

Amendment dated October 10, 2006, to Stock Option Agreement by and between Herbalife
Ltd. and Brett R. Chapman dated September 1, 2004
(l)
10 .39#

Amendment dated October 10, 2006, to Stock Option Agreement by and between Herbalife
Ltd. and Brett R. Chapman dated December 1, 2004
(l)
10 .40#

Amendment dated October 10, 2006, to Stock Option Agreement by and between Herbalife
Ltd. and Brett R. Chapman dated April 27, 2005
(l)
10 .41#

Stock Unit Agreement by and between Herbalife Ltd. and Richard P. Goudis dated
October 24, 2006
(m)
10 .42#

Amendment dated October 24, 2006, to Stock Option Agreement by and between Herbalife
Ltd. and Richard P. Goudis dated June 14, 2004
(m)
10 .43#

Amendment dated October 24, 2006, to Stock Option Agreement by and between Herbalife
Ltd. and Richard P. Goudis dated September 1, 2004
(m)
10 .44#

Amendment dated October 24, 2006, to Stock Option Agreement by and between Herbalife
Ltd. and Richard P. Goudis dated December 1, 2004
(m)
10 .45#

Amendment dated October 24, 2006, to Stock Option Agreement by and between Herbalife
Ltd. and Richard P. Goudis dated April 27, 2005
(m)
10 .46#

Form of Herbalife Ltd. 2005 Stock Incentive Plan Stock Unit Award Agreement applicable to
Michael O Johnson
(n)
10 .47#

Form of Herbalife Ltd. 2005 Stock Incentive Plan Stock Appreciation Right Award
Agreement applicable to Michael O. Johnson
(n)
10 .48#

Form of Herbalife Ltd. 2005 Stock Incentive Plan Stock Unit Award Agreement applicable to
Messrs. Richard P. Goudis and Brett R. Chapman
(n)
10 .49#

Form of Herbalife Ltd. 2005 Stock Incentive Plan Stock Appreciation Right Award
Agreement applicable to Messrs. Richard P. Goudis and Brett R. Chapman
(n)
10 .50# Form of Herbalife Ltd. 2005 Stock Incentive Plan Stock Unit Award Agreement (n)
10 .51#

Form of Herbalife Ltd. 2005 Stock Incentive Plan Stock Appreciation Right Award
Agreement
(n)
10 .52

First Amendment dated June 21, 2007, to Form of Credit Agreement, dated as of July 21,
2006, by and among Herbalife International Inc., Herbalife Ltd., WH Intermediate Holdings
Ltd., HBL Ltd., WH Luxembourg Holdings S.á.R.L., Herbalife International Luxembourg
S.á.R.L., HLF Luxembourg Holdings, S.á.R.L., WH Capital Corporation, WH Luxembourg
Intermediate Holdings S.á.R.L., HV Holdings Ltd., Herbalife Distribution Ltd., Herbalife
Luxembourg Distribution S.á.R.L., and the Subsidiary Guarantors party thereto in favor of
Merrill Lynch Capital Corporation, as Collateral Agent
(o)

91

Exhibit
Number Description Reference

10 .53

Second Amendment dated September 17, 2007, to Form of Credit Agreement, dated as of
July 21, 2006, by and among Herbalife International Inc., Herbalife Ltd., WH Intermediate
Holdings Ltd., HBL Ltd., WH Luxembourg Holdings S.á.R.L., Herbalife International
Luxembourg S.á.R.L., HLF Luxembourg Holdings, S.á.R.L., WH Capital Corporation, WH
Luxembourg Intermediate Holdings S.á.R.L., HV Holdings Ltd., Herbalife Distribution Ltd.,
Herbalife Luxembourg Distribution S.á.R.L., and the Subsidiary Guarantors party thereto in
favor of Merrill Lynch Capital Corporation, as Collateral Agent
(o)
10 .54

Third Amendment dated November 30, 2007, to Form of Credit Agreement, dated as of
July 21, 2006, by and among Herbalife International Inc., Herbalife Ltd., WH Intermediate
Holdings Ltd., HBL Ltd., WH Luxembourg Holdings S.á.R.L., Herbalife International
Luxembourg S.á.R.L., HLF Luxembourg Holdings, S.á.R.L., WH Capital Corporation, WH
Luxembourg Intermediate Holdings S.á.R.L., HV Holdings Ltd., Herbalife Distribution Ltd.,
Herbalife Luxembourg Distribution S.á.R.L., and the Subsidiary Guarantors party thereto in
favor of Merrill Lynch Capital Corporation, as Collateral Agent
(p)
10 .55# Herbalife Ltd. Employee Stock Purchase Plan (p)
10 .56

Fourth Amendment dated February 21, 2008, to Form of Credit Agreement, dated as of
July 21, 2006, by and among Herbalife International Inc., Herbalife Ltd., WH Intermediate
Holdings Ltd., HBL Ltd., WH Luxembourg Holdings S.á.R.L., Herbalife International
Luxembourg S.á.R.L., HLF Luxembourg Holdings, S.á.R.L., WH Capital Corporation, WH
Luxembourg Intermediate Holdings S.á.R.L., HV Holdings Ltd., Herbalife Distribution Ltd.,
Herbalife Luxembourg Distribution S.á.R.L., and the Subsidiary Guarantors party thereto in
favor of Merrill Lynch Capital Corporation, as Collateral Agent
(p)
10 .57#

Employment Agreement dated as of March 27, 2008 between Michael O. Johnson and
Herbalife International of America, Inc.
(q)
10 .58#

Stock Unit Award Agreement by and between Herbalife Ltd. and Michael O. Johnson, dated
March 27, 2008.
(q)
10 .59#

Stock Appreciation Right Award Agreement by and between Herbalife Ltd. and Michael O.
Johnson, dated March 27, 2008.
(q)
10 .60#

Stock Appreciation Right Award Agreement by and between Herbalife Ltd. and Michael O.
Johnson, dated March 27, 2008.
(q)
10 .61

Fifth Amendment dated September 25, 2008, to Form of Credit Agreement, dated as of
July 21, 2006, by and among Herbalife International Inc., Herbalife Ltd., WH Intermediate
Holdings Ltd., HBL Ltd., WH Luxembourg Holdings S.á.R.L., Herbalife International
Luxembourg S.á.R.L., HLF Luxembourg Holdings, S.á.R.L., WH Capital Corporation, WH
Luxembourg Intermediate Holdings S.á.R.L., HV Holdings Ltd., Herbalife Distribution Ltd.,
Herbalife Luxembourg Distribution S.á.R.L., and the Subsidiary Guarantors party thereto in
favor of Merrill Lynch Capital Corporation, as Collateral Agent
(r)
10 .62# Amendment to Herbalife International Inc. 401K Profit Sharing Plan and Trust (s)
10 .63# Form of Independent Directors Stock Appreciation Right Award Agreement (t)
10 .64#

Herbalife Ltd. Amended and Restated Independent Directors Deferred Compensation and
Stock Unit Plan
(t)
10 .65#

Amended and Restated Employment Agreement by and between Richard P. Goudis and
Herbalife International of America, Inc., dated as of January 1, 2010.
(u)
10 .66#

Severance Agreement by and between Desmond Walsh and Herbalife International of
America, Inc., dated as of January 1, 2010.
(u)
10 .67# Form of Herbalife Ltd. 2005 Stock Incentive Plan Stock Unit Award Agreement (v)
10 .68# Amended and Restated Non-Management Directors Compensation Plan (v)
10 .69#

Amendment to Form of Non-Employee Directors Stock Appreciation Right Award
Agreement
(v)
10 .70#

Amended and Restated Employment Agreement by and between Brett Chapman and
Herbalife International of America, Inc., dated as of June 1, 2010.
(w)



92

Exhibit
Number Description Reference

10 .71#

First Amendment to the Amended and Restated Employment Agreement by and between
Richard P. Goudis and Herbalife International of America, Inc., dated as of December 28,
2010.
(x)
10 .72#

First Amendment to the Amended and Restated Employment Agreement by and between
Brett R.Chapman and Herbalife International of America, Inc., dated as of December 26,
2010.
(x)
21 .1 Subsidiaries of the Registrant *
23 .1 Consent of KPMG LLP — Independent Registered Public Accounting Firm *
31 .1 Rule 13a-14(a) Certification of Chief Executive Officer *
31 .2 Rule 13a-14(a) Certification of Chief Financial Officer *
32 .1 Section 1350 Certification of Chief Executive Officer *
32 .2 Section 1350 Certification of Chief Financial Officer *
101 .INS XBRL Instance Document **
101 .SCH XBRL Taxonomy Extension Schema Document **
101 .CAL XBRL Taxonomy Extension Calculation Linkbase Document **
101 .DEF XBRL Taxonomy Extension Definition Linkbase Document **
101 .LAB XBRL Taxonomy Extension Label Linkbase Document **
101 .PRE XBRL Taxonomy Extension Presentation Linkbase Document **
* Filed herewith.

# Management contract or compensatory plan or arrangement.

** Furnished, not filed

(a) Previously filed on October 1, 2004 as an Exhibit to the Company’s registration statement on Form S-1
(File No. 333-119485) and is incorporated herein by reference.

(b) Previously filed on November 9, 2004 as an Exhibit to Amendment No. 2 to the Company’s registration
statement on Form S-1 (File No. 333-119485) and is incorporated herein by reference.

(c) Previously filed on December 2, 2004 as an Exhibit to Amendment No. 4 to the Company’s registration
statement on Form S-1 (File No. 333-119485) and is incorporated herein by reference.

(d) Previously filed on December 14, 2004 as an Exhibit to Amendment No. 5 to the Company’s registration
statement on Form S-1 (File No. 333-119485) and is incorporated herein by reference.

(e) Previously filed on February 17, 2005 as an Exhibit to the Company’s registration statement on Form S-8 (File
No. 333-122871) and is incorporated herein by reference.

(f) Previously filed on February 28, 2006 as an Exhibit to the Company’s Annual Report on Form 10-K for the year
ended December 31, 2005 and is incorporated herein by reference.

(g) Previously filed on April 30, 2010 as an Exhibit to the Company’s Current Report on Form 8-K and is
incorporated herein by reference.

(h) Previously filed on March 29, 2006 as an Exhibit to the Company’s Current Report on Form 8-K and is
incorporated herein by reference.

(i) Previously filed on March 29, 2006 as an Exhibit to the Company’s Current Report on Form 8-K and is
incorporated herein by reference.

(j) Previously filed on March 31, 2006 as an Exhibit to the Company’s Current Report on Form 8-K and is
incorporated herein by reference.

(k) Previously filed on November 13, 2006 as an Exhibit to the Company’s Quarterly Report on Form 10-Q for the
quarter ended September 30, 2006 and is incorporated by reference.



93
(l) Previously filed on October 12, 2006 as an Exhibit to the Company’s Current Report on Form 8-K and is
incorporated herein by reference.

(m) Previously filed on October 26, 2006 as an Exhibit to the Company’s Current Report on Form 8-K and is
incorporated herein by reference.

(n) Previously filed on May 29, 2007 as an Exhibit to the Company’s Current Report on Form 8-K and is
incorporated herein by reference.

(o) Previously filed on November 6, 2007 as an Exhibit to the Company’s Quarterly Report on Form 10-Q for the
quarter ended September 30, 2007 and is incorporated by reference.

(p) Previously filed on February 26, 2008 as an Exhibit to the Company’s Annual Report on Form 10-K for the year
ended December 31, 2007 and is incorporated herein by reference.

(q) Previously filed on April 7, 2008 as an Exhibit to the Company’s Current Report on Form 8-K and is
incorporated herein by reference.

(r) Previously filed on November 3, 2008 as an Exhibit to the Company’s Quarterly Report on Form 10-Q for the
quarter ended September 30, 2008 and is incorporated by reference.

(s) Previously filed on May 4, 2009 as an Exhibit to the Company’s Quarterly Report on Form 10-Q for the quarter
ended March 31, 2009 and is incorporated by reference.

(t) Previously filed on May 3, 2010 as an Exhibit to the Company’s Quarterly Report on Form 10-Q for the quarter
ended March 31, 2010 and is incorporated by reference.

(u) Previously filed on June 17, 2010 as an Exhibit to the Company’s Current Report on Form 8-K and is
incorporated herein by reference.

(v) Previously filed on August 2, 2010 as an Exhibit to the Company’s Quarterly Report on Form 10-Q for the
quarter ended June 30, 2010 and is incorporated by reference.

(w) Previously filed on August 3, 2010 as an Exhibit to the Company’s Current Report on Form 8-K and is
incorporated herein by reference.

(x) Previously filed on December 29, 2010 as an Exhibit to the Company’s Current Report on Form 8-K and is
incorporated herein by reference.


REPORT OF INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM

The Board of Directors and Stockholders
Herbalife Ltd.:

We have audited the accompanying consolidated balance sheets of Herbalife Ltd. and subsidiaries (the
“Company”) as of December 31, 2010 and 2009, and the related consolidated statements of income, changes in
shareholders’ equity and comprehensive income, and cash flows for each of the years in the three-year period ended
December 31, 2010. These consolidated financial statements are the responsibility of the Company’s management.
Our responsibility is to express an opinion on these consolidated financial statements based on our audits.

We conducted our audits in accordance with the standards of the Public Company Accounting Oversight Board
(United States). Those standards require that we plan and perform the audit to obtain reasonable assurance about
whether the financial statements are free of material misstatement. An audit includes examining, on a test basis,
evidence supporting the amounts and disclosures in the financial statements. An audit also includes assessing the
accounting principles used and significant estimates made by management, as well as evaluating the overall financial
statement presentation. We believe that our audits provide a reasonable basis for our opinion.

In our opinion, the consolidated financial statements referred to above present fairly, in all material respects, the
financial position of Herbalife Ltd. and subsidiaries as of December 31, 2010 and 2009, and the results of their
operations and their cash flows for each of the years in the three-year period ended December 31, 2010, in
conformity with U.S. generally accepted accounting principles.

We also have audited, in accordance with the standards of the Public Company Accounting Oversight Board
(United States), Herbalife Ltd. and subsidiaries’ internal control over financial reporting as of December 31, 2010,
based on criteria established in Internal Control — Integrated Framework issued by the Committee of Sponsoring
Organizations of the Treadway Commission, and our report dated February 22, 2011, expressed an unqualified
opinion on the effectiveness of the Company’s internal control over financial reporting.



Los Angeles, California
February 22, 2011

94
/s/ KPMG LLP

HERBALIFE LTD.

CONSOLIDATED BALANCE SHEETS


See the accompanying notes to consolidated financial statements.

95

December 31,
2010 2009

(In thousands, except share
amounts)

ASSETS
CURRENT ASSETS:
Cash and cash equivalents $ 190,550 $ 150,801
Receivables, net of allowance for doubtful accounts of $3,202 (2010) and $3,982 (2009) 85,612 76,958
Inventories 182,467 145,962
Prepaid expenses and other current assets 93,963 101,181
Deferred income taxes 42,994 38,600

Total current assets 595,586 513,502

Property, plant and equipment — at cost:
Furniture and fixtures 5,409 5,254
Equipment 272,881 266,555
Leasehold improvements 66,049 53,592

344,339 325,401
Less: accumulated depreciation and amortization (166,912 ) (147,392 )

Net property, plant and equipment 177,427 178,009

Deferred compensation plan assets 18,536 17,410
Other assets 25,880 21,306
Deferred financing costs, net of accumulated amortization of $2,279 (2010) and $1,778 (2009) 998 1,498
Marketing related intangibles and other intangible assets, net 310,894 311,782
Goodwill 102,899 102,543

Total assets $ 1,232,220 $ 1,146,050


LIABILITIES AND SHAREHOLDERS’ EQUITY
CURRENT LIABILITIES:
Accounts payable $ 43,784 $ 37,330
Royalty overrides 162,141 144,689
Accrued compensation 69,376 65,043
Accrued expenses 141,867 107,943
Current portion of long-term debt 3,120 12,402
Advance sales deposits 35,145 22,261
Income taxes payable 15,383 40,298

Total current liabilities 470,816 429,966
NON-CURRENT LIABILITIES:
Long-term debt, net of current portion 175,046 237,931
Deferred compensation plan liability 20,167 16,629
Deferred income taxes 55,572 77,613
Other non-current liabilities 23,407 24,600

Total liabilities 745,008 786,739

COMMITMENTS AND CONTINGENCIES
SHAREHOLDERS’ EQUITY:
Common shares, $0.002 par value, 500.0 million shares authorized, 58.9 million (2010) and
60.2 million (2009) shares outstanding 118 120
Paid-in capital in excess of par value 257,375 222,882
Accumulated other comprehensive loss (27,285 ) (23,396 )
Retained earnings 257,004 159,705

Total shareholders’ equity 487,212 359,311

Total liabilities and shareholders’ equity $ 1,232,220 $ 1,146,050


HERBALIFE LTD.

CONSOLIDATED STATEMENTS OF INCOME


See the accompanying notes to consolidated financial statements.

96

Year Ended December 31,
2010 2009 2008
(In thousands, except per share amounts)

Product sales $ 2,337,493 $ 1,993,617 $ 2,032,293
Shipping & handling revenues 396,733 330,960 326,920

Net sales 2,734,226 2,324,577 2,359,213
Cost of sales 558,811 493,134 458,396

Gross profit 2,175,415 1,831,443 1,900,817
Royalty overrides 900,248 761,501 796,718
Selling, general and administrative expenses 887,655 773,911 771,847

Operating income 387,512 296,031 332,252
Interest expense 9,664 9,613 20,115
Interest income 2,247 4,510 6,893

Income before income taxes 380,095 290,928 319,030
Income taxes 89,562 87,582 97,840

NET INCOME $ 290,533 $ 203,346 $ 221,190

Earnings per share
Basic $ 4.88 $ 3.32 $ 3.47
Diluted $ 4.67 $ 3.22 $ 3.36
Weighted average shares outstanding
Basic 59,502 61,221 63,785
Diluted 62,256 63,097 65,769

HERBALIFE LTD.

CONSOLIDATED STATEMENTS OF CHANGES IN SHAREHOLDERS’ EQUITY
AND COMPREHENSIVE INCOME


See the accompanying notes to consolidated financial statements.

97

Paid-in Accumulated
Capital in Other Total
Common Excess of Comprehensive Retained Shareholders’ Comprehensive
Shares par Value Loss Earnings Equity Income
(In thousands, except per share amounts)

Balance at December 31, 2007 $ 129 $ 160,872 $ (3,947 ) $ 25,190 $ 182,244
Issuance of 1.7 million common shares from exercise of stock
options, SARs, warrants, employee stock purchase plan, and
restricted stock grants 3 19,505 19,508
Excess tax benefit from exercise of stock options, SARs and
restricted stock grants 15,289 15,289
Additional capital from share based compensation 17,788 17,788
Repurchases of common shares (9 ) (15,739 ) (123,173 ) (138,921 )
Dividends ($0.80 per share) (50,700 ) (50,700 )
Net income 221,190 221,190 $ 221,190
Foreign currency translation adjustment (24,770 ) (24,770 ) (24,770 )
Unrealized gain on derivatives, net of income taxes of $205 103 103 103

Total comprehensive income $ 196,523

Balance at December 31, 2008 $ 123 $ 197,715 $ (28,614 ) $ 72,507 $ 241,731

Issuance of 0.9 million common shares from exercise of stock
options, SARs, restricted stock grants, and employee stock
purchase plan 2 7,882 7,884
Excess tax benefit from exercise of stock options, SARs and
restricted stock grants 3,587 3,587
Additional capital from share based compensation 20,907 20,907
Repurchases of common shares (5 ) (8,269 ) (66,367 ) (74,641 )
Dividends and dividend equivalents ($0.80 per share) 1,060 (49,781 ) (48,721 )
Net income 203,346 203,346 $ 203,346
Foreign currency translation adjustment 5,248 5,248 5,248
Unrealized loss on derivatives, net of income taxes of ($40) (30 ) (30 ) (30 )

Total comprehensive income $ 208,564

Balance at December 31, 2009 $ 120 $ 222,882 $ (23,396 ) $ 159,705 $ 359,311

Issuance of 1.7 million common shares from exercise of stock
options, SARs and restricted stock grants 4 15,305 15,309
Excess tax benefit from exercise of stock options, SARs and
restricted stock grants 16,727 16,727
Additional capital from share based compensation 22,969 22,969
Repurchases of common shares (6 ) (21,088 ) (138,914 ) (160,008 )
Dividends and dividend equivalents ($0.90 per share) 580 (54,320 ) (53,740 )
Net income 290,533 290,533 $ 290,533
Foreign currency translation adjustment 583 583 583
Unrealized loss on derivatives, net of income taxes of ($1,222) (4,472 ) (4,472 ) (4,472 )

Total comprehensive income $ 286,644

Balance at December 31, 2010 $ 118 $ 257,375 $ (27,285 ) $ 257,004 $ 487,212


HERBALIFE LTD.

CONSOLIDATED STATEMENTS OF CASH FLOWS


See the accompanying notes to consolidated financial statements.

98

Year Ended December 31,
2010 2009 2008
(In thousands)

CASH FLOWS FROM OPERATING ACTIVITIES
Net income $ 290,533 $ 203,346 $ 221,190
Adjustments to reconcile net income to net cash provided by operating
activities:
Depreciation and amortization 68,621 62,437 48,732
Excess tax benefits from share-based payment arrangements (16,410 ) (3,266 ) (14,602 )
Share based compensation expenses 22,969 20,907 17,788
Amortization of discount and deferred financing costs 500 491 481
Deferred income taxes (24,631 ) (11,226 ) (4,103 )
Unrealized foreign exchange transaction loss (gain) (7,142 ) 4,809 15,243
Foreign exchange loss from adoption of highly inflationary accounting in
Venezuela 15,131 — —
Other 2,527 340 1,963
Changes in operating assets and liabilities:
Receivables (7,593 ) 2,361 (18,529 )
Inventories (31,516 ) (1,742 ) (27,572 )
Prepaid expenses and other current assets 10,254 (7,781 ) (23,966 )
Other assets (3,485 ) 2,109 1,800
Accounts payable 6,650 (9,500 ) 8,922
Royalty overrides 15,732 9,102 13,375
Accrued expenses and accrued compensation 31,092 (3,461 ) 12,412
Advance sales deposits 12,439 8,779 1,917
Income taxes payable (8,807 ) 4,700 24,191
Deferred compensation plan liability 3,538 2,651 (6,254 )

NET CASH PROVIDED BY OPERATING ACTIVITIES 380,402 285,056 272,988

CASH FLOWS FROM INVESTING ACTIVITIES
Purchases of property, plant and equipment (68,125 ) (59,768 ) (88,601 )
Proceeds from sale of property, plant and equipment 115 102 76
Deferred compensation plan assets (1,126 ) (1,656 ) 3,561
Acquisition of business — (10,000 ) —

NET CASH USED IN INVESTING ACTIVITIES (69,136 ) (71,322 ) (84,964 )

CASH FLOWS FROM FINANCING ACTIVITIES
Dividends paid (53,740 ) (48,721 ) (50,700 )
Borrowings from long-term debt 427,000 211,974 118,000
Principal payments on long-term debt (499,451 ) (313,089 ) (167,481 )
Increase in deferred financing costs — — (75 )
Share repurchases (160,008 ) (74,641 ) (138,921 )
Excess tax benefits from share-based payment arrangements 16,410 3,266 14,602
Proceeds from exercise of stock options and sale of stock under employee
stock purchase plan 15,309 7,884 19,508

NET CASH USED IN FINANCING ACTIVITIES (254,480 ) (213,327 ) (205,067 )

EFFECT OF EXCHANGE RATE CHANGES ON CASH (17,037 ) (453 ) (19,517 )

NET CHANGE IN CASH AND CASH EQUIVALENTS 39,749 (46 ) (36,560 )
CASH AND CASH EQUIVALENTS, BEGINNING OF YEAR 150,801 150,847 187,407

CASH AND CASH EQUIVALENTS, END OF YEAR $ 190,550 $ 150,801 $ 150,847

CASH PAID DURING THE YEAR
Interest paid $ 9,295 $ 10,011 $ 17,735

Income taxes paid $ 111,497 $ 95,139 $ 73,939

NON CASH ACTIVITIES
Assets acquired under capital leases and other long-term debt $ 576 $ 388 $ 36,048


HERBALIFE LTD.

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS


Herbalife Ltd., a Cayman Islands exempt limited liability company, or Herbalife, was incorporated on April 4,
2002. Herbalife Ltd. (and together with its subsidiaries, the “Company”) is a leading global network marketing
company that sells weight management, nutritional supplements, energy, sports & fitness products and personal care
products through a network of approximately 2.1 million independent distributors, except in China, where the
Company currently sells its products through retail stores, sales representatives, sales employees and licensed
business providers. The Company reports revenue in six geographic regions: North America, which consists of the
U.S., Canada and Jamaica; Mexico; South and Central America; EMEA, which consists of Europe, the Middle East
and Africa; Asia Pacific (excluding China) which consists of Asia, New Zealand and Australia; and China.


The Company’s consolidated financial statements refer to Herbalife and its subsidiaries.

New Accounting Pronouncements

In December 2010, the Financial Accounting Standards Board, or FASB, issued Accounting Standards Update,
or ASU, 2010-28, Intangibles-Goodwill and Other (Topic 350): When to Perform Step 2 of the Goodwill Impairment
Test for Reporting Units with Zero or Negative Carrying Amounts (a consensus of the FASB Emerging Issues Task
Force) or ASU 2010-28. ASU 2010-28 provides amendments to Accounting Standards Codification, or ASC, Topic
350, Intangibles — Goodwill and Other . Pursuant to ASU 2010-28, if any entity during Step 1 of a goodwill
impairment test determines reporting units with zero or negative carrying amounts exist, then they should perform
Step 2 of the goodwill impairment test if it is more likely than not that a goodwill impairment exists. In determining
whether it is more likely than not that a goodwill impairment exists, an entity should consider whether there are any
adverse qualitative factors indicating that an impairment may exist. The qualitative factors are consistent with the
existing guidance and examples in ASC Topic 350, which requires that goodwill of a reporting unit be tested for
impairment between annual tests if an event occurs or circumstances change that would more likely than not reduce
the fair value of a reporting unit below its carrying amount. As a result, goodwill impairments may be reported
sooner or more often compared to current practice. ASU 2010-28 is effective for fiscal years and interim periods
within those years, beginning after December 15, 2010, with early adoption not permitted. The Company does not
expect that the adoption of ASU 2010-28 will have a material impact on the Company’s consolidated financial
statements.

Significant Accounting Policies

In June 2009, the FASB issued the FASB Accounting Standards Codification , or the Codification, which is the
single source of authoritative nongovernmental U.S. generally accepted accounting principles, or GAAP. Rules and
interpretive releases of the SEC under authority of federal securities laws are also sources of authoritative GAAP for
SEC reporting companies. The Codification, which changes the referencing of financial standards, became effective
for interim and annual periods ending on or after September 15, 2009. All existing non-SEC accounting standards are
superseded as described in the Codification. All other non-SEC accounting literature not included in the Codification
is non-authoritative. The adoption of the Codification did not have a significant impact on the Company’s
consolidated financial statements and references to standards issued prior to the Codification have been replaced with
a description of the applicable FASB authoritative guidance or with the updated accounting standard codification
number.

Consolidation Policy

The consolidated financial statements include the accounts of Herbalife Ltd. and its subsidiaries. All significant
intercompany transactions and accounts have been eliminated.

99
1. Organization
2. Basis of Presentation

HERBALIFE LTD.

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS — (Continued)

Business Combinations

In December 2007, the FASB issued authoritative guidance relating to Business Combinations that established
principles and requirements for how an acquirer recognizes and measures in its financial statements the identifiable
assets acquired, the liabilities assumed, any non controlling interest in the acquiree and the goodwill acquired. The
guidance also modifies the recognition for preacquisition contingencies, such as environmental or legal issues,
restructuring plans and acquired research and development value in purchase accounting. The guidance requires the
acquirer to recognize changes in the amount of its deferred tax benefits that are recognizable because of a business
combination either in income from continuing operations in the period of the combination or directly in contributed
capital, depending on the circumstances. The guidance also establishes disclosure requirements which will enable
users to evaluate the nature and financial effects of the business combination. The Company adopted the guidance on
January 1, 2009, which did not have a material impact on its consolidated financial statements.

During August 2009, the Company purchased certain assets of Micelle Laboratories, Inc., a Lake Forest,
California contract manufacturer of food and nutritional supplements. The Company purchased the assets in order to
strengthen its global manufacturing capabilities. The purchase price is not material to the Company’s consolidated
financial statements and for accounting purposes the acquisition, or the Micelle Acquisition, was recorded as a
business combination pursuant to FASB ASC 805, Business Combinations .

Foreign Currency Translation and Transactions

In the majority of the countries that the Company operates, the functional currency is the local currency. The
Company’s foreign subsidiaries’ asset and liability accounts are translated for consolidated financial reporting
purposes into U.S. dollar amounts at year-end exchange rates. Revenue and expense accounts are translated at the
average rates during the year. Foreign exchange translation adjustments are included in accumulated other
comprehensive loss on the accompanying consolidated balance sheets. Foreign currency transaction gains and losses,
which include the cost of foreign currency derivative contracts and the related settlement gains and losses but
excluding certain foreign currency derivatives designated as cash flow hedges as discussed in Note 11, Derivative
Instruments and Hedging Activities , are included in selling, general and administrative expenses in the
accompanying consolidated statements of income. The Company recorded net foreign currency transaction losses of
$7.3 million, $7.7 million, and $5.7 million, for the years ended December 31, 2010, 2009, and 2008, respectively,
which includes the foreign exchange impact relating to the Company’s Venezuelan subsidiary, Herbalife Venezuela.
Herbalife Venezuela’s foreign currency financial statement impact is discussed further below within this Note.

Forward Exchange Contracts, Option Contracts and Interest Rate Swaps

The Company enters into foreign currency derivative instruments such as forward exchange contracts and option
contracts in managing its foreign exchange risk on sales to distributors, purchase commitments denominated in
foreign currencies, intercompany transactions and bank loans. The Company also enters into interest rate swaps in
managing its interest rate risk on its variable rate term loan. The Company does not use the contracts for trading
purposes.

In accordance with FASB ASC Topic 815, Derivatives and Hedging , or ASC 815, the Company designates
certain of its derivative instruments as cash flow hedges and formally documents its hedge relationships, including
identification of the hedging instruments and the hedged items, as well as its risk management objectives and
strategies for undertaking the hedge transaction, at the time the derivative contract is executed. The Company
assesses the effectiveness of the hedge both at inception and on an ongoing basis and determines whether the hedge
is highly or perfectly effective in offsetting changes in cash flows of the hedged item. The Company records the
effective portion of changes in the estimated fair value in accumulated other comprehensive income (loss) and
subsequently reclassifies the related amount of accumulated other comprehensive income (loss) to earnings when the
hedged item and underlying transaction impacts earnings. If it is determined that a derivative has ceased to be a
highly effective hedge, the Company will discontinue hedge accounting for such transaction. For derivatives that are
not designated as hedges, all changes in estimated fair value are recognized in the consolidated statements of income.

100

HERBALIFE LTD.

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS — (Continued)

On January 1, 2009, the Company adopted FASB authoritative guidance that requires additional financial
statement disclosures on derivative instruments as required by ASC 815. This adoption did not have any financial
impact on the Company’s consolidated financial statements and only required additional financial statement
disclosures on derivative instruments. The Company has applied the requirements of this standard on a prospective
basis as disclosed in Note 11, Derivative Instruments and Hedging Activities . Accordingly, disclosures related to
annual periods prior to the date of adoption have not been presented.

Cash and Cash Equivalents

The Company considers all highly liquid investments purchased with a maturity of three months or less to be
cash equivalents. Cash and cash equivalents are comprised primarily of money market accounts and foreign and
domestic bank accounts. To reduce its credit risk, the Company monitors the credit standing of the financial
institutions that hold the Company’s cash and cash equivalents.

In May 2010, the FASB issued ASU 2010-19 , Foreign Currency Issues: Multiple Foreign Currency Exchange
Rates , or ASU 2010-19, which codifies the SEC staff announcement made at the March 18, 2010, Emerging Issues
Task Force meeting. ASU 2010-19 provides the SEC staff’s view on certain foreign currency issues relating to
investments in Venezuela. ASU 2010-19 became effective on March 18, 2010. The Company has adopted this
guidance. During fiscal year 2009, due to the difference between the foreign currency remeasurement rate and
translation rate relating to Herbalife Venezuela, the cash and cash equivalents reported on the Company’s
consolidated balance sheet at December 31, 2009, was $9.9 million greater than the U.S. dollar amount residing in
Herbalife Venezuela’s U.S. dollar bank account and therefore did not necessarily reflect the true purchasing power of
the U.S. dollar cash and cash equivalents. Herbalife Venezuela’s financial statement impact relating to the
Company’s reported consolidated cash and cash equivalents and its foreign exchange transactions is discussed further
below within this Note.

Accounts Receivable

Accounts receivable consist principally of receivables from credit card companies, arising from the sale of
products to the Company’s distributors, and receivables from importers, who are utilized in a limited number of
countries to sell products to distributors. Due to the geographic dispersion of its credit card receivables, the collection
risk is not considered to be significant. The receivables from credit card companies were $51.4 million and
$43.4 million as of December 31, 2010 and 2009, respectively. Substantially all of the receivables from credit card
companies were current as of December 31, 2010 and 2009. Although receivables from importers can be significant,
the Company performs ongoing credit evaluations of its importers and maintains an allowance for potential credit
losses. The Company considers customer credit-worthiness, past and current transaction history with the customer,
contractual terms, current economic industry trends, and changes in customer payment terms when determining
whether collectibility is reasonably assured and whether to record allowances for its receivables. If the financial
condition of the Company’s customers deteriorates and adversely affects their ability to make payments, additional
allowances will be recorded. The Company believes that it provides adequate allowances for receivables from its
distributors and importers which are not material to its consolidated financial statements. As of December 31, 2010,
the majority of the Company’s total outstanding accounts receivable were current.

Fair Value of Financial Instruments

Effective January 1, 2008, the Company adopted FASB authoritative guidance as it applies to the nonfinancial
assets and nonfinancial liabilities. The FASB authoritative guidance clarifies the definition of fair value, prescribes
methods for measuring fair value, establishes a fair value hierarchy based on the inputs used to measure fair value,
and expands disclosures about fair value measurements. As disclosed in Note 14, Fair Value Measurements, the
Company has properly measured and disclosed its financial instruments.

101

HERBALIFE LTD.

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS — (Continued)

The Company has estimated the fair value of its financial instruments using the following methods and
assumptions:


Inventories

Inventories are stated at lower of cost (on the first-in, first-out basis) or market. The Company had reserves for
obsolete and slow moving inventory totaling $9.4 million and $9.3 million as of December 31, 2010 and 2009,
respectively.

Deferred Financing Costs

Deferred financing costs represent fees and expenses related to the borrowing of the Company’s long-term debt
and are amortized under the effective interest method over the term of the related debt.

Long-Lived Assets

Depreciation of furniture, fixtures, and equipment (includes computer hardware and software) is computed on a
straight-line basis over the estimated useful lives of the related assets, which range from three to ten years. Leasehold
improvements are amortized on a straight-line basis over the life of the related asset or the term of the lease,
whichever is shorter. Depreciation of furniture, fixtures, equipment, and amortization of leasehold improvements
totaled $67.7 million, $62.2 million, and $48.7 million, for the years ended December 31, 2010, 2009 and 2008,
respectively.

Long-lived assets are reviewed for impairment, based on undiscounted cash flows, whenever events or changes
in circumstances indicate that the carrying amount of such assets may not be recoverable. Measurement of an
impairment loss is based on the estimated fair value of the asset.

Goodwill and marketing related intangible assets with indefinite lives are evaluated on an annual basis for
impairment or more frequently if events or changes in circumstances indicate that the asset might be impaired.
During the years ended December 31, 2010, 2009 and 2008, there were no goodwill or marketing related intangible
asset impairments. At December 31, 2010, 2009 and 2008, the marketing related intangible asset balance was
$310.0 million. As of December 31, 2010, 2009, and 2008, the goodwill balance was $102.9 million, $102.5 million,
and $110.7 million, respectively. The $0.4 million increase in goodwill in 2010 from 2009 was primarily due to the
effect of an adjustment to the fair value of inventory acquired in the Micelle Acquisition. The $8.2 million net
decrease in goodwill in 2009 from 2008 was primarily due to a $12.1 million decrease related to a change in deferred
tax liability, partially offset by a $3.9 million increase related to the Micelle Acquisition.

Intangible assets with finite lives are amortized over their expected lives, which are two years for product
certifications, three years for the distributor network and non-compete agreements, five years for product formulas
and seven years for customer relationships. At December 31, 2008, intangible assets with finite lives had been fully
amortized. During fiscal year 2009, the Company’s intangible assets with finite lives increased to $1.7 million, net of
$0.2 million amortization, due to the Micelle Acquisition. As of December 31, 2010, the Company’s intangible assets
with finite lives decreased to $0.8 million. The annual amortization expense for finite life intangibles was
$0.9 million, $0.2 million, and zero for the years ended December 31, 2010, 2009, and 2008, respectively. At
December 31, 2010, the annual expected amortization expense is as follows: 2011 — $0.4 million; 2012 —
$0.2 million; 2013 — $0.1 million; and 2014 — $0.1 million.

102
• The carrying amounts of cash and cash equivalents, receivables and accounts payable approximate fair value
due to the short-term maturities of these instruments;

• The fair value of option and forward contracts are based on dealer quotes; and

• The carrying values of the Company’s variable rate debt instruments are considered to approximate their fair
values because interest rates of those instruments approximate current rates offered to the Company.

HERBALIFE LTD.

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS — (Continued)

Income Taxes

Income tax expense includes income taxes payable for the current year and the change in deferred income tax
assets and liabilities for the future tax consequences of events that have been recognized in the Company’s financial
statements or income tax returns. A valuation allowance is recognized to reduce the carrying value of deferred
income tax assets if it is believed to be more likely than not that a component of the deferred income tax assets will
not be realized.

The Company accounts for uncertainty in income taxes in accordance with FASB authoritative guidance which
clarifies the accounting and reporting for uncertainties in income taxes recognized in an enterprise’s financial
statements. This guidance prescribes a comprehensive model for the financial statement recognition, measurement,
presentation and disclosure of uncertain tax positions taken or expected to be taken in income tax returns. See
Note 12, Income Taxes, for further discussion on income taxes.

Royalty Overrides

An independent distributor may earn commissions, called royalty overrides or production bonuses, based on
retail volume. Such commissions are based on the retail sales volume of certain other members of the independent
sales force who are sponsored by the distributor. In addition, such commissions are recorded when the products are
shipped and revenue is recognized. Non-U.S. royalty checks that have aged, for a variety of reasons, beyond a
certainty of being paid, are taken back into income. Management has estimated this period of certainty to be three
years worldwide.

Comprehensive Income

Comprehensive income consists of net earnings, foreign currency translation adjustments and the effective
portion of the unrealized gains or losses on derivatives. Comprehensive income is presented in the consolidated
statements of shareholders’ equity and comprehensive income.

Components of accumulated other comprehensive income (loss) consisted of the following (in thousands):


Operating Leases

The Company leases all of its physical properties under operating leases. Certain lease agreements generally
include rent holidays and tenant improvement allowances. The Company recognizes rent holiday periods on a
straight-line basis over the lease term beginning when the Company has the right to the leased space. The Company
also records tenant improvement allowances and rent holidays as deferred rent liabilities and amortizes the deferred
rent over the terms of the lease to rent.

Research and Development

The Company’s research and development is performed by in-house staff and outside consultants. For all
periods presented, research and development costs were expensed as incurred and were not material.

103

December 31,
2010 2009 2008

Foreign currency translation adjustment $ (21,852 ) $ (22,435 ) $ (27,683 )
Unrealized loss on derivatives, net of tax (5,433 ) (961 ) (931 )

Total accumulated other comprehensive income (loss) $ (27,285 ) $ (23,396 ) $ (28,614 )


HERBALIFE LTD.

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS — (Continued)

Earnings Per Share

Basic earnings per share represents net income for the period common shares were outstanding, divided by the
weighted average number of common shares outstanding for the period. Diluted earnings per share represents net
income divided by the weighted average number of common shares outstanding, inclusive of the effect of dilutive
securities such as outstanding stock options, stock appreciation rights, stock units and warrants.

The following are the common share amounts used to compute the basic and diluted earnings per share for each
period (in thousands):




There were an aggregate of 0.8 million, 2.8 million and 2.3 million of equity grants, consisting of stock options,
stock appreciation rights, and stock units, that were outstanding during the years ended December 31, 2010, 2009 and
2008, respectively, but were not included in the computation of diluted earnings per share because their effect would
be anti-dilutive.

Revenue Recognition

Revenue is recognized when products are shipped and title and risk of loss passes to the independent distributor
or importer. Sales are recognized on a net sales basis, which reflects product returns, net of discounts referred to as
“distributor allowances,” and amounts billed for shipping and handling costs. Shipping and handling costs paid by
the Company are included in cost of sales. The Company generally receives the net sales price in cash or through
credit card payments at the point of sale. The Company currently presents sales taxes collected from customers on a
net basis. Related royalty overrides are recorded when revenue is recognized.

Allowances for product returns, primarily in connection with the Company’s buyback program, are provided at
the time the sale is recorded. This accrual is based upon historical return rates for each country and the relevant
return pattern, which reflects anticipated returns to be received over a period of up to 12 months following the
original sale.

Share-Based Payments

The Company accounts for share-based compensation in accordance with FASB authoritative guidance which
requires the measurement of share-based compensation expense for all share-based payment awards made to
employees for service. The Company measures share-based compensation cost at the grant date, based on the fair
value of the award, and recognizes the expense on a straight-line basis over the employee’s requisite service period.

Use of Estimates

The preparation of financial statements in conformity with U.S. GAAP requires management to make estimates
and assumptions. Such estimates and assumptions affect the reported amounts of assets and liabilities and the
disclosure of contingent assets and liabilities at the date of the financial statements and the reported amounts of
revenues and expenses during the reporting period. Actual results could differ from those estimates. The Company

104

Year Ended December 31,
2010 2009 2008

Weighted average shares used in basic computations 59,502 61,221 63,785
Dilutive effect of exercise of equity grants outstanding 2,538 1,734 1,803
Dilutive effect of warrants(1) 216 142 181

Weighted average shares used in diluted computations 62,256 63,097 65,769

(1) At December 31, 2010, the Company had 0.5 million warrants outstanding, with an exercise price of $15.50,
which will expire on December 1, 2014.

HERBALIFE LTD.

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS — (Continued)

evaluates its estimates and assumptions on an ongoing basis using historical experience and other factors, including
the current economic environment, which the Company believes to be reasonable under the circumstances. The
Company adjusts such estimates and assumptions when facts and circumstances dictate. Illiquid credit markets,
volatile equity, and foreign currency have combined to increase the uncertainty inherent in such estimates and
assumptions. As future events and their effects cannot be determined with precision, actual results could differ from
these estimates. Changes in estimates resulting from continuing changes in the economic environment will be
reflected in the financial statements in future periods.

Currency Restrictions in Venezuela

Currency restrictions enacted by the Venezuelan government in 2003 have become more restrictive and have
impacted the ability of the Company’s subsidiary in Venezuela, Herbalife Venezuela, to obtain U.S. dollars in
exchange for Venezuelan Bolivars, or Bolivars, at the official foreign exchange rates from the Venezuelan
government and its foreign exchange commission, CADIVI. The application and approval processes have been
intermittently delayed and the timing and ability to obtain U.S. dollars at the official exchange rates remains
uncertain. In certain instances, the Company has made appropriate applications through CADIVI for approval to
obtain U.S. dollars so that Herbalife Venezuela can pay for imported products and an annual dividend at the official
exchange rate. As an alternative exchange mechanism, the Company has also participated in certain bond offerings
from the Venezuelan government and from Petróleos de Venezuela, S.A. or PDVSA, a Venezuelan state-owned
petroleum company, where the Company effectively purchased bonds with its Bolivars and then sold the bonds for
U.S. dollars. In other instances, the Company used a legal parallel market mechanism for currency exchanges until
this less favorable parallel market was discontinued in May 2010.

In June 2010, the Venezuelan government introduced additional regulations under a new regulated system,
SITME, which is controlled by the Central Bank of Venezuela. SITME provides a mechanism to exchange Bolivars
into U.S. dollars through the purchase and sale of U.S. dollar denominated bonds issued in Venezuela. However,
SITME is only available in certain limited circumstances. Specifically, SITME can only be used for product
purchases and is not available for other matters such as the payment of dividends. Also, SITME can only be used for
amounts of up to $50,000 per day and $350,000 per month and is generally only available to the extent the applicant
has not exchanged and received U.S. dollars via the CADIVI process within the previous 90 days.

Although Venezuela is an important market in the Company’s South and Central America Region, Herbalife
Venezuela’s net sales represented less than 2%, 4% and 4% of the Company’s consolidated net sales for the years
ended December 31, 2010, 2009 and 2008, respectively, and its total assets represented less than 3% and 6% of the
Company’s consolidated total assets as of December 31, 2010 and 2009, respectively.

Pre-Highly Inflationary Economy in Venezuela and Herbalife Venezuela’s Cash and Cash Equivalents at
December 31, 2009

During the fourth quarter of 2009, due to the currency restrictions in obtaining U.S. dollars at the official
currency exchange rate and in order to mitigate the Company’s currency exchange risk in Venezuela, Herbalife
Venezuela entered into a series of parallel market transactions and exchanged 105.0 million Bolivars for
approximately $19.5 million U.S. dollars at an average rate of approximately 5.4 Bolivars per U.S. dollar. Also,
during the fourth quarter of 2009, Herbalife Venezuela settled $13.6 million of its U.S. dollar denominated non-
CADIVI registered intercompany shipment payables that were initially recorded and then subsequently remeasured
at the parallel market exchange rate. Therefore, the settlement of these intercompany shipment payables did not result
in any net foreign exchange gains or losses recorded in the accompanying consolidated statement of income for the
year ended December 31, 2009. Incremental costs of $18.8 million, related to the importation of products into
Venezuela at the unfavorable parallel market exchange rate, were recorded in costs of sales in the Company’s
consolidated statement of income for the year ended December 31, 2009.

105

HERBALIFE LTD.

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS — (Continued)

As of December 31, 2009, Herbalife Venezuela’s $5.9 million U.S. dollar cash and cash equivalents residing in
its U.S. dollar bank account were remeasured to Bolivars at the parallel market exchange rate of approximately 5.9
Bolivars per U.S. dollar. These remeasured cash and cash equivalents were translated at the official rate of 2.15
Bolivars per U.S. dollar and reported as $15.8 million in the Company’s consolidated balance sheet at December 31,
2009. Based on the Company’s specific facts and circumstances, U.S. GAAP required the Company to use the
dividend remittance rate (the official exchange rate) for translation purposes and the parallel market exchange rate
(the applicable rate at which a particular transaction could be settled), for certain remeasurement purposes. Due to the
difference between the remeasurement rate and translation rate, the cash and cash equivalents relating to Herbalife
Venezuela reported on the Company’s consolidated balance sheet at December 31, 2009, was $9.9 million greater
than the U.S. dollar amount residing in Herbalife Venezuela’s U.S. dollar bank account and therefore did not
necessarily reflect the true purchasing power of the reported U.S. dollar cash and cash equivalents. At December 31,
2009, Herbalife Venezuela reported cash and cash equivalents of approximately $34.2 million, of which
$15.8 million was denominated in U.S. dollars and $18.4 million was denominated in Bolivars. The cash and cash
equivalents were translated into the consolidated financial statements at the official exchange rate, which was the rate
applicable for dividend remittance.

Highly Inflationary Economy and Accounting in Venezuela

Venezuela’s inflation rate as measured using the blended National Consumer Price Index and Consumer Price
Index rate exceeded a three-year cumulative inflation rate of 100% as of December 31, 2009. Accordingly, effective
January 1, 2010, Venezuela was considered a highly inflationary economy. Pursuant to the highly inflationary basis
of accounting under U.S. GAAP, Herbalife Venezuela changed its functional currency from the Bolivar to the
U.S. dollar. Subsequent movements in the Bolivar to U.S. dollar exchange rate will impact the Company’s
consolidated earnings. Prior to January 1, 2010 when the Bolivar was the functional currency, movements in the
Bolivar to U.S. dollar were recorded as a component of equity through other comprehensive income. Pursuant to
highly inflationary accounting rules, the Company is no longer required to translate Herbalife Venezuela’s financial
statements since their functional currency is now the U.S. dollar.

Based on relevant facts and circumstances at the applicable times, under the highly inflationary basis of
accounting, the Company used the parallel market exchange rate for remeasurement purposes until the parallel
market was discontinued in May 2010. On January 1, 2010, in connection with the determination that Venezuela was
a highly inflationary economy, the Company remeasured Herbalife Venezuela’s opening balance sheet’s monetary
assets and liabilities at the parallel market rate, which resulted in the Company recording a non-tax deductible foreign
exchange loss of $15.1 million. This charge included the $9.9 million foreign exchange loss relating to Herbalife
Venezuela’s U.S. dollar cash and cash equivalents that were remeasured at the parallel market rate and then
translated at the official rate at December 31, 2009. Also, Herbalife Venezuela’s $34.2 million cash and cash
equivalents reported in the Company’s consolidated balance sheet at December 31, 2009, which included U.S. dollar
denominated cash, was reduced to approximately $12.5 million on January 1, 2010. However, nonmonetary assets,
such as inventory, reported on the Company’s consolidated balance sheet at December 31, 2009, remained at
historical cost subsequent to Venezuela becoming a highly inflationary economy. Therefore, the incremental costs
related to the Company’s 2009 imported products recorded at the parallel market exchange rate negatively impacted
the Company’s consolidated statement of income for the year ended December 31, 2010 by approximately
$12.7 million as these products were sold during the first quarter of 2010. This amount is not tax deductible. See
Note 12, Income Taxes, for additional discussion on the income tax impact related to Venezuela becoming a highly
inflationary economy.

Official Exchange Rate Devaluations in Venezuela in 2010

In early January 2010, Venezuela announced an official exchange rate devaluation of the Bolivar to an official
rate of 4.3 Bolivars per U.S. dollar for non-essential items and 2.6 Bolivars per U.S. dollar for essential items. The
Company’s imports fall into both classifications. During 2010, because the Company used the parallel market

106

HERBALIFE LTD.

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS — (Continued)

exchange rate for remeasurement purposes until the parallel market was discontinued in May 2010 and then used the
SITME rate thereafter, any U.S. dollars obtained from CADIVI at the official rate had a positive impact to the
Company’s consolidated net earnings. Specifically, the Company recorded $5.8 million of foreign exchange gains to
selling, general and administrative expenses within the Company’s consolidated statement of income for the year
ended December 31, 2010, as a result of receiving U.S. dollars approved by CADIVI at the official exchange rate.
The majority of Herbalife Venezuela’s 2010 importations were not registered with CADIVI so the official exchange
rates are not available to pay for these U.S. imports. As of December 31, 2010, Herbalife Venezuela also has an
outstanding intercompany dividend payable to the Company of $2.5 million, which was declared in December 2008
and registered with CADIVI. The request to obtain U.S. dollars at the official rate to settle the outstanding
intercompany dividend payable is pending CADIVI’s approval. Also, at December 31, 2010, Herbalife Venezuela
had outstanding intercompany shipment payable balances of $2.6 million, primarily relating to 2010, which are
registered with CADIVI and are pending CADIVI’s approval.

In late December 2010, Venezuela announced that the CADIVI official exchange rate of 2.6 Bolivars per
U.S. dollar will be eliminated and the CADIVI official exchange of 4.3 Bolivars per U.S. dollar will be used for all
essential items and non-essential items beginning January 2011. This devaluation did not have a material impact on
the Company’s consolidated financial statements. At December 31, 2010, the Company used the SITME rate of 5.3
Bolivars per U.S. dollar for remeasurement purposes.

Remeasurement of Herbalife Venezuela’s Monetary Assets and Liabilities

During the second quarter of 2010, the Company recorded a $4.0 million pre-tax ($2.6 million post-tax) net
foreign exchange gain to selling, general and administrative expenses, within the Company’s consolidated statement
of income, as a result of remeasuring its Bolivar denominated monetary assets and liabilities as of June 30, 2010 at
the SITME rate of 5.3 Bolivars per U.S. dollar as opposed to the last parallel market rate prior to the closure of the
parallel market in May 2010 of 8.3 Bolivars per U.S. dollar. Herbalife Venezuela’s cash and cash equivalents,
primarily denominated in Bolivars, increased by $5.2 million as a result of using the SITME rate as opposed to the
last quoted parallel market rate during the second quarter of 2010. During the third quarter of 2010 and thereafter, the
Company continued to use the SITME rate of 5.3 Bolivars per U.S. dollar to remeasure its Bolivar denominated
transactions. As of December 31, 2010, Herbalife Venezuela’s net monetary Bolivar denominated assets and
liabilities approximated $19.4 million which included Bolivar denominated cash and cash equivalents approximating
$24.6 million, and were all remeasured at the new regulated rate under the SITME, except for the $2.5 million
intercompany dividend which was remeasured at the CADIVI official rate. While the Company continues to monitor
the new exchange mechanism and restrictions under SITME, there is no assurance that the Company will be able to
exchange Bolivars into U.S. dollars on a timely basis. Therefore, these remeasured amounts, including cash and cash
equivalents, being reported on the Company’s consolidated balance sheet using the SITME rate may not accurately
represent the amount of U.S. dollars that the Company could ultimately realize.

Consolidation of Herbalife Venezuela

The Company plans to continue its operation in Venezuela and to import products into Venezuela despite the
foreign currency constraints that exist in the country. Herbalife Venezuela will continue to apply for legal exchange
mechanisms to convert its Bolivars to U.S. dollars. Despite the currency exchange restrictions in Venezuela, the
Company continues to control Herbalife Venezuela and its operations. The mere existence of the exchange
restrictions discussed above does not in and of itself create a presumption that this lack of exchangeability is
other-than-temporary, nor does it create a presumption that an entity should deconsolidate its Venezuelan operations.
Therefore, the Company continues to consolidate Herbalife Venezuela in its consolidated financial

107

HERBALIFE LTD.

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS — (Continued)

statements for U.S. GAAP purposes. Substantially all of Herbalife Venezuela’s Bolivar denominated assets and
liabilities are currently being remeasured at the SITME rate. See Note 15, Subsequent Events , for further information
on Herbalife Venezuela.


Inventories consist primarily of finished goods available for resale and can be categorized as follows (in
millions):


The following are the major classes of inventory (in millions):


Total inventories are presented net of the reserves for obsolete and slow moving inventory of $9.4 million and
$9.3 million at December 31, 2010 and 2009, respectively.


Long-term debt consists of the following (in millions):


Interest expense was $9.7 million, $9.6 million, and $20.1 million, for the years ended December 31, 2010, 2009
and 2008, respectively.

On July 21, 2006, the Company entered into a $300.0 million senior secured credit facility, comprised of a
$200.0 million term loan and a $100.0 million revolving credit facility, with a syndicate of financial institutions as
lenders. In September 2007, the Company and its lenders amended the credit agreement, increasing the amount of the
revolving credit facility by an aggregate principal amount of $150.0 million to $250.0 million primarily to finance
the increase in its share repurchase program. See Note 8, Shareholders’ Equity , for further discussion of the share
repurchase program and the share repurchase amounts during the years ended December 31, 2010, 2009 and

108
3. Inventories

December 31,
2010 2009

Weight Management, Targeted Nutrition and Energy, Sports and Fitness $ 159.4 $ 123.6
Outer Nutrition 9.7 11.4
Literature, Promotional and Others 13.4 11.0

Total $ 182.5 $ 146.0


December 31,
2010 2009

Raw materials $ 13.7 $ 5.5
Work in process 0.6 0.1
Finished goods 168.2 140.4

Total $ 182.5 $ 146.0

4. Long-Term Debt

December 31,
2010 2009

Borrowings under senior credit facility $ 174.9 $ 236.4
Capital leases 2.9 4.8
Other debt 0.3 9.1

178.1 250.3
Less: current portion 3.1 12.4

Long-term portion $ 175.0 $ 237.9


HERBALIFE LTD.

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS — (Continued)

2008. The term loan bears interest at LIBOR plus a margin of 1.5%, or the base rate plus a margin of 0.50%, and
matures on July 21, 2013. The revolving credit facility bears interest at LIBOR plus a margin of 1.25%, or the base
rate plus a margin of 0.25%, and is available until July 21, 2012. On December 31, 2010, and December 31, 2009,
the weighted average interest rate for the senior secured credit facility was 1.75% and 1.66%, respectively. The
Company incurred approximately $2.3 million of debt issuance costs in connection with entering into the senior
secured credit facility in July 2006, which are being amortized over the term of the senior secured credit facility. The
fair value of the Company’s senior secured credit facility approximates its carrying value.

The senior secured credit facility requires the Company to comply with a leverage ratio and an interest coverage
ratio. In addition, the senior secured credit facility contains customary covenants, including covenants that limit or
restrict the Company’s ability to incur liens, incur indebtedness, make investments, dispose of assets, make certain
restricted payments, merge or consolidate and enter into certain transactions with affiliates. As of December 31, 2010
and 2009, the Company was compliant with its debt covenants.

As of December 31, 2010, the Company was obligated to pay approximately $0.4 million of the term loan every
quarter until June 30, 2013, and the remaining principal on July 21, 2013. As of December 31, 2010 and 2009, the
amounts outstanding under the term loan were $143.9 million and $145.4 million, respectively.

During 2010, the Company borrowed an aggregate amount of $427.0 million and paid a total amount of
$487.0 million of the revolving credit facility. During 2009, the Company borrowed an aggregate amount of
$212.0 million and paid a total amount of $298.7 million of the revolving credit facility. During 2008, the Company
borrowed an aggregate amount of $118.0 million and paid a total amount of $149.0 million of the revolving credit
facility. As of December 31, 2010 and 2009, the amounts outstanding under the revolving credit facility were
$31.0 million and $91.0 million, respectively.

Annual scheduled principal payments under the Company’s senior credit facility are: $1.5 million,
$32.5 million, and $140.9 million for the years ended December 31, 2011, 2012 and 2013, respectively. See Note 5,
Lease obligations , for payments due under capital leases and operating leases.


The Company has warehouse, office, furniture, fixtures and equipment leases, which expire at various dates
through 2020. Under the lease agreements, the Company is also obligated to pay property taxes, insurance and
maintenance costs.

Certain leases contain renewal options. Future minimum rental commitments for non-cancelable operating
leases and capital leases at December 31, 2010, were as follows (in millions):


Rental expense for the years ended December 31, 2010, 2009 and 2008, was $43.5 million, $39.7 million, and
$40.8 million, respectively.

109
5. Lease obligations

Operating Capital

2011 $ 39.0 $ 1.6
2012 32.2 1.5
2013 26.0 —
2014 21.4 —
2015 18.2 —
Thereafter 24.7 —

Total $ 161.5 3.1

Less: amounts included above representing interest (0.2 )

Present value of net minimum lease payments $ 2.9


HERBALIFE LTD.

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS — (Continued)

Property, plant and equipment under capital leases is included in property, plant and equipment on the
accompanying consolidated balance sheets as follows (in millions):



The Company maintains a profit sharing plan pursuant to Sections 401(a) and (k) of the Internal Revenue Code
of 1986, as amended, or the Code. The plan is available to substantially all employees who meet the length of service
requirements. Prior to January 1, 2009, employees could elect to contribute between 2% to 17% of their
compensation, and the Company would make matching contributions in an amount equal to one dollar for each dollar
of deferred earnings not to exceed 3% of the participants’ earnings. Participants partially vested in the Company
contributions after one year and fully vested after five years. Effective January 1, 2009, the Company amended its
profit sharing plan. Starting January 1, 2009, employees may elect to contribute up to 75% of their compensation;
however, contributions are limited to a maximum annual amount as set periodically by the Code. The Company will
make matching contributions in an amount equal to one dollar for each dollar of deferred earnings up to the first 1%,
and then make matching contributions in an amount equal to 50% of one dollar for each dollar on the subsequent 5%
of deferred earnings. The contributions become fully vested after two years. The Company contributed $2.3 million,
$2.2 million, and $2.0 million, to its profit sharing plan during the years ended December 31, 2010, 2009, and 2008,
respectively.

The Company has non-qualified deferred compensation plans for select groups of management: the Herbalife
Management Deferred Compensation Plan and the Herbalife Senior Executive Deferred Compensation Plan. The
deferred compensation plans allow eligible employees to elect annually to defer up to 75% of their base annual salary
and up to 100% of their annual bonus for each calendar year, or the Annual Deferral Amount. The Company makes
matching contributions on behalf of each participant in the Senior Executive Deferred Compensation Plan. The
Senior Executive Deferred Compensation Plan provides that the amount of the matching contributions is to be
determined by the Company at its discretion. For 2009 and 2008, the matching contribution was 3% of a participant’s
base salary. In 2010, the Company’s matching contribution was increased to 3.5% to align with the 401(k) retirement
plan match.

Each participant in either of the non-qualified deferred compensation plans discussed above has, at all times, a
fully vested and non-forfeitable interest in each year’s contribution, including interest credited thereto, and in any
Company matching contributions, if applicable. In connection with a participant’s election to defer an Annual
Deferral Amount, the participant may also elect to receive a short-term payout, equal to the Annual Deferral Amount
plus interest. Such amount is payable in two or more years from the first day of the year in which the Annual
Deferral Amount is actually deferred.

The total deferred compensation of the two non-qualified deferred compensation plans, net of participant
contributions, was an expense of $2.1 million and $2.6 million for the years ended December 31, 2010 and 2009,
respectively, and a benefit of $4.5 million for the year ended December 31, 2008. The total long-term deferred
compensation liability under the two deferred compensation plans was $20.2 million and $16.6 million at
December 31, 2010 and 2009, respectively.

The deferred compensation plans are unfunded and their benefits are paid from the general assets of the
Company, except that the Company has contributed to a “rabbi trust” whose assets will be used to pay the benefits if
the Company remains solvent, but can be reached by the Company’s creditors if the Company becomes insolvent.
The value of the assets in the “rabbi trust” was $18.5 million and $17.4 million as of December 31, 2010 and 2009,
respectively.

110

December 31,
2010 2009

Equipment $ 10.7 $ 15.8
Less: accumulated depreciation (8.8 ) (12.2 )

Total $ 1.9 $ 3.6

6. Employee compensation plans

HERBALIFE LTD.

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS — (Continued)


The Company is from time to time engaged in routine litigation. The Company regularly reviews all pending
litigation matters in which it is involved and establishes reserves deemed appropriate by management for these
litigation matters when a probable loss estimate can be made.

As a marketer of dietary and nutritional supplements and other products that are ingested by consumers or
applied to their bodies, the Company has been and is currently subjected to various product liability claims. The
effects of these claims to date have not been material to the Company, and the reasonably possible range of exposure
on currently existing claims is not material to the Company. The Company believes that it has meritorious defenses
to the allegations contained in the lawsuits. The Company currently maintains product liability insurance with an
annual deductible of $10 million.

On April 16, 2007, Herbalife International of America, Inc. filed a Complaint in the United States District Court
for the Central District of California against certain former Herbalife distributors who had left the Company to join a
competitor. The Complaint alleged breach of contract, misappropriation of trade secrets, intentional interference with
prospective economic advantage, intentional interference with contract, unfair competition, constructive trust and
fraud and seeks monetary damages, attorney’s fees and injunctive relief ( Herbalife International of America, Inc. v.
Robert E. Ford, et al ). The court entered a Preliminary Injunction against the defendants enjoining them from further
use and/or misappropriation of the Company’s trade secrets on December 11, 2007. Defendants appealed the court’s
entry of the Preliminary Injunction to the U.S. Court of Appeals for the Ninth Circuit. That court affirmed, in
relevant part, the Preliminary Injunction. On December 3, 2007, the defendants filed a counterclaim alleging that the
Company had engaged in unfair and deceptive business practices, intentional and negligent interference with
prospective economic advantage, false advertising and that the Company was an endless chain scheme in violation of
California law and seeking restitution, contract rescission and an injunction. Both sides engaged in discovery and
filed cross motions for Summary Judgment. On August 25, 2009, the court granted partial summary judgment for
Herbalife on all of defendants’ claims except the claim that the Company is an endless chain scheme which under
applicable law is a question of fact that can only be determined at trial. The court denied defendants’ motion for
Summary Judgment on Herbalife’s claims for misappropriation of trade secrets and breach of contract. On May 5,
2010, the District Court granted summary judgment for Herbalife on defendants’ endless chain-scheme counterclaim.
Herbalife voluntarily dismissed its remaining claims, and on May 14, 2010, the District Court issued a final judgment
dismissing all of the parties’ claims. On June 10, 2010 the defendants appealed from that judgment and on June 21,
2010, Herbalife cross-appealed. The Company believes that there is merit to its appeal, and it will prevail upon both
its appeal as well as the defendant’s appeal.

Certain of the Company’s subsidiaries have been subject to tax audits by governmental authorities in their
respective countries. In certain of these tax audits, governmental authorities are proposing that significant amounts of
additional taxes and related interest and penalties are due. The Company and its tax advisors believe that there are
substantial defenses to their allegations that additional taxes are owed, and the Company is vigorously contesting the
additional proposed taxes and related charges. On May 7, 2010, the Company received an administrative assessment
from the Mexican Tax Administration Service in an amount equivalent to approximately $93 million, translated at
the period ended spot rate, for various items, the majority of which was Value Added Tax allegedly owed on certain
of the Company’s products imported into Mexico during the years 2005 and 2006. This assessment is subject to
interest and inflationary adjustments. On July 8, 2010, the Company initiated a formal administrative appeal process.
In connection with the appeal of the assessment, the Company may be required to post bonds for some or all of the
assessed amount. Therefore, in July 2010, the Company entered into agreements with certain insurance companies to
allow for the potential issuance of surety bonds in support of its appeal of the assessment. Such surety bonds, if
issued, would not affect the availability of the Company’s existing credit facility. The Company did not record a
provision as the Company, based on analysis and guidance from its advisors, does not believe a loss is probable.
Further, the Company is currently unable to reasonably estimate a possible loss or range of loss that could result from
an unfavorable outcome in respect to this assessment or any additional assessments

111
7. Contingencies

HERBALIFE LTD.

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS — (Continued)

that may be issued for these or other periods. The Company believes that it has meritorious defenses and is
vigorously pursuing the appeal, but final resolution of this matter could take several years.

These matters may take several years to resolve. While the Company believes it has meritorious defenses, it
cannot be sure of their ultimate resolution. Although the Company has reserved amounts for certain matters that the
Company believes represent the most likely outcome of the resolution of these related disputes, if the Company is
incorrect in the assessment, the Company may have to record additional expenses, when it becomes probable that an
increased potential liability is warranted.


The Company had 58.9 million, 60.2 million, and 61.4 million common shares outstanding at December 31,
2010, 2009 and 2008, respectively. In December 2004, the Company authorized 7.5 million preference shares at
$0.002 par value. The 7.5 million authorized preference shares remained unissued as of December 31, 2010.
Preference shares may be issued from time to time in one or more series, each of such series to have such voting
powers (full or limited or without voting powers), designations, preferences and relative, participating, optional or
other special rights and qualifications, limitations or restrictions as determined by the Company’s board of directors.

Dividends

The declaration of future dividends is subject to the discretion of the Company’s board of directors and will
depend upon various factors, including its earnings, financial condition, restrictions imposed by its credit agreement,
cash requirements, future prospects and other factors deemed relevant by its board of directors. The senior credit
facility, entered into on July 21, 2006, as amended, permits payments of dividends as long as no default or event of
default exists and the sum of the amounts paid with respect to dividends and share repurchases does not exceed the
sum of $450.0 million plus 75% of cumulative consolidated net income from the first quarter of 2007 to the last day
of the quarter most recently ended prior to the date of the dividend.

During the second quarter of 2007, the Company’s board of directors adopted a regular quarterly cash dividend
program. The Company’s board of directors authorized a $0.20 per common share cash dividend each quarter from
the adoption of the program through the second quarter of 2010. On August 2, 2010, the Company’s board of
directors approved an increase in the quarterly cash dividend to $0.25 per common share, an increase of $0.05 per
common share from prior quarters. The aggregate amount of dividends paid and declared during the fiscal years
ended December 31, 2010, 2009, and 2008, was approximately $53.7 million, $48.7 million, and $50.7 million,
respectively.

Share Repurchases

On April 18, 2007, the Company’s board of directors authorized the repurchase of up to $300 million of the
Company’s common shares during the next two years, at such times and prices as determined by Company
management, as market conditions warrant. On August 23, 2007, the Company’s board of directors approved an
increase of $150 million to its previously authorized share repurchase program raising the total value of Company
common shares authorized to be repurchased to $450 million. On May 20, 2008, the Company’s board of directors
approved an additional increase of $150 million to the share repurchase program raising the total value of Company
common shares authorized to be repurchased to $600 million. On April 17, 2009, the Company’s share repurchase
program adopted on April 18, 2007 expired pursuant to its terms.

On April 30, 2009, the Company announced that its board of directors authorized a new program for the
Company to repurchase up to $300 million of Herbalife common shares during the next two years, at such times and
prices as determined by the Company’s management as market conditions warrant. On May 3, 2010, the Company’s
board of directors approved an increase to the share repurchase authorization from $300 million to $1 billion. In
addition, the Company’s board of directors approved the extension of the expiration date of the share repurchase

112
8. Shareholders’ equity

HERBALIFE LTD.

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS — (Continued)

program from April 2011 to December 2014. As of December 31, 2010, the remaining authorized capacity under the
Company’s share repurchase program was approximately $776.7 million.

During the year ended December 31, 2010, the Company repurchased 2.9 million of its common shares through
open market purchases at an aggregate cost of approximately $150.1 million or an average cost of $52.25 per share.
During the year ended December 31, 2009, the Company repurchased 2.0 million of its common shares through open
market purchases at an aggregate cost of approximately $73.2 million or an average cost of $36.60 per share. During
the year ended December 31, 2008, the Company repurchased approximately 4.6 million of common shares through
open market purchases at an aggregate cost of $137.0 million, or an average cost of $29.60 per share.

The aggregate purchase price of the common shares repurchased was reflected as a reduction to shareholders’
equity. The Company allocated the purchase price of the repurchased shares as a reduction to retained earnings,
common shares and additional paid-in-capital.

The number of shares issued upon vesting or exercise for certain restricted stock units and stock appreciation
rights granted, pursuant to the Company’s share-based compensation plans, is net of the minimum statutory
withholding requirements that the Company pays on behalf of its employees. Although shares withheld are not
issued, they are treated as common share repurchases for accounting purposes, as they reduce the number of shares
that would have been issued upon vesting.


The Company has five share-based compensation plans, the WH Holdings (Cayman Islands) Ltd. Stock
Incentive Plan, or the Management Plan, the WH Holdings (Cayman Islands) Ltd. Independent Directors Stock
Incentive Plan, or the Independent Directors Plan, the Herbalife Ltd. 2004 Stock Incentive Plan, or the 2004 Stock
Incentive Plan, the Amended and Restated Herbalife Ltd. 2005 Stock Incentive Plan, or the 2005 Stock Incentive
Plan, and the Amended and Restated Herbalife Ltd. Independent Directors Deferred Compensation and Stock Unit
Plan, or the Independent Director Stock Unit Plan. The Management Plan provides for the grant of options to
purchase common shares of Herbalife to members of the Company’s management. The Independent Directors Plan
provides for the grant of options to purchase common shares of Herbalife to the Company’s independent directors.
The 2004 Stock Incentive Plan replaced the Management Plan and the Independent Directors Plan and after the
adoption thereof, no additional awards were made under either the Management Plan or the Independent Directors
Plan. However, the shares remaining available for issuance under these plans were absorbed by and became available
for issuance under the 2004 Stock Incentive Plan. The terms of the 2005 Stock Incentive Plan are substantially
similar to the terms of the 2004 Stock Incentive Plan. The 2005 Stock Incentive Plan authorizes the issuance of
4,000,000 common shares pursuant to awards granted under the plan, plus any shares that remained available for
issuance under the 2004 Stock Incentive Plan at the time of the adoption of the 2005 Stock Incentive Plan. The
purpose of the Independent Directors Stock Unit Plan is to facilitate equity ownership in the Company by its
independent directors through the award of stock units. At December 31, 2010 an aggregate of approximately
0.9 million common shares remain available for future issuance under the share-based compensation plans.

The Company’s share-based compensation plans provide for grants of stock options, stock appreciation rights,
or SARS, and stock units, which are collectively referred to herein as awards. Stock options typically vest quarterly
over a five-year period beginning on the grant date, and certain stock option grants vest over a period of less than five
years. Certain SARS vest quarterly over a five-year period beginning on the grant date. Other SARS vest annually
over a three-year period. The contractual term of stock options and SARS is ten years. Stock unit awards under the
2005 Incentive Plan, or Incentive Plan Stock Units, vest annually over a three year period which is equal to the
contractual term. Stock units awarded under the Independent Directors Stock Unit Plan, or Independent Director
Stock Units, vest at a rate of 25% on each January 15, April 15, July 15 and October 15. In January 2009, the
Company amended the Independent Directors Plan to comply with newly issued Code Section 457A to eliminate the
deferral election and to move to SARS from stock units. In March 2008, the Company granted stock unit awards to
its Chairman and Chief Executive Officer, which vest over a four-year period at a rate of 30% during each of the first
three years and 10%

113
9. Share-Based Compensation

HERBALIFE LTD.

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS — (Continued)

during the fourth year. In February 2009, the Company granted stock units and SARS to certain employees subject to
continued service, one-third of which vest on the third anniversary of the date of grant, one-third of which vest on the
fourth anniversary of the date of grant, and the remaining one-third of which vest on the fifth anniversary of the date
of grant. In 2010, the Company granted other stock units to certain key employees subject to continued service, one
half of which vest on the first anniversary of the date of the grant, and the remaining half of which vest on the second
anniversary of the date of the grant. Awards can be subject to market and service conditions, or market condition
awards, or to only continued service with the Company, or service condition awards. All awards granted by the
Company are either market condition awards or service condition awards. Unless otherwise determined at the time of
grant, the value of each stock unit shall be equal to one common share of Herbalife. The Company’s stock
compensation awards outstanding as of December 31, 2010 include stock options, SARS, and stock units.

In March 2008, the Company granted SARS with market conditions to its Chairman and Chief Executive
Officer, which will fully vest at the end of four years subject to his continued employment through that date and the
achievement of certain conditions related to the market value of the Company’s common shares. The market
conditions include targets for stock price appreciation of both a 10% and a 15% compound annual growth rate.

The Company records compensation expense over the requisite service period which is equal to the vesting
period. For awards granted on or after January 1, 2006, the compensation expense is recognized on a straight-line
basis over the vesting term. Stock-based compensation expense is included in selling, general and administrative
expenses in the consolidated statements of income. For the years ended December 31, 2010, 2009, and 2008, share-
based compensation expense, relating to service condition awards, amounted to $20.0 million, $18.4 million, and
$15.9 million, respectively. For the years ended December 31, 2010, 2009 and 2008, share-based compensation
expense, relating to market condition awards, amounted to $3.0 million, $2.7 million and $1.9 million, respectively.
For the years ended December 31, 2010, 2009, and 2008, the related income tax benefits recognized in earnings for
all awards amounted to $7.4 million, $7.9 million, and $6.7 million, respectively.

As of December 31, 2010, the total unrecognized compensation cost related to non-vested service condition
stock awards was $25.9 million and the related weighted-average period over which it is expected to be recognized is
approximately 1.5 years. As of December 31, 2010, the total unrecognized compensation cost related to non-vested
market condition stock awards was $3.5 million and the related weighted-average period over which it is expected to
be recognized is approximately 1.2 years.

For the years ended December 31, 2010, 2009, and 2008, excess tax benefits of $16.7 million, $3.6 million, and
$15.3 million, respectively, were generated from exercises of awards.

Stock units are valued at the market value on the date of grant. The fair value of all SARS and stock options are
estimated on the date of grant using the Black-Scholes-Merton option-pricing model and Monte Carlo lattice model,
respectively. The expected term of the SARS and stock options are based on the simple average of the average
vesting period and the life of the award, or the simplified method, because of the limited historical data. All groups of
employees have been determined to have similar historical exercise patterns for valuation purposes. The expected
volatility of the SARS and stock options are based upon the historical volatility of the Company’s common shares
and it is also validated against the volatility rates of a peer group of companies. The risk free interest rate is based on
the implied yield on a U.S. Treasury zero-coupon issue with a remaining term equal to the expected term of the
SARS and stock options. The expected dividend yield assumption is based on the Company’s historical and expected
amount of dividend payouts.

114

HERBALIFE LTD.

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS — (Continued)

There were no stock options granted during the years ended December 31, 2010, 2009 and 2008. The following
table summarizes the weighted average assumptions used in the calculation of the fair value for service condition
awards for the years ended December 31, 2010, 2009 and 2008:


There were no market condition awards granted during the years ended December 31, 2010 and 2009. For
market condition awards granted during the year ended December 31, 2008, the following table summarizes the
weighted average assumptions used in the calculation of the fair value:


The following tables summarize the activity under all share-based compensation plans, which includes all stock
awards, for the year ended December 31, 2010:





115

SARS Independent Director’s SARS
Year Ended December 31, Year Ended December 31,
2010 2009 2008 2010 2009 2008

Expected volatility 48.3 % 48.5 % 39.5 % 48.2 % 48.6 % —
Dividends yield 1.8 % 5.7 % 2.0 % 1.7 % 5.8 % —
Expected term 6.4 years 6.5 years 6.2 years 3.8 years 3.8 years —
Risk-free interest rate 2.4 % 2.3 % 2.6 % 1.3 % 1.4 % —

SARS
Year Ended
December 31,
2008

Expected volatility 38.5 %
Dividends yield 1.6 %
Expected term 5.5 years
Risk-free interest rate 2.6 %

Weighted
Weighted Average Aggregate
Average Remaining Intrinsic
Stock Options & SARS Awards Exercise Price Contractual Term Value(1)
(In thousands) (In millions)

Outstanding at December 31, 2009 7,372 $ 24.84 5.9 years $ 123.6
Granted 890 $ 45.17
Exercised (1,813 ) $ 20.77
Forfeited (59 ) $ 32.26

Outstanding at December 31, 2010(2) 6,390 $ 28.75 5.7 years $ 253.1

Exercisable at December 31, 2010 3,302 $ 23.20 4.1 years $ 149.2

(1) The intrinsic value is the amount by which the current market value of the underlying stock exceeds the exercise
price of the stock award.

(2) Includes 0.8 million market condition awards that were outstanding as of December 31, 2010.

HERBALIFE LTD.

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS — (Continued)


The weighted-average grant date fair value of service condition awards granted during the years ended
December 31, 2010, 2009, and 2008 was $21.88, $6.42, and $23.58, respectively. The weighted-average grant date
fair value of market condition awards granted during the year ended December 31, 2008 was $14.59. The total
intrinsic value of service condition awards exercised during the years ended December 31, 2010, 2009 and 2008 was
$63.8 million, $16.4 million, and $45.8 million, respectively. There were no market condition awards exercised
during the years ended December 31, 2010, 2009, and 2008.

Employee Stock Purchase Plan

During 2007, the Company adopted a qualified employee stock purchase plan, or ESPP, which was implemented
during the first quarter of 2008. In connection with the adoption of the ESPP, the Company has reserved for issuance
a total of 1 million common shares. At December 31, 2010, approximately 0.9 million common shares remain
available for future issuance. Under the terms of the ESPP, rights to purchase common shares may be granted to
eligible qualified employees subject to certain restrictions. The ESPP enables the Company’s eligible employees,
through payroll withholdings, to purchase a limited number of common shares at 85% of the fair market value of a
common share at the purchase date. Purchases are made on a quarterly basis.


The Company is a network marketing company that sells a wide range of weight management products,
nutritional supplements and personal care products within one industry segment as defined under the FASB ASC
Topic 280, Segment Reporting . The Company’s products are manufactured by third party providers and by the
Company in its Suzhou, China facility and in its manufacturing facility located in Lake Forest, California, and then
are sold to independent distributors who sell Herbalife products to retail consumers or other distributors. Revenues
reflect sales of products to distributors based on the distributors’ geographic location.

The Company sells products in 74 countries throughout the world and is organized and managed by geographic
regions. The Company aggregates its operating segments, excluding China, into one reporting segment, or the
Primary Reporting Segment, as management believes that the Company’s operating segments have similar operating
characteristics and similar long term operating performance. In making this determination, management believes that
the operating segments are similar in the nature of the products sold, the product acquisition process, the types of
customers to whom products are sold, the methods used to distribute the products, and the nature of the regulatory
environment. China has been identified as a separate reporting segment as it does not meet the criteria for
116

Weighted
Average
Grant Date Aggregate
Incentive Plan and Independent Directors Stock Units Shares Fair Value Fair Value
(In thousands) (In millions)

Outstanding and nonvested at December 31, 2009 689.5 $ 26.35 $ 18.2
Granted 121.1 $ 45.71 5.5
Vested (221.3 ) $ 34.04 (7.5 )
Forfeited (9.1 ) $ 23.13 (0.2 )

Outstanding and nonvested at December 31, 2010 580.2 $ 27.51 $ 16.0

10. Segment Information

HERBALIFE LTD.

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS — (Continued)

aggregation. The operating information for the Primary Reporting Segment and China, and sales by product line are
as follows:



117

Year Ended December 31,
2010 2009 2008
(In millions)

Net Sales:
Primary Reporting Segment:
United States $ 595.4 $ 512.9 $ 477.6
Mexico 334.0 263.0 352.2
Others 1,620.4 1,396.4 1,384.4

Total Primary Reporting Segment 2,549.8 2,172.3 2,214.2
China 184.4 152.3 145.0

Total Net Sales $ 2,734.2 $ 2,324.6 $ 2,359.2

Operating Margin(1)(2):
Primary Reporting Segment:
United States $ 257.0 $ 220.0 $ 200.5
Mexico 131.7 104.0 155.4
Others 721.5 613.3 623.0

Total Primary Reporting Segment 1,110.2 937.3 978.9
China(3) 165.0 132.6 125.1

Total Operating Margin $ 1,275.2 $ 1,069.9 $ 1,104.0
Selling, general and administrative expense 887.7 773.9 771.8
Interest expense 9.7 9.6 20.1
Interest income 2.3 4.5 6.9

Income before income taxes 380.1 290.9 319.0
Income taxes 89.6 87.6 97.8

Net Income $ 290.5 $ 203.3 $ 221.2

Capital Expenditures:
United States $ 51.0 $ 45.4 $ 91.7
Mexico 2.5 1.4 1.4
China 3.1 3.7 3.7
Others 11.5 9.6 10.0

Total Capital Expenditures $ 68.1 $ 60.1 $ 106.8


HERBALIFE LTD.

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS — (Continued)




As of December 31, 2010 and 2009, total assets for the Company’s Primary Reporting Segment were
$1,162.1 million and $1,097.1 million, respectively. Total assets for the China segment were $70.1 million and
$49.0 million as of December 31, 2010 and 2009, respectively.

As of December 31, 2010 and 2009, goodwill allocated to the Company’s reporting units included in the
Company’s Primary Reporting Segment was $99.8 million and $99.4 million, respectively. Goodwill allocated to the
China segment was $3.1 million as of December 31, 2010 and 2009.

As of December 31, 2010, the net property, plant and equipment located in the U.S. and in all foreign countries
was $141.1 million and $36.3 million, respectively. As of December 31, 2009, the net property, plant and equipment
located in the U.S. and in all foreign countries was $145.3 million and $32.7 million, respectively.
118

Year Ended December 31,
2010 2009 2008
(In millions)

Net sales by product line:
Weight Management $ 1,698.9 $ 1,464.8 $ 1,485.0
Targeted Nutrition 629.2 493.7 491.8
Energy, Sports & Fitness 121.3 98.7 99.6
Outer Nutrition 127.5 128.3 146.6
Literature, Promotional and Other(4) 157.3 139.1 136.2

Total Net Sales $ 2,734.2 $ 2,324.6 $ 2,359.2

Net sales by geographic region:
North America(5) $ 614.1 $ 529.0 $ 496.9
Mexico 334.0 263.0 352.2
South & Central America 390.4 366.9 383.6
EMEA(6) 527.8 504.2 570.7
Asia Pacific(7) 683.5 509.2 410.8
China 184.4 152.3 145.0

Total Net Sales $ 2,734.2 $ 2,324.6 $ 2,359.2

(1) Operating margin consists of net sales less cost of sales and royalty overrides.

(2) In the third quarter of 2010, the Company changed its method of allocation for certain costs to its business
segments. Historical information presented has been reclassified to conform to the current presentation. This
change had no effect on the Company’s consolidated statements of income.

(3) Compensation to China sales employees and service fees to China licensed business providers totaling
$87.3 million, $79.1 million and $70.3 million for the years ended December 31, 2010, 2009 and 2008,
respectively, are included in selling, general and administrative expenses while distributor compensation for all
other countries is included in royalty overrides.

(4) Product buybacks and returns in all product categories are included in the literature, promotional and other
category.

(5) Consists of the U.S., Canada and Jamaica.

(6) Consists of Europe, Middle East and Africa.

(7) Consists of Asia (excluding China), New Zealand and Australia.

HERBALIFE LTD.

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS — (Continued)

As of December 31, 2010, the deferred tax assets related to the U.S. and all foreign countries was $65.8 million
and $34.8 million, respectively. As of December 31, 2009, the deferred tax assets related to the U.S. and all the
foreign countries was $43.5 million and $33.8 million, respectively.

Most of the Company’s foreign subsidiaries designate their local currencies as their functional currency. As of
December 31, 2010 and 2009, the total amount of cash held by foreign subsidiaries reported in the Company’s
consolidated balance sheet was $188.2 million and $149.6 million, respectively, of which $5.8 million and
$11.9 million, respectively, was maintained or invested in U.S. dollars. See Note 2, Basis of Presentation, for further
discussion on Herbalife Venezuela’s cash and cash equivalents.


Interest Rate Risk Management

The Company engages in an interest rate hedging strategy for which the hedged transactions are forecasted
interest payments on the Company’s variable rate term loan. The hedged risk is the variability of forecasted interest
rate cash flows, where the hedging strategy involves the purchase of interest rate swaps. For the outstanding cash
flow hedges on interest rate exposures at December 31, 2010, the maximum length of time over which the Company
is hedging certain of these exposures is less than three years.

Under its senior secured credit facility, the Company was obligated to enter into interest rate hedges for up to
25% of the aggregate principal amount of the term loan for a minimum of three years. On August 23, 2006, the
Company entered into an interest rate swap agreement. The agreement provided for the Company to pay interest for a
three-year period at a fixed rate of 5.26% on the initial notional principal amount of $180.0 million while receiving
interest for the same period at the LIBOR rate on the same notional principal amount. The notional amount was
scheduled to be reduced by $20.0 million in the second, third and fourth quarters of each year commencing
January 1, 2007 throughout the term of the swap. The swap had been designated as a cash flow hedge against the
variability in the LIBOR interest rate on the Company’s term loan at LIBOR plus 1.50%, thereby fixing the
Company’s effective rate on the notional amounts at 6.76%. In September 2009, the interest swap expired and was
consequently settled. As of December 31, 2009, there were no amounts remaining in other comprehensive income
relating to this expired interest swap and the swap had no value.

On June 26, 2009, the Company entered into an interest rate swap agreement, with an effective date of June 30,
2009, which expired on September 30, 2009. The swap notional amount was $20 million, where the Company paid
three month LIBOR and received one month LIBOR plus 0.185%. As of December 31, 2009, the interest rate swap
agreement expired and all outstanding amounts were settled. The Company elected not to apply hedge accounting for
this interest rate swap.

During August 2009, the Company entered into four interest rate swap agreements with an effective date of
December 31, 2009. The agreements collectively provide for the Company to pay interest for less than a four-year
period at a weighted average fixed rate of 2.78% on notional amounts aggregating to $140.0 million while receiving
interest for the same period at the one month LIBOR rate on the same notional amounts. These agreements will
expire in July 2013. These swaps have been designated as cash flow hedges against the variability in the LIBOR
interest rate on the Company’s term loan at LIBOR plus 1.50%, thereby fixing the Company’s weighted average
effective rate on the notional amounts at 4.28%. The Company formally assesses both at inception and at least
quarterly thereafter, whether the derivatives used in hedging transactions are effective in offsetting changes in cash
flows of the hedged item. As of December 31, 2010, the hedge relationships qualified as effective hedges under
FASB ASC Topic 815, Derivatives and Hedging , or ASC 815. Consequently, all changes in the fair value of the
derivatives are deferred and recorded in other comprehensive income (loss) until the related forecasted transactions
are recognized in the consolidated statements of income. The fair value of the interest rate swap agreements are
based on third-party bank quotes. At December 31, 2010 and December 31, 2009, the Company recorded the interest
rate swaps as liabilities at their fair value of $6.6 million and $2.6 million, respectively.

119
11. Derivative Instruments and Hedging Activities

HERBALIFE LTD.

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS — (Continued)

The table below describes the interest rate swaps in aggregate, and the fair value of the liabilities that were
outstanding as of December 31, 2010 and 2009:


Foreign Currency Instruments

The Company also designates certain foreign currency derivatives, such as certain foreign currency forward and
option contracts, as freestanding derivatives for which hedge accounting does not apply. The changes in the fair
market value of the derivatives are included in selling, general and administrative expenses in the Company’s
consolidated statements of income. The Company uses foreign currency forward contracts to hedge foreign-currency-
denominated intercompany transactions and to partially mitigate the impact of foreign currency fluctuations. The
Company also uses foreign currency option contracts to partially mitigate the impact of foreign currency fluctuations.
The fair value of the forward and option contracts are based on third-party bank quotes.

The Company also purchases foreign currency forward contracts in order to hedge forecasted inventory
purchases and intercompany management fees that are designated as cash-flow hedges and are subject to foreign
currency exposures. The Company applied the hedge accounting rules as required by ASC 815 for these hedges.
These contracts allow the Company to sell Euros in exchange for U.S. dollars at specified contract rates. As of
December 31, 2010 and 2009, the aggregate notional amounts of these contracts outstanding were approximately
$32.1 million and $66.8 million, respectively. At December 31, 2010, the outstanding contracts were expected to
mature over the next twelve months. The Company’s derivative financial instruments are recorded on the
consolidated balance sheet at fair value based on third-party bank quotes. Forward contracts are used to hedge
forecasted inventory purchases over specific months. Changes in the fair value of these forward contracts, excluding
forward points, designated as cash-flow hedges are recorded as a component of accumulated other comprehensive
income (loss) within shareholders’ equity, and are recognized in cost of sales in the consolidated statement of income
during the period which approximates the time the hedged inventory is sold. The Company also hedges forecasted
intercompany management fees over specific months. Changes in the fair value of these forward contracts designated
as cash flow hedges are recorded as a component of accumulated other comprehensive income (loss) within
shareholders’ equity, and are recognized in selling, general and administrative expenses in the consolidated statement
of income during the period when the hedged item and underlying transaction affect earnings. As of December 31,
2010, the Company recorded assets at fair value of $0.6 million and liabilities at fair value of $0.8 million relating to
all outstanding foreign currency contracts designated as cash-flow hedges. As of December 31, 2009, the Company
recorded assets at fair value of $2.3 million relating to all outstanding foreign currency contracts designated as cash-
flow hedges. The Company assesses hedge effectiveness and measures hedge ineffectiveness at least quarterly.
During the years ended December 31, 2010 and 2009, the ineffective portion relating to these hedges was immaterial
and the hedges remained effective as of December 31, 2010 and 2009.

As of December 31, 2010 and 2009, the majority of the Company’s outstanding foreign currency forward
contracts had maturity dates of less than one year with the majority of freestanding derivatives expiring within three
months. There were no foreign currency option contracts outstanding as of December 31, 2010 and 2009.

120

Aggregate Average Aggregate
Notional Swap Fair Maturity
Interest Rate Amounts Rate Value Dates
(In millions) (In millions)

At December 31, 2010
Interest Rate Swaps $ 140.0 2.78 % $ (6.6 ) July 2013
At December 31, 2009
Interest Rate Swaps $ 140.0 2.78 % $ (2.6 ) July 2013

HERBALIFE LTD.

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS — (Continued)

The table below describes all foreign currency forward contracts that were outstanding as of December 31, 2010
and 2009:



121

Average Original Fair Value
Foreign Currency Contract Rate Notional Amount Gain (Loss)
(In millions) (In millions)

At December 31, 2010
Buy BRL sell USD 1.68 $ 7.6 $ 0.1
Buy EUR sell ARS 5.27 1.3 —
Buy EUR sell JPY 113.89 1.2 (0.1 )
Buy EUR sell MXN 16.58 35.5 —
Buy EUR sell RUB 40.99 1.8 —
Buy EUR sell USD 1.34 101.4 0.1
Buy INR sell USD 44.81 4.5 —
Buy JPY sell EUR 111.90 1.2 —
Buy JPY sell USD 82.57 19.4 0.4
Buy KRW sell USD 1,146.51 21.0 0.4
Buy MXN sell EUR 16.45 8.0 —
Buy MXN sell USD 12.37 4.5 —
Buy MYR sell USD 3.10 12.2 0.1
Buy PEN sell USD 2.80 10.3 —
Buy PHP sell USD 43.89 0.1 —
Buy TWD sell USD 29.17 2.6 —
Buy USD sell BRL 1.72 14.9 (0.5 )
Buy USD sell COP 1,917.51 4.3 —
Buy USD sell EUR 1.32 74.3 (1.0 )
Buy USD sell GBP 1.56 4.0 —
Buy USD sell INR 45.78 8.7 (0.2 )
Buy USD sell JPY 81.59 9.8 (0.1 )
Buy USD sell KRW 1,138.90 4.9 (0.1 )
Buy USD sell MXN 12.45 4.9 —
Buy USD sell PEN 2.81 5.2 —
Buy USD sell PHP 44.11 2.8 —
Buy USD sell RUB 31.48 1.3 —

Total forward contracts $ 367.7 $ (0.9 )


HERBALIFE LTD.

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS — (Continued)

122

Average Original Fair Value
Foreign Currency Contract Rate Notional Amount Gain (Loss)
(In millions) (In millions)

At December 31, 2009
Buy EUR sell MXN 19.67 $ 32.6 $ (1.6 )
Buy JPN sell USD 90.60 16.9 (0.5 )
Buy USD sell EUR 1.48 77.2 2.6
Buy CLP sell USD 523.79 5.3 0.2
Buy USD sell CLP 509.40 2.9 —
Buy HKD sell USD 7.75 6.5 —
Buy JPY sell EUR 131.55 3.3 —
Buy EUR sell JPY 131.59 3.3 —
Buy USD sell BRL 1.78 7.3 (0.1 )
Buy USD sell ZAR 7.86 1.3 (0.1 )
Buy ZAR sell USD 7.49 1.3 —
Buy USD sell PHP 47.49 6.3 (0.1 )
Buy USD sell KRW 1,181.27 1.9 —
Buy USD sell INR 46.72 3.0 —
Buy USD sell COP 1,983.88 3.5 0.1
Buy EUR sell USD 1.43 45.2 —
Buy EUR sell HKD 11.26 2.6 —
Buy MXN sell USD 13.19 8.5 —
Buy GBP sell USD 1.63 5.7 —
Buy USD sell RUB 29.78 1.3 —
Buy COP sell USD 2,053.31 4.2 —
Buy KRW sell USD 1,167.38 1.9 —
Buy BRL sell USD 1.78 0.6 —
Buy EUR sell GBP 0.89 3.3 —
Buy MXN sell EUR 18.81 7.0 —
Buy PHP sell USD 46.47 3.2 —
Buy RUB sell USD 30.25 0.3 —
Buy USD sell MXN 13.15 1.7 —
Buy USD sell JPN 92.46 7.9 0.1

Total forward contracts $ 266.0 $ 0.6


HERBALIFE LTD.

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS — (Continued)

The following tables summarize the derivative activity during the year ended December 31, 2010 and 2009,
relating to all the Company’s derivatives.

Gains and Losses on Derivative Instruments

The following table summarizes gains (losses) relating to derivative instruments recorded in other
comprehensive income (loss) during the year ended December 31, 2010 and 2009:


As of December 31, 2010, the estimated amount of existing net losses related to cash flow hedges recorded in
accumulated other comprehensive income (loss) that are expected to be reclassified into earnings over the next
twelve months was $4.6 million.

The following table summarizes gains (losses) relating to derivative instruments recorded to income during the
year ended December 31, 2010 and 2009:




123

Amount of Gain (Loss) Recognized
in Other Comprehensive Income (Loss)
For the Year Ended
December 31, 2010 December 31, 2009
(In millions)

Derivatives designated as cash flow hedging instruments:
Foreign exchange currency contracts relating to inventory and intercompany
management fee hedges $ 5.6 $ 2.4
Interest rate swaps $ (7.5 ) $ (2.6 )

Amount of Gain (Loss)
Recognized in Income
For the Year Ended Location of Gain (Loss)
December 31, 2010 December 31, 2009 Recognized in Income
(In millions)

Derivatives designated as cash flow hedging
instruments:
Foreign exchange currency contracts relating to
inventory hedges and intercompany
management fee hedges(1) $ — $ (0.3 )
Selling, general
and administrative
expenses
Derivatives not designated as hedging
instruments:
Foreign exchange currency contracts $ (9.4 ) $ (15.8 )
Selling, general
and administrative
expenses
(1) For foreign exchange contracts designated as hedging instruments, the amounts recognized in income (loss)
represent the amounts excluded from the assessment of hedge effectiveness. There were no ineffective amounts
reported for derivatives designated as hedging instruments.

HERBALIFE LTD.

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS — (Continued)


The following table summarizes gains (losses) relating to derivative instruments reclassified from accumulated
other comprehensive loss into income during the year ended December 31, 2010 and 2009:


The Company reports its derivatives at fair value as either assets or liabilities within its consolidated balance
sheet. See Note 14, Fair Value Measurements , for information on derivative fair values and their consolidated
balance sheet location as of December 31, 2010, and December 31, 2009.


The components of income before income taxes are as follows (in millions):


Income taxes are as follows (in millions of U.S. dollars):


124

Amount of Gain (Loss) Reclassified Location of Gain
from Accumulated Other (Loss) Reclassified
Comprehensive Loss into Income from Accumulated Other
For the Year Ended Comprehensive Loss into
December 31, 2010 December 31, 2009 Income (effective portion)
(In millions)

Derivatives designated as cash flow
hedging instruments:
Foreign exchange currency contracts relating
to inventory hedges $ 1.8 $ 0.8 Cost of sales
Foreign exchange currency contracts relating
to intercompany management fee hedges $ 6.6 $ —
Selling, general and
administrative expenses

Interest rate contracts $ (3.6 ) $ (1.0 ) Interest expense, net
12. Income Taxes

Year Ended December 31,
2010 2009 2008

Domestic $ 69.5 $ 94.9 $ 101.7
Foreign 310.6 196.0 217.3

Total $ 380.1 $ 290.9 $ 319.0


Year Ended December 31,
2010 2009 2008

Current:
Foreign $ 75.6 $ 61.9 $ 48.4
Federal 30.3 30.9 45.0
State 8.3 6.0 8.5

114.2 98.8 101.9

Deferred:
Foreign (3.2 ) 2.5 9.4
Federal (22.0 ) (13.1 ) (12.6 )
State 0.6 (0.6 ) (0.9 )

(24.6 ) (11.2 ) (4.1 )

$ 89.6 $ 87.6 $ 97.8


HERBALIFE LTD.

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS — (Continued)

Venezuela has experienced cumulative inflation of at least 100% during the three year period ended
December 31, 2009. Therefore, as of January 1, 2010 the Bolivar is hyperinflationary for U.S. federal income tax
purposes. As a result, because Herbalife Venezuela is considered a dual incorporated entity, it is now required to
account for its operations using the Dollar Approximate Separate Transactions Method of accounting (DASTM). The
transitional impact of DASTM resulted in a deferred income tax benefit of approximately $14.5 million recorded
during the first quarter of 2010 which is included within the Company’s consolidated statement of income for the
year ended December 31, 2010. See Note 2, Basis of Presentation , for a further discussion on Herbalife Venezuela
and Venezuela’s highly inflationary economy.

The significant categories of temporary differences that gave rise to deferred tax assets and liabilities are as
follows (tax effected in millions):


The Company recognizes valuation allowances on deferred tax assets reported if, based on the weight of the
evidence it is more likely than not that some or all of the deferred tax assets will not be realized. The Company
believes that the majority of its deferred tax assets will be realized because of the reversal of certain significant
taxable temporary differences and anticipated future taxable income from operations.

At December 31, 2010, the Company’s deferred tax assets consisted primarily of foreign tax loss carryforwards
and deferred expenses and were reduced by valuation allowances of $128.7 million. At December 31, 2009, the
Company’s deferred tax assets consisted primarily of foreign tax loss carryforwards and deferred expenses and were
reduced by valuation allowances of $59.6 million. The foreign tax loss carryforwards of $4.2 million expire in
varying amounts between 2011 and indefinitely.

At December 31, 2010, the Company’s U.S. consolidated group had approximately $73.5 million of unremitted
earnings that were permanently reinvested from substantially all of its foreign subsidiaries. In addition, at
December 31, 2010, Herbalife Ltd. had approximately $1.4 billion of permanently reinvested unremitted

125

Year Ended
December 31,
2010 2009

Deferred income tax assets:
Accruals not currently deductible $ 47.5 $ 36.4
Foreign tax credits and tax loss carryforwards of certain foreign subsidiaries 4.2 6.1
Depreciation/amortization 17.1 3.0
Deferred compensation plan 25.1 23.5
Deferred interest expense 118.4 56.8
Accrued state income taxes 1.3 0.5
Accrued vacation 3.4 3.5
Other 12.3 7.1

Gross deferred income tax assets 229.3 136.9
Less: valuation allowance (128.7 ) (59.6 )

Net deferred income tax assets $ 100.6 $ 77.3

Deferred income tax liabilities:
Intangible assets $ 109.5 $ 110.7
Inventory deductibles (1.1 ) 0.3
Unrealized foreign exchange 1.2 1.8
Other 3.6 3.5

Net deferred income tax liabilities $ 113.2 $ 116.3

Net deferred tax accounts $ (12.6 ) $ (39.0 )


HERBALIFE LTD.

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS — (Continued)

earnings relating to its operating subsidiaries. Since these unremitted earnings have been permanently reinvested,
deferred taxes were not provided on these unremitted earnings. Further, it is not practicable to determine the amount
of unrecognized deferred taxes with respect to these unremitted earnings.

The applicable statutory income tax rate in the Cayman Islands was zero for Herbalife Ltd. for the years being
reported. For purposes of the reconciliation between the provision for income taxes at the statutory rate and the
provision for income taxes at the effective tax rate, a notional 35% tax rate is applied as follows (in millions of
dollars):


During the years ended December 31, 2010, 2009 and 2008, the Company benefited from the terms of a tax
holiday in the People’s Republic of China. The tax holiday commenced on January 1, 2008 and will conclude on
December 31, 2012. Under the terms of the holiday, the Company was subject to a zero tax rate in China during 2008
and 2009 and was subject to a graduated tax rate of 11% in 2010. The tax rate will gradually increase, during the
years 2011-2012 to a maximum of 25%.

As of December 31, 2010, the total amount of the unrecognized tax benefits, including related interest and
penalties was $38.5 million. The unrecognized tax benefits primarily relate to uncertainties from international
transfer pricing issues, the deductibility of certain operating expenses in various jurisdictions, anticipated settlements
in foreign tax audits and the expiration of the statute of limitations in several jurisdictions. If the total amount of
unrecognized tax benefits was recognized, $31.6 million of unrecognized tax benefits, $5.6 million of interest and
$1.3 million of penalties would impact the effective tax rate.

The Company accounts for the interest and penalties generated by tax contingencies as a component of income
tax expense. During the year ended December 31, 2010, the Company recorded a reversal of interest and penalties
expense related to uncertain tax positions of $1.9 million and $1.0 million, respectively. As of December 31, 2010,
total accrued interest and penalties were $5.6 million and $1.3 million, respectively.

126

Year Ended December 31,
2010 2009 2008
(In millions)

Tax expense at United States statutory rate $ 133.0 $ 101.8 $ 111.7
Increase (decrease) in tax resulting from:
Differences between U.S. and foreign tax rates on foreign income, including
withholding taxes (77.8 ) (31.1 ) (9.7 )
U.S. tax (benefit) on foreign income net of foreign tax credits (19.3 ) (24.6 ) (26.3 )
Increase (decrease) in valuation allowances 69.1 47.4 8.7
State taxes, net of federal benefit 5.9 4.7 5.4
Unrecognized tax benefits (10.9 ) (5.1 ) 5.7
Venezuela DASTM hyperinflationary impact (14.5 ) — —
Other 4.1 (5.5 ) 2.3

Total $ 89.6 $ 87.6 $ 97.8


HERBALIFE LTD.

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS — (Continued)

The following changes occurred in the amount of unrecognized tax benefits (including related interest and
penalties) during the years ended December 31, 2010, 2009 and 2008 (in millions):


Unrecognized tax benefits (including related interest and penalties) decreased $10.8 million during the year
ended December 31, 2010, which was partially offset by an increase of $0.2 million due to foreign currency
fluctuations. The $0.2 million benefit attributable to foreign currency fluctuations was accounted for as a decrease to
other comprehensive income.

The Company believes that it is reasonably possible that the amount of unrecognized tax benefits could decrease
by up to approximately $8.1 million within the next twelve months. Of this possible decrease, $2.0 million would be
due to the settlement of audits or resolution of administrative or judicial proceedings. The remaining possible
decrease of $6.1 million would be due to the expiration of statute of limitations in various jurisdictions.

As of December 31, 2010, the Company’s tax filings are subject to examination in the U.S. federal jurisdiction
and various state jurisdictions for the years ending on or after December 31, 2006. The Company’s tax filings are
also subject to examination in significant foreign jurisdictions for the years ending on or after December 31, 2006.


During the fourth quarter of 2007, the Company initiated the second phase of its Realignment for Growth plan.
The Company recorded $1.9 million and $4.0 million of professional fees, severance and related costs for the years
ended December 31, 2008 and 2007, respectively, relating to the second phase of its Realignment for Growth plan.
As of December 31, 2010, there were no amounts outstanding related to these charges.

During the fourth quarter of 2008, the Company initiated a Restructuring Program and incurred approximately
$4.8 million of professional fees, severance and related costs during the year ended December 31, 2008. For the year
ended December 31, 2009, the Company recorded an additional $1.3 million of professional fees, severance and
related costs relating to this restructuring program. As of December 31, 2010, there no amounts outstanding related to
these charges.

All amounts related to the Realignment for Growth plan and the Restructuring Program are included in selling,
general and administrative expenses and there were no balances outstanding as of December 31, 2010 relating to
these programs. The following table summarizes the components of the Company’s restructuring reserve as of

127

Year Ended Year Ended Year Ended
December 31, December 31, December 31,
2010 2009 2008

Beginning balance of unrecognized tax benefits $ 49.1 $ 52.8 $ 50.3
Additions for current year tax positions 4.3 4.6 5.9
Additions for prior year tax positions 3.0 2.1 3.5
Reductions for prior year tax positions (2.4 ) (1.3 ) (3.1 )
Reductions for audit settlements (12.6 ) (2.8 ) (0.8 )
Reductions for the expiration of statutes of limitation (3.1 ) (7.7 ) (3.0 )
Changes due to foreign currency translation adjustments 0.2 1.4 —

Ending balance of unrecognized tax benefits $ 38.5 $ 49.1 $ 52.8

13. Restructuring Reserve

HERBALIFE LTD.

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS — (Continued)

December 31, 2010, 2009, and 2008 and expenses incurred during the years ended December 31, 2010, 2009 and
2008 (in millions):



The Company applies the provisions of FASB ASC Topic 820, Fair Value Measurements and Disclosures , or
ASC 820, for its financial and non-financial assets and liabilities. ASC 820 defines fair value as the price that would
be received to sell an asset or paid to transfer a liability in an orderly transaction between market participants at the
measurement date. ASC 820 establishes a fair value hierarchy, which prioritizes the inputs used in measuring fair
value into three broad levels as follows:

Level 1 inputs are quoted prices (unadjusted) in active markets for identical assets or liabilities that the
reporting entity has the ability to access at the measurement date.

Level 2 inputs include quoted prices for similar assets or liabilities in active markets, quoted prices for
identical or similar assets or liabilities in markets that are not active, inputs other than quoted prices that are
observable for the asset or liability and inputs that are derived principally from or corroborated by observable
market data by correlation or other means.

Level 3 inputs are unobservable inputs for the asset or liability.

128

Retention
Severance Benefits Others Total

Balance as of December 31, 2007 $ 2.9 $ — $ 0.6 $ 3.5
Charges 6.2 — 0.5 6.7
Cash payments (5.8 ) — (1.1 ) (6.9 )

Balance as of December 31, 2008 $ 3.3 $ — $ — $ 3.3

Charges 0.6 — 0.7 1.3
Cash payments (3.8 ) — (0.7 ) (4.5 )

Balance as of December 31, 2009 $ 0.1 $ — $ — $ 0.1

Charges — — — —
Cash payments (0.1 ) — — (0.1 )

Balance as of December 31, 2010 $ — $ — $ — $ —

14. Fair Value Measurements

HERBALIFE LTD.

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS — (Continued)

The Company measures certain assets and liabilities at fair value as discussed throughout the notes to its
consolidated financial statements. Foreign exchange currency contracts and interest rate swaps are valued using
standard calculations and models. Foreign exchange currency contracts are valued primarily based on inputs such as
observable forward rates, spot rates and foreign currency exchange rates at the reporting period ended date. Interest
rate swaps are valued primarily based on inputs such as LIBOR and swap yield curves at the reporting period ended
date. Assets or liabilities that have recurring measurements and are measured at fair value consisted of Level 2
derivatives and are shown below at their gross values at December 31, 2010, and December 31, 2009:

Fair Value Measurements at Reporting Date Using



On February 18, 2011, the Company’s Board of Directors approved a two-for-one split of the Company’s
common shares, subject to approval by the Company’s shareholders at the Company’s upcoming Annual General
Meeting of Shareholders to be held on April 28, 2011. If approved by the Company’s shareholders one additional
common share

129

Significant Significant
Other Other
Observable Observable
Inputs Inputs
(Level 2) (Level 2)
Fair Value at Fair Value at
December 31, December 31,
Derivative Balance Sheet Location 2010 2009
(In millions)

ASSETS:
Derivatives designated as cash flow
hedging instruments:
Foreign exchange currency contracts
relating to inventory and intercompany
management fee hedges Prepaid expenses and other current assets $ 0.6 $ 2.3
Derivatives not designated as cash flow
hedging instruments:
Foreign exchange currency contracts Prepaid expenses and other current assets $ 2.3 $ 0.9

$ 2.9 $ 3.2


LIABILITIES:
Derivatives designated as cash flow
hedging instruments:
Foreign exchange currency contracts
relating to inventory and intercompany
management fee hedges Accrued expenses $ 0.8 $ —
Interest rate swaps Accrued expenses $ 6.6 $ 2.6
Derivatives not designated as hedging
instruments:
Foreign exchange currency contracts Accrued expenses $ 3.0 $ 2.6

$ 10.4 $ 5.2

15. Subsequent Events

HERBALIFE LTD.

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS — (Continued)

will be distributed to the Company’s shareholders on or around May 17, 2011, for each common share held on
May 10, 2011. The stock split will not be effective unless approved by the Company’s shareholders at the meeting.

On February 22, 2011, the Company announced that its Board of Directors approved a quarterly cash dividend
of $0.25 per common share, for the fourth quarter of 2010, to shareholders of record as of the close of business on
March 8, 2011, payable on March 22, 2011.

In February 2011, Herbalife Venezuela purchased U.S. dollar denominated bonds with a face value of
$20 million U.S. dollars from a PDVSA bond offering for 86 million Bolivars and then immediately sold the bonds
for U.S. dollars at an expected average effective rate of 5.7 Bolivars per U.S. dollar. These 86 million Bolivars were
remeasured at the SITME rate of 5.3 Bolivars per U.S. dollar and recorded as cash and cash equivalents of
$16.3 million on the Company’s consolidated balance sheet at December 31, 2010. The Company expects to receive
approximately $15 million U.S. dollars in late February or early March 2011 as a result of this conversion and final
settlement. This conversion is expected to result in the Company recording a net pre-tax loss of approximately
$1.3 million U.S. dollars in its 2011 consolidated statement of income and will be reflected in the Company’s
consolidated financial statements at March 31, 2011 and for the quarter ending March 31, 2011.



130
16. Quarterly Information (Unaudited)

2010 2009

(In millions, except
per share data)

First Quarter Ended March 31
Net sales $ 618.6 $ 521.7
Gross profit 478.2 419.3
Net income 51.9 41.5
Earnings per share
Basic $ 0.86 $ 0.68
Diluted $ 0.83 $ 0.67
Second Quarter Ended June 30
Net sales $ 688.8 $ 571.8
Gross profit 552.2 449.4
Net income 81.9 48.3
Earnings per share
Basic $ 1.38 $ 0.78
Diluted $ 1.32 $ 0.77
Third Quarter Ended September 30
Net sales $ 688.4 $ 600.2
Gross profit 555.2 468.4
Net income 75.7 57.9
Earnings per share
Basic $ 1.28 $ 0.95
Diluted $ 1.22 $ 0.91
Fourth Quarter Ended December 31
Net sales $ 738.4 $ 630.9
Gross profit 589.8 494.4
Net income 81.0 55.7
Earnings per share
Basic $ 1.37 $ 0.92
Diluted $ 1.31 $ 0.88


SIGNATURES

Pursuant to the requirements of Section 13 or 15(d) of the Securities Exchange Act of 1934, the Registrant has
duly caused this report to be signed on its behalf by the undersigned, thereto duly authorized.

HERBALIFE LTD.

John DeSimone
Chief Financial Officer

Dated: February 22, 2011

Pursuant to the requirements of the Securities Exchange Act of 1934, this report has been signed below by the
following persons on behalf of the Registrant and in the capacities and on the date indicated.


131
By: /s/ JOHN DESIMONE

Signature Title Date


/s/ MICHAEL O. JOHNSON
Michael O. Johnson

Chief Executive Officer, Director,
Chairman of the Board
(Principal Executive Officer)
February 22, 2011

/s/ JOHN DESIMONE
John DeSimone
Chief Financial Officer
(Principal Financial Officer)

February 22, 2011

/s/ BOSCO CHIU
Bosco Chiu
Vice President and Principal Accounting Officer
(Principal Accounting Officer)

February 22, 2011

/s/ LEROY BARNES
Leroy Barnes
Director

February 22, 2011

/s/ RICHARD BERMINGHAM
Richard Bermingham
Director

February 22, 2011

/s/ PEDRO CARDOSO
Pedro Cardoso
Director

February 22, 2011

/s/ MURRAY H. DASHE
Murray H. Dashe
Director

February 22, 2011

/s/ JEFFREY T. DUNN
Jeffrey T. Dunn
Director

February 22, 2011

/s/ LAWRENCE M. HIGBY
Lawrence M. Higby
Director

February 22, 2011

/s/ COLOMBE M. NICHOLAS
Colombe M. Nicholas
Director

February 22, 2011

/s/ JOHN TARTOL
John Tartol
Director

February 22, 2011
Exhibit 21.1
SUBSIDIARIES
1. HBL Luxembourg Holdings S.à R.L.
2. HBL, Ltd.
3. Herbalife (China) Health Products Ltd.
4. Herbalife (NZ) Limited
5. Herbalife (UK) Limited
6. Herbalife Africa S.à R.L.
7. Herbalife Asia Pacific Services Ltd.
8. Herbalife Australasia Pty, Ltd.
9. Herbalife Bulgaria EOOD
10. Herbalife Central America LLC
11. Herbalife China LLC
12. Herbalife d.o.o. (Croatia)
13. Herbalife Del Ecuador, S.A.
14. Herbalife Denmark ApS
15. Herbalife Distribution Ltd.
16. Herbalife Dominicana, S.A.
17. Herbalife Europe Limited
18. Herbalife Family Foundation
19. Herbalife Foreign Sales Corporation
20. Herbalife Hungary Trading, Limited also known as (Herbalife Magyarorszag Kereskedelmi Kft.)
21. Herbalife Internacional de Mexico, S.A. de C.V
22. Herbalife International (Thailand), Ltd.
23. Herbalife International (Netherlands) B.V.
24. Herbalife International (Thailand), Ltd.
25. Herbalife International Argentina, S.A.
26. Herbalife International Belgium, S.A.
27. Herbalife International Communications, Inc.
28. Herbalife International Costa Rica, Sociedad de Responsabilidad Limitada
29. Herbalife International de Colombia
30. Herbalife International Deutschland GmbH
31. Herbalife International Distribution, Inc.
32. Herbalife International Do Brasil Ltda.
33. Herbalife International España, S.A.
34. Herbalife International Finland OY
35. Herbalife International France, S.A.
36. Herbalife International Greece S.A.
37. Herbalife International India Private Limited
38. Herbalife International Luxembourg S.à R.L.
39. Herbalife International of America, Inc.
40. Herbalife International of Europe, Inc.
41. Herbalife International of Hong Kong Limited
42. Herbalife International of Israel (1990) Ltd.
43. Herbalife International Philippines, Inc.
44. Herbalife International Products N.V.
45. Herbalife International Russia 1995 Ltd.
46. Herbalife International Singapore, Pte. Ltd.
47. Herbalife International South Africa, Ltd.
48. Herbalife International Urunleri Tic. Ltd. Sti.
49. Herbalife International, Inc.
50. Herbalife International, S.A.
51. Herbalife Italia S.p.A.
52. Herbalife Korea Co., Ltd.


53. Herbalife Ltd.
54. Herbalife Luxembourg Distribution S.à R.L.
55. Herbalife Manufacturing LLC
56. Herbalife Mexicana, S.A. de C.V.
57. Herbalife NatSource (Hunan) Natural Products Co., Ltd.
58. Herbalife Natural Products LP
59. Herbalife Norway Products AS
60. Herbalife Nutrition Institute
61. Herbalife of Canada, Ltd.
62. Herbalife of Japan K.K.
63. Herbalife Paraguay S.R.L.
64. Herbalife Peru S.R.L.
65. Herbalife Polska Sp.z o.o
66. Herbalife Products Malaysia SDN. BHD.
67. Herbalife Products De Mexico, S.A. de C.V.
68. Herbalife RO S.R.L.
69. Herbalife Sweden Aktiebolag
70. Herbalife Taiwan, Inc.
71. Herbalife Ukraine, LLC
72. Herbalife Uruguay S.R.L.
73. Herbalife Vietnam SMLLC
74. HIIP Investment Co., LLC
75. HIL Swiss International GmbH
76. HLF Colombia Ltd.
77. HLF (Gibraltar) Limited
78. HLF Luxembourg Distribution S.à R.L.
79. HLF Luxembourg Holdings S.à R.L.
80. HV Holdings Ltd.
81. Importadora y Distribuidora Herbalife International de Chile, Limitada
82. Limited Liability Company Herbalife International RS
83. Netherlands VidaHerbal Cooperatief UA
84. Promotions One, Inc.
85. PT Herbalife Indonesia
86. Servicios Integrales HIM, S.A. de C.V.
87. Vida Dutch Herbal LLC
88. Vida Herbal Suplementos Alimenticios, C.A.
89. WH Capital Corporation
90. WH Intermediate Holdings Ltd.
91. WH Luxembourg Holdings S.à R.L.
92. WH Luxembourg Intermediate Holdings S.à R.L.

Exhibit 23.1
Consent of Independent Registered Public Accounting Firm
The Board of Directors
Herbalife Ltd.:
We consent to the incorporation by reference in the registration statements (Nos. 333-166513, 333-14992, 333-129885, 333-122871, and 333-
116335) on Form S-8 of Herbalife Ltd. our reports dated February 22, 2011, with respect to the consolidated balance sheets of Herbalife Ltd. as
of December 31, 2010 and 2009, and the related consolidated statements of income, changes in shareholders’ equity and comprehensive
income, and cash flows for each of the years in the three-year period ended December 31, 2010, and the effectiveness of internal control over
financial reporting as of December 31, 2010, which reports appear in the December 31, 2010 annual report on Form 10-K of Herbalife Ltd.


/s/ KPMG LLP

Los Angeles, California

February 22, 2011
Exhibit 31.1
RULE 13a-14(a) CERTIFICATION
I, Michael O. Johnson, certify that:
1. I have reviewed this Annual Report on Form 10-K of Herbalife Ltd.;
2. Based on my knowledge, this report does not contain any untrue statement of a material fact or omit to state a
material fact necessary to make the statements made, in light of the circumstances under which such statements were
made, not misleading with respect to the period covered by this report;
3. Based on my knowledge, the financial statements, and other financial information included in this report,
fairly present in all material respects the financial condition, results of operations and cash flows of the registrant as
of, and for, the periods presented in this report;
4. The registrant’s other certifying officer(s) and I are responsible for establishing and maintaining disclosure
controls and procedures (as defined in Exchange Act Rules 13a-15(e) and 15d-15(e)) and internal control over
financial reporting (as defined in Exchange Act Rules 13a-15(f) and 15d-15(f)) for the registrant and have:
(a) Designed such disclosure controls and procedures, or caused such disclosure controls and procedures to
be designed under our supervision, to ensure that material information relating to the registrant, including its
consolidated subsidiaries, is made known to us by others within those entities, particularly during the period in
which this report is being prepared;
(b) Designed such internal control over financial reporting, or caused such internal control over financial
reporting to be designed under our supervision, to provide reasonable assurance regarding the reliability of
financial reporting and the preparation of financial statements for external purposes in accordance with generally
accepted accounting principles;
(c) Evaluated the effectiveness of the registrant’s disclosure controls and procedures and presented in this
report our conclusions about the effectiveness of the disclosure controls and procedures, as of the end of the
period covered by this report based on such evaluation; and
(d) Disclosed in this report any change in the registrant’s internal control over financial reporting that
occurred during the registrant’s most recent fiscal quarter (the registrant’s fourth fiscal quarter in the case of an
annual report) that has materially affected, or is reasonably likely to materially affect, the registrant’s internal
control over financial reporting; and
5. The registrant’s other certifying officer(s) and I have disclosed, based on our most recent evaluation of
internal control over financial reporting, to the registrant’s auditors and the audit committee of the registrant’s board
of directors (or persons performing the equivalent functions):
(a) All significant deficiencies and material weaknesses in the design or operation of internal control over
financial reporting which are reasonably likely to adversely affect the registrant’s ability to record, process,
summarize and report financial information; and
(b) Any fraud, whether or not material, that involves management or other employees who have a significant
role in the registrant’s internal control over financial reporting.
Date: February 22, 2011



/s/ Michael O. Johnson
Michael O. Johnson
Chief Executive Officer

Exhibit 31.2
RULE 13a-14(a) CERTIFICATION
I, John DeSimone, certify that:
1. I have reviewed this Annual Report on Form 10-K of Herbalife Ltd.;
2. Based on my knowledge, this report does not contain any untrue statement of a material fact or omit to state a
material fact necessary to make the statements made, in light of the circumstances under which such statements were
made, not misleading with respect to the period covered by this report;
3. Based on my knowledge, the financial statements, and other financial information included in this report,
fairly present in all material respects the financial condition, results of operations and cash flows of the registrant as
of, and for, the periods presented in this report;
4. The registrant’s other certifying officer(s) and I are responsible for establishing and maintaining disclosure
controls and procedures (as defined in Exchange Act Rules 13a-15(e) and 15d-15(e)) and internal control over
financial reporting (as defined in Exchange Act Rules 13a-15(f) and 15d-15(f)) for the registrant and have:
(a) Designed such disclosure controls and procedures, or caused such disclosure controls and procedures to
be designed under our supervision, to ensure that material information relating to the registrant, including its
consolidated subsidiaries, is made known to us by others within those entities, particularly during the period in
which this report is being prepared;
(b) Designed such internal control over financial reporting, or caused such internal control over financial
reporting to be designed under our supervision, to provide reasonable assurance regarding the reliability of
financial reporting and the preparation of financial statements for external purposes in accordance with generally
accepted accounting principles;
(c) Evaluated the effectiveness of the registrant’s disclosure controls and procedures and presented in this
report our conclusions about the effectiveness of the disclosure controls and procedures, as of the end of the
period covered by this report based on such evaluation; and
(d) Disclosed in this report any change in the registrant’s internal control over financial reporting that
occurred during the registrant’s most recent fiscal quarter (the registrant’s fourth fiscal quarter in the case of an
annual report) that has materially affected, or is reasonably likely to materially affect, the registrant’s internal
control over financial reporting; and
5. The registrant’s other certifying officer(s) and I have disclosed, based on our most recent evaluation of
internal control over financial reporting, to the registrant’s auditors and the audit committee of the registrant’s board
of directors (or persons performing the equivalent functions):
(a) All significant deficiencies and material weaknesses in the design or operation of internal control over
financial reporting which are reasonably likely to adversely affect the registrant’s ability to record, process,
summarize and report financial information; and
(b) Any fraud, whether or not material, that involves management or other employees who have a significant
role in the registrant’s internal control over financial reporting.
February 22, 2011



/s/ John DeSimone
John DeSimone
Chief Financial Officer

Exhibit 32.1
CERTIFICATION OF CHIEF EXECUTIVE OFFICER
Pursuant to 18 U.S.C. Section 1350 Adopted
Pursuant to Section 906 of the Sarbanes-Oxley Act of 2002
In connection with the Annual Report of Herbalife Ltd., or Company, on Form 10-K for the period ended
December 31, 2010 as filed with the Securities and Exchange Commission on the date hereof, or Report, I, Michael
O. Johnson, Chief Executive Officer of the Company, certify, pursuant to 18 U.S.C. Section 1350, as adopted
pursuant to Section 906 of the Sarbanes-Oxley Act of 2002, that: (1) the Report fully complies with the requirements
of Section 13(a) or 15(d) of the Securities Exchange Act of 1934; and (2) the information contained in the Report
fairly presents, in all material respects, the financial condition and results of operations of the Company.
February 22, 2011
A signed original of this written statement required by Section 906 has been provided to the Company and will
be retained by the Company and furnished to the Securities and Exchange Commission or its staff upon request.



/s/ Michael O. Johnson
Michael O. Johnson
Chief Executive Officer

Exhibit 32.2
CERTIFICATION OF CHIEF FINANCIAL OFFICER
Pursuant to 18 U.S.C. Section 1350
Adopted Pursuant to Section 906 of the Sarbanes-Oxley Act of 2002
In connection with the Annual Report of Herbalife Ltd., or Company, on Form 10-K for the period ended
December 31, 2010 as filed with the Securities and Exchange Commission on the date hereof, or Report, I, John
DeSimone, Chief Financial Officer of the Company, certify, pursuant to 18 U.S.C. Section 1350, as adopted pursuant
to Section 906 of the Sarbanes-Oxley Act of 2002, that: (1) the Report fully complies with the requirements of
Section 13(a) or 15(d) of the Securities Exchange Act of 1934; and (2) the information contained in the Report fairly
presents, in all material respects, the financial condition and results of operations of the Company.
February 22, 2011
A signed original of this written statement required by Section 906 has been provided to the Company and will
be retained by the Company and furnished to the Securities and Exchange Commission or its staff upon request.



/s/ John DeSimone
John DeSimone
Chief Financial Officer

UNITED STATES SECURITIES AND EXCHANGE COMMISSION
Washington, D.C. 20549

Form 10-K
FOR ANNUAL AND TRANSITION REPORTS PURSUANT TO SECTIONS 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934
(Mark One)

ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934
For the fiscal year ended December 31, 2010

TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934
For the transition period from to Commission file number: 1-32381

HERBALIFE LTD.
(Exact Name of Registrant as Specified in Its Charter)

Cayman Islands
(State or Other Jurisdiction of Incorporation or Organization)

98-0377871
(I.R.S. Employer Identification No.) (Zip Code)

P.O. Box 309GT Ugland House, South Church Street Grand Cayman, Cayman Islands
(Address of Principal Executive Offices)

(213) 745-0500
(Registrant’s telephone number, including area code)

Securities registered pursuant to Section 12(b) of the Act:
Title of Each Class Name of Each Exchange on Which Registered

Common Shares, par value $0.002 per share

New York Stock Exchange

Securities registered pursuant to Section 12(g) of the Act: None Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes No Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act. Yes No Indicate by check mark whether the registrant: (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days. Yes No Indicate by check mark whether the registrant has submitted electronically and posted on its corporate Web site, if any, every Interactive Data File required to be submitted and posted pursuant to Rule 405 of Regulation S-T (§ 232.405 of this chapter) during the preceding 12 months (or for such shorter period that the registrant was required to submit and post such files). Yes No Indicate by check mark if disclosure of delinquent filers pursuant to Item 405 of Regulation S-K (§ 229,405 of this chapter) is not contained herein, and will not be contained, to the best of registrant’s knowledge, in definitive proxy or information statements incorporated by reference in Part III of this Form 10-K or any amendment to this Form 10-K. Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, or a smaller reporting company. See the definitions of “large accelerated filer,” “accelerated filer” and “smaller reporting company” in Rule 12b-2 of the Exchange Act. (Check one): Large accelerated filer Accelerated filer Non-accelerated filer Smaller reporting company (Do not check if a smaller reporting company)

Indicate by check mark whether registrant is a shell company (as defined in Rule 12b-2 of the Exchange Act). Yes No There were 59,051,900 common shares outstanding as of February 17, 2011. The aggregate market value of the Registrant’s common shares held by non-affiliates was approximately $2,101 million as of June 30, 2010, based upon the last reported sales price on the New York Stock Exchange on that date of $46.05. DOCUMENTS INCORPORATED BY REFERENCE Portions of the registrant’s Definitive Proxy Statement to be filed with the Securities and Exchange Commission no later than 120 days after the end of the Registrant’s fiscal year ended December 31, 2010, are incorporated by reference in Part III of this Annual Report on Form 10-K.

TABLE OF CONTENTS Page PART I Item 1. Item 9. Item 10. Item 7. Item 7a. Related Stockholder Matters and Issuer Purchases Of Equity Securities Selected Financial Data Management’s Discussion and Analysis of Financial Condition and Results of Operations Quantitative and Qualitative Disclosures About Market Risk Financial Statements and Supplementary Data Changes In and Disagreements With Accountants On Accounting and Financial Disclosure Controls and Procedures Other Information PART III Directors. Executive Officers and Corporate Governance Executive Compensation Security Ownership of Certain Beneficial Owners and Management and Related Stockholder Matters Certain Relationships and Related Transactions. and Director Independence Principal Accountant Fees and Services PART IV Exhibits and Financial Statement Schedules 4 25 42 42 42 43 44 48 50 79 84 84 84 87 87 87 87 87 87 88 131 2 . Item 5. Item 1b. Item 12. Item 15. Item 14. Item 2. Item 6. Item 3. Item 9b. Item 11. Signatures Business Risk Factors Unresolved Staff Comments Properties Legal Proceedings (Removed and Reserved) PART II Market for Registrant’s Common Equity. Item 13. Item 9a. Item 8. Item 1a. Item 4.

• adverse publicity associated with our products or network marketing organization. as amended. the following: • any collateral impact resulting from the ongoing worldwide financial “crisis. • our inability to obtain the necessary licenses to expand our direct selling business in China. especially in countries such as Venezuela.FORWARD-LOOKING STATEMENTS This document contains “forward-looking statements” within the meaning of Section 27A of the Securities Act of 1933. are subject to change and to inherent risks and uncertainties. • changing consumer preferences and demands. revenue or other financial items. including the direct selling market in which we operate.” “intend. including any projections of earnings. and any statements of assumptions underlying any of the foregoing. as well as any forward-looking statements. • our dependence on increased penetration of existing markets. any statements of belief. and our ability to influence the actions of.” “will. value added taxes. • adverse changes in the Chinese economy. disruptions or conflicts with our third party importers.” “expect” or “anticipate” and any other similar words. and other tax regulations. 3 . such as those disclosed or incorporated by reference in our filings with the Securities and Exchange Commission. Our future financial condition and results of operations. any statements concerning proposed new services or developments. All statements other than statements of historical fact are “forward-looking statements” for purposes of federal and state securities laws. • regulatory matters governing our products. or industry results to differ materially from estimates or projections contained in our forward-looking statements include. inflation. our distributors. including potential governmental or regulatory actions concerning the safety or efficacy of our products and network marketing program. Although we believe that the expectations reflected in any of our forward-looking statements are reasonable. Forward-looking statements may include the words “may. duties. among others. and Section 21E of the Securities Exchange Act of 1934. • third party legal challenges to our network marketing program.” “believe. as amended.” “continue. • uncertainties relating to interpretation and enforcement of recently enacted legislation in China governing direct selling. • our relationship with. • improper action by our employees or distributors in violation of applicable law. • uncertainties relating to the application of transfer pricing. our customers and our suppliers or the willingness of our customers to purchase products in a recessionary economic environment. including foreign exchange. Important factors that could cause our actual results. • risks associated with operating internationally and the effect of economic factors. or the loss or departure of any member of. • our reliance on our information technology infrastructure and outside manufacturers. strategies and objectives of management for future operations. • our reliance upon. any statements of the plans. our senior management team which could negatively impact our distributor relations and operating results. • the competitive nature of our business. actual results could differ materially from those projected or assumed in any of our forward-looking statements. and changes thereto. pricing and currency devaluation risks.” “estimate. • contractual limitations on our ability to expand our business. any statements regarding future economic conditions or performance.” including the availability of liquidity to us. Chinese legal system or Chinese governmental policies. performance and achievements.

In China. 4 . Forward-looking statements in this Annual Report on Form 10-K speak only as of the date hereof. coupled with geographic expansion. BUSINESS GENERAL We are a global network marketing company that sells weight management. The Company Unless otherwise noted. The weight management product portfolio includes meal replacement shakes. energy. sports & fitness category includes energy and isotonic drinks to support a healthy active lifestyle.” “us. sales employees and licensed business providers. the terms “we.7% of our net sales in fiscal year 2010. We were founded in 1980 by Mark Hughes. 2010.4% and 4. including under the heading “Risk Factors. targeted nutrition.7 billion for the fiscal year ended December 31.0%. weight-loss enhancers. and • whether we will purchase any of our shares in the open markets or otherwise. We pursue our mission of “changing people’s lives” by providing a financially rewarding business opportunity to distributors and quality products to distributors and customers who seek a healthy lifestyle. with substantially all of its assets consisting of the capital stock of its indirect. in order to comply with local laws and regulations. We believe the quality of our products and the effectiveness of our distribution network. treaties or regulations. energy. • changes in tax laws.” “our. except as required by law.” “Management’s Discussion and Analysis of Financial Condition and Results of Operations” and in our Consolidated Financial Statements and the related Notes. • taxation relating to our distributors.1 million independent distributors. 23. or their interpretation. PART I Item 1. respectively. and forwardlooking statements in documents attached that are incorporated by reference speak only as of the date of those documents. sports & fitness and Outer Nutrition. and its subsidiaries. The energy. Herbalife is a holding company. sports & fitness and Outer Nutrition accounted for 62. we sold our products in 74 countries through a network of approximately 2. 4. and actively engaged distributors. We do not undertake any obligation to update or release any revisions to any forward-looking statement or to report any events or circumstances after the date hereof or to reflect the occurrence of unanticipated events. targeted nutrition. energy. wholly-owned subsidiary. have been the primary reasons for our success throughout our 31-year operating history. • product concentration. We offer science-based products in four principal categories: weight management. sports & fitness products and personal care products. as well as anti-aging products. Weight management. minerals and natural ingredients that support total well-being and long-term good health. Licensed business providers are independent service providers that operate their own business under Chinese law as well as the conditions set forth by us to sell products and provide services to our customers. nutritional supplement. We are one of the largest network marketing companies in the world with net sales of approximately $2. • product liability claims. As of December 31. 2010. Additional factors that could cause actual results to differ materially from our forward-looking statements are set forth in this Annual Report on Form 10-K. Herbalife International. Our Outer Nutrition products include skin cleansers. appetite suppressors and a variety of healthy snacks.• the sufficiency of trademarks and other intellectual property rights.1%. we sell our products through retail stores. Our collection of targeted nutrition products includes dietary supplements which contain vitamins. sales representatives.” “Company” and “Herbalife” refer to Herbalife Ltd. moisturizers and lotions with antioxidants.

individual recognition. In addition. we had approximately 2.000 of our 2. sporting event sponsorships and endorsements. small retailers as product users and sales people who generate modest sales to friends and family. but also how to differentiate our products to consumers. and potential sales leaders as distributors who are proactively developing a business with the intention of qualifying to become a sales leader.000 sales leaders in our organization. This personal contact may enhance consumers’ nutritional and health education as well as motivate consumers to begin and maintain wellness and weight management programs. many of our distributors use our products themselves. We believe the income opportunity provided by our network marketing program appeals to a broad cross-section of people throughout the world.000 China sales employees and licensed business providers operating under our China marketing plan. Collectively. 57% and 14%. Collectively. We further aid our distributors by generating additional demand for our products through traditional marketing and public relations activities. Sales leaders contribute significantly to our sales.1 million distributors.” Approximately 483. In addition. We enable distributors to maximize their potential by providing a broad array of motivational. to our distributors. 2010. Our corporate-sponsored training events provide a forum for distributors. to share ideas with us and each other. which delivers worldwide. nutrition and personal care products are strengthened by ongoing personal contact and education between retail consumers and their distributors. For the approximately 483. 5 . we operate an Internet-based Herbalife Broadcasting Network. motivational and inspirational content. particularly those seeking to supplement family income. including addresses from our Chief Executive Officer.We believe that the direct-selling channel is ideally suited to marketing our products because sales of weight management. educational. reward programs and promotions. Our distributors. which can serve to increase their income and increase our product sales. which includes approximately 161. distributor orders for these three general categories were approximately 29%. which are comprised of approximately 434. who otherwise operate independently. employment opportunities. national and international Companysponsored sales events such as Extravaganzas. and can therefore provide first-hand testimonials of the effectiveness of our products to consumers. In 2010. we refer to this group as “sales leaders. innovative and efficacious products to health conscious consumers. who are independent contractors.000 sales leaders in the 73 countries where we use our traditional marketing plan and approximately 49. the marketing plan encourages active participation in the business including building down-line sales organizations of their own. We define discount buyers as customers who have signed up as distributors to enjoy a discount on their purchases.” We believe that the distributors who have not attained the sales leader level can be segmented into three general categories based on their product order patterns: discount buyers. excluding China. We are committed to providing professionally designed educational training materials that our distributors can use to enhance recruitment and maximize their sales. such as television ads. small retailers and potential sales leaders.000 China sales representatives and employees. and participation in local. We motivate our distributors through our performance-based compensation plan.1 million distributors have become sales leaders. start a home business or pursue entrepreneurial. which often serve as a powerful sales tool. can profit from selling our products and can also earn royalties and bonuses on sales made by the other distributors whom they recruit to join their sales organizations. We and our distributor leadership conduct thousands of training sessions each year throughout the world to educate and motivate our distributors. We are focused on building and maintaining our distributor network by offering financially rewarding and flexible career opportunities through sales of quality. we refer to this group as “distributors. Our Competitive Strengths We believe that our success stems from our ability to motivate our distributor network through our marketing plan and provide distributors with a unique go to market strategy that supports sustainable daily consumption of our innovative and efficacious products that appeal to consumer preferences for healthy lifestyles. We have been able to achieve sustained and profitable growth by capitalizing on the following competitive strengths: Distributor Base As of December 31. These training events teach our distributors not only how to develop invaluable business-building and leadership skills. educational and support services. respectively. full or part-time.

herbal and nutrition research. targeted nutrition. we can readily increase production and distribution of our products as a result of having our own manufacturing facilities and our numerous third party manufacturing relationships as well as our global footprint of in-house distribution centers. we require no Company-employed sales force to market and sell our products. and sales leaders sponsor and coordinate a large share of distributor recruiting and training initiatives. Geographic Diversification We have a proven ability to establish our network marketing organization in new markets. While sales within our local markets may fluctuate due to economic. We believe that the UCLA Lab provides opportunities for Herbalife to access cutting-edge science in botanical. as appropriate. The grant will allow NCNPR scientists to identify and study the biologically active chemicals found in botanicals. Nutrition Science-Based Product Development We continue to emphasize and make investments in science-based product development in the fields of weight management. market and regulatory conditions. improve our product formulations. political and social instability or for Company-specific reasons. our distributors bear the majority of our consumer marketing expenses. customer and brand loyalty by providing a diverse portfolio of healthoriented and wellness products. or NCNPR. or the UCLA Lab. nutrition supplement and personal care. we have provided donations to assist in the establishment of the Mark Hughes Cellular and Molecular Lab at UCLA. We believe that the longevity and variety in our product portfolio significantly enhance our distributors’ abilities to build their businesses. and if necessary. We incur no direct incremental cost to add a new distributor in our existing markets. With the exception of our China business. energy. which may be used in the development of future dietary supplements and skin care products for Herbalife. retailing and productivity of our distributor base by pursuing the following strategic initiatives: Product Strategy We are committed to providing our distributors with unique. We opened two new markets during 2010 and our strategic plan includes a goal of opening new markets during 2011. sports & fitness and Outer Nutrition that capitalize on the mega trends of obesity and anti-aging. Furthermore. we have expanded our presence into 74 countries. These product development efforts are reviewed by prominent doctors and world-renowned scientists who constitute our Nutrition Advisory Board. innovative products to help them increase retail sales and recruit new distributors. The breadth of our product offerings enables our distributors to sell a comprehensive package of products designed to simplify weight management and daily nutrition. we believe that our geographic diversity mitigates our financial exposure to any particular market. retention. In addition. In addition. and we continue to rely on their expertise. We have a growing internal team of scientists dedicated to continually evaluating opportunities to enhance our existing products and to develop new science-based products. Our Business Strategy We believe that our network marketing model is the most effective way to sell our products. Our product development is focused on four principal categories: weight management. Herbalife awarded a research grant to the National Center for Natural Products Research at the University of Mississippi School of Pharmacy. competitive pressures. based upon developments in nutrition science or changes in regulation. In 2007. Since our founding 31 years ago.Product Portfolio We are committed to building distributor. Scalable Business Model Our business model enables us to grow our business with only moderate investment in our infrastructure and other fixed costs. will bundle products addressing similar 6 . We will augment our product portfolio on an on-going basis with additional science-based products and. including everyday wellness and healthy aging. Our objective is to increase the recruitment. We continue to introduce new products annually and rigorously review. and our distributor compensation varies directly with sales.

China plant. for example. when we purchased certain assets of Micelle Laboratories. We are investing in creative product delivery and infrastructure improvements to increase distributor access to product. our Changsha facility. particularly in daily consumption markets with limited credit card use and poor local delivery services. We continue to leverage the Oracle platform adding new modules to help support our business growth. we plan to implement the same Oracle module in our Lake Forest facility and. In 2010 we introduced Mobile Apps to support our distributors using mobile devices to help run their businesses. or DMOs. To augment the personal testimonials of our distributors and to provide them with independent validation of our product efficacy we successfully completed two sponsored clinical studies in 2008. and in 2011.. which has a scalable and stable open architecture platform. In 2009. we are continually upgrading our Internet-based marketing and distributor services platform with tools such as BizWorks. The Total Plan. India.com and we have invested in business intelligence tools to enable better analysis of our business. 7 .health concerns into packages and programs. improve productivity and support our strategic initiatives. we embarked upon a strategic initiative to significantly upgrade our technology infrastructure throughout the world. We believe that by leveraging their distribution system. Additionally. to increase brand awareness we and our distributors have entered into numerous marketing alliances around the world with top athletes and sports teams and rolled-out a style guide and brand asset library so that our distributors have access to the Herbalife brand logo for use in their marketing efforts. we completed the roll-out of an Oracle enterprise-wide technology solution. In 2010. In addition. coupled with our major events. we will expand our product packaging to provide both individual serving sizes and larger sizes of our top selling products. we are providing distributors with significantly better product access. To better support distributors by providing alternative price points. These “mega launches” will generally target specific market segments deemed strategic to us. In 2010 we implemented Oracle’s manufacturing module in our Souzhou. We also plan to continue creating more access points in markets with large geographies such as the U. We work with our distributor leaders to globalize best-practice business methods to enable our distributors to improve their penetration in existing markets. Weight Loss Challenges. We purchased these assets in order to strengthen our global manufacturing capabilities.0 and MyHerbalife. In addition. and two sponsored clinical studies in 2010. to generate continued excitement among our distributors. we have up to four clinical studies that are planned for 2011. Inc. California contract manufacturer of food and nutritional supplements. In India. to add to our core set of products and to support our distributor daily methods of operation.. Mexico and Brazil in order to help support our growth and our daily consumption business models. to support our business growth and enhance our efficiency and productivity as well as that of our distributors. We have significantly improved BizWorks. Roadshows and product sampling. Our “Seed To Feed” strategy which encompasses the entire supply chain started in August 2009. And finally.S. We are establishing a core set of products that will be available in key markets around the world. such as the recent introduction of our COQ10/Omega 3 lines that support our focus on heart health. we benefited from our distribution agreement with a large Mexico retailer that was initiated at the beginning of the year. once completed. one sponsored clinical study in 2009. the successful adoption of the Nutrition Club DMO has caused the country to experience significant growth and an increase to our net sales. Lifestyle Centers/Offices. We are in the process of introducing new upgraded formulations of existing products to continue to improve the efficacy and product differentiation of our product as compared to products that can be found on the retail shelf. BizWorks 2. Super and Mega HOM’s. We will continue to evaluate if we need to increase our sales centers in certain countries in order to support our Company’s growth. a business system which assists our distributors in building their businesses more efficiently while better servicing their existing customers. Distributor Strategy We continue to increase our investment in events and promotions. each year we plan to have “mega launches” of products and/or programs. This agreement allows distributors to pick up their product orders at the customer service counters of approximately 302 locations in approximately 26 Mexican states. Infrastructure Strategy In 2003. Russia. We refer to these business methods as DMOs and they include such methods as Nutrition Clubs. a Lake Forest. both in absolute dollars and as a percent of net sales as a catalyst to help our distributors improve the effectiveness and productivity of their businesses.

COQ10 Plus Liftoff ® energy drink .9% of net sales for 2010.000 trademarks worldwide. Protein Drink Mix. respectively) Literature. 2009 and 2008. 2009 and 2008. 2010.0%.This strategy expanded in 2010 with the announcement of a joint venture in Changsha China to build a Botanical Extraction Facility which will provide improved traceability and processing of our botanical raw materials. Garden 7 ® phytonutrient supplement. sports & fitness and Outer Nutrition. Promotional and Other Products (5. Bulk & Muscle Skin Activator ® Anti-Aging line. and 6. and 5. minerals and other natural ingredients Products that support a healthy active lifestyle Skin cleansers.8% of net sales for 2010. 63.2%.7%. 2009 and 2008. 2009 and 2008. appealing to the growing base of consumers seeking differentiated products to support a healthier lifestyle. such as women. respectively) Meal replacement. The following table summarizes our products by product category. respectively) Energy. Our products are often sold as part of a program. DVDs and startup kits 8 . targeted nutrition. respectively) Targeted Nutrition (23. 4. We continue to invest in our employees through comprehensive and global organizational development programs including our new employee orientation training.000 SKUs through our distributors and currently have approximately 2. Through this program we attempt to increase the awareness of living a healthy active lifestyle. weight-loss enhancers and a variety of healthy snacks Dietary and nutritional supplements containing quality herbs. CDs. shampoos and conditioners Formula 1 Healthy Meal. improve their health and experience life-changing results. H(3)O TM hydration drink.3%. 6. and 4. which also creates a great philosophical connection to our independent distributors.9% of net sales for 2010.0%. We also invest in our Employee Wellness program which includes providing access to our products. Sports & Fitness (4. moisturizers.8%. we marketed and sold 126 products encompassing over 4. We group our products into four primary categories: weight management. 5. Personalized Protein Powder. respectively) Outer Nutrition (4. Kids Line.1%. vitamins. informational audiotapes. and therefore our portfolio is comprised of a series of related products designed to simplify weight management and nutrition for our consumers and maximize our distributors’ cross-selling opportunities. These programs target specific consumer market segments. General Manager Training and our Advanced Leadership Program. NouriFusion ® antioxidant skin care line International Business Packs. lotions. BizWorks Sales aids.4%. healthy lifestyle. and 62. Herbal Aloe every day line. and 20. 21. Product Overview For 31 years. Best Defense ® for improved immune system. our products have been designed to help distributors and customers from around the world lose weight. Protein Bars and Snacks Niteworks ® . As of December 31. men.2% of net sales for 2010. 2009 and 2008. energy. Product Category Description Representative Products Weight Management (62. Total Control ® . as well as weightmanagement customers and individuals looking to enhance their overall well-being and support an active.0%. subsidy for cafeterias and kitchens.2% of net sales for 2010. providing access to fitness centers and encouraging annual participation in our Health Assessment program. protein shakes and supplementation. We have built our heritage on developing unique formulas that blend the best of nature with innovative techniques from nutritional science.5%.

moisturizers and facial masks. Targeted Nutrition We market numerous dietary and nutritional supplements designed to meet our customers’ specific nutritional needs. by building energy. and we initiated the concept of seasonal flavors with a limited edition Formula 1 Holiday Pumpkin Spice flavor in the U. C and E for a healthy. we launched a full line of anti-aging products as an extension of our successful Skin Activator ® product. Weight-loss enhancers. minerals and other natural ingredients and focuses on specific life stages of our customers. brain and other vital organs. essential vitamins. toners.S. Each of these supplements contains quality botanicals. These products include skin cleansers. and the Lively Fragrances perfume line in Brazil in 2009. Sports & Fitness We entered into the high growth energy drink category in 2005 with the introduction of Liftoff ® . We continue to be amongst the worldwide leaders of meal replacements. Personalized Protein Powder is a soy and whey protein product designed as a boost to Formula 1 to personalize a person’s daily protein intake to help achieve their desired weight and shape. Louis Ignarro. the Whitening Serum under the NouriFusion brand in the Asia Pacific region. In 2010. Our Herbal Aloe line is our introductory line providing distributors with cleansers. our best-selling product. as part of our heart health line. ginseng. Best Defense ® is an effervescent drink that helps boost immunity. minerals. ginkgo and caffeine to increase energy and improve mental clarity for better performance throughout the day. Niteworks ® is a product developed in conjunction with Nobel Laureate in Medicine. digestive health. we introduced H30 Pro in EMEA to provide an isotonic drink to individuals participating in high activity sports. an innovative. decreased metabolism and digestive challenges. In the past few years. lotions and soaps that help sooth the skin. skin and hair. or immune solutions. shampoos and conditioners. including women. In 2006. healthy aging. such as lack of energy. that supports energy. Healthy snacks are formulated to provide between-meal nutrition and appetite satisfaction. glowing complexion. herbs and nutrients that is available in seven delicious flavors and can help support weight management. guarana. we introduced CoQ10 Plus in the U. an advanced face cream that contains a collagen-building Glucosamine Complex to reduce the appearance of fine lines and wrinkles. we launched a number of regional products to address local market needs including a Soft Green Body Care line in Brazil in 2008. we further expanded distribution of our successful Aloe line by introducing our popular Mango flavored Aloe Concentrate into Mexico. fluid retention. children and those with health concerns. Energy. Garden 7 ® designed by Dr. address specific challenges associated with dieting. including Total Control ® . men. and as part of our regional product strategy. head of our Nutrition Advisory Board.Weight Management Weight Management is our largest product category representing 62. sustained muscle energy plus antioxidant protection for people living a healthy.1% of our net sales for the year 2010. David Heber. We continued to upgrade several targeted nutrition products with more modern formulations and better efficacy. curbing appetite and helping to promote weight loss. body-wash items and a selection of fragrances for men and women. In 2008. we launched H 3 O TM Fitness Drink to provide rapid hydration. In 2007. We also launched Afresh Cardamom Tea in India. Formula 1. boosting metabolism. It has been part of our basic weight management program for 31 years and generated approximately 28% of our net sales for the year 2010. We expanded the Formula 1 Express Healthy Meal Bar franchise in 2010 by introducing a Super Berry Flavor in EMEA. circulatory and vascular health and enhances blood flow to the heart. we launched Quickspark in Austria. hunger and food craving. We provided further segmentation of leading product with a Formula 1 Allergen Free product in the U. In 2010. Dr. NouriFusion ® Multivitamin skin care products are formulated with antioxidant Vitamins A. 9 . effervescent energy drink containing a proprietary blend of B-vitamins. including heart health. vitamins. is designed to provide the phytonutrient benefits of seven servings of fruits and vegetables and has anti-oxidant and health-boosting properties. Outer Nutrition Our Outer Nutrition products complement our weight management and targeted nutrition products and aim to improve the appearance of the body.S. is a healthy meal with soy protein. active lifestyle.S.

Product Development. reformulating and repackaging existing product lines. we added new talents to our technical and scientific teams and additional resources to the Company’s Nutrition Advisory Board. launch and learn. sales employees. we closely track sales performance and the lessons learned so we can update and improve the product development process. Promotional and Other Products We also sell literature and promotional materials. we launched the Herbalife Nutrition Institute. on the principles of nutrition. After the product is launched. We test the most promising ideas with distributors and customers using a variety of qualitative and quantitative tools. Its mission is to encourage and support research and education on the relationship between good health. The Nutrition Advisory Board is comprised of leading experts around the world in the fields of nutrition and health who educate Herbalife independent distributors and in China. The project teams obtain approvals from a corporate steering team comprised of key executives in the Company. manufacturing strategy. Sciences. We reorganized our technical team in 2010 for greater efficiency in product development as well as to carry out related product development strategies both globally and regionally. Licensing. The fourth stage is the launch phase in which we prepare promotional and sales materials. For all periods presented. retention and retailing. A progressive product development process was deployed in 2010 to accelerate the introduction of new products and to improve the launch of products. Product Development We are committed to providing our distributors with unique. product positioning and messaging. In 2010. our scientists along with our marketing and sales teams work closely with distributors to effect a successful development and launch of the product. New product ideas are generated and narrowed down to high potential ideas that fill our business needs and conform to our overall strategy. balanced nutrition and a healthy active lifestyle. The next stage is the development phase in which we finalize the formula. pricing. videotapes. the scientific community.Literature. create product and financial forecasts. CDs and DVDs designed to support our distributors’ marketing efforts. product positioning. process. innovative science-based products to help them increase recruitment. and Herbalife Independent distributors. Our research and development is performed by in-house staff and outside consultants. In addition. It creates a succinct process from the beginning of the development cycle to the end. government agencies. we have significantly increased our investment in clinical studies and in our science program to substantiate claims and the efficacy of our products. process design. and complete other final preparations for launch. In 2006. Our internal team of scientists and product developers collaborate with our Nutrition Advisory Board to formulate. Manufacturing and Finance were formed and assigned to major product initiatives. labeling and other related matters. The process consists of five stages: identification. complete the supply chain plan. development. The Institute’s website is our primary communication vehicle. an educational resource for the general public. physical activity and healthy 10 . This testing is followed by a feasibility assessment which includes a review of product and package prototypes. including sales aids. The process defines each department’s roles and responsibilities and sets clear deliverables for each stage. feasibility assessment. as well as start-up kits called “International Business Packs” for new distributors. review and evaluate new product ideas. informational audiotapes. the Institute will have associations with major nutrition science organizations. Cross-functional teams from Product Marketing. analysis of manufacturing issues and providing preliminary financial projections of product sales. During 2010. Once a particular market opportunity has been identified. we introduced BizWorks. In addition to providing research and education on the website and through sponsored conferences and symposia. research and development costs were expensed as incurred and were not material. The product development process is a stage-gate process based on “best in class” practices in our industry. We believe this can be best accomplished in part by introducing new products and by upgrading. a customizable retail website for our distributors to enhance the on-line experience and improve their productivity. about good nutrition and basic health. Part of the Herbalife Nutrition Institute is the Company’s Nutrition Advisory Board. The Institute is an informational resource dedicated to promoting excellence in the field of nutrition.

Los Angeles (UCLA).000 annual stipend.000. Additionally in 2010. Furthermore. Lou Ignarro. Ignarro is affiliated. we entered into an agreement with our distributors that no material changes adverse to the distributors will be made to our marketing plan without their consent and that we will continue to distribute Herbalife products exclusively through our independent distributors. with which Dr. In China. We have invested in this lab since 2002 with total donations of approximately $1. While our direct relationship with UCLA involves clinical studies and research regarding botanical ingredients. sales employees and licensed business providers. $1. We have also made contributions to the UCLA Lab.D. with which Dr. we intend to take full advantage of the expertise at UCLA by committing to support research that will further our understanding of the benefits of phytochemicals. sales representatives.000 for every day that they need to travel to such events. licensed business providers and employees can sell Herbalife product outside the retail establishments. science-based products will enhance our ability to attract new distributors as well as increase the productivity and retention of existing distributors.3 million. We believe that this agreement has 11 . except Dr. promotional or endorsement services. we initiated a botanical identification program with UCLA which is intended to help with the operational activities in our Botanical Extraction facility in Changsha. a royalty on sales of Niteworks ® . our international sponsorship program. and 2008 respectively.D. due to regulations. other than the equity awards granted in 2010 and 2005.000. We believe our focus on nutrition and botanical science and our efforts at combining our internal research and development efforts with the scientific expertise of our Nutrition Advisory Board and the educational skills of the Nutrition Advisory Board and the resources of the UCLA Lab should result in meaningful product differentiation and give our distributors and consumers increased confidence in our products. On July 18. In addition. in 2010. plus up to $3. and $2. Heber receives a monthly retainer of up to $5. 2009.. Each member of our Nutrition Advisory Board other than Dr. a quarterly fixed royalty of $75. director of the Center for Human Nutrition at the University of California. which permits distributors to sponsor distributors in other countries where we are licensed to do business and where we have obtained required product approvals. who are independent contractors. We believe our continued commitment to developing innovative. UCLA agreed that the donations would be used for further research and education in the fields of weight management and botanical dietary supplements.S. Heber is affiliated. We do pay a consulting firm. Heber receives no direct compensation from us although we do reimburse him for travel expenses and we do pay to a firm. attractive income opportunities.1 million independent distributors in 74 countries. Ph. Ignarro’s consulting.. The Institute and the Nutrition Advisory Board are chaired by David Heber. in the areas where we have a direct selling license. Dr. with such amounts totaling $2. In addition to helping our distributors achieve their goals of health and wellness through use of our products.9 million. We believe that our products are particularly well-suited to the network marketing distribution channel because sales of weight management and health and wellness products are strengthened by ongoing personal contact and coaching between retail consumers and distributors. 2002.1 million. We believe that it is important to maintaining our relationships with members of our Nutrition Advisory Board and the editorial board of the Herbalife Nutrition Institute that we recognize the time and effort that they expend on our behalf.4 million which includes donations of lab equipment and software.000 for every day that they appear at a non-southern California distributor event and up to $2. and other products that we may mutually designate in the future that are. China once it is completed and our quality labs in both China and the U. our sales are conducted through Company operated retail stores. our representatives. we have made donations from time to time to UCLA to fund research and educational programs. in each case. M. Members of the editorial board of the Herbalife Nutrition Institute are compensated for their time and efforts by receiving a $5. we offer our distributors. Generally.lifestyle. China has its own unique marketing program. sold with the aid of Dr. Network Marketing Program General Our products are distributed through a global network marketing organization comprised of approximately 2. including in China where. provides a significant advantage to our distributors in developing and growing their businesses. certain “healthy heart” products. Distributors may earn income on their own sales and can also earn royalties and bonuses on sales made by the distributors in their sales organizations.

926 63. including the Qualified Producer level introduced in October 2009.7% 35.446 57. To become a sales leader.5% 44.726 50.2% 32.383 60.4% 34. a handy tote.808 59.95 and includes sample products.S. China has its own unique marketing program.971 43. Distributors who meet the sales leader requirements at any time during the year are promoted to sales leader status at that time. To attain sales leader status. two bottles of nutritional supplements. the President’s Team.0% In February of each year.1% 40.000 volume points in one month or 2.685 67.631 294.6% 34. and Hand Sanitizer. a person must be sponsored by an existing distributor and must purchase an International Business Pack.099 67. distributors must achieve specified volumes of product sales or earn certain amounts of royalty overrides during specified time periods and must re-qualify for the levels once each year.500 volume points in 12 .3% 50. along with a handy tote.500 volume points in two consecutive months.0% 42. For sales leaders to re-qualify and retain their distributor organization and associated earnings.387 64.95 and includes a canister of Formula 1 shake mix. or qualify for a higher level.703 29.7% 46. but who subsequently re-qualified.876 53.6% 43. various training and promotional materials. The smaller U. For the latest twelve month re-qualification period ending January 2011.4% 34. the Chairman’s Club and the Founders Circle) and earn increasing amounts of royalty overrides based on sales in their downline organizations and. allows for a distributor to achieve sales leader level by personally placing orders with Herbalife that accumulate to 5. or IBP. including any sales leaders who were removed.371 59. The product and literature contents in the kits vary slightly to meet individual market needs. the Global Expansion Team.S.294 334.511 27.080 75.3% 43.668 47. our compensation plan and rules of conduct. IBP. booklets describing us.2% 48.415 312. Volume points are point values assigned to each of our products that are usually equal in all countries and are essentially based on the suggested retail price of U. for members of our Global Expansion Team and above.684 324. We rely on certifications from the selling distributors as to the amount and source of product sales to other distributors which are not directly verifiable by us. the Millionaire Team.1% 51. approximately 49% of our sales leaders re-qualified. they need to earn 4. Liftoff ® (an energy drink).677 25. distributor applications and a product catalog. which costs $90.strengthened our relationship with our existing distributors. improved our ability to recruit new distributors and generally increased the long-term stability of our business. and essentially the same print and promotional materials as included in the larger kit version.S.000 Volume Points within 12 months. distributors who purchase our product for personal consumption or for short term weight loss or income goals may stay with us for several months to one year while sales leaders who have committed time and effort to build a sales organization generally stay for longer periods. products. Structure of the Network Marketing Program To become a distributor in most markets. The IBP is a distributor kit available in local languages. version costs $54.060 47. earn production bonuses on sales in their downline organizations. introduced globally in October 2009.3% 41. Herbal Concentrate (Tea). Typically. An example is the large size U. Sales leaders may then attain higher levels.9% 38. a distributor generally must be responsible for sales of products representing at least 4.2% 45.355 309.068 51. An additional optional qualification.635 285.000 volume points in one month or 2. The following table sets forth the number of our sales leaders and sales leader retention rates as of each of the following re-qualification periods: At the End of February Sales Leader Retention Number of Sales Leaders Rate 2010 2009 2008 2010 2009 2008 North America Mexico South & Central America EMEA Asia Pacific (excluding China) Total Sales Leaders China Sales Employees Worldwide Total Sales Leaders 64. we remove from the rank of sales leader those individuals who did not satisfy the sales leader qualification requirements during the preceding twelve months. (consisting of the World Team.

Macau. Many of our non-sales leader distributors join Herbalife to obtain a 25% discount on our products and become a discount consumer or have a part-time retail income goal in mind. We and our distributor leadership conduct thousands of training sessions annually on local. respectively. China and the United States. Royalty overrides and bonuses together with the distributor allowances represent the potential earnings to distributors of up to approximately 73% of retail sales. he or she has an incentive to qualify. Sweden.000 distributors. regional and global levels to educate and motivate our distributors. Mexico. and selling our products to retail customers or to other distributors. there is a three-day World Team School that focuses on product and business development and is typically attended by 2. Additionally. in each major territory or region. Regional 13 . expand their skills and celebrate their success. Annually. distributors who sponsor other distributors and establish their own sales organizations may earn (1) royalty overrides. Distributor Earnings Distributor earnings are derived from several sources. In 2010. and 2008 we invested approximately $101. Second. as a member of the Global Expansion Team. the Millionaire Team or the President’s Team. sales employees and licensed business providers and Company provided training and certification procedures for sales personnel.6 million. In order to increase retailing of our products. We believe that the right of distributors to earn royalty overrides and production bonuses contributes significantly to our ability to retain our most productive distributors. we have modified our re-qualification criteria to provide that any distributor that earns at least 5. and thereby receive production bonuses of up to 7%. Once a distributor becomes a sales leader. there are hundreds of one-day Success Training Seminars held throughout the world.000 to 10. In addition to these training sessions. Each distributor’s success is dependent on two primary factors: (1) the time. up to 7% of product retail sales in the aggregate and (3) the Mark Hughes bonus. $84. distributors may earn profits by purchasing our products at wholesale prices. up to 15% of product retail sales in the aggregate.1 million. direct selling companies are limited to the payment of gross compensation to direct sellers of up to a maximum 30% of the revenue they generate through their own sales of products to consumers. The Active World Team Promotion provides cash and recognition incentives to distributors who achieve all three requirements for becoming a World Team Member and thus have proven themselves adept at building a well-balanced business. First. which are discounted 25% to 50% from suggested retail prices depending on the distributors’ level within our distributor network. South Africa. and $89. we held Extravaganzas in key markets such as Brazil. earn the right to receive royalty overrides upon attaining the level of sales leader and above. features not common elsewhere in our traditional business model. We do not track the retail income of these distributors.6 million. we have our own “Herbalife Broadcast Network” on the Internet that we use to provide distributors continual training and the most current product and marketing information. Ukraine. but will forfeit their distributor organization and associated earnings. in regional and worldwide events and promotions to motivate our distributors to achieve and exceed both sales and recruiting goals. Italy. Distributor reward and recognition is a significant factor in motivating our distributors. 2009. Singapore. Every month. We have incurred and will continue to incur substantial ongoing additional costs relating to the inclusion in the China business model of Company operated retail stores. and production bonuses upon attaining the level of Global Expansion Team and above. Distributor Motivation and Training We believe that motivation and training are key elements in distributor success and that we and our distributor sales leaders have established a consistent schedule of events to support these needs. sales representatives.each of two consecutive months. An example of our worldwide promotions are the Active World Team Promotion. (2) production bonuses. by earning specified amounts of royalty overrides. Ecuador.000 volume points in any 12-month period can re-qualify as a sales leader and retain a discount of 50% from suggested retail prices. Distributors. up to 1% of product retail sales in the aggregate. Under the regulations published by the Chinese Government. effort and commitment a distributor puts into his or her Herbalife business and (2) the product sales made by a distributor and his or her sales organization. In 2010. with the exception of China. we host an Extravaganza at which our distributors from the region can come to learn about new products.

2010. Geographic Presence As of December 31. Russia and Europe. South America/Central America. Country Year Entered Country Year Entered North America USA Canada Jamaica Aruba Mexico South and Central America Dominican Republic Venezuela Argentina Brazil Chile Panama Colombia Bolivia Costa Rica Peru El Salvador Ecuador Honduras Nicaragua Guatemala Paraguay Asia Pacific Australia New Zealand Japan Hong Kong Philippines Taiwan South Korea Thailand Indonesia India Macau Singapore Malaysia Vietnam China 1980 1982 1999 2010 1989 1994 1994 1994 1995 1997 2000 2001 2004 2006 2006 2007 2008 2008 2008 2008 2009 1983 1988 1989 1992 1994 1995 1996 1997 1998 1999 2002 2003 2006 2009 2001 EMEA United Kingdom Spain Israel France Germany Portugal Czech Republic Italy Netherlands Belgium Poland Denmark Sweden Russia Austria Switzerland South Africa Norway Finland Greece Turkey Botswana Lesotho Namibia Swaziland Iceland Slovak Republic Cyprus Ireland Croatia Latvia Ukraine Estonia Lithuania Hungary Zambia Romania Bulgaria 1984 1989 1989 1990 1990 1992 1992 1992 1993 1994 1994 1994 1994 1995 1995 1995 1995 1995 1995 1996 1998 1998 1998 1998 1998 1999 1999 2000 2000 2001 2002 2002 2003 2003 2005 2007 2008 2010 14 .Vacation Promotions were in place in China. The following chart sets forth the countries we currently operate in as of December 31. organized in the Company’s six geographic regions. and the year in which we commenced operations. Asia-Pacific.000 qualifying distributors to go on vacations or cruises in various locations worldwide. Brazil. 2010. These promotions provided trips for over 4. North America. we conducted business in 74 countries throughout the world. Mexico.

we expect to increase our self manufacturing in the future to approximately 40% of our worldwide demand. For financial data by segment see Note 10. 2009. Following completion of these modifications. and China at which we routinely test products from our owned facilities and from our contract manufacturers and raw material vendors.The following table shows net sales by geographic region.6 570. Some distributors tend to focus their attention on the business opportunities provided by these newer markets instead of developing their established sales organizations in existing markets to focus on driving deeper penetration.4 $2. Segment Information to the notes to our consolidated financial statements.4 527.3% 25. China by the end of 2011.0% 4 1 16 38 14 1 74 The top six countries worldwide represented approximately 62.7 410.5 184.5% 12.8 683. We call this initiative “Seed to Feed. We believe that a significant factor affecting these markets is the opening of other new markets within the same geographic region or within the same or similar language or cultural bases.” We also have made significant investments in our own state of the art quality control labs in the U.359.0 263.0 366.9 504.0 $2. nutritional and personal care products for the China market in our Suzhou China manufacturing facility to which we recently made modifications. In many instances. resulting in a decline in sales in the existing markets.0% of net sales in 2010. we are currently making modifications to our recently acquired manufacturing facility in Lake Forest.7% 100. including building relationships all the way back to the source farms and entering a joint venture to build a botanical extraction facility in Changsha. In the current era of increasing regulatory scrutiny we are transforming our supply chain to become more vertically integrated.9 352. We own proprietary formulations for substantially all of our weight management products and dietary and nutritional supplements. 2010 2009 2008 (In millions) Percent of Total Net Sales 2010 Number of Countries December 31.2 152. 59.0% 6. that is then followed by a decline in sales.2% 14. When these countries were opened. with our top three suppliers accounting for approximately 42% of our product purchases in 2010.4%.2 22. We work closely with our vendors in an effort to achieve the highest quality standards and product availability. We are 15 . 2010 Geographic Region North America Mexico South & Central America EMEA Asia Pacific China Worldwide $ 614. We also self-manufacture weight management. and 58. Hunan. fructose and packaging materials are subject to pricing fluctuations driven by commodities pricing. We source our products from multiple manufacturers. Additionally. many of our products can be made available from a secondary vendor if necessary.3 $2. along with other Herbalife systems are in place to support growth while maintaining prior sales levels within the region.324.8 145.S.3%. Net Sales Year Ended December 31. Manufacturing and Distribution The majority of our weight management. In addition. We have established excellent relationships with our contract manufacturers and continue to obtain improvements in product quality and product delivery. To the extent we decide to open new markets in the future. in some instances. we will continue to seek to minimize the impact on distributor focus in existing markets while ensuring that adequate distributor support services and introduction of daily consumption-based DMO’s. California in order to increase capability and capacity.734. In addition.2 383. respectively. nutritional and personal care products are manufactured for us by third party manufacturing companies.2 509. the sales in existing markets shifted to the newly opened markets. Some of our key input materials such as soy and whey proteins. and 2008.2 $ 529.0 390. we have become aware that certain sales in certain existing markets were attributable to purchasers who distributed our products in countries that had not yet been opened.6 $ 496.3% 19.1 334. we experience an initial period of rapid growth in sales as new distributors are recruited. after entering a new country.

and (5) Internet websites to provide a variety of online services for distributors such as status of qualifications. Netherlands distribution centers. Houston and Tracy. We believe this buy-back policy addresses a number of the regulatory and compliance issues pertaining to network marketing. Hong Kong.confident that we can mitigate potential cost increases of these materials with our cost reduction program and. which connect our international markets through a dedicated wide area network that provides on-line. Generally. by raising the prices of our products. we maintain a buy-back program pursuant to which we will repurchase products sold to a distributor provided that the distributor resigns as an Herbalife distributor. from which delivery by truck. Product returns and buy-back expenses were approximately 0. and Venray. Shipping and processing standards for orders placed are either the same day or the following business day. (4) a standardized Avaya Northern Telecom Meridian telecommunication system in most of our markets. Under this guarantee any customer who is not satisfied with a Herbalife product for any reason may return it or any unused portion of it within 30 days of purchase to their distributor from whom it was purchased for a full refund from the distributor or credit toward the purchase of another Herbalife product. educational materials and. Netherlands. application forms. in select markets including the 16 . ship or plane to other international markets occurs. Internet and Telecommunication Systems In order to facilitate our continued growth and support distributor activities. real-time computer connectivity and access to our global Oracle Enterprise Resource Planning (ERP) platform as well as legacy operating systems and other key transactional and analytical systems. infrastructure and telecommunication systems. Product Return and Buy-Back Policies In most markets. the distributor may obtain replacement product from us for such returned products. returns the product in marketable condition generally within twelve months of original purchase and meets certain documentation and other requirements. Management Information.8% of retail sales for the years ended December 31. New York. meeting announcements. Memphis or Venray. 2009 and 2008. our Memphis distribution center or from our sales centers in Dallas. in most jurisdictions. Products distributed globally are generally transported by truck. (2) local area networks of personal computers within our markets. In addition. we utilize a significant demand planning and forecasting process that is directly tied to our production planning and purchasing systems. Our major distribution warehouses have automated “pick-to-light” systems which consistently deliver high order accuracy and inspection of every shipment before it is sent to delivery. 2010. After the products arrive in a foreign market. when necessary. These systems include: (1) three data centers located in Colorado Springs. in that it offers monetary protection to distributors who want to exit their Herbalife business. 0.5%. California. we continually upgrade our applications. cargo ship or plane to our international markets and are warehoused in either one of our foreign distribution centers or a contracted third party warehouse and distribution center.4%. Chicago. (3) an international e-mail system through which our employees communicate. and 0. which provide a more sustainable business foundation for our distributors. product information. Phoenix. distributors purchase the products from the local distribution center or the associated sales center. In order to coordinate and manage the manufacturing of our products. serving our regional administrative staffs. We are currently upgrading the software and hardware in our largest distribution centers to support future business growth as well as support the ongoing shift to daily consumption business models which leads to more frequent and smaller orders. respectively. If they return the products to us on a timely basis. Using this sophisticated Oracle-based planning software and process allows us to maintain our inventory at levels that are adequate to support the growth in our business and provide exceptional service to distributors while minimizing working capital and inventory obsolescence. the products manufactured in Europe are shipped to a centralized warehouse facility. Our global distribution system features centralized and decentralized distribution and telephone ordering systems coupled with storefront distributor service centers. Our products are distributed to foreign markets either from the facilities of our contract manufacturers or from our Los Angeles. Products are distributed in the United States market from our Los Angeles distribution center. The decline in the product return and buy-back percentage was primarily due to the global emphasis on daily consumption DMOs. our products include a customer satisfaction guarantee.

including structure/function claims. minerals. Should the FDA promulgate guidance on the use of New Dietary Ingredients. which requires that ingredients meet industry standards for non-allergenicity and non-toxicity. we believe. (2) the Federal Trade Commission. FDA regulations require us and our suppliers to meet relevant current good manufacturing practice. amino acids and other dietary substances for human use to supplement the diet. Herbalife has implemented enhancements. promotion. the formulation. regulations and other constraints exist at the federal. revised the provisions of the Federal Food. or FFDCA. localities and foreign countries in which our products are manufactured. or USDA. (3) the Consumer Product Safety Commission. (3) our network marketing program. and (5) taxation of our independent distributors (which in some instances may impose an obligation on us to collect the taxes and maintain appropriate records). Our activities also are regulated by various agencies of the states. or cGMP. Products In the United States. (5) the Environmental Protection Agency. Regulation General In both our United States and foreign markets. sales ordering capabilities. distribution. Such laws. The final cGMP rule has resulted in additional costs. storing. importation. dietary ingredients that were on the market before October 15. Manufacturers or marketers of dietary supplements in the United States and certain other jurisdictions that make product performance claims. labeling. (6) the United States Postal Service. and cosmetics such as those distributed by us. governmental regulations. with some limitations. drugs. Dietary Supplement Health and Education Act of 1994. packing and storage of foods and OTC drugs. or OTC. and (8) the Drug Enforcement Administration. dietary supplements. advertising.” The U. must have substantiation in their possession that the statements are truthful and not misleading. packaging. it could have a material adverse effect on our results of operations and financial statements. distribution and sale of our products are subject to regulation by various governmental agencies.United States. Our cosmetic products are regulated for safety by the FDA.S. administrative determinations. manufacturing. Those of our products which are classified as OTC drugs must comply with these Monographs. including (1) the Food and Drug Administration. The FDA. we are affected by extensive laws. 1994 will require evidence of a history of use or other evidence of safety establishing that it is reasonably expected to be safe. or DSHEA. court decisions and similar constraints. Performance claims for cosmetics may not be “therapeutic. royalty override payment processing. state or local levels in the United States and at all levels of government in foreign jurisdictions. regulates the formulation. If we were to be found not in compliance with cGMP regulations. (4) transfer pricing and similar regulations that affect the level of U. conventional foods. regulations for the preparation. financial and operating data for management. the revisions are generally favorable to the dietary supplement industry. A dietary supplement that contains a dietary ingredient that was not on the market before October 15. and the legislation grandfathers. or CPSC. in particular. herbs. Drug and Cosmetic Act. The legislation created a new statutory class of dietary supplements. or EPA. or FDA. concerning the composition and labeling of dietary supplements and. packaging. the Company may be 17 . among other things. See item 1A — Risk Factors for further discussion regarding the promulgated cGMP regulations. (7) United States Customs and Border Patrol. and our manufacturers must list all products with the FDA and follow cGMP. or FTC. These systems are designed to provide. (4) the United States Department of Agriculture. This new class includes vitamins. We intend to continue to invest in these systems in order to strengthen our operating platform and support the future growth of our business. modifications and improvements to its manufacturing and corporate quality processes and believes we are compliant with the FDA’s cGMP final rule with respect to dietary supplements sold by Herbalife in the United States. as well as claims and advertising by distributors. sale and storage of our products. for which we may be held responsible. inventory management and detailed distributor records. manufacturing. 1994. (2) product claims and advertising. labeling. Most OTC drugs are subject to FDA Monographs that establish labeling and composition requirements for these products. including regulations pertaining to: (1) the formulation. and foreign taxable income and customs duties. manufacture and labeling of over-the-counter. timely and accurate product ordering.S. including direct claims and advertising by us. distributed and sold.

(3) lab and testing. and are labeled to accurately reflect the active ingredients and other ingredients in the products. cure. We stopped sales of dietary supplements containing botanical sources of ephedrine alkaloids due to a shift in consumer preference for “ephedra free products” and a significant increase in products liability insurance premiums for products containing botanical sources of ephedrine group alkaloids. (2) specific premarket review of dietary ingredient stimulants. although an interim final rule enables companies to petition for an exemption from the 100 percent testing requirement if they can demonstrate the existence of an appropriate statistical sampling program. The FDA also issued a Structure/Function Claims Small Entity Compliance Guide. The FDA’s decision to ban ephedra triggered a significant reaction by the national media. The majority of the products marketed by us in the United States are classified as conventional foods or dietary supplements under the FFDCA. under ordinary conditions of use. As a result of our receipt of adverse event reports. and (4) a redefining of “dietary ingredient” to remove either botanicals or selected classes of ingredients now treated as dietary ingredients. the agency permits companies to use FDA-approved full and qualified health claims for products containing specific ingredients that meet stated requirements. dietary supplement labeling may bear structure or function claims. and are therefore adulterated. we ceased sales of Thermojetics ® original green herbal tablets containing ephedrine alkaloids derived from Chinese Ma huang . the FDA published its final rule regulating current good manufacturing practices. These media view supposed “weaknesses” within DSHEA as the underlying reason why ephedra was allowed to remain on the market. We believe that we are in full compliance with this law having promulgated and implemented a worldwide procedure governing adverse event identification. a law went into effect in the United States mandating the reporting of all serious adverse events occurring within the United States which involve dietary supplements or OTC drugs. which are claims that the products affect the structure or function of the body. The final rule requires that companies establish written procedures governing: (1) personnel. but with notification to the FDA. The FDA also required 100 percent identity testing of all incoming raw materials. A number of states restricted the sale of dietary supplements containing botanical sources of ephedrine alkaloids. In January 2000. The cGMPs help ensure that dietary supplements and dietary ingredients are not adulterated with contaminants or impurities. we may from time to time elect. or cGMP. some of whom are calling for the repeal or amendment of DSHEA. our Medical Affairs department and our Distributor Relations Call Centers. as well as Thermojetics ® green herbal tablets and Thermojetics ® gold herbal tablets (the latter two containing the herb Sida cordifolia which is another botanical source of ephedrine alkaloids). investigation and reporting which is managed by our Global Product Science. the majority of products marketed by us are classified as foods or food supplements. or. The regulation describes how the FDA distinguishes disease claims from structure/function claims. (3) reversal of the burden of proof standard which now rests on the FDA. Under DSHEA. defining a manufacturer’s obligations to substantiate structure/function claims. 2007. On December 31. (2) plant and equipment cleanliness. the FDA issued a regulation that defines the types of statements that can be made concerning the effect of a dietary supplement on the structure or function of the body pursuant to DSHEA. without prior FDA approval. If this should occur we believe that the DSHEA opponents may propose the following: (1) premarket approval for safety and effectiveness of dietary ingredients. On February 6. Internationally. (4) packaging and labeling. 2002. mitigate or diagnose disease (a disease claim). the FDA published a rule finding that dietary supplements containing ephedrine alkaloids present an unreasonable risk of illness or injury under conditions of use recommended or suggested in the labeling of the product. for dietary supplements. or be required. we are subject to the risk that one or more of the ingredients in our products may become the subject of regulatory action. This final rule became effective on August 24. either temporarily or permanently. 2007. We have been advised that DSHEA opponents in Congress may use this anti-DSHEA momentum to advance new legislation during the 112th Congress to amend or repeal DSHEA or to regulate specific product types or the use of specific ingredients. treat. and (5) distribution. to remove a product from a market. Safety and Compliance department in collaboration with our Regulatory Affairs department. if no conditions of use are suggested in the labeling. We have 18 . During 2004. paralleling an earlier guidance from the FTC. On June 25. the FDA issued guidance. 1994.required to substantiate that so-called “grandfathered” ingredients used in our products were actually used in commerce in food prior to the passage of DSHEA on October 15. 2007. On December 22. 2004. In addition. As a marketer of dietary and nutritional supplements and other products that are ingested by consumers. They may not bear a claim that they can prevent.

evaluated the final cGMP rule with respect to its potential impact upon the various contract manufacturers that we use to manufacture our products, some of which might not have met the new standards. It is important to note that the final cGMP rule, in an effort to limit disruption, included a three-year phase-in for small businesses. The final cGMP rule has resulted in additional costs. See Item 1A — Risk Factors for further discussion regarding the promulgated cGMP regulations. Some of the products marketed by us are considered conventional foods and are currently labeled as such. Within the United States, this category of products is subject to the Nutrition, Labeling and Education Act, or NLEA, and regulations promulgated under the NLEA. The NLEA regulates health claims, ingredient labeling and nutrient content claims characterizing the level of a nutrient in the product. The ingredients added to conventional foods must either be generally recognized as safe by experts, or GRAS, or be approved as food additives under FDA regulations. In foreign markets, prior to commencing operations and prior to making or permitting sales of our products in the market, we may be required to obtain an approval, license or certification from the relevant country’s ministry of health or comparable agency. Where a formal approval, license or certification is not required, we nonetheless seek a favorable opinion of counsel regarding our compliance with applicable laws. Prior to entering a new market in which a formal approval, license or certificate is required, we work extensively with local authorities in order to obtain the requisite approvals. The approval process generally requires us to present each product and product ingredient to appropriate regulators and, in some instances, arrange for testing of products by local technicians for ingredient analysis. The approvals may be conditioned on reformulation of our products, or may be unavailable with respect to some products or some ingredients. Product reformulation or the inability to introduce some products or ingredients into a particular market may have an adverse effect on sales. We must also comply with product labeling and packaging regulations that vary from country to country. Our failure to comply with these regulations can result in a product being removed from sale in a particular market, either temporarily or permanently. In 2005 Herbalife voluntarily elected to withdraw its Sesame & Herb tablet product from the Israeli market. This product, which has been on the market since 1989, was sold only in Israel. Herbalife’s voluntary decision to withdraw this product accompanied the initiation of a review by the Israeli Ministry of Health of anecdotal case reports of individuals having varying liver conditions when it was reported that a small number of these individuals had consumed Herbalife products. Herbalife scientists and medical doctors have closely cooperated with the Ministry of Health to facilitate this review. No regulatory action has been taken by the Israeli Ministry of Health or by any of the 24 other regulatory agencies around the world which have looked into related matters. The FTC, which exercises jurisdiction over the advertising of all of our products, has in the past several years instituted enforcement actions against several dietary supplement companies and against manufacturers of weight loss products generally for false and misleading advertising of some of their products. These enforcement actions have often resulted in consent decrees and monetary payments by the companies involved. In addition, the FTC has increased its scrutiny of the use of testimonials, which we also utilize, as well as the role of expert endorsers and product clinical studies. Although we have not been the target of FTC enforcement action for the advertising of our products, we cannot be sure that the FTC, or comparable foreign agencies, will not question our advertising or other operations in the future. It is unclear whether the FTC will subject our advertisements to increased surveillance to ensure compliance with the principles set forth in its published advertising guidance. In Europe, where an EU Health Claim regulation is in effect, the European Food Safety Authority, or EFSA, issued opinions following its review of a number of proposed claims dossiers. If accepted by the European Commission, the EFSA’s opinions could have a limiting effect on the use of certain nutrition-specific claims made for our products. Such an outcome could have an adverse effect on existing product “wellness,” “well-being” and “good for you” claims presently made on existing product labeling, literature and advertising. Herbalife is currently seeking regulatory support for its current product claims while preparing for the possibility that based on limited acceptance of our claims by EFSA we may be precluded from continued use of such product claims. In some countries, regulations applicable to the activities of our distributors also may affect our business because in some countries we are, or regulators may assert that we are, responsible for our distributors’ conduct. In these countries, regulators may request or require that we take steps to ensure that our distributors comply with local regulations. The types of regulated conduct include: (1) representations concerning our products; (2) income

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representations made by us and/or distributors; (3) public media advertisements, which in foreign markets may require prior approval by regulators; and (4) sales of products in markets in which the products have not been approved, licensed or certified for sale. In some markets, it is possible that improper product claims by distributors could result in our products being reviewed by regulatory authorities and, as a result, being classified or placed into another category as to which stricter regulations are applicable. In addition, we might be required to make labeling changes. We are unable to predict the nature of any future laws, regulations, interpretations or applications, nor can we predict what effect additional governmental regulations or administrative orders, when and if promulgated, would have on our business in the future. They could, however, require: (1) the reformulation of some products not capable of being reformulated; (2) imposition of additional record keeping requirements; (3) expanded documentation of the properties of some products; (4) expanded or different labeling; (5) additional scientific substantiation regarding product ingredients, safety or usefulness; and/or (6) additional distributor compliance surveillance and enforcement action by us. Any or all of these requirements could have a material adverse effect on our results of operations and financial condition. All of our officers and directors are subject to a permanent injunction issued in October 1986 pursuant to the settlement of an action instituted by the California Attorney General, the State Health Director and the Santa Cruz County District Attorney. We consented to the entry of this injunction without in any way admitting the allegations of the complaint. The injunction prevents us and our officers and directors from making specified claims in future advertising of our products and required us to implement some documentation systems with respect to payments to our distributors. At the same time, the injunction does not prevent us from continuing to make specified claims concerning our products that have been made and are being made, provided that we have a reasonable basis for making the claims. Network Marketing Program Our network marketing program is subject to a number of federal and state regulations administered by the FTC and various state agencies as well as regulations in foreign markets administered by foreign agencies. Regulations applicable to network marketing organizations generally are directed at ensuring that product sales ultimately are made to consumers and that advancement within our organization is based on sales of the organization’s products rather than investments in the organization or other non-retail sales related criteria. For instance, in some markets, there are limits on the extent to which distributors may earn royalty overrides on sales generated by distributors that were not directly sponsored by the distributor. When required by law, we obtain regulatory approval of our network marketing program or, when this approval is not required, the favorable opinion of local counsel as to regulatory compliance. Nevertheless, we remain subject to the risk that, in one or more markets, our marketing system could be found not to be in compliance with applicable regulations. Failure by us to comply with these regulations could have a material adverse effect on our business in a particular market or in general. On April 12, 2006, the FTC, issued a notice of proposed rulemaking which, if implemented in its originally proposed form, would have regulated sellers of “business opportunities” in the United States. As originally proposed this rule would have applied to us and, if adopted in its originally proposed form, could have adversely affected our U.S. business. On March 18, 2008 the FTC issued a revised proposed rule and, as indicated in the announcement accompanying the proposed rule, the revised proposal does not attempt to cover multilevel marketing companies such as Herbalife. If the revised rule is implemented as it is now proposed we believe that it would not significantly impact our U.S. business. Based on information currently available, we anticipate that the rule may become final within a year. The FTC has approved revisions to its Guides Concerning the Use of Endorsements and Testimonials in Advertising, or Guides, which became effective on December 1, 2009. Although the Guides are not binding, they explain how the FTC interprets Section 5 of the FTC Act’s prohibition on unfair or deceptive acts or practices. Consequently, the FTC could bring a Section 5 enforcement action based on practices that are inconsistent with the Guides. Under the revised Guides, advertisements that feature a consumer and convey his or her atypical experience with a product or service are required to clearly disclose the results that consumers can generally expect. In contrast to the

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1980 version of the Guides, which allowed advertisers to describe atypical results in a testimonial as long as they included a disclaimer such as “results not typical”, the revised Guides no longer contain such a safe harbor. The revised Guides also add new examples to illustrate the long-standing principle that “material connections” between advertisers and endorsers (such as payments or free products), connections that consumers might not expect, must be disclosed. Herbalife has adapted its practices and rules regarding the practices of its independent distributors to comply with the revised Guides. However, it is possible that our use, and that of our independent distributors, of testimonials in the advertising and promotion of our products, including but not limited to our weight management products and of our income opportunity will be significantly impacted and therefore might negatively impact our sales. We also are subject to the risk of private party challenges to the legality of our network marketing program. For example, in Webster v. Omnitrition International, Inc. , 79 F.3d 776 (9th Cir. 1996), the multi-level marketing program of Omnitrition International, Inc., or Omnitrition, was successfully challenged in a class action by Omnitrition distributors who alleged that Omnitrition was operating an illegal “pyramid scheme” in violation of federal and state laws. We believe that our network marketing program satisfies the standards set forth in the Omnitrition case and other applicable statutes and case law defining a legal network marketing system, in part based upon significant differences between our marketing system and that described in the Omnitrition case. We are also subject to the risk of private party challenges to the legality of our network marketing program. The multi-level marketing programs of other companies have been successfully challenged in the past, and in a current lawsuit, allegations have been made challenging the legality of our network marketing program in Belgium. Test Ankoop-Test Achat, a Belgian consumer protection organization, sued Herbalife International Belgium, S.V., or HIB, on August 26, 2004, alleging that HIB violated Article 84 of the Belgian Fair Trade Practices Act by engaging in pyramid selling, i.e. , establishing a network of professional or non-professional sales people who hope to make a profit more through the expansion of that network rather than through the sale of products to end-consumers. The plaintiff is seeking a payment of €25,000 (equal to approximately $33,000 as of December 31, 2010) per purported violation as well as costs of the trial. For the year ended December 31, 2010, our net sales in Belgium were approximately $16.8 million. Currently, the lawsuit is in the pleading stage. The plaintiffs filed their initial brief on September 27, 2005. We filed a reply brief on May 9, 2006 and on December 9, 2008 plaintiffs filed a responsive brief and on June 24, 2009 we filed a reply brief. An oral hearing was held on November 3, 2010. The court issued an interim judgment on November 24, 2010 ordering the parties to address a change in the underlying Belgian statute. A hearing is scheduled for March 2, 2011. An adverse judicial determination with respect to our network marketing program, or in proceedings not involving us directly but which challenge the legality of multi-level marketing systems, in Belgium or in any other market in which we operate, could negatively impact our business. We believe that we have meritorious defenses to the suit. It is an ongoing part of our business to monitor and respond to regulatory and legal developments, including those that may affect our network marketing program. However, the regulatory requirements concerning network marketing programs do not include bright line rules and are inherently fact-based. An adverse judicial determination with respect to our network marketing program could have a material adverse effect on our business. An adverse determination could: (1) require us to make modifications to our network marketing program, (2) result in negative publicity or (3) have a negative impact on distributor morale. In addition, adverse rulings by courts in any proceedings challenging the legality of multi-level marketing systems, even in those not involving us directly, could have a material adverse effect on our operations. Transfer Pricing and Similar Regulations In many countries, including the United States, we are subject to transfer pricing and other tax regulations designed to ensure that appropriate levels of income are reported as earned by our U.S. or local entities and are taxed accordingly. In addition, our operations are subject to regulations designed to ensure that appropriate levels of customs duties are assessed on the importation of our products. Although we believe that we are in substantial compliance with all applicable regulations and restrictions, we are subject to the risk that governmental authorities could audit our transfer pricing and related practices and assert that additional taxes are owed. For example, we are currently subject to pending or proposed audits that are at various levels of review, assessment or appeal in a number of jurisdictions involving transfer pricing issues, income

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exceptions to the policy are made on a country-by-country basis. and we will be required to appeal or litigate to reverse the assessments. including warnings. we are substantially restricted in the amount and types of rules and termination criteria that we can impose on distributors without having to pay social security assessments on behalf of the distributors and without incurring severance obligations to terminated distributors. Because the laws and regulations governing U. we emphasize that distributors are prohibited from making therapeutic claims for our products. foreign tax credits. In our manuals. terminations.S. we conduct considerable research into the applicable regulatory framework prior to entering any new market to identify all necessary licenses and approvals and applicable limitations on our operations in that market. as required by applicable regulations in each market. both in the United States and foreign markets. and the outcome is uncertain. adverse outcomes in these matters could have a material impact on our financial condition and operating results. The ultimate resolution of these matters may take several years. however. Currently. to numerous federal. In order to comply with regulations that apply to both us and our distributors. and we do not devote significant resources to this type of monitoring. unable to monitor our sales leaders and distributors effectively to ensure that they refrain from distributing our products in countries where we have not commenced operations. Herbalife. We have taken advice from our tax advisors and believe that there are substantial defenses to the allegations that additional taxes are owed. we may or may not be able to offset or mitigate the consolidated effect of foreign income tax assessments through the use of U. duties. Other Regulations We also are subject to a variety of other regulations in various foreign markets. suspensions and. Beginning in 1985. We also research laws applicable to distributor operations and revise or alter our distributor manuals and other training materials and programs to provide distributors with guidelines for operating a business. we anticipate utilizing the majority of our foreign tax credits in the year in which they arise with the unused amount carried forward. marketing and distributing our products and similar matters. state and local regulations. additional taxes. import/export regulations and antitrust issues. both directly and indirectly through distributors’ conduct. interest and penalties have been assessed. We devote substantial resources to obtaining the necessary licenses and approvals and bringing our operations into compliance with the applicable limitations. Typically. employment and severance pay requirements. when necessary. including regulations pertaining to social security assessments. withholding taxes and related interest and penalties in material amounts. we conduct this research with the assistance of local legal counsel and other representatives. our products and our network marketing program are subject. We are. we may be subject to these obligations in any event. In the event that the audits or assessments are concluded adversely to us. Assertions that we failed to comply with regulations or the effect of adverse regulations in one market could adversely affect us in other markets as well by causing increased regulatory scrutiny in those other markets or as a result of the negative publicity generated in those other markets. From time to time. 22 . In some circumstances.taxes. in many markets. As a result. we began to institute formal regulatory compliance measures by developing a system to identify specific complaints against distributors and to remedy any violations of Herbalife’s rules by distributors through appropriate sanctions. and we are vigorously defending against the imposition of additional proposed taxes. Our general policy regarding acceptance of distributor applications from individuals who do not reside in one of our markets is to refuse to accept the individual’s distributor application.S. As an example. we cannot be sure that we would in fact be able to take advantage of any foreign tax credits in the future. Our failure to comply with these regulations could have a material adverse effect on our business in a particular market or in general. value added taxes. seminars and other training programs and materials. In some countries. foreign tax credits are complex and subject to periodic legislative amendment. Compliance Procedures As indicated above.

Further. We believe that our production bonus program. new regulations regularly are being added and the interpretation of existing regulations is subject to change. However. We strive to protect all new product developments as the confidential trade secrets of the Company and its inventor employees. regulations in existing and new markets often are ambiguous and subject to considerable interpretive and enforcement discretion by the responsible regulators. In addition. Furthermore. and Liftoff ® . Moreover. we would attempt to devote the resources previously devoted to such market to a new market or markets or other existing markets. and have considerably greater financial resources than we have. in redacted form. as well as other types of products. nutritional supplements and personal care products. our products or our network marketing program. our ability to remain competitive depends in part upon the successful introduction of new products. the content and impact of regulations to which we are subject may be influenced by public attention directed at us. Although we devote considerable resources to maintaining our compliance with regulatory constraints in each of our markets. distributors. including those that market weight management products. we may be unable to prevent third parties from infringing upon or misappropriating our proprietary rights. We also take care in protecting the intellectual property rights of our proprietary formulas by restricting access to our formulas within the Company to those persons or departments that require access to them to perform their functions. The market is highly sensitive to the introduction of new products or weight management plans. including various prescriptions and over the counter drugs that may rapidly capture a significant share of the market. despite our efforts. We cannot be sure of the impact of electronic commerce or that it will not adversely affect our business. retailers and physicians that actively compete for the business of consumers both in the U. such as Niteworks ® . and by requiring our finished goods-suppliers and consultants to execute supply and nondisclosure agreements that seek to contractually protect our intellectual property rights. We consider our trademarks and trade names to be an important factor in our business. so that extensive adverse publicity about us. As a result. depending upon the severity of regulatory changes in a particular market and the changes in our operations that would be necessitated to maintain compliance. These assertions or the effect of adverse regulations in one market could negatively affect us in other markets as well by causing increased regulatory scrutiny in those other markets or as a result of the negative publicity generated in those other markets. However. our products or our network marketing program may result in increased regulatory scrutiny. on our success in recruiting and retaining distributors through an attractive compensation plan and other incentives. we cannot be sure that (1) we would be found to be in full compliance with applicable regulations in all of our markets at any given time or (2) the regulatory authorities in one or more markets will not assert. We are subject to significant competition for the recruitment of distributors from other network marketing organizations. is also necessary to obtain sanitary registrations in many countries. even when we believe that we and our distributors are initially in compliance with all applicable regulations. Disclosure of these formulas.In addition. These assertions could have a material adverse effect on us in a particular market or in general. In this event. we cannot be sure that this transition would not have an adverse effect on our business and results of operations either in the short or long-term. or USPTO. Trademarks and Proprietary Formulas We use the umbrella trademarks Herbalife and the Tri-Leaf design worldwide. either retroactively or prospectively or both. Competition The business of marketing weight management and nutrition products is highly competitive. in significant part. and comparable agencies in the foreign countries. and protect several other trademarks and trade names related to our products and operations. This market segment includes numerous manufacturers. marketers. and abroad. that our operations are not in full compliance. We also make efforts to protect some unique formulations under patent law. these changes could result in our experiencing a material reduction in sales in the market or determining to exit the market altogether. Some of our competitors are substantially larger than we are. international sponsorship program and other 23 . Our trademark registrations are issued through the United States Patent and Trademark Office. we anticipate that we will be subject to increasing competition in the future from sellers that utilize electronic commerce. It is an ongoing part of our business to anticipate and respond to new and changing regulations and to make corresponding changes in our operations to the extent practicable.S. Nourifusion ® . Our ability to remain competitive depends.

investments. Goudis had operations responsibility for all of Royal Numico’s U. Inc. Mr. Arps. Johnson joined the Company in April 2003 as Chief Executive Officer and became Chairman of the Board in May 2007. Mr. Mr.. Chairman of the Board President Chief Operating Officer General Counsel and Corporate Secretary Chief Financial Officer Michael O. the company’s cable properties including The Disney Channel and ESPN.. Executive Officers of the Registrant The table sets forth certain information regarding each person who serves as an executive officer of the Company. a subsidiary of the Walt Disney Company. Unicity International and Rexall Sundown. DeSimone joined the Company in November 2007 as Senior Vice President — Finance and was promoted to 24 . Director. John DeSimone is Chief Financial Officer of the Company and has held this position since January 2010. Mr. and served on the Board of Regents for Loyola High School of Los Angeles. Walsh spent five years as Vice President and General Manager of Supercomm. and Disney’s radio and internet businesses. Mr. a television company serving Spanish-speaking Americans. Goudis was a partner at Flamingo Capital Partners. Mr. However. Johnson has also previously served as a publisher of Audio Times magazine. including General Nutrition Centers. Walsh received his Bachelor of Laws degree from the University of London. and has directed the regional sales efforts of Warner Amex Satellite Entertainment Company for three of its television channels. Chapman John DeSimone 56 53 49 55 44 Chief Executive Officer. Worldwide Distributor Sales and was promoted to Executive Vice President for Worldwide Operations and Sales in April 2008. Chapman received his Bachelor of Science and Master of Science in Business Administration from California State University. a Nasdaq 100 company that was sold to Royal Numico in 2000. Mr. Before joining the Company in October 2003. Mr. with responsibility for all legal matters relating to Disney’s Media Networks Group. Walsh served as the Senior Vice President of the commercial division of DMX Music. Meagher & Flom LLP. Goudis also previously worked at Sunbeam Corporation and Pratt & Whitney. Inc. Walsh joined the Company in January 2004 as Senior Vice President. or GNC. including the ABC Television Network. Name Age Position with the Company Michael O. a firm he founded in 2002. Mr. where he most recently served as President of Walt Disney International. we cannot be sure that our programs for recruitment and retention of distributors will be successful. Mr. Before joining the Company Mr. Mr. Chapman spent thirteen years at The Walt Disney Company. Mr. Northridge and his Juris Doctorate from Southwestern University School of Law. From 2001 to 2004. Mr.compensation and incentive programs provide our distributors with significant earning potential. Johnson Desmond Walsh Richard Goudis Brett R. a leading consumer electronics and video distribution company. including MTV. Johnson received his Bachelor of Arts in Political Science from Western State College. Walsh also previously served in management positions at MovieQuik Systems. Slate. Prior to DMX Music.S. most recently as its Senior Vice President and Deputy General Counsel. Goudis joined the Company in June 2004 as Chief Financial Officer after serving as the Chief Operating Officer of Rexall Sundown. a division of The Southland Corporation (now 7-Eleven) and at Commtron Corporation. from 1998 to 2001. From 2002 to May 2004. Johnson formerly served as a director of Univision Communications. Mr. Goudis graduated from the University of Massachusetts with a degree in Accounting and he received his MBA from Nova Southeastern University. Richard Goudis is Chief Operating Officer of the Company and has held this position since January 2010. After the sale to Royal Numico. Prior to working at The Walt Disney Company. Nickelodeon and The Movie Channel. Desmond Walsh is the President of the Company and has held this position since January 2010. Brett R. and also served as President of Asia Pacific for The Walt Disney Company and President of Buena Vista Home Entertainment. Johnson spent 17 years with The Walt Disney Company. Chapman is General Counsel and Corporate Secretary of the Company and has held these positions since October 2003. Mr. Chapman was an associate at the law firm of Skadden. Mr. Mr. Mr. Johnson is Chairman and Chief Executive Officer of the Company.

2010. the Securities and Exchange Commission. LLC. dietary and nutritional supplement and personal care and cosmetic product industries.500 employees. DeSimone served as the Chief Executive Officer of Mobile Ventures. In China. Los Angeles. and other information regarding issuers that file electronically with the SEC at www. Suite 406. a multinational manufacturer and distributor of nutritional supplements and sports nutrition products that was publicly traded while Mr. our distributors.Herbalife. our operations and our overall financial condition. Mr. We distribute our products exclusively through approximately 2. We make available free of charge on our website our Annual Reports on Form 10-K.the position of Senior Vice President — Finance & Distributor Operations in December 2008. Corporate Governance and Nominating Committee. our success depends in significant part upon our ability to recruit. From June 2004 through October 2007. Employees As of December 31. We also make available free of charge on our website our Corporate Governance Guidelines. who are independent contractors rather than employees. Mr. Current Reports on Form 8-K and amendments to those reports filed or furnished pursuant to Section 13(a) or 15(d) of the Securities Exchange Act of 1934. We note economic and financial markets are fluid and we cannot ensure that there will not be in the near future a material adverse deterioration in our sales or liquidity. Mr. Our failure to establish and maintain distributor relationships for any reason could negatively impact sales of our products and harm our financial condition and operating results. Quarterly Reports on Form 10-Q. While we have historically met our funding needs utilizing cash flow from operating activities and while we believe we will have sufficient resources to meet current debt service obligations in a timely manner.000 employed sales representatives. we compete with other network marketing organizations.gov. as of December 31. and we have never experienced any business interruption as a result of any labor disputes.com. including those in the weight management. with any such requests addressed to Investor Relations. LLC (formerly known as Autoware. Item 1A. 2010. 800 West Olympic Blvd. Prior to working at Mobile Ventures. our liquidity. DeSimone previously served as the Controller. RISK FACTORS The worldwide financial and economic “crisis” could negatively impact our access to credit and the sales of our products and could harm our financial condition and operating results. or the Exchange Act. DeSimone received his Bachelor of Science in Business Administration from Bryant College (now known as Bryant University). or furnish it to. The loss of a significant number of distributors for any reason could negatively impact sales of our products and could impair our ability to attract new distributors. We are closely monitoring various aspects of the current worldwide financial and economic “crisis” and its potential impact on us. as amended. Except for some employees in Mexico and in certain European countries. retain and motivate a large base of distributors. DeSimone served as its Controller and Vice President of Finance. Certain of these documents may also be obtained by calling the SEC at 1-800-SEC-0330.1 million independent distributors. Inc. none of our employees are members of any labor union. To increase our revenue.sec. we had approximately 4. an automotive aftermarket accessory distributor and retailer.). CA 90015. Our 25 .. as soon as reasonably practical after we file such material with. we also had labor contracts with approximately 49. These numbers do not include our distributors. and we depend upon them directly for substantially all of our sales.. we must increase the number of. Inc. or the productivity of. our Code of Business Conduct and Ethics. Accordingly. This information is also available in print to any shareholder who requests it. our access to capital. Vice President of Finance and Chief Financial Officer of Rexall Sundown. or SEC. and the Charters of our Audit Committee. The SEC also maintains an Internet website that contains reports. no assurances can be given that the current overall downturn in the world economy will not significantly adversely impact us and our business operations. and Compensation Committee. In our efforts to attract and retain distributors. Available Information Our Internet website address is www.

Our distributors. and our senior distributor leadership. or the loss of a significant number of distributors for any reason. These sales leaders. we are not in a position to directly provide the same direction. there can be no assurance that our distributors will participate in our marketing strategies or plans. While we have implemented distributor policies and procedures designed to govern distributor conduct and to protect the goodwill associated with Herbalife trademarks and tradenames. can be adversely impacted if we. it can be difficult to enforce these policies and procedures because of the large number of distributors and their independent status.1 million independent distributors. including our sales leaders. • our network marketing program.000 sales leaders as of December 31. In addition. skills and capabilities. approximately 49% of our sales leaders re-qualified. 2010. it is possible that a court could hold us civilly or criminally accountable based on vicarious liability because of the actions of our independent distributors. which is a common characteristic found in the direct selling industry. Sales leaders who have committed time and effort to build a sales organization will generally stay for longer periods. Extensive federal. could negatively impact sales of our products. our distributors are independent contractors and. 26 . For the latest twelve month re-qualification period ending January 2011. • the safety and quality of similar products and ingredients distributed by other companies. The loss of a group of leading sales leaders. of our approximately 2. we had approximately 483. state and local laws regulate our business. In light of this fact. As a result. together with their downline sales organizations. motivation and oversight as we would if distributors were our own employees. our policies and procedures for our independent distributors differ due to the different legal requirements of each country in which we do business. Distributors have highly variable levels of training. Because we have expanded into foreign countries. Violations by our independent distributors of applicable law or of our policies and procedures in dealing with customers could reflect negatively on our products and operations and harm our business reputation. or those of similar companies. The size of our distribution force and the results of our operations may be significantly affected by the public’s perception of the Company and similar companies. could harm our financial condition and operating results. • our distributors. Adverse publicity associated with our products. accept our introduction of new products. Excluding our China sales employees. which could result in claims against us that could harm our financial condition and operating results. our distributors could fail to comply with our distributor policies and procedures. we have our sales leaders re-qualify annually in order to maintain a more accurate count of their numbers. Distributors who purchase our product for personal consumption or for short-term income goals may stay with us for several months to one year. account for substantially all of our revenues. training and business support tools for new distributors to become successful sales people in a short period of time. The turnover rate of our distributors. Since we cannot exert the same level of influence or control over our independent distributors as we could were they our own employees. ingredients or network marketing program. We estimate that. do not provide the necessary mentoring. and • the direct selling business generally. impair our ability to attract new distributors and harm our financial condition and operating results. This perception is dependent upon opinions concerning: • the safety and quality of our products and ingredients. Our distributor organization has a high turnover rate. together with their downline sales organizations. and our operating results. accordingly. may voluntarily terminate their distributor agreements with us at any time. products and network marketing program.operating results could be harmed if our existing and new business opportunities and products do not generate sufficient interest to retain existing distributors and attract new distributors. or comply with our distributor policies and procedures.

whether or not accurate or resulting from consumers’ use or misuse of our products. or require the reformulation or the temporary or permanent withdrawal of certain of our existing products from their markets. substantial loss of distributors in the United States and a corresponding reduction in sales beginning in 1985. could have an adverse effect on the goodwill of our Company and could negatively affect our ability to attract. including our network marketing program or the attractiveness or viability of the financial opportunities provided thereby. Our continued success depends in part on our ability to anticipate and respond to these changes. or communicado. We expect that negative publicity will. especially with respect to weight management products. manufacturing. motivate and retain distributors. or our general business. We understand that such materials are undergoing review by regulators in certain markets. when requested. In the course of one such inquiry the Spanish Ministry of Health elected to issue a press release. could lead to lawsuits or other legal challenges and could negatively impact our reputation. licensing or distribution of our products. and could again have. For example. to inform the public of a then on-going inquiry and dialogue with our Company. labeling. resulting in large part from claims and representations made about our products by our independent distributors. the regulation of our network marketing program. process control. which would negatively impact our ability to generate revenue. these allegations were publicly withdrawn by the allegations initiator. widespread product liability claims and other publicity concerning our products or ingredients or similar products and ingredients distributed by other companies. In addition. Upon completion of its review of Herbalife products distributed in Spain. inappropriately labeled or have inaccurate instructions as to their use. However. questions the benefits of our or similar products or claims that any such products are ineffective. Adverse publicity relating to us. quality assurance. The resulting adverse publicity caused a rapid. including impermissible therapeutic claims. motivate and retain distributors. publicized scientific research or findings. We cannot ensure that all distributors will comply with applicable legal requirements relating to the advertising. Adverse publicity. by the submission of detailed technical dossiers addressing product composition. in May 2008 public allegations were made that certain of our products contain excessive amounts of lead thereby triggering disclosure and labeling requirements under California Proposition 65. While we have confidence in our products because they fall within FDA suggested guidelines as well as applicable state regulations for the amount of lead that consumers can safely ingest and do not believe they trigger disclosure or labeling requirements under California Proposition 65. our products and marketing program became the subject of regulatory scrutiny in the United States. negative publicity such as this can disrupt our business. Our business is subject to changing consumer trends and preferences. and we may not respond in a timely or commercially appropriate manner to such changes. Our failure to appropriately respond to changing consumer preferences and demand for new products or product enhancements could significantly harm our distributor and customer relationships and product sales and harm our financial condition and operating results. has had. the licensing of our products for sale in our target markets or other aspects of our business. whether or not resulting in enforcement actions or the imposition of penalties. continue to negatively impact our business in particular markets. In the mid-1980’s. and contaminant testing. there can be no assurance that regulators in these or other markets will not take actions that might delay or prevent the introduction of new products. Following an investigation. good manufacturing practices. the nutritional supplement industry is characterized by rapid and frequent changes in demand for products and new product introductions and enhancements. our products or our operations. Furthermore. Our failure to accurately predict these trends could negatively impact 27 .Adverse publicity concerning any actual or purported failure of our Company or our independent distributors to comply with applicable laws and regulations regarding product claims and advertising. From time to time we receive inquiries from government agencies and third parties requesting information concerning our products. the market demand for our products. We fully cooperate with these inquiries including. a negative effect on our ability to attract. from time to time. the Spanish Ministry of Health withdrew its communicado in April 2009. that associates consumption of our products or ingredients or any similar products or ingredients with illness or other adverse effects. our distributors’ and consumers’ perception of the safety and quality of our products and ingredients as well as similar products and ingredients distributed by other companies can be significantly influenced by media attention. We are confident in the safety of our products when used as directed.

including our ability to: • accurately anticipate customer needs. Tupperware and Mary Kay. product development. Our competitors include both direct selling companies such as NuSkin Enterprises. or devote greater resources to the development. the maintenance of an attractive product portfolio and other incentives. because the industry in which we operate is not particularly capital intensive or otherwise subject to high barriers to entry. demand for our products could be reduced. distributors. Some of these competitors have longer operating histories. financial condition and operating results. on our success in recruiting and retaining distributors through an attractive compensation plan. 28 . it is relatively easy for new competitors to emerge who will compete with us for our distributors and customers. We are also subject to significant competition for the recruitment of distributors from other network marketing organizations. which in turn could harm our customer and distributor relationships and cause the loss of sales. Alticor/Amway. as well as retail establishments such as Weight Watchers. Our present or future competitors may be able to develop products that are comparable or superior to those we offer. a distributor can enter or exit our network marketing system with relative ease at any time without facing a significant investment or loss of capital because (1) we have a low upfront financial cost to become a Herbalife distributor. • innovate and develop new products or product enhancements that meet these needs. marketing and sales resources. • manufacture and deliver our products in sufficient volumes and in a timely manner. Melaleuca. In addition. evolving industry trends and standards or customer requirements. retailers and physicians that actively compete for the business of consumers both in the United States and abroad. For example. Accordingly. Avon Products. our financial condition and operating results would be harmed. Nature’s Sunshine. (3) we do not insist on any special training to be a distributor and (4) we do not prohibit a new distributor from working with another company. Due to the high level of competition in our industry. (2) we do not require any specific amount of time to work as a distributor. we anticipate that we will be subject to increasing competition in the future from sellers that utilize electronic commerce. For example. • price our products competitively. In addition. Our ability to remain competitive therefore depends. greater name recognition. We cannot ensure that our programs for recruitment and retention of distributors will be successful and if they are not. which would harm our financial condition and operating results. we may not be able to compete effectively in our markets and competition may intensify. The success of our new product offerings and enhancements depends upon a number of factors. in significant part. Jenny Craig. If we do not introduce new products or make enhancements to meet the changing needs of our customers in a timely manner. In addition. marketers. including those that market weight management products. Oriflame. which could negatively impact our revenues. nutritional supplement and personal care products. including various prescription drugs. We compete for global customers and distributors with regard to weight management. significantly greater financial. some of our products could be rendered obsolete. and • differentiate our product offerings from those of our competitors. the fact that our distributors may easily enter and exit our network marketing program contributes to the level of competition that we face. The business of marketing weight management and nutrition products is highly competitive and sensitive to the introduction of new products or weight management plans. promotion and sale of their products than we do. larger established customer bases and better-developed distribution channels than we do. which may rapidly capture a significant share of the market.consumer opinion of our products. technical. adapt more quickly than we do to new technologies. These market segments include numerous manufacturers. General Nutrition Centers. Wal-Mart and retail pharmacies. • successfully commercialize new products or product enhancements in a timely manner. we might fail to retain our customers and distributors. dietary and nutritional supplements and personal care products as well as other types of products. if our competitors develop other diet or weight loss treatments that prove to be more effective than our products.

governmental regulations. Under dietary supplement cGMPs. The revised Guides also add new examples to illustrate the long-standing principle that “material connections” between advertisers and endorsers (such as payments or free products). business. governmental regulations in our markets. Such laws. on sales. both domestic and international. consequently. connections that consumers might not expect. 2009. state or local levels in the United States and at all levels of government in foreign jurisdictions. the formulation. On March 18. One of the many requirements of the cGMP final rule is that the manufacturer conduct 100 percent identity testing on all dietary ingredients used in the 29 . we anticipate that the rule may become final within the year.S. the FTC could bring a Section 5 enforcement action based on practices that are inconsistent with the Guides. they explain how the FTC interprets Section 5 of the FTC Act’s prohibition on unfair or deceptive acts or practices. whether or not it results in a final determination adverse to us. as indicated in the announcement accompanying the proposed rule. court decisions and similar constraints both domestically and abroad. Governmental regulations in countries where we plan to commence or expand operations may prevent or delay entry into those markets. governmental regulations. The FTC has approved revisions to its Guides Concerning the Use of Endorsements and Testimonials in Advertising. labeling. sale and storage of our products are affected by extensive laws. However. which allowed advertisers to describe atypical results in a testimonial as long as they included a disclaimer such as “results not typical”. Under the revised Guides. In addition. the FTC issued a revised proposed rule and. our ability to sustain satisfactory levels of sales in our markets is dependent in significant part on our ability to introduce additional products into such markets. distribution. In both domestic and foreign markets. As originally proposed this rule would have applied to us and. must be disclosed. manufacturing.We are affected by extensive laws. Although the Guides are not binding. which became effective on December 1. Based on information currently available. could have adversely impacted our U. we believe that it would not significantly impact our U. or Guides. During the second quarter of 2008 the Spanish Ministry of Health issued a press release. the revised Guides no longer contain such a safe harbor. regulations and other constraints may exist at the federal. packing. if implemented in its originally proposed form. 2008. administrative determinations. of testimonials in the advertising and promotion of our products. can delay or prevent the introduction. Any such regulatory action. In April 2006. The FDA has published its final rule for cGMPs affecting the manufacture.S. the FTC issued a notice of proposed rulemaking which. Consequently. Herbalife has revised its marketing materials to be compliant with the revised Guides. In contrast to the 1980 version of the Guides. labeling and holding of dietary supplements distributed in the United States. would have regulated all sellers of “business opportunities” in the United States. informing the public of a then on-going inquiry into the safety of our Company’s products sold in Spain. which could harm our financial condition and operating results. Our failure or our distributors’ failure to comply with these regulations or new regulations could disrupt our distributors’ sale of our products. and our failure or our distributors’ failure to comply with these constraints could lead to the imposition of significant penalties or claims. importation. There can be no assurance that we or our distributors are in compliance with all of these regulations. business. advertisements that feature a consumer and convey his or her atypical experience with a product or service will be required to clearly disclose the results that consumers can generally expect. it is possible that our use. In addition. the Spanish Ministry of Health withdrew its communicado. the revised proposal does not attempt to cover multilevel marketing companies such as Herbalife. administrative determinations. However. including but not limited to our weight management products and of our income opportunity will be significantly impacted and therefore might negatively impact our sales. if adopted in its originally proposed form. the adoption of new regulations or changes in the interpretations of existing regulations may result in significant compliance costs or discontinuation of product sales and may negatively impact the marketing of our products. packaging. or communicado. or require the reformulation or withdrawal. manufacturers must qualify ingredient suppliers in order to use their products in dietary supplements. could create negative publicity. court decisions and similar constraints. or lead to the imposition of significant penalties or claims and could negatively impact our business. licensing. and that of our independent distributors. with detrimental effects on the motivation and recruitment of distributors and. of certain of our products. exportation. resulting in significant loss of sales revenues. If the revised rule were implemented as it is now proposed. Upon completion of its review of Herbalife products distributed in Spain.

in one or more markets. unfair competition. and thus. Coats International has taken remedial action to comply with the cGMP requirements. . often referred to as “pyramid” or “chain sales” schemes.e. 2010. 2010 ordering the parties to address a change in the underlying Belgian statute. a Belgian consumer protection organization. Test Ankoop-Test Achat. we have experienced increases in some product costs as a result of the necessary increase in testing of raw ingredients and finished products and this may cause us to seek alternate suppliers. or HIB. or in proceedings not involving us directly but which challenge the legality of multi-level marketing systems. 2010. A hearing is scheduled for March 2.000 (equal to approximately $33. et al ). The regulatory requirements concerning network marketing programs do not include “bright line” rules and are inherently fact-based. misappropriation of trade secrets.. received a FDA cGMP 483 inspection report noting a number of compliance deficiencies involving its manufacturing of two aloe-based products. our net sales in Belgium were approximately $16. sued Herbalife International Belgium. which could prevent us from conducting our business in these markets and harm our financial condition and operating results. 2010) per purported violation as well as costs of the trial. in Belgium or in any other market in which we operate.000 as of December 31. An adverse judicial determination with respect to our network marketing program. Ford. The Court issued an interim judgment on November 24. in complying with the dietary supplement cGMPs. The multi-level marketing programs of other companies have been successfully challenged in the past and in a current lawsuit allegations have been made challenging the legality of our network marketing program in Belgium. 2008 plaintiffs filed a responsive brief and on June 24. intentional interference with prospective economic advantage. Further. 2009 we filed a reply brief. in September 2009 one of Herbalife’s contract manufacturers. Inc. our network marketing program could be found not to be in compliance with applicable law or regulations. We are unaware of any company having submitted such a petition. i. The plaintiffs filed their initial brief on September 27. could negatively impact our business. 2011. v. if contract manufacturers whose products bear Herbalife labels fail to comply with the cGMPs. 2007 Herbalife International of America.8 million. 2006 we filed a reply brief. intentional interference with contract. by ensuring that product sales ultimately are made to consumers and that advancement within an organization is based on sales of the organization’s products rather than investments in the organization or other non-retail sales-related criteria. Coats International. alleging that HIB violated Article 84 of the Belgian Fair Trade Practices Act by engaging in pyramid selling. Both of these letters generated publicity within the trade media. attorney’s fees and injunctive relief ( Herbalife International of America. We are subject to the risk that. We are also subject to the risk of private party challenges to the legality of our network marketing program. The plaintiff is seeking a payment of €25. Our network marketing program is subject to a number of federal and state regulations administered by the FTC and various state agencies in the United States as well as regulations on direct selling in foreign markets administered by foreign agencies. Robert E. The court entered a Preliminary Injunction against the defendants enjoining them from 30 . On December 9. 2004. On April 16. on August 26. Our network marketing program could be found to be not in compliance with current or newly adopted laws or regulations in one or more markets. S. An oral hearing was held on November 3. For the year ended December 31.V. We believe that we have meritorious defenses to the suit. Subsequently. in April 2010 Coats International received a FDA issued warning letter. Inc. establishing a network of professional or non-professional sales people who hope to make a profit more through the expansion of that network rather than through the sale of products to end-consumers. The failure of our network marketing program to comply with current or newly adopted regulations could negatively impact our business in a particular market or in general. For example. 2005 and on May 9. this could negatively impact Herbalife’s reputation and ability to sell its products even though Herbalife is not directly liable under the cGMPs for such compliance. constructive trust and fraud and seeks monetary damages. Regulations applicable to network marketing organizations generally are directed at preventing fraudulent or deceptive schemes. we are subject to the risk that these laws or regulations or the enforcement or interpretation of these laws and regulations by governmental agencies or courts can change. However. The Complaint alleged breach of contract. filed a Complaint in the United States District Court for the Central District of California against certain former Herbalife distributors who had left the Company to join a competitor. Herbalife has implemented a comprehensive quality assurance program that is designed to maintain compliance with the cGMPs for dietary supplements manufactured by or on behalf of Herbalife for distribution in the United States.manufacture of dietary supplements or petition the FDA for an exemption from this requirement.

if the current currency restrictions are not lifted 31 .further use and/or misappropriation of the Company’s trade secrets on December 11.S. purchases from suppliers are generally made in U.A. In certain instances. CADIVI.S. a Venezuelan state-owned petroleum company. 2010 Herbalife cross-appealed. foreign currency fluctuations. On June 10. we have made appropriate applications through CADIVI for approval to obtain U. The application and approval processes have been intermittently delayed and the timing and ability to obtain U. as well as conflicts between such importers and local governments or regulating agencies. For example. 2007. S. On August 25. That court affirmed. were generated outside the United States. dollars at the official exchange rates remains uncertain. disruptions or conflicts with our third party importers and similar risks associated with foreign operations. dollar versus a foreign currency could have a negative impact on us. dollars based on the exchange mechanisms prescribed by the Venezuelan government.S. 2009 the court granted partial summary judgment for Herbalife on all of defendants’ claims except the claim that the Company is an endless chain scheme which under applicable law is a question of fact that can only be determined at trial. we used a lawful but less favorable parallel market mechanism for currency exchange. The court denied defendants’ motion for Summary Judgment on Herbalife’s claims for misappropriation of trade secrets and breach of contract.000 per day and $350. While we currently plan to continue to import products into Venezuela and exchange Bolivars for U. However. Defendants appealed the court’s entry of the Preliminary Injunction to the U. As an alternative exchange mechanism. Both sides engaged in discovery and filed cross motions for Summary Judgment. dollars in exchange for Venezuelan Bolivars.S. SITME can only be used for amounts of up to $50. 2010 the defendants appealed from that judgment and on June 21. SITME. increased tariffs. false advertising and that the Company was an endless chain scheme in violation of California law and seeking restitution. Also. and on May 14. dollars via the CADIVI process within the previous 90 days. the Preliminary Injunction. to obtain U. strengthening of the U. In May 2010.S.S. dollar denominated bonds issued in Venezuela. Approximately 78% of our net sales for the year ended December 31. On May 5. Accordingly. Specifically. or Herbalife Venezuela. Although we engage in transactions to protect against risks associated with foreign currency fluctuations. In June 2010. SITME is only available in certain limited circumstances. at the official exchange rate. On December 3. which could negatively impact our operations. we have also participated in certain bond offerings from the Venezuelan government and from Petróleos de Venezuela.S. Herbalife voluntarily dismissed its remaining claims. dollars so that Herbalife Venezuela can pay for imported products and an annual dividend. A substantial portion of our business is conducted in foreign markets. 2010 the District Court issued a final judgment dismissing all of the parties’ claims. We are also exposed to risks associated with foreign currency fluctuations. 2007 the defendants filed a counterclaim alleging that the Company had engaged in unfair and deceptive business practices. Our operations in some markets also may be adversely affected by political. a foreign government may impose trade or foreign exchange restrictions or increased tariffs. the Venezuelan government introduced additional regulations under a newly regulated system. we cannot be certain any hedging activity will effectively reduce our exchange rate exposure. or PDVSA. 2010.S. As we continue to focus on expanding our existing international operations. In other instances. Additionally we may be negatively impacted by conflicts with or disruptions caused or faced by our third party importers. Currency restrictions enacted by the Venezuelan government in 2003 have become more restrictive and have impacted the ability of our subsidiary in Venezuela.S. or Bolivars. exposing us to the risks of trade or foreign exchange restrictions. SITME provides a mechanism to exchange Bolivars into U. exposing our business to risks associated with foreign operations. dollars through the purchase and sale of U. 2010. which could harm our financial condition and operating results. contract rescission and an injunction. in relevant part. and it will prevail upon both its appeal as well as the defendant’s appeal. The Company believes that there is merit to its appeal. Court of Appeals for the Ninth Circuit. these and other risks associated with international operations may increase. dollars.S. economic and social instability in foreign countries. at the official foreign exchange rates from the Venezuelan government and its foreign exchange commission.000 per month and is generally only available to the extent that the applicant has not exchanged and received U. SITME can only be used for product purchases and it is not available for other matters such as the payment of dividends. the District Court granted summary judgment for Herbalife on defendants’ endless chain-scheme counterclaim. intentional and negligent interference with prospective economic advantage. where we effectively purchased bonds with our Bolivars and then sold the bonds for U. For instance. dollars while sales to distributors are generally made in local currencies. which is controlled by the Central Bank of Venezuela.S. this less favorable parallel market was discontinued.

as well as our internal code of ethics. Jiangxi. Shanghai. our business model in China will continue in some part to incorporate such features. There is always a risk that in attempting to comply with local customs and practices in China during the application process or otherwise. China published regulations governing direct selling (effective December 1. but is also subject to applicable laws of China and the other jurisdictions in which we operate our business. We have also engaged independent service providers that meet both the requirements to operate their own business under Chinese law as well as the conditions set forth by Herbalife to sell products and provide services to Herbalife customers.. retain. Fujian. and the loss of any such key personnel could delay or hinder our ability to obtain licenses or related approvals. The Chinese government exercises significant control over the Chinese economy. Guizhou. economic or other policies could have a material adverse effect on our business in China and our prospects generally. 32 . We also have non-employee sales representatives who sell through our retail stores. Henan. Management’s Discussion and Analysis of Financial Condition and Results of Operations. Our sales representatives are permitted by the terms of our direct selling licenses to sell away from fixed retail locations in the provinces of Jiangsu. and the approval process requires involvement with multiple ministries at each level. See Item 7. or renew any or all of the licenses or related approvals that are required for us to operate in China could negatively impact our business. Accordingly. we rely on certain key personnel in China to assist us during the approval process. The direct selling regulations require us to apply for various approvals to conduct a direct selling enterprise in China. In China. Guangdong. Such approvals are generally awarded on local and provincial bases. We provide training and certification procedures for sales personnel in China. If any of these events were to occur it could result in a negative impact to our consolidated earnings. within this Annual Report for a further discussion on Venezuela. 2005) and prohibiting pyramid promotional schemes (effective November 1. Our expansion in China is subject to general. Liaoning. we may be required to deconsolidate Herbalife Venezuela for U. Shandong. among other things. Hubei. Sichuan. and a number of administrative methods and proclamations were issued in September 2005 and in September 2006. Shanxi. political and legal developments and risks in China and requires that we utilize a different business model from that which we use elsewhere in the world. Our participation and conduct during the approval process is guided not only by distinct Chinese practices and customs. controlling foreign exchange and monitoring foreign exchange rates. implementing and overseeing tax regulations. and any such failure to comply with applicable requirements could prevent us from obtaining the direct selling licenses or related local or provincial approvals. such licenses are generally valid only in the jurisdictions within which related approvals have been obtained. we have Company-operated retail stores that sell through employed sales personnel to customers and preferred customers. While direct selling licenses are centrally issued. Our expansion of operations into China is subject to risks and uncertainties related to general economic. Beijing. These features are not common to the business model we employ elsewhere in the world. Furthermore. In August 2005. as well as industry-specific. Zhejiang. or obtain related approvals to expand into any or all of the localities or provinces in China that are important to our business. we will fail to comply with requirements applicable to us in China itself or in other jurisdictions. For all of the above reasons. To allow us to operate under these regulations. our product supplies in the Venezuelan market may be limited and we may make changes to Herbalife Venezuela’s operations each of which could negatively impact our business.S. Our inability to obtain. and based on the direct selling licenses we have received and the terms of those which we hope to receive in the future to conduct a direct selling enterprise in China. the Chinese legal system or Chinese governmental. and Chongqing. GAAP purposes and would be subject to the risk of impairment. 2005). economic. any adverse change in the Chinese economy.or eased. including but not limited to controlling capital investments. including the U. there can be no assurance that we will obtain additional direct-selling licenses.S. setting monetary policy. we have created and introduced a model specifically for China. If the foreign currency restrictions in Venezuela intensify or do not improve. providing preferential treatment to certain industry segments or companies and issuing necessary licenses to conduct business. allocating resources. The process for obtaining the necessary licenses to conduct a direct selling business is protracted and cumbersome and involves multiple layers of Chinese governmental authorities and numerous governmental employees at each layer. political and legal developments in China. Jilin. These regulations require us to use a business model different from that which we offer in other markets.

there can be no guarantee that the Chinese government’s current or future interpretation and application of the existing and new regulations will not negatively impact our business in China. result in regulatory investigations or lead to fines or penalties against us or our Chinese distributors. Our ability to further penetrate existing markets or to successfully expand our business into additional countries in Eastern Europe. differs from our traditional business model. and there can be no assurances that we will be able to successfully manage rapid expansion of manufacturing operations and a rapidly growing and dynamic sales force. Our China business model. The regulatory environment in China is evolving. manufacturing operations or our employed sales personnel. 2008 an implementing regulation took effect. Southeast Asia. Chinese regulations prevent persons who are not Chinese nationals from engaging in direct selling in China. government regulations in both our domestic and international markets can delay or prevent the introduction. require us to change our treatment of our employed sales personnel. As a result. employed sales personnel or independent service providers in China have not engaged or will not engage in activities that violate our policies in this market. particularly with regard to sales management responsibilities and remuneration.Additionally. On October 28. We cannot be certain that our business model will continue to be deemed by national or local Chinese regulatory authorities to be compliant with any such regulations. which could negatively impact our business. including shutting down their businesses and imposing substantial fines. or that violate Chinese law or other applicable law. We have reviewed and will continue to review our employment contracts and contractual relations with employees in China. If our operations in China are successful. If we are unable to effectively manage such growth and expansion of our retail stores. is subject to numerous factors. to the extent we believe that we have identified attractive geographic expansion opportunities in the future. we may experience rapid growth in China. and therefore result in regulatory action and adverse publicity. The success of our business is to a large extent contingent on our ability to continue to grow by entering new markets and further penetrating existing markets. terminations and salary administration. and have made and will make such changes as we believe to be necessary or appropriate to bring these contracts and contractual relations into compliance with these laws and their implementing regulations. South America or elsewhere. There also can be no assurances that we will not experience difficulties in dealing with or taking employment related actions (such as hiring. We cannot guarantee that any of our distributors living outside of China or any of our sales representatives. particularly given the highly regulated nature of the employment relationship in China. China enacted a labor contract law which took effect January 1. The Chinese government rigorously monitors the direct selling market in China. along with our operating results. many of which are out of our control. then the growth in sales of our products. other regulations are pending. although certain regulations have been published with respect to obtaining such approvals. our ability to increase market penetration in certain countries may be limited by the finite number of persons in a given country inclined to pursue a direct selling 33 . 2008 and on September 18. of some of our products. financial condition and results of operations. or require the reformulation or withdrawal. including social benefit payments) with respect to our employed sales personnel. operating under such approvals and otherwise conducting business in China. our government relations may be compromised and our operations in China may be harmed. and in the past has taken serious action against companies that the government believed were engaging in activities they regarded to be in violation of applicable law. which include certain of our employed sales personnel. Also. 2010 China enacted a social insurance law that will come into effect on July 1. or may not be correctly utilized by our distributors or employees. There is no guarantee that these laws will not adversely impact us. In addition. our business could be negatively impacted. If we fail to further penetrate existing markets or successfully expand our business into new markets. may be viewed negatively by our distributors or employees. In addition. and there is uncertainty regarding the interpretation and enforcement of Chinese regulations. could be negatively impacted. If that is the case. There is a risk that such changes and transitions may not be understood by our distributors or employees. we continue to monitor the situation to determine how these laws and regulations will be implemented in practice. and officials in the Chinese government exercise broad discretion in deciding how to interpret and apply regulations. or cause us to change our operating plan for China. 2011.

and we may have little or no control over whether any inadequacies in software or services supplied to us by third parties are corrected. bonuses and other incentives. We may not modify the eligibility or qualification criteria for these discounts. by establishing retail stores or through mail order systems. Thus. While we continue to invest in our information technology infrastructure. which would harm our financial condition and operating results. such as over the internet. errors in our software or our enterprise network. We depend on the integrity and reliability of our information technology infrastructure. such as the U. The most important aspect of our information technology infrastructure is the system through which we record and track distributor sales. Moreover. For example. We are a party to an agreement with our distributors that provides assurances that we will not sell Herbalife products through any distribution channel other than our network of independent Herbalife distributors. unless we do so in such a way so as to make qualification easier. royalty overrides. Any such errors or inadequacies that we may encounter in the future may result in substantial interruptions to our services and may damage our relationships with. bonuses and other incentives. our agreement with our distributors provides that we may increase. We upgraded our back office systems globally to the Oracle Enterprise Suite which is supported by a robust hardware and network infrastructure.business opportunity or consumers willing to purchase Herbalife products. and any related inadequacies may result in substantial interruptions to our business. Although we reserved the right to make these changes to our marketing plan without the consent of our distributors in the event that changes are required by applicable law or are necessary in our reasonable business judgment to account for specific local market or currency conditions to achieve a reasonable profit on operations. Since this is an open-ended commitment. Furthermore. or inadequacies in the software and services supplied by our vendors. there can be no assurance that we will be able to take advantage of innovative new distribution channels that are developed in the future. royalty overrides and production and other bonuses unless we do so in a manner to make eligibility and/or qualification easier than under the applicable criteria in effect as of the date of the agreement. we cannot assure you that such growth levels will continue in the immediate or long term future. but not decrease. our growth may be limited. and may encounter in the future. there can be no assurance that there will not be any significant interruptions to such systems or that the systems will be adequate to meet all of our future business needs. Our ability to provide products and services to our distributors depends on the performance and availability of our core transactional systems. although to date none of these errors or inadequacies has had a meaningful adverse impact on our business. The Oracle Enterprise Suite is a scalable and stable solution that provides a solid foundation upon which we are building our next generation Distributor facing Internet toolset. or cause us to lose. If we are unable to continue to expand into new markets or further penetrate existing markets. Therefore. we are contractually prohibited from expanding our business by selling Herbalife products through other distribution channels that may be available to our competitors. Our agreement with our distributors further provides that we may not vary the criteria for qualification for each distributor tier within our distributor hierarchy. our operating results could suffer. In addition. if at all. As a result. Such errors may be expensive or difficult to correct in a timely manner. there can be no assurance that our agreement with our distributors will not restrict our ability to adapt our marketing plan to the evolving requirements of the markets in which we operate. We have encountered. the discount percentages available to our distributors for the purchase of products or the applicable royalty override percentages. our distributors if the errors or inadequacies impair our ability to track sales and pay royalty overrides. 34 . through wholesale sales. this agreement with our distributors provides that we will not change certain aspects of our marketing plan without the consent of a specified percentage of our distributors. our growth will depend upon improved training and other activities that enhance distributor retention in our markets. and production and other bonus percentages available to our distributors at various qualification levels within our distributor hierarchy. including roll-ups. While we have recently experienced significant growth in certain of our markets. volume points. we cannot assure you that our general efforts to increase our market penetration and distributor retention in existing markets will be successful. our efforts to support growth in such international markets could be hampered to the extent that our infrastructure in such markets is deficient when compared to our more developed markets.S. Our contractual obligation to sell our products only through our Herbalife distributor network and to refrain from changing certain aspects of our marketing plan may limit our growth.

Since we rely on independent third parties for the manufacture and supply of certain of our products, if these third parties fail to reliably supply products to us at required levels of quality and which are manufactured in compliance with applicable laws, including the dietary supplement cGMPs, then our financial condition and operating results would be harmed. The majority of our products are manufactured at third party contract manufacturers, with the exception of our products sold in China, which are manufactured in our Suzhou China facility, and certain of our top selling products which are starting to be manufactured in our manufacturing facility located in Lake Forest, California. It is the Company’s intention to expand the capacity of this recently acquired manufacturing facility to produce additional products for our North America and international markets. We cannot assure you that our outside contract manufacturers will continue to reliably supply products to us at the levels of quality, or the quantities, we require, and in compliance with applicable laws, including under the FDA’s cGMP regulations. While we are not presently aware of any current liquidity issues with our suppliers, we cannot assure you that they will not experience financial hardship as a result of the current global financial crisis. Our supply contracts generally have a two-year term. Except for force majeure events such as natural disasters and other acts of God, and non-performance by Herbalife, our manufacturers generally cannot unilaterally terminate these contracts. These contracts can generally be extended by us at the end of the relevant time period and we have exercised this right in the past. Globally we have over 40 suppliers of our products. For our major products, we have both primary and secondary suppliers. Our major suppliers include Nature’s Bounty (U.S.) and Fine Foods (Italy) for meal replacements, protein powders and nutritional supplements, Valentine Enterprises (U.S.) for meal replacements and protein powders and PharmaChem Labs for teas and Niteworks ® . Additionally we use contract manufacturers in India, Brazil, Korea, Japan and Germany to support our global business. In the event any of our contract manufacturers were to become unable or unwilling to continue to provide us with products in required volumes and at suitable quality levels, we would be required to identify and obtain acceptable replacement manufacturing sources. There is no assurance that we would be able to obtain alternative manufacturing sources on a timely basis. An extended interruption in the supply of products would result in the loss of sales. In addition, any actual or perceived degradation of product quality as a result of reliance on contract manufacturers may have an adverse effect on sales or result in increased product returns and buybacks. Also, as we experience ingredient and product price pressure in the areas of soy, dairy products, plastics, and transportation reflecting global economic trends, we believe that we have the ability to mitigate some of these cost increases through improved optimization of our supply chain coupled with select increases in the retail prices of our products. If we fail to protect our trademarks and tradenames, then our ability to compete could be negatively affected, which would harm our financial condition and operating results. The market for our products depends to a significant extent upon the goodwill associated with our trademark and tradenames. We own, or have licenses to use, the material trademark and trade name rights used in connection with the packaging, marketing and distribution of our products in the markets where those products are sold. Therefore, trademark and trade name protection is important to our business. Although most of our trademarks are registered in the United States and in certain foreign countries in which we operate, we may not be successful in asserting trademark or trade name protection. In addition, the laws of certain foreign countries may not protect our intellectual property rights to the same extent as the laws of the United States. The loss or infringement of our trademarks or tradenames could impair the goodwill associated with our brands and harm our reputation, which would harm our financial condition and operating results. Unlike in most of the other markets in which we operate, limited protection of intellectual property is available under Chinese law. Accordingly, we face an increased risk in China that unauthorized parties may attempt to copy or otherwise obtain or use our trademarks, copyrights, product formulations or other intellectual property. Further, since Chinese commercial law is relatively undeveloped, we may have limited legal recourse in the event we encounter significant difficulties with intellectual property theft or infringement. As a result, we cannot assure you that we will be able to adequately protect our product formulations or other intellectual property. We permit the limited use of our trademarks by our independent distributors to assist them in the marketing of our products. It is possible that doing so may increase the risk of unauthorized use or misuse of our trademarks in markets where their registration status differs from that asserted by our independent distributors, or they may be used in

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association with claims or products in a manner not permitted under applicable laws and regulations. Were this to occur it is possible that this could diminish the value of these marks or otherwise impair our further use of these marks. If our distributors fail to comply with labeling laws, then our financial condition and operating results would be harmed. Although the physical labeling of our products is not within the control of our independent distributors, our distributors must nevertheless advertise our products in compliance with the extensive regulations that exist in certain jurisdictions, such as the United States, which considers product advertising to be labeling for regulatory purposes. Our products are sold principally as foods, dietary supplements and cosmetics and are subject to rigorous FDA and related legal regimens limiting the types of therapeutic claims that can be made for our products. The treatment or cure of disease, for example, is not a permitted claim for these products. While we train our distributors and attempt to monitor our distributors’ marketing materials, we cannot ensure that all such materials comply with applicable regulations, including bans on therapeutic claims. If our distributors fail to comply with these restrictions, then we and our distributors could be subjected to claims, financial penalties, mandatory product recalls or relabeling requirements, which could harm our financial condition and operating results. Although we expect that our responsibility for the actions of our independent distributors in such an instance would be dependent on a determination that we either controlled or condoned a noncompliant advertising practice, there can be no assurance that we could not be held vicariously liable for the actions of our independent distributors. If our intellectual property is not adequate to provide us with a competitive advantage or to prevent competitors from replicating our products, or if we infringe the intellectual property rights of others, then our financial condition and operating results would be harmed. Our future success and ability to compete depend upon our ability to timely produce innovative products and product enhancements that motivate our distributors and customers, which we attempt to protect under a combination of copyright, trademark and trade secret laws, confidentiality procedures and contractual provisions. However, our products are generally not patented domestically or abroad, and the legal protections afforded by common law and contractual proprietary rights in our products provide only limited protection and may be time-consuming and expensive to enforce and/or maintain. Further, despite our efforts, we may be unable to prevent third parties from infringing upon or misappropriating our proprietary rights or from independently developing non-infringing products that are competitive with, equivalent to and/or superior to our products. Monitoring infringement and/or misappropriation of intellectual property can be difficult and expensive, and we may not be able to detect every infringement or misappropriation of our proprietary rights. Even if we do detect infringement or misappropriation of our proprietary rights, litigation to enforce these rights could cause us to divert financial and other resources away from our business operations. Further, the laws of some foreign countries do not protect our proprietary rights to the same extent as do the laws of the United States. Additionally, third parties may claim that products or marks that we have independently developed or which bear certain of our trademarks infringe upon their intellectual property rights and there can be no assurance that one of more of our products or marks will not be found to infringe upon third party intellectual property rights in the future. For example, in a pending action in the U.S. federal courts, the adidas companies have alleged that certain uses of Herbalife’s Tri-Leaf device mark upon sports apparel items infringe upon their “Trefoil” mark associated with such goods. They have also alleged that such uses of Herbalife’s Tri-Leaf device and certain Herbalife trademark applications constitute a breach of a 1998 agreement between the parties. We are contesting these claims and do not believe that we are infringing on any third party intellectual property rights, nor do we believe that the 1998 agreement should be interpreted as alleged by adidas. Nevertheless it is possible that an adverse judgment on one or more claims might issue, awarding damages and/or injunctive relief to adidas that could limit Herbalife’s ability to display its Tri-Leaf mark in connection with certain sports apparel, sports equipment, or sports-related marketing and services.

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Since one of our products constitutes a significant portion of our retail sales, significant decreases in consumer demand for this product or our failure to produce a suitable replacement should we cease offering it would harm our financial condition and operating results. Our Formula 1 meal replacement product constitutes a significant portion of our sales, accounting for approximately 28% of net sales for the fiscal year ended December 31, 2010, and approximately 29% of net sales for the fiscal years ended December 31, 2009 and 2008. If consumer demand for this product decreases significantly or we cease offering this product without a suitable replacement, then our financial condition and operating results would be harmed. If we lose the services of members of our senior management team, then our financial condition and operating results could be harmed. We depend on the continued services of our Chairman and Chief Executive Officer, Michael O. Johnson, and our current senior management team as they work closely with the senior distributor leadership to create an environment of inspiration, motivation and entrepreneurial business success. Although we have entered into employment agreements with certain members of our senior management team, and do not believe that any of them are planning to leave or retire in the near term, we cannot assure you that our senior managers will remain with us. The loss or departure of any member of our senior management team could adversely impact our distributor relations and operating results. If any of these executives do not remain with us, our business could suffer. Also, the loss of key personnel, including our regional and country managers, could negatively impact our ability to implement our business strategy, and our continued success will also be dependent on our ability to retain existing, and attract additional, qualified personnel to meet our needs. We currently do not maintain “key person” life insurance with respect to our senior management team. The covenants in our existing indebtedness limit our discretion with respect to certain business matters, which could limit our ability to pursue certain strategic objectives and in turn harm our financial condition and operating results. Our credit facility contains numerous financial and operating covenants that restrict our and our subsidiaries’ ability to, among other things: • pay dividends, redeem share capital or capital stock and make other restricted payments and investments; • incur additional debt or issue preferred shares; • impose dividend or other distribution restrictions on our subsidiaries; • create liens on our and our subsidiaries’ assets; • engage in transactions with affiliates; • guarantee other indebtedness; and • merge, consolidate or sell all or substantially all of our assets and the assets of our subsidiaries. In addition, our credit facility requires us to meet certain financial ratios and financial conditions. Our ability to comply with these covenants may be affected by events beyond our control, including prevailing economic, financial and industry conditions. Failure to comply with these covenants could result in a default causing all amounts to become due and payable under our credit facility, which is secured by substantially all of our assets, against which the lenders thereunder could proceed to foreclose. If we do not comply with transfer pricing, customs duties, VAT, and similar regulations, then we may be subjected to additional taxes, duties, interest and penalties in material amounts, which could harm our financial condition and operating results. As a multinational corporation, in many countries including the United States we are subject to transfer pricing and other tax regulations designed to ensure that our intercompany transactions are consummated at prices that have not been manipulated to produce a desired tax result, that appropriate levels of income are reported as earned by our United States or local entities, and that we are taxed appropriately on such transactions. In addition, our operations are

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S. sales and use and other taxes and related interest and penalties in material amounts. and the outcome is uncertain. The Company did not record a provision as the Company. We believe that we have meritorious defenses and are vigorously pursuing the appeal. Our distributors are subject to taxation. In addition. additional taxes. such as value added taxes. treaties or regulations. Any adverse outcomes in these matters could have a material impact on our financial condition and operating results. We are currently subject to pending or proposed audits that are at various levels of review. minerals and botanicals and other ingredients that are classified as foods or dietary supplements and are not subject to pre-market regulatory approval in the United States. The imposition of new taxes. but if we are incorrect in our assessment we may have to pay the full amount asserted which could potentially be material. Congress. This assessment is subject to interest and inflationary adjustments. In the event that local laws and regulations or the interpretation of local laws and regulations change to require us to treat our independent distributors as employees. we are currently unable to reasonably estimate a possible loss or range of loss that could result from an unfavorable outcome in respect to this assessment or any additional assessments that may be issued for these or other periods. we are currently appealing tax assessments in Spain. withholding taxes. translated at the period ended spot rate. A change in applicable tax laws. assessment or appeal in a number of jurisdictions involving transfer pricing issues. and Mexico. we may be held responsible for social security and related taxes in those jurisdictions.S. On May 7. For example. but have certain U. Our products could contain contaminated substances. value added taxes. income taxes. we received an administrative assessment from the Mexican Tax Administration Service in an amount equivalent to approximately $93 million. and other taxes. Further. we are subject to the risk in some jurisdictions of being responsible for social security and similar taxes with respect to our distributors. customs duties. which could increase our costs and harm our financial condition and operating results. and in some instances. Our products consist of vitamins.S. could have an impact on our perceived product pricing and therefore a potential negative impact on our business. Previously unknown adverse reactions resulting from 38 . the result would increase our effective tax rate and could have a material adverse effect on the Company’s financial condition and results of operations. customs duties. We may be held responsible for certain taxes or assessments relating to the activities of our distributors. If these proposals are enacted. single ingredient. In some circumstances. 2010.subject to regulations designed to ensure that appropriate levels of customs duties are assessed on the importation of our products. interest and penalties have been assessed and we will be required to pay the assessments or post surety. but final resolution of this matter could take several years. the majority of which was VAT allegedly owed on certain of our products imported into Mexico during years 2005 and 2006. If the United States Internal Revenue Service or the taxing authorities of any other jurisdiction were to successfully challenge our transfer pricing practices or our positions regarding the payment of income taxes. Changes in tax laws. We rely upon published raw material. for various items. or that our distributors are deemed by local regulatory authorities in one or more of the jurisdictions in which we operate to be our employees rather than independent contractors under existing laws and interpretations. sales and use. connections have repeatedly been introduced in the U. plus any related assessments and penalties. in order to challenge the assessments. and some of our products contain some ingredients that do not have long histories of human consumption. withholding taxes. Brazil. Tax legislative proposals intending to eliminate some perceived tax advantages of companies that have legal domiciles outside the U. legislation or governmental agencies impose an obligation on us to collect taxes. and to maintain appropriate records. Ultimate resolution of these matters may take several years. or their interpretation could adversely affect us. value added taxes. based on analysis and guidance from its advisors. We have reserved in the consolidated financial statements an amount that we believe represents the most likely outcome of the resolution of these disputes. even pass-through taxes such as VAT. which could harm our financial condition and operating results. treaties or regulations or their interpretation could result in a higher effective tax rate on our worldwide earnings and such change could be significant to our financial results. which could harm our financial condition and operating results. we could become subject to higher taxes and our revenue and earnings could be adversely affected. does not believe a loss is probable. We may incur material product liability claims. clinical studies and conduct limited clinical studies on some key products but not all products.

any one of which could have a material adverse effect on our financial condition or operating results. we run the risk of product liability claims related to the ingestion of ephedrine alkaloids contained in those products. We expect to continue to spend significant amounts of time and money on compliance with these rules. Moreover. From time to time. the products include inadequate instructions as to their uses. suggests remedial measures and actions to correct noted deficiencies or strengthen areas of weakness. all of which contained ephedrine alkaloids. In addition. There can be no assurance that these internal audits will uncover all material deficiencies or areas of weakness in our operations or internal controls. such deficiencies and weaknesses could have a material adverse effect on our financial condition and results of operations. 39 . pursuant to Section 404 of the Sarbanes-Oxley Act. as well as new rules and regulations adopted by the SEC. we have been named as a defendant in product liability lawsuits seeking to link the ingestion of certain of the aforementioned products to subsequent alleged medical problems suffered by plaintiffs. in certain cases we may be subject to the full amount of liability associated with any injuries. our product liability insurance may fail to cover future product liability claims. The Audit Committee of our Board of Directors regularly reviews the results of these internal audits and. we may be subjected to fines. a number of states restricted the sale of dietary supplements containing botanical sources of ephedrine alkaloids and on February 6. when appropriate. or the products include inadequate warnings concerning side effects and interactions with other substances. 2004. and adversely affect our revenues and operating income. which could be substantial. and are vigorously defending these claims. our business practices and operations may periodically be investigated by one or more of the many governmental authorities with jurisdiction over our worldwide operations. there can be no assurance that we will prevail in our defense of any or all of these matters. requirements regarding the effectiveness of internal controls over financial reporting. On a regular and on-going basis. we had sold Thermojetics ® original green herbal tablets. Finally. the results of these internal audits may necessitate that we conduct further investigations into aspects of our business or operations. Our failure to correct any noted weaknesses in internal controls over financial reporting could result in the disclosure of material weaknesses which could have a material adverse effect upon the market value of our stock. In the event that these investigations produce unfavorable results. We are required to comply with various corporate governance and financial reporting requirements under the Sarbanes-Oxley Act of 2002. Although we believe that we have meritorious defenses to the allegations contained in these lawsuits. liability claims arising from a serious adverse event may increase our costs through higher insurance premiums and deductibles. and may make it more difficult to secure adequate insurance coverage in the future. we conduct regular audits of our business and operations. In addition. We are subject to.human consumption of these ingredients could occur. the FDA banned the use of such ephedrine alkaloids. including that the products contain contaminants. we have been. If left undetected and uncorrected. Thermojetics ® green herbal tablets and Thermojetics ® gold herbal tablets. among other things. we are required to include management and auditor reports on the effectiveness of internal controls over financial reporting as part of our annual reports on Form 10-K. Accordingly. These internal audits are conducted to insure compliance with our policies and to strengthen our operations and related internal controls. thereby requiring us to pay substantial monetary damages and adversely affecting our business. the Public Company Accounting Oversight Board and the New York Stock Exchange. and may again be. Several years ago. given the higher level of self-insured retentions that we have accepted under our current product liability insurance policies. Until late 2002. Our failure to identify or correct deficiencies and areas of weakness in the course of these audits could adversely affect our financial condition and operating results. As a marketer of dietary and nutritional supplements and other products that are ingested by consumers or applied to their bodies. Currently. which are as high as approximately $10 million. subjected to various product liability claims. In connection with these requirements. penalties or loss of licenses or permits needed to operate in certain jurisdictions. we conduct audits through our internal audit department of various aspects of our business and operations. It is possible that widespread product liability claims could increase our costs. In particular.

or the Companies Law. and the common law of the Cayman Islands. our articles of association contain certain other provisions which could have an effect of discouraging a takeover or other transaction or preventing or making it more difficult for shareholders to change the direction or management of our Company. The rights of our shareholders and the fiduciary responsibilities of our directors under Cayman Islands law are not as clearly established as under statutes or judicial precedent in existence in jurisdictions in the United States. Our board of directors could authorize the issuance of preference shares with terms and conditions and under circumstances that could have an effect of discouraging a takeover or other transaction. although not acting outside the scope of its corporate authority. except where it was permitted by the courts of the Cayman Islands to proceed with a derivative action. due to the comparatively less developed nature of Cayman Islands law in this area. A shareholder can bring a suit personally where its individual rights have been. with such rights and preferences as they consider appropriate. shareholders may have more difficulty in protecting their interests in the face of actions by our management or board of directors than would shareholders of a corporation incorporated in a jurisdiction in the United States. Our Cayman Islands counsel. a limitation on the ability of shareholders to call special meetings of shareholders and advance notice provisions. Maples and Calder. which would in all likelihood be of persuasive authority in the Cayman Islands. Where an action is brought to redress any loss or damage suffered by us. The Cayman Islands have provisions under the Companies Law (2010 Revision) to facilitate mergers and consolidations between Cayman Islands companies and non-Cayman Islands companies. are broadly similar to the merger provisions as provided for under Delaware Law. by the Companies Law (2010 Revision). As a result. Therefore. These provisions. There are however a number of important differences that could impede a takeover. In addition. Provisions of our articles of association and Cayman Islands corporate law may impede a takeover or make it more difficult for shareholders to change the direction or management of the Company. where: • a company is acting or proposing to act illegally or outside the scope of its corporate authority. based on English authorities. This may make it more difficult for you to obtain the information needed to establish any facts necessary for a shareholder motion or to solicit proxies from other shareholders in connection with a proxy contest. • the act complained of. The thresholds are (a) a shareholder resolution by majority in number representing 75% in value of the shareholders voting together as one class or (b) if the shares to be issued to each shareholder in the consolidated or surviving company are to have the same rights and economic value as the 40 . Our corporate affairs are governed by our amended and restated memorandum and articles of association. However. is not aware of any reported decisions in relation to a derivative action brought in a Cayman Islands court. infringed. the thresholds for approval of the merger plan by shareholders are higher. the inability of shareholders to act by written consent. First. and a shareholder could not ordinarily maintain an action on our behalf. and under what conditions. contained within Part XVA of the Companies Law (2010 Revision). but are not obliged to make them available to our shareholders. Our directors have discretion under our articles of association to determine whether or not.Holders of our common shares may face difficulties in protecting their interests because we are incorporated under Cayman Islands law. our corporate records may be inspected by our shareholders. could be effected only if authorized by more than a simple majority vote. we would be the proper plaintiff. Our articles of association permit our board of directors to issue preference shares from time to time. or • those who control the company are perpetrating a “fraud on the minority”. a shareholder may be permitted to bring a claim derivatively on the Company’s behalf. our shareholders may have less input into the management of our Company than they might otherwise have if these provisions were not included in our articles of association. or are about to be. Shareholders of Cayman Islands exempted companies such as Herbalife have no general rights under Cayman Islands law to inspect corporate records and accounts or to obtain copies of lists of our shareholders. which could reduce shareholders’ opportunity to influence management of the Company. including a classified board.

Although there is no requirement to seek the consent of the creditors of the parties involved in the scheme of arrangement.S. Additionally. 41 .” The procedural and legal requirements necessary to consummate these transactions are more rigorous and take longer to complete than the procedures typically required to consummate a merger in the United States. • the shareholders who voted at the meeting in question fairly represent the relevant class of shareholders to which they belong. In addition. providing rights to receive payment in cash for the judicially determined value of the shares. the consent of each holder of a fixed or floating security interest (in essence a documented security interest as opposed to one arising by operation of law) is required to be obtained unless the Grand Court of the Cayman Islands waives such requirement. Under Cayman Islands law and practice. An objection can be made to the Grand Court of the Cayman Islands. Furthermore. and • the scheme of arrangement is not one that would more properly be sanctioned under some other provision of the Companies Law. collusion or inequitable treatment of the shareholders.shares held in the constituent company. bad faith. Such rights are limited to a merger under Part XVA and do apply to schemes of arrangement as discussed below. The merger provisions contained within Part XVA of the Companies Law (2010 Revision) do contain shareholder appraisal rights similar to those provided for under Delaware law. The Companies Law (2010 Revision) also contains separate statutory provisions that provide for the merger. the dissenting shareholder would have no rights comparable to appraisal rights. such approving majority must hold at least 75% “in value” of all the outstanding shares and the shareholders must vote together as one class. As it is not expected that the shares would have the same rights and economic value following a takeover by way of merger. • the scheme of arrangement is such as a businessman would reasonably approve. during the two months following expiration of the four-month period. Those are commonly referred to in the Cayman Islands as “schemes of arrangement. a special resolution of the shareholders (being 66 2 / 3 % of those present in person or by proxy and voting) voting together as one class. the Grand Court typically seeks to ensure that the creditors have consented to the transfer of their liabilities to the surviving entity or that the scheme of arrangement does not otherwise materially adversely affect creditors’ interests. which would otherwise ordinarily be available to dissenting shareholders of U. the court will only approve a scheme of arrangement if it is satisfied that: • the statutory provisions as to majority vote have been complied with. The convening of these meetings and the terms of the amalgamation must also be sanctioned by the Grand Court of the Cayman Islands. corporations. This threshold essentially has three requirements: “a majority in number” of the shareholders of the Company must approve the transaction. if an offer by a third party to purchase shares in us has been approved by the holders of at least 90% of our outstanding shares (not including such a third party) pursuant to an offer within a four-month period of making such an offer. it is expected that the first test is the one which would commonly apply. reconstruction and amalgamation of companies. require the holders of the remaining shares to transfer their shares on the same terms on which the purchaser acquired the first 90% of our outstanding shares. The shares voted in favor of the scheme of arrangement must also represent at least 75% of the value of each relevant class of the company’s shareholders present and voting at the meeting. the purchaser may. If the scheme of arrangement is approved. a scheme of arrangement in relation to a solvent Cayman Islands company must be approved at a shareholders’ meeting by a majority of each class of the company’s shareholders who are present and voting (either in person or by proxy) at such meeting. but this is unlikely to succeed unless there is evidence of fraud.

The Company regularly reviews all pending litigation matters in which it is involved and establishes reserves deemed appropriate by management for these litigation matters when a probable loss estimate can be made. we lease our European centralized warehouse of approximately 150. manufacturing plant and office space in a majority of our other geographic areas of operation. A material portion of our assets are located outside of the United States. and was not obtained in a manner. Maples and Calder. Item 2. In Lake Forest.000 square feet of general office space in Torrance. The Los Angeles and Memphis lease agreements have terms through June 2011 and December 2016. We are incorporated as an exempted company with limited liability under the laws of the Cayman Islands. and the reasonably possible range of exposure on currently existing claims is not material to the Company. Netherlands. In Venray. We believe that our existing facilities are adequate to meet our current requirements and that comparable space is readily available at each of these locations. The Grand Court of the Cayman Islands may stay proceedings if concurrent proceedings are being brought elsewhere. Item 3.000 square feet. Item 1B. as to whether the Grand Court of the Cayman Islands will (1) recognize or enforce judgments of U. we relocated many of our corporate executive offices to the LA Live complex in downtown Los Angeles. UNRESOLVED STAFF COMMENTS None. impose liabilities predicated upon the civil liability provisions of the federal securities laws of the United States or any state of the United States. not in respect of taxes or a fine or penalty.000 square feet and 130. we also lease warehouse. respectively. we lease warehouse facilities in Los Angeles. the Company has been and is currently subjected to various product liability claims. is not inconsistent with a Cayman Islands judgment in respect of the same matters. courts predicated upon the civil liability provisions of the federal securities laws of the United States or any state of the United States. As a result. manufacturing plant and office space of approximately 123.S. the courts of the Cayman Islands will — based on the principle that a judgment by a competent foreign court imposes upon the judgment debtor an obligation to pay the sum for which judgment has been given — recognize and enforce a foreign judgment of a court of competent jurisdiction if such judgment is final. respectively. The effects of these claims to date have not been material to the Company. Mexico we lease approximately 82. There is doubt. California. we leased all of our physical properties. courts predicated upon the civil liability provisions of the federal securities laws of the United States or any state of the United States. for our North America and South America regional headquarters.000 square feet under leases expiring in 2019 and 2020. We have been advised by our Cayman Islands counsel. including some of our corporate support functions. it may be difficult for our shareholders to enforce judgments against us or judgments obtained in U. however. the enforcement of which is contrary to the public policy of the Cayman Islands. During 2008. or (2) in original actions brought in the Cayman Islands. California. on the grounds that such provisions are penal in nature. PROPERTIES As of December 31. and is not of a kind. Additionally. with terms expiring in 2016.000 square feet under a lease expiring in 2018. California. The Company believes that it has meritorious defenses 42 .000 square feet under an arrangement expiring in June 2020 for which we have a renewal option.000 square feet of warehouse space with the term of the lease expiring in January 2015. In Guadalajara. We also lease approximately 316. where we currently occupy approximately 65.S. LEGAL PROCEEDINGS The Company is from time to time engaged in routine litigation.There is uncertainty as to shareholders’ ability to enforce certain foreign civil liabilities in the Cayman Islands. for a liquidated sum. 2010. As a marketer of dietary and nutritional supplements and other products that are ingested by consumers or applied to their bodies. Tennessee of approximately 82. that although there is no statutory enforcement in the Cayman Islands of judgments obtained in the United States. California and Memphis. We also lease warehouse.

it cannot be sure of their ultimate resolution. 2007. Certain of the Company’s subsidiaries have been subject to tax audits by governmental authorities in their respective countries. Both sides engaged in discovery and filed cross motions for Summary Judgment. Although the Company has reserved amounts for certain matters that the Company believes represent the most likely outcome of the resolution of these related disputes. That court affirmed. the Preliminary Injunction. Herbalife cross-appealed. Therefore. the majority of which was Value Added Tax allegedly owed on certain of the Company’s products imported into Mexico during the years 2005 and 2006. 2010. 2010 the defendants appealed from that judgment and on June 21. The court denied defendants’ motion for Summary Judgment on Herbalife’s claims for misappropriation of trade secrets and breach of contract. and the Company is vigorously contesting the additional proposed taxes and related charges. the Company entered into agreements with certain insurance companies to allow for the potential issuance of surety bonds in support of its appeal of the assessment. While the Company believes it has meritorious defenses. and on May 14. Herbalife voluntarily dismissed its remaining claims. the Company is currently unable to reasonably estimate a possible loss or range of loss that could result from an unfavorable outcome in respect to this assessment or any additional assessments that may be issued for these or other periods. intentional interference with contract. et al ). On May 7. in relevant part. unfair competition. The Company did not record a provision as the Company. 2010. v. contract rescission and an injunction. the Company may have to record additional expenses. Inc. On August 25. the court granted partial summary judgment for Herbalife on all of defendants’ claims except the claim that the Company is an endless chain scheme which under applicable law is a question of fact that can only be determined at trial. The Complaint alleged breach of contract. when it becomes probable that an increased potential liability is warranted. and it will prevail upon both its appeal as well as the defendant’s appeal. does not believe a loss is probable. On June 10. Court of Appeals for the Ninth Circuit. the defendants filed a counterclaim alleging that the Company had engaged in unfair and deceptive business practices. The Company believes that there is merit to its appeal. constructive trust and fraud and seeks monetary damages. 2007. The Company believes that it has meritorious defenses and is vigorously pursuing the appeal. In certain of these tax audits. governmental authorities are proposing that significant amounts of additional taxes and related interest and penalties are due. 2009. On December 3. Robert E. if the Company is incorrect in the assessment. 2010. the Company initiated a formal administrative appeal process. The Company currently maintains product liability insurance with an annual deductible of $10 million. if issued. Ford. This assessment is subject to interest and inflationary adjustments. Inc. (REMOVED AND RESERVED) 43 . Item 4. The court entered a Preliminary Injunction against the defendants enjoining them from further use and/or misappropriation of the Company’s trade secrets on December 11. intentional and negligent interference with prospective economic advantage. The Company and its tax advisors believe that there are substantial defenses to their allegations that additional taxes are owed. for various items. intentional interference with prospective economic advantage. filed a Complaint in the United States District Court for the Central District of California against certain former Herbalife distributors who had left the Company to join a competitor. Defendants appealed the court’s entry of the Preliminary Injunction to the U. 2010. translated at the period ended spot rate. Further. the District Court issued a final judgment dismissing all of the parties’ claims. In connection with the appeal of the assessment. These matters may take several years to resolve. attorney’s fees and injunctive relief ( Herbalife International of America. On July 8.S. false advertising and that the Company was an endless chain scheme in violation of California law and seeking restitution. the Company received an administrative assessment from the Mexican Tax Administration Service in an amount equivalent to approximately $93 million. On April 16.to the allegations contained in the lawsuits. would not affect the availability of the Company’s existing credit facility. On May 5. Herbalife International of America. in July 2010. misappropriation of trade secrets. but final resolution of this matter could take several years. the District Court granted summary judgment for Herbalife on defendants’ endless chain-scheme counterclaim. Such surety bonds. the Company may be required to post bonds for some or all of the assessed amount. 2007. 2010. based on analysis and guidance from its advisors.

general trends in the market for our products and product candidates. 2011 was 801.34.87 $44. and trade under the symbol “HLF. regardless of our actual or projected performance.00 $60. 2010 June 30.98 $35.06 $42.29 High $37. 2010 December 31. 2009 September 30.50 Low March 31. business and political conditions may adversely affect the market for our common shares.” The following table sets forth the range of the high and low sales prices for our common shares in each of the relevant fiscal quarters presented. 2009 $23.33 $44. based upon quotations on the NYSE consolidated transaction reporting system. or NYSE.43 $12. 2009 June 30. The approximate number of holders of record of our common shares as of February 17. was $68.12 $14. The closing price of our common shares on February 17. as well as general economic. 2011. MARKET FOR REGISTRANT’S COMMON EQUITY.71 $28. broad market fluctuations.46 $31.95 $59.65 $71. 44 .92 $31. 2009 December 31. This number of holders of record does not represent the actual number of beneficial owners of our common shares because shares are frequently held in “street name” by securities dealers and others for the benefit of individual owners who have the right to vote their shares.47 The market price of our common shares is subject to fluctuations in response to variations in our quarterly operating results. In addition. RELATED STOCKHOLDER MATTERS AND ISSUER PURCHASES OF EQUITY SECURITIES Information with Respect to our Common Shares Our common shares are listed on the New York Stock Exchange. economic and currency exchange issues in the foreign markets in which we operate as well as other factors.70 $53. 2010 Quarter Ended $46. Quarter Ended High Low March 31. 2010 September 30. many of which are not within our control.PART II Item 5.

Nu Skin Enterprises Inc. Tupperware Corporation. 2010. and Mannatech. The graph assumes that $100 is invested in each of our common shares.05 $111.20 $125...69 $134.66 $122.06 45 ..49 $115. Comparison of Cumulative Five Year Total Return 12/31/05 12/31/06 12/31/07 12/31/08 12/31/09 12/31/10 Herbalife Ltd. S&P 500 Index Peer Index $100.Performance Graph Our common shares began trading on the NYSE on December 16.16 $126.99 $119. 2005 and that all dividends were reinvested. The publicly traded companies in the peer group are Avon Products.00 $123. the S&P 500 Index and the index of publicly traded peers on December 31.14 $ 97. Set forth below is information comparing the cumulative total shareholder return and share price appreciation plus dividends on our common shares with the cumulative total return of the S&P 500 Index and a market weighted index of publicly traded peers over the five year period ended December 31. Nature’s Sunshine Products.96 $81.80 $230.. Inc. 2004.79 $114.00 $100.98 $69. USANA Health Sciences Inc.00 $100. Inc. Inc.37 $76.33 $115. Weight Watchers International. Inc.

permits payments of dividends as long as no default or event of default exists and the sum of the amounts paid with respect to dividends and share repurchases does not exceed the sum of $450.75 — 28. In February 2008. restrictions imposed by the Company’s credit agreement. the Company’s board of directors approved an increase in the quarterly cash dividend to $0.7 million. the Company’s board of directors adopted a regular quarterly cash dividend program. 2010. a shareholder approved Employee Stock Purchase Plan was implemented. The aggregate amount of dividends paid and declared during fiscal year 2010. to the notes to our consolidated financial statements. The declaration of future dividends is subject to the discretion of the Company’s board of directors and will depend upon various factors. the Amended and Restated Herbalife Ltd.20 per common share dividend each quarter from the adoption of the program through the second quarter of 2010. Share-Based Compensation. The Company’s board of directors authorized a $0. information with respect to (a) number of securities to be issued upon exercise of outstanding options. The terms of these plans are summarized in Note 9.05 per common share from prior quarters. the Herbalife Ltd. cash requirements. 46 . Independent Directors Deferred Compensation and Stock Unit Plan.970.174 — 1. 2010.970. (b) the weighted average exercise price of outstanding options. 2005 Stock Incentive Plan.174 (1) Consists of five plans: The WH Holdings (Cayman Islands) Ltd.833.75 1. 2004 Stock Incentive Plan. and the Amended and Restated Herbalife Ltd.7 million. 2006. warrants and rights and (c) the number of securities remaining available for future issuance under equity compensation plans. warrants and rights. 2009. $48. There is no guarantee that the board of directors will not terminate the quarterly dividend program. Number of Securities to be Issued Upon Exercise of Outstanding Options. the senior credit facility entered into on July 21. and $50. financial condition.0 million plus 75% of cumulative consolidated net income from the first quarter of 2007 to the last day of the quarter most recently ended prior to the date of dividend.833.Information with Respect to Dividends During the second quarter of 2007. For example.7 million. an increase of $0. future prospects and other factors deemed relevant by the board of directors. the WH Holdings (Cayman Islands) Ltd. as amended.733 common shares available for future issuance under the shareholder approved Employee Stock Purchase Plan which was implemented in February 2008. Warrants and Rights (a) Number of Securities Remaining Available for Future Issuance Under Equity Compensation Plans (Excluding Securities in Column (a))(2) (c) Weighted Average Exercise Price of Outstanding Options. Stock Incentive Plan. (2) Includes 941.212 $ $ 28.212 — 6. including the Company’s net earnings. Information with Respect to Securities Authorized for Issuance Under Equity Compensation Plans The following table sets forth as of December 31. On August 2. and 2008 was approximately $53. Independent Directors Stock Incentive Plan. Warrants and Rights (b) Equity compensation plans approved by security holders(1) Equity compensation plans not approved by security holders Total 6.25 per common share. respectively.

246 776.013 $ $ $ — 67.742 225. the Company’s board of directors approved an increase to the share repurchase authorization from $300 million to $1 billion. As of December 31. 2009.34 68. the Company’s share repurchase program adopted on April 18. On April 30. 2010.271 733. the Company’s board of directors approved the extension of the expiration date of the share repurchase program from April 2011 to December 2014.688.278 792. the Company announced that its board of directors authorized a new program for the Company to repurchase up to $300 million of Herbalife common shares during the next two years. the approximate dollar value of shares that could be repurchased under the Company’s share repurchase program was approximately $776.742 225. 2010: Total Number of Shares Purchased as Part of Publicly Announced Plans or Programs Approximate Dollar Value of Shares that May Yet be Purchased Under the Plans or Programs Period Total Number of Shares Purchased Average Price Paid per Share October 1 — October 31 November 1 — November 30 December 1 — December 31 Total — 507. 2009.21 — 507. at such times and prices as determined by the Company’s management. 2007 expired pursuant to its terms.953 776.688.71 69. The following is a summary of our repurchases of common shares during the three months ended December 31.688.271 733.013 $ $ $ $ 826.309.Information with Respect to Purchases of Equity Securities by the Issuer On April 17.953 47 . On May 3. In addition.7 million. 2010.

2009 2008 2007 (In thousands except per share data) 2006 Income Statement Data: Net sales Cost of sales Gross profit Royalty overrides Selling.509 $3.885.732 106.512 7.262 380.245 573.175.031 5.734.457 760.359.338 1.133 $ 191.390) (203.718 771.402 (69.847 332.811 2.103 290.417 380.139 $ $ 2. net Income before income taxes Income taxes Net income Earnings per share Basic Diluted Weighted average shares outstanding Basic Diluted Other Financial Data: Retail sales(2) Net cash provided by (used in): Operating activities Investing activities Financing activities Depreciation and amortization Capital expenditures(3) $2.964) (205.817 796.226 558.134 1.928 87. and the historical consolidated financial statements and accompanying notes included elsewhere in this document.75 2.511.562 $ 290.32 3.584 111.100.63 69.252 13.582 $ 203.911 296.205 184.67 59.577 493.02 1.061 285.396 1.714 $3.030 97. 2008.196 675. We have derived the selected historical consolidated financial data for the years ended December 31.501 773.110 634.707.900.221 63.655 387.995 66.36 63. general and administrative expenses (1) Operating income(1) Interest expense.785 65.621 68.447 (66.322) (213.814 74.327) 62.573 302.813 $2.870 48 .415 900.190 313.769 $3. 2010 Year Ended December 31.128 $2.097 $3.502 62.003 270.405 74. The selected consolidated historical financial data set forth below are not necessarily indicative of the results of future operations and should be read in conjunction with the discussion under Item 7 — Management’s Discussion and Analysis of Financial Condition and Results of Operations .511) 35.443 761.533 $ $ 4.497 72.115 49.840 $ 221.811.095 89.125 $2.157 10.Item 6.222 319.256 $4.190 $ $ 3.248 887.22 61.005 256.213 458. 2007 and 2006 from our audited financial statements and the related notes.266 $ 143.324.946 39.067) 48.346 $ $ 3.382 1.056 (71.027 $1. Not all periods shown below are discussed in this Annual Report on Form 10-K.534 380.839 438.988 (84.451 $ $ 2.541 217. 2009.505.306.437 60.92 70.88 4. 2010.47 3.136) (254.690.480) 68.044) 29.808) (55.831.811 (43.159 272.145. SELECTED FINANCIAL DATA The following table sets forth certain of our historical financial data.

and 2006 include approximately $1. net Inventories Total working capital Total assets Total debt Shareholders’ equity(4) Cash dividends per common share $ 190.536 1. we paid an aggregate $53.407 58.438 353. $6.2 million. associated with restructuring.7 million.648 111.311 0.318 351. Our use of retail sales reflects the fundamental role of “retail sales” in our accounting systems. (4) During the years ended December 31. 2008.80 $ 187.016.847 70.159 (1.968.856 $ 1.0 million and $365.” which total approximately 50% of suggested retail sales prices.232. and repurchased $150.852.769) 2.100.002 134.577 $ 3.7 million.213 $ 3.8 million and $7.627.6 million for the years ended December 31.067.678 257.061 (1.534 (3) Includes acquisition of property.050 250. $5.4 million.731 0.293 326.90 $ 150.734.032. after giving effect to distributor discounts referred to as “distributor allowances.3 million. 2006 we did not declare any dividends or repurchase any of our common shares.323 51. In addition.839 $ 3. (2) Retail sales represent the gross sales amount reflected on our invoices to our distributors.869 1. $18.5 million of severance and related expenses.729 128. 2008 and 2007.60 $ 154. information in daily and monthly reports reviewed by our management includes retail sales data.733 $ 2.036 132.770 1. 2007. During the year ended December 31.612 182.220 178. and $2. $73. 2009.306.8 million of our common shares through open market purchases. 2010.890 — (1) The years ended December 31.778.146.145.960 $ 2. “Net sales” represents product sales and shipping & handling revenues. Retail sales data is discussed in greater detail in Item 7 — Management’s Discussion and Analysis of Financial Condition and Results of Operations .444) 1.1 million. respectively.993. and 2006.527) 1.472.152 182. The following represents the reconciliation of retail sales to net sales for each of the periods set forth above: 2010 2009 Year Ended December 31.696.958 145.617 330.690. 2007.121.467 124.2010 As of December 31.324.166 487. $50.262 (1. “Product sales” represent the actual product purchase price paid to us by our distributors.758 146.801 76. 2009 2008 2007 (In thousands except per share data) 2006 Balance Sheet Data: Cash and cash equivalents Receivables.1 million.80 $ 150.243 365.392 82. Distributor allowances as a percentage of sales may vary by country depending upon regulatory restrictions that limit or otherwise restrict distributor allowances.434 293.7 million and $41.962 83. 49 .244 0. We do not receive the full retail sales amount. $7. $137.337.7 million.658.5 million in dividends.493 396.226 $ 3. internal controls and operations.511.811. including the basis upon which the distributors are being paid. $48.2 million.885.920 $ 2.359.205 (1. respectively. respectively. 2009.215 1.333 359.569) 1. 2009. 2008.212 0.003 (1.405 $ 2. plant and equipment from capitalized leases and other long-term debt of $0.478 1.933 185.866) 2.631 241. 2008 (In thousands) 2007 2006 Retail sales Distributor allowance Product sales Shipping & handling revenues Net sales $ 4. respectively.550 85.

In general. nutritional supplements. 2010. which consists of the U. Our products are often sold in programs that are comprised of a series of related products and literature designed to simplify weight management and nutrition for consumers and maximize our distributors’ cross-selling opportunities. sports & fitness and Outer Nutrition. • Asia Pacific (excluding China). energy. which consists of Asia. sales representatives. Canada and Jamaica. and ignores the differences generated by varying retail pricing across geographic markets. the Middle East and Africa. opening new markets. While we are closely monitoring the current global economic crisis. globalizing successful distributor methods of operation such as Nutrition Clubs and Weight Loss Challenges. We believe the quality of our products and the effectiveness of our distribution network. sports & fitness products and personal care products. Our products are grouped in four principal categories: weight management. • Mexico. which are driving demand for nutrition and wellness-related products along with the global increase in under and unemployment which can affect the recruitment and retention of distributors seeking part time or full time income opportunities. We are one of the largest network marketing companies in the world with net sales of approximately $2.. 2010. an increase in Volume Points in a particular geographic region or country indicates an increase in our sales volume which results in an increase in our 50 . We report revenue from our six regions: • North America. Management remains intently focused on the Venezuela market and especially the limited ability to repatriate cash. • South and Central America. sales employees and licensed business providers. can be a measure of our sales volume as well as of sales volume trends. which is essentially our weighted unit measure of product sales volume. have been the primary reasons for our success throughout our 31-year operating history. introducing new products and globalizing existing products. developing niche market segments and further investing in our infrastructure. New Zealand and Australia.1 million independent distributors. in the aggregate and in each region. targeted nutrition. and • China. we sold our products in 74 countries through a network of approximately 2. energy. which consists of Europe. We pursue our mission of “changing people’s lives” by providing a financially rewarding business opportunity to distributors and quality products to distributors and their customers who seek a healthy lifestyle. each included elsewhere in this Annual Report on Form 10-K.S. Volume Points by Geographic Region A key non-financial measure we focus on is Volume Points on a Royalty Basis. In China.7 billion for the year ended December 31. we sell our products through retail stores. recruiting and retaining distributors. changes in retail pricing. improving distributor productivity. Overview We are a global network marketing company that sells weight management products. As of December 31. or Volume Points. MANAGEMENT’S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF OPERATIONS You should read the following discussion and analysis in conjunction with Item 6 — Selected Financial Data and our consolidated financial statements and related notes. The Volume Point measure. we remain focused on the opportunities and challenges in retailing of our products. Industry-wide factors that affect us and our competitors include the global obesity epidemic and the aging of the worldwide population.Item 7. • EMEA. coupled with geographic expansion. It is a useful measure that we rely on as it excludes the impact of foreign currency fluctuations. further penetrating existing markets. along with literature and promotional items.

4 412.9% 779.9 493.084 34. we believe the Average Active Sales Leader metric.2)% 30.326 6.1% 13.5)% 2.1% (6.349 25.545 36. which results in decreasing local currency net sales.3 2. The additional optional qualification introduced globally from the changes in our marketing plan has contributed to the increase in the number of new sales leaders.7% 4. The changes in the total number of sales leaders or changes in the productivity of sales leaders may cause Volume Points to increase or decrease.899 28.811 10.6 723.4 412. which represents the monthly average number of sales leaders that place an order from us in a given quarter.1% Average Active Sales Leaders by Geographic Region With the continued expansion of daily consumption business models in our different markets.774 166. we are evaluating the usefulness of this measure to our ongoing business.2% 27.821 27.594 33. Excluding China.848 5. Given our ongoing transition to daily consumption DMOs coupled with the changes in our marketing plan implemented in late 2009.6)% (4.625 13. 2010 2009 % Change For the Year Ended December 31.233.969 3. not a summation.163 2.531 32.4 545.837.3)% (6.4 570.4 486. 2010 2009 For the Year Ended December 31.1% (0. Number of New Sales Leaders by Geographic Region during the Reporting Period We also focus on the number of distributors qualified as new sales leaders under our compensation system.9% 14.8% 28. For the Year Ended December 31.local currency net sales.6 3.837.6% 2.0 466.9% (9.7 115.0 427.8% 25.9 430.7 115. is a useful metric.935 33. or DMOs.594 35.762 11.6)% 2.3 779.7 13.545 28.935 27.0% (1) Worldwide Average Active Sales Leaders may not equal the sum of the Average Active Sales Leaders in each region due to the calculation being an average of Sales Leaders active in a period.2% 34. 2009 2008 % Change North America Mexico South & Central America EMEA Asia Pacific (excluding China) China Worldwide(1) 49. Changes in the Average Active Sales Leader metric may be indicative of the current momentum in a region as well as the potential for higher annual retention levels and future sales growth through utilization of consumption based Daily Methods of Operations.3 2.9% 32. 51 .9 2.778.8% (2.529 25.6 144.920 5.7 115.920 185.1 438.9 493. The fluctuation in the number of new sales leaders has historically been a general indicator of the level of distributor recruitment.299 38.0 466.563 15.5 563.5% 166.6 497.1% 3. a decrease in Volume Points in a particular geographic region or country indicates a decrease in our sales volume.4 570.3)% 11.625 163.7 750.529 6.3% 26. We rely on this metric as an indication of the engagement level of sales leaders in a given region.9% 43. % Change 2009 2008 (Volume points in millions) % Change North America Mexico South & Central America EMEA Asia Pacific (excluding China) China Worldwide 888.305 43.299 40. distributors qualify for sales leader status based on their Volume Points.7% 5.2 3.7% 2.

7 2010 2009 (In thousands) 2008 Sales leaders needed to re-qualify Demoted sales leaders (did not re-qualify) Total re-qualified Retention rate 290.046 (14.387 64.726 50.665 185. In February of each year.0% .473 21.3% 41.0)% 29.248 43.068 51.294 334.977 29.4% 34.1% 40.9% 185. prior to February.415 312.355 309.6% 34. in order to maintain their 50% discount on product and be eligible to receive royalty payments. Sales Leaders Statistics (Excluding China) 2010 2009 (In thousands) 2008 January 1 total sales leaders January & February new sales leaders Demoted sales leaders (did not re-qualify) Other sales leaders (resigned.9% (11.2)% Number of Sales Leaders and Retention Rates by Geographic Region as of Re-qualification Period Our compensation system requires each sales leader to re-qualify for such status each year.677 25.635 285.760 24.668 47.e.3% 50.722 27.912 40.060 47.763 209.7% 46.876 53.0% The table below reflects the number of sales leaders as of February of the year indicated (subsequent to the annual re-qualification date) and sales leader retention rate by year and by region.4) (1.631 294.0 (165.826 26.3 21.9% 38.6 116.6 (181.1% 23.2% 32. etc) End of February total sales leaders The distributor statistics below further highlight the calculation for retention.052 45.052 20.808 59.790 162.9) (181.7% 21.1) 285.517 16.763 7.6 28.2010 2009 For the Year Ended December 31.971 43.190 51.7 451. those who became sales leaders subsequent to the January re-qualification of the prior year).926 52 63.1% 51. Number of Sales Leaders 2010 2009 2008 Sales Leaders Retention Rate 2010 2009 2008 North America Mexico South & Central America EMEA Asia Pacific (excluding China) Total Sales leaders China Sales Employees Worldwide Total Sales Leaders 64.0)% (19.416 (3.722 61.7) 125.262 6.4) 294. Sales Leaders Retention (Excluding China) 431.0 284.703 29.7% 35.2% 45.3% 43.1)% (16.099 67.9) (1.003 26.4)% (11.9)% 26.446 57.6 (167.905 6.2% 48.171 38. The re-qualification requirement does not apply to new sales leaders (i.278 (12.5% 44.8) 309.3 43.016 8.2)% (36.4) (167.826 24.371 59.5 456.6% 38.4% 34.9 304.4)% 21.6% 43.003 198.684 324.875 23.9 20.2 (165.685 67.0% 40.8% 162.912 173.9% 51.0 122.979 21. we demote from the rank of sales leader those distributors who did not satisfy the re-qualification requirements during the preceding twelve months.080 75.248 25. % Change 2009 2008 % Change North America Mexico South & Central America EMEA Asia Pacific (excluding China) Total New Sales Leaders New China Sales Employees Worldwide Total New Sales Leaders 41.0% 42.7) (2.511 27.132 17.3% 41.383 60.760 183.1)% (12.

represent what we collect and recognize as net sales in our financial statements. In order to provide a framework for assessing how our underlying businesses performed excluding the effect of foreign currency fluctuations.S. GAAP. We discuss retail sales because of its fundamental role in our compensation systems. increases in our sales are driven by our retention of sales leaders. comparisons of sales leader totals on a year-to-year basis are indicators of our recruitment and retention efforts in different geographic regions.S. or U. dollars measures that reflect current period exchange rates. Our “gross profit” consists of net sales less “cost of sales. generally accepted accounting principles. business cards. internal controls and operations. A reconciliation of net sales to retail sales is presented below under “Results of Operations. buttons and caps. by purchasing inventory for sale or use as samples. training. In addition. we also compare the percent change in net sales from one period to another period using “ net sales in local currency” disclosure. net sales and other consolidated income or cash flow statement data prepared in accordance with U. support materials.S. such a measure is not in accordance with U. by utilizing and paying for direct mail and print material such as brochures. catalogs. If a distributor wants to pursue the Herbalife business opportunity. by translating the current period net sales into U. by advertising Herbalife’s products. Since sales leaders purchase most of our products for resale to other distributors and consumers. dollars the impact of changes in exchange rates between the U.” which approximate 50% of retail sales prices. and by training.S. or to other financial measures calculated and presented in accordance with U. dollar against foreign currencies. the price we pay to our raw material suppliers and manufacturers of our products as well as costs related to product 53 . mentoring and following up (in person or via the phone or internet) with customers and recruits on how to use Herbalife products and/or pursue the Herbalife business opportunity. dollar and the functional currencies of our foreign subsidiaries.S. GAAP. Consequently. We believe presenting net sales in local currency is useful to investors because it allows a more meaningful comparison of net sales of our foreign operations from period to period. by purchasing and using promotional materials such as t-shirts. Retail sales should not be considered in isolation from. Presentation “Retail sales” represent the gross sales amounts on our invoices to distributors before distributor allowances. As a result. Distributor allowances as a percentage of retail sales may vary by country depending upon regulatory restrictions that limit or otherwise restrict distributor allowances.S. or as a measure of profitability or liquidity. flyers.” “Product sales” represent the actual product purchase price paid to us by our distributors. We provide distributors with products. total net sales will continue to be affected by fluctuations in the U. including its role as the basis upon which distributor discounts. in addition to comparing the percent change in net sales from one period to another in U. dollars. Net sales in local currency is not a U. net sales in local currency measures should not be considered in isolation or as an alternative to net sales in U. dollars using the same foreign currency exchange rates that were used to translate the net sales for the previous comparable period. and “net sales. posters and banners and telephone book listings. it is used as the basis for certain information included in daily and monthly reports reviewed by our management. after giving effect to distributor discounts referred to as “distributor allowances.” which represents our manufacturing costs.S. However.The number of sales leaders by geographic region as of the quarterly reporting dates will normally be higher than the number of sales leaders by geographic region as of the re-qualification period because sales leaders who do not re-qualify during the relevant twelve-month period will be deleted from the rank of sales leader the following February. The value of the average monthly purchase of Herbalife products by our sales leaders has remained relatively constant over time. royalties and bonuses are awarded. nor as a substitute for. GAAP financial measure. the distributor is responsible for growing his or her business and personally pays for the sales activities related to attracting new customers and recruiting distributors by hosting events such as Herbalife Opportunity Meetings or Success Training Seminars. special events and a competitive compensation program.S. However.S. Our international operations have provided and will continue to provide a significant portion of our total net sales.” which reflect distributor allowances and shipping and handling revenues. as defined below. our recruitment and retention of distributors and by our distributors’ increased adoption of daily consumption business methods. GAAP.S. Net sales in local currency removes from net sales in U.S.

energy. Due to restrictions on direct selling in China. Results of Operations Our results of operations for the periods below are not necessarily indicative of results of operations for future periods.S. Most of our sales to distributors outside the United States are made in the respective local currencies. • the Mark Hughes bonus payable to some of our most senior distributors in the aggregate amount of up to 1% of retail sales of weight management. In preparing our financial statements. a strengthening of the U. Consequently. We also offer reduced distributor allowances and pay reduced royalty overrides with respect to certain products worldwide.shipments. including our ability to recruit new distributors and retain existing distributors. The compensation to distributors is generally for the development. foreign currency exchange rates have fluctuated significantly. sports & fitness. Outer Nutrition and promotional products. Royalty overrides together with distributor allowances of up to 50% represent the potential earnings to distributors of up to approximately 73% of retail sales. dollars using average exchange rates. sports & fitness. bank fees. 54 . Royalty overrides are generally earned based on retail sales and provide potential earnings to distributors of up to 23% of retail sales or approximately 33% of our net sales. introduce new products and programs that will help our distributors increase their retail efforts and develop niche market segments. depreciation and amortization. Outer Nutrition products and promotional products. of the retail sales of weight management. energy. our full-time employed sales representatives in China are compensated with wages. occupancy costs. we enter into foreign exchange forward and option contracts to partially mitigate our foreign currency exchange risk as discussed in further detail in Item 7A — Quantitative and Qualitative Disclosures about Market Risk . dollars. retention and improved productivity of their distributor sales organizations and is paid to several levels of distributors on each sale. the total distributor discount percentage may vary over time. freight expenses relating to shipment of products to distributors and importers and similar expenses. “Royalty overrides” are our most significant expense and consist of: • royalty overrides and production bonuses which total approximately 15% and 7%. distributor marketing. communication costs. Additionally. Because of local country regulatory constraints. duties and tariffs. dollar versus a foreign currency can have a negative impact on our reported sales and operating margins and can generate transaction losses on intercompany transactions. Throughout the last five years.S. From time to time. targeted nutrition. and • other discretionary incentive cash bonuses to qualifying distributors. sales events. components of which include labor and benefits. we translate revenues into U. foreign exchange gains and losses and other miscellaneous operating expenses. Our “operating margins” consist of net sales less cost of sales and royalty overrides. respectively. the majority of our purchases from our suppliers generally are made in U. bonuses and benefits and our licensed business providers in China are compensated with service fees instead of the distributor allowances and royalty overrides utilized in our traditional marketing program. we may be required to modify our typical distributor incentive plans as described above. Consequently. open new markets.S. further penetrate existing markets. general and administrative expenses” represent our operating expenses. “Selling. professional fees. targeted nutrition. travel and entertainment. which depend upon numerous factors.

2009 Year Ended December 31.9 32. which in turn helps drive volume point growth in our business.5 4. Accordingly. Such tools include Company sponsored sales events such as Extravaganzas. including the number and productivity of distributors and sales leaders who continually build. The expenses for such programs are included in selling. retention and retailing techniques from our leading distributors and become more familiar with how to market and sell our products and business opportunities. Management’s role. as well as the unique growth or contraction factors specific to certain geographic regions or major countries.6 33. net Income before income taxes Income taxes Net income 100. coupled with ongoing training and promotional initiatives. management believes that these development and motivation programs increase the productivity of the sales leader network. a broad product line that appeals to local consumer needs. Changes in net sales are directly associated with the recruiting and retention of our distributor force.0% 20.7 0. We believe that the correct business foundation. general and administrative expenses.0% 21. These promotions have prizes ranging from qualifying for events to product prizes and vacations.2 0.2 78.7 14. This correct business foundation includes strong country management that works closely with the distributor leadership. general and administrative expenses while distributor compensation for all other countries is included in royalty overrides. Promotional Events and regional Extravaganzas are integral components of developing a highly 55 .8 33.0% 19. 2009 and 2008.9 3. The factors described above have helped distributors increase their business. Leadership Development Weekends. 2008 Operations: Net sales Cost of sales Gross profit Royalty overrides(1) Selling. the quality and completeness of our product offerings that the distributor force has to sell and the number of countries in which we operate. The costs of these promotions are included in selling.3 12.2 12.The following table sets forth selected results of our operations expressed as a percentage of net sales for the periods indicated: Year Ended December 31.6 32. learn recruiting. Management uses the distributor marketing program coupled with educational and motivational tools and promotions to incentivize distributors to increase recruiting.1 0.4 (1) Compensation to our China sales employees and licensed business providers is included in selling.3 13.1 9. Leadership Development Weekends and World Team Schools where large groups of distributors gather.8 32. net sales growth. 2010. actively engaged and unified distributor leadership. a scalable and stable technology platform and an attractive distributor marketing plan.4 79. is required to increase recruiting and retention of distributors and retailing of our products.6 100. and thus. 2010 Year Ended December 31.6 13. thus allowing them to network with other distributors. a favorable regulatory environment. Initiatives.8 8.8 32. retention and retailing activities.7 100. retailing of our products. general and administrative expenses(1) Operating income Interest expense. both in-country and at the region and corporate level is to provide distributors with a competitive and broad product line. retention and retailing. which in turn affect net sales. Sales are driven by several factors.4 80. educate and motivate their respective distribution and sales organizations.5 14. such as Success Training Seminars. We also use event and non-event product promotions to motivate distributors to increase recruiting.3 10. The discussion below of net sales by geographic region further details some of the specific drivers of growth of our business and causes of sales increases and decreases during the years ended December 31. general and administrative expenses. encourage strong teamwork and distributor leadership and offer leading edge business tools and technology services to make doing business with Herbalife simple.5 3.

S.0 million pre-tax ($2. a $4. 2010. compared to $203. The increase was primarily driven by higher operating margin and lower effective tax rate and was partially offset by higher salaries.6 million tax benefit) related to incremental U. 2010 included a $15. 2010 at the SITME rate of 5.3 million.S. bonuses and benefits. financially support the globalization of these initiatives.3 Bolivars per U. or $4.S.1 million unfavorable impact related to the remeasurement of monetary assets and liabilities resulting from Venezuela being designated as a highly inflationary economy beginning January 1. Net income for the year ended December 31.2 million tax benefit from an international income tax audit settlement.3 Bolivars per U.734. The increase in net sales was primarily due to the continued successful adoption and operation of daily consumption business models.S. a $14.67 per diluted share. an increase in average active sales leaders. new ideas and DMOs. dollar costs of 2009 imports into Venezuela which were recorded at the unfavorable parallel market exchange rate and were not devalued based on 2010 exchange rates but rather recorded to cost of sales at their historical dollar costs as products were sold in the first quarter of 2010. In addition. Net income for the year ended December 31. dollar cost of imports into Venezuela at the unfavorable parallel market exchange rate rather than the official currency exchange rate. while expanding into new markets.2 million unfavorable after tax impact (net of $6.5 million. Summary Financial Results for the year ended December 31. CADIVI. 2010 increased 17. 2009 included a $12. and a $3. dollar as opposed to the last parallel market rate of 8.8 million net favorable impact to income taxes from the expiration of certain statute of limitations offset by a charge for an international income tax audit settlement. are being generated in many of our regional markets and are globalized where applicable. net sales for the year ended December 31.S. In local currency.S.6% to $2.324. Net income for the year ended December 31.7 million unfavorable impact related to incremental U.2 million as compared to $2.9 million unfavorable after tax impact (net of $0. Net income for the year ended December 31. Examples of DMOs include the Club concept in Mexico.8 million favorable impact resulting from receipt of U. 2009 Net sales for the year ended December 31.9% to $290. higher distributor promotion and event costs. 2010 increased 17.6 million in 2009. for the same period in 2009.6 million post-tax) foreign exchange gain in Herbalife Venezuela as a result of remeasuring its Bolivar denominated monetary assets and liabilities as of June 30. 2010 increased 42. higher credit card fees. 2010 also included a $3. 2010 compared to the year ended December 31. a $12.5 million one-time favorable impact to income taxes related to Venezuela becoming a highly inflationary economy. branding activities and increased distributor recruiting. We anticipate that our strategy will continue to include creating and maintaining growth within existing markets. 56 . Premium Herbalife Opportunity Meetings in Korea. and the Internet/Sampling and Weight Loss Challenge in the U. the Healthy Breakfast concept in Russia.4 million tax benefit) in connection with our restructuring activities. or $3. country management or regional and corporate management. dollar. a $5. higher China sales employee and licensed business provider costs.22 per diluted share. through the combined efforts of distributors.4% as compared to the same periods in 2009. Management’s strategy is to review the applicability of expanding successful country initiatives throughout a region. higher non-income tax expenses and higher depreciation expense. a $0. dollars approved by the Venezuelan government’s foreign exchange commission. at the official exchange rate relating to 2009 product importations which were previously registered with CADIVI.motivated and educated distributor sales organization that will work toward increasing the recruitment and retention of distributors. and where appropriate.

In terms of volume. or 16.1) 443.6 million. In October 2010. 2009 Net Sales The following chart reconciles retail sales to net sales: Sales by Geographic Region Year Ended December 31.6 $ 87. 2010.5 (413. Total sales leaders in the region increased 4. Average active sales leaders in the U.4 854.5 366.S.6% in the U.S. especially the Nutrition Club DMO. Average active sales leaders in the region increased 13.4 $4.9) $ 511. Latin market and 36.4 637.1) $ 441.S.5 million on net sales for the year ended December 31.696.8 (303.8 263. 57 . during 2010.7% 34. Net sales for the year ended December 31.2 (14.0) 184.8) $2. or 27. Latin Market and the General Market.1 million for the year ended December 31.9 82.734.2 $3. of $82. 2010 increased 19. one in Atlanta for the U.5 825.3 $ (465.6 334. Latin market and 25.306. 2010 increased $71.4 167. Mexico The Mexico region reported net sales of $334. 2010 compared to year ended December 31. In total almost 50.7 $2.7% as of December 31.5 (498.1%.S.968. 2010 Retail Sales Distributor Allowance Shipping & Product Handling Sales Revenues Net Sales Retail Distributor Sales Allowance (Dollars in millions) 2009 Product Sales Shipping & Handling Revenues Net Sales Change in Net Sales North America Mexico South & Central America EMEA Asia Pacific China Worldwide $ 977. In local currency.000 distributors attended these events.S. for the year ended December 31. we do not believe there is an ongoing benefit to evaluating the U. 2009.0 509. The fluctuation of foreign currency rates had a favorable impact of $20.6 16.8 816. 2010.5 683.S. In December. Net sales increased $85.S.993.5 $ 102.6% for the year ended December 31.6) 440.0 390.0 $2.1% 17.2% as compared to the same period in 2009.4% 4.4 605.S.4) 334. Given the ongoing transition of the overall region to a higher level of utilization of daily consumption DMO’s.9 1.4 $ 539.0 41.5) 590.3 (382. we will return to discussing it on a consolidated basis beginning in 2011. 2010. 2010 compared to December 31.9 527.9) 152. 2010 as compared to the same period in 2009.9) 313. the General Market hosted a Future President Team Retreat with approximately 250 attendees. net sales increased 15. and its extension into Commercial Clubs and Central Clubs.1 million.7% in the U. 2010 as compared to the same period in 2009.337.324. net sales for the year ended December 31. or 16. 2010.4 (24. as compared to the same period in 2009.S.3) 221. The overall increase in the region was a result of net sales growth in the U.3% in the General market for the year ended December 31.Year ended December 31. was 63.6% North America The North America region reported net sales of $614.000 combined attendees. 2010 as compared to the same period in 2009. 2010 as compared to the same period in 2009.2) 421.2 66.2 56.1% 27.1 $ 844.8 $ (403.8 (263. for the year ended December 31.3 $ 529.4 504.0% 6. 2010 as compared to the same period in 2009. the region hosted Regional Extravaganzas.3 (291.0 208. Also.0%.8% for the year ended December 31.4) 276.2 — 184.8 93. along with the continued development of the Weight Loss Challenge DMO.0 million. In local currency.7% in the General market for the year ended December 31.7 $ 614.3 396. we continue to see the success of our distributors converting their business focus toward a daily consumption business model.0 (394.690.1%.5) $1. Latin Market and one in Los Angeles for both the U.3 331.4 86.0 431.1 $ (1.3 $ (1.9% for the year ended December 31.088. Therefore. 2010. increased 14. In the U.5 (210. with over 20. market as a bifurcated business.2% 21.0 million for the year ended December 31.7 $ 57.0 53. the mix of business in the U. Sales growth was 8. the region hosted different events including a series of Leadership Development Weekends as well as Nutrition Club and Academy tours.2 — 152.

1 million for the year ended December 31.7 million. 2009.2% for the year ended December 31. for the year ended December 31. Net sales in Italy. In local currency.9% for the year 58 . In local currency. or 6. Norway. In September 2010. or 26.7% as of December 31. This agreement allows distributors to pick up their product orders at the customer service counters of 302 locations in 26 Mexican states. Ecuador and Bolivia.6 million. Total sales leaders in Mexico increased 0. net sales increased 13. for the year ended December 31.4%. The fluctuation of foreign currency rates had a $44.7%.1% for the year ended December 31. 2010 as compared to the same period in 2009. 2010. 2010 as compared to the same period in 2009. EMEA The EMEA region reported net sales of $527. or CIS countries. net sales increased 18.5 million. for the year ended December 31. 2010 as compared to the same period in 2009. 2010.5 million. Total sales leaders in the region decreased 21.5% for the year ended December 31. The fluctuation of foreign currency rates had a $21. 2010 the average applicable exchange rate was 63% less favorable compared to the official exchange rate that was used to translate Venezuela’s local sales during the same period in 2009. 2009. 2010 as compared to the same period in 2009. respectively. 2010 as compared to the same period in 2009. The increase in net sales for the year ended December 31. 2010. 2010. and 10% in March 2010. for the year ended December 31.5 million unfavorable impact on net sales for the year ended December 31. 2010 compared to December 31.1 million. compared to December 31.1%. Commonwealth of Independent States. 2010 was driven by increases in net sales in the majority of the countries in the region including Brazil. 2010 as compared to the same period in 2009.8 million for the year ended December 31. the region’s second largest market. 2010. In Brazil. The fluctuation of foreign currency rates had an unfavorable impact on net sales of $12. decreased $6. 2010 as compared to the same period in 2009. The sales growth in local currency was partially driven by price increases of 12%. and November 2010. Average active sales leaders in Mexico increased 10.5% for the year ended December 31.7%. Mexico hosted a regional extravaganza with total attendance of 18. See Liquidity and Capital Resources — Working Capital and Operating Activities in this section for further discussion on currency exchange rate issues in Venezuela. net sales decreased 0. partially offset by decreases in France and Italy. our largest market in the region. net sales increased 7. The increase in local currency net sales was primarily the result of the successful adoption of Nutrition Clubs and other daily consumption based DMOs. In February 2010. or 4. experienced a net sales decrease of $44. for the year ended December 31. Average active sales leaders in the region increased 3. Ecuador with over 12. In local currency. net sales increased $44. 2010 as compared to the same period in 2009. or 51. South and Central America The South and Central America region reported net sales of $390. the region’s largest market. 2010 as compared to the same period in 2009. In local currency. We believe that by leveraging their distribution system. Venezuela. Net sales increased $23.500 attendees. 2010.7% as of December 31. The decrease in net sales reflects the impact of re-measuring Venezuela’s local sales at the parallel market exchange rate and the new regulated market rate during fiscal year 2010. we are providing distributors with significantly better product access. 2010 as compared to the same period in 2009. 2010 as compared to the same period in 2009. The increase in net sales for the year ended December 31.5 million favorable impact on net sales in Brazil for the year ended December 31.2% for the year ended December 31. or 5. and Spain. partially offset by a decline in Venezuela.We believe that local currency sales during fiscal year 2010 benefited from our distribution agreement with a large Mexico retailer that was initiated at the beginning of the year.1% for the year ended December 31. During the year ended December 31.200. 2010 was driven by increases in net sales in Russia.4 million for the year ended December 31. net sales increased 29. 8%. July 2010. the region hosted an Extravaganza in Quito. Net sales increased $23.7%. In local currency.

4%. 2010 as compared to the same period in 2009. Net sales in Russia. In December 2010. which excludes China.4%.2 million. our largest market in the region.0 million. 2010 was broad based with virtually every country in the region showing year-over-year net sales growth led by Korea. reported net sales of $683. or 34. 2010 as compared to the same period in 2009.300 attendees.7% as of December 31. The increase in net sales for the year ended December 31.9%. 59 . Net sales in South Korea. In local currency. Asia Pacific The Asia Pacific region.1% for the year ended December 31. The fluctuation of foreign currency rates had a favorable impact on net sales of $5. The fluctuation of foreign currency rates had a favorable impact on net sales of $7. Net sales in France. increased $93. in Turin. In July 2010.6% for the year ended December 31.9 million. 2009. the region hosted Extravaganzas in Stockholm. The fluctuation of foreign currency rates had a favorable impact of $38. The increase in Russia was driven by the ongoing adoption of the Commercial Nutrition Club. 2010 as compared to the same period in 2009. net sales in France decreased 18. 2010 as compared to the same period in 2009. 2010 as compared to the same period in 2009. The increase in Spain was mainly due to the positive effect of increased distributor engagement and recruitment. Net sales increased $174. our third largest market in the region. Average active sales leaders in the region increased 2. our second largest market in the region. 2010 as compared to the same period in 2009.700 attendees.300 attendees.8 million for the year ended December 31. In local currency. Ukraine with 3. The fluctuation of foreign currency rates had a favorable impact on net sales of $16. our fourth largest market in the region. or 12. 2010 compared to December 31. India.9 million on net sales for the year ended December 31 2010. for the year ended December 31. 2010 as compared to the same period in 2009. The increase in net sales was primarily driven by the successful adoption and operation of the Nutrition Club DMO. This decline is similar to what we have seen in other markets like Taiwan and Brazil as they were transitioning from a recruiting model to a daily consumption model. 2010 as compared to the same period in 2009.9% for the year ended December 31. or 81. 2010 as compared to the same period in 2009. for the year ended December 31.3% for the year ended December 31. 2010 as compared to the same period in 2009. In local currency. or 26. and Vietnam. 2010 as compared to the same period in 2009. 2010 as compared to the same period in 2009.6 million for the year ended December 31.6% for the year ended December 31. and in Kiev. The decrease in net sales in France was mainly due to lower recruiting. 2010 as compared to the same period in 2009. increased $13. for the year ended December 31. which has generated positive distributor momentum and increased recruiting.3 million.4 million for the year ended December 31. reflecting the continued success of the Road Show DMO. In local currency. In local currency. 2010 as compared to the same period in 2009. increased $2. net sales increased 67. Net sales in Spain. Indonesia. Net sales in Taiwan.2%.3% for the year ended December 31. our second largest market in the region.9% for the year ended December 31. our third largest market in the region. 2010 as compared to the same period in 2009. net sales increased 15. 2010 as compared to the same period in 2009. net sales in Spain increased 18. 2010 as compared to the same period in 2009.4 million.7 million. 2010. The decrease in net sales was primarily driven by a shift in focus to daily consumption DMOs and away from recruiting. In local currency. for the year ended December 31. or 1. Italy with 8. 2010 as compared to the same period in 2009. South Africa held an Extravaganza with approximately 1.ended December 31. or 22. increased $12. net sales decreased 3.5 million for the year ended December 31. increased $4. net sales increased 26.2%.7% for the year ended December 31. Total sales leaders in the region decreased 6.7%. In local currency.800 attendees.9 million. or 41. net sales increased 36. in the form of Commercial Clubs along with the Premium Herbalife Opportunity Meeting. Malaysia.2%. decreased $9. for the year ended December 31. 2010 as compared to the same period in 2009. Sweden with 5. for the year ended December 31. Net sales in Malaysia. for the year ended December 31.

the region hosted an Extravaganza in Singapore with almost 18.8 million for the year ended December 31.1%. 60 . the market continues to be negatively impacted by low recruiting activity. In local currency. 2010 as compared to the same period in 2009. 2010 as compared to the same period in 2009. 2010. 2010 compared to December 31. As experienced in other markets.8%. Net sales increased $32. 2010 as compared to the same period in 2009.2 million.3%. In May 2010. decreased $0.7% for the year ended December 31. or 1. 2010 as compared to the same period in 2009. As of December 31. We believe that the nutrition club concept is slowly starting to gain traction as evidenced by the growth in clubs over the past year. China Net sales in China were $184.2% as of December 31. 2010 was driven primarily by the successful adoption of the Nutrition Club DMO. Total sales leaders in China decreased 1. 2010. net sales increased 101.8% for the year ended December 31. or 112.7 million. 2010.Net sales in Japan. Average active sales leaders in the region increased 25.1 million.0% for the year ended December 31. Despite the modest increase in local currency net sales in 2010. net sales increased 3. for the year ended December 31.4 million for the year ended December 31. Average active sales leaders in China increased 15. which have gone through a similar transition. 2009. 2010 as compared to the same period in 2009. 2009. we had direct-selling licenses in 16 provinces and we were operating 71 retail stores in 30 provinces in China. In September 2010. 2010 as compared to the same period in 2009. In local currency. 2010 as compared to the same period in 2009. The fluctuation of foreign currency rates had a favorable impact of $1. In October 2010. 2010 compared to December 31.000 attendees. The fluctuation of foreign currency rates had a favorable impact on net sales of $2. The 16 provinces in which we now have direct-selling licenses represent an addressable population of approximately 844 million. net sales increased 20. Total sales leaders in the region increased 21.8% for the year ended December 31. The increase in net sales for the year ended December 31. or 21. China with approximately 8. 2010 as compared to the same period in 2009.6% for the year ended December 31. In local currency. Net sales in India. China has experienced a slow-down in sales growth as the licensed business providers begin to build their nutrition club business. 2010 as compared to the same period in 2009.9 million for the year ended December 31. the region hosted a Herbalife University in Macau. for the year ended December 31. the region hosted a 5 year anniversary rally with approximately 12. While we believe the nutrition club DMO has tremendous potential to expand throughout China and achieve success similar to Taiwan and South Korea.6% as of December 31. increased $29. 2010 as compared to the same period in 2009.000 attendees. we also realize that the process is still in its early development stage and will most likely build gradually over the next few years.000 attendees. for the year ended December 31. our fourth largest market in the region. such as Brazil.8 million on net sales for the year ended December 31. our fifth largest market in the region. The current focus in China is to expand the Nutrition Club DMO to enhance the retail focus and thereby increase the emphasis on daily consumption methods of operation. The fluctuation of foreign currency rates had an unfavorable impact on net sales of $2.

6 $1. In addition.8) 108.0 $2.8) 535.1) 109.5 98. 61 .3 10.250. as compared to $18.8% for the same period in 2009.8 128.2 $1.5 $ 253.7 million for the year ended December 31.3 (384.1 $ (1.1% 17.4 196.6 157.7 $2.445. general and administrative expenses were $887. 2010 relating to the incremental U.968.3 144.749.4 8.9 million for the same period in 2009.337.2 $3. mainly due to the factors described in the above discussions of the individual geographic regions. We believe that we have the ability to partially mitigate certain cost pressures through improved optimization of our supply chain coupled with select increases in the retail prices of our products. 2010 as compared to the year ended December 31. Royalty Overrides Royalty overrides were $900.1 331.993.4 million for the year ended December 31.018.690. as compared to the same period in 2009.2 (482.0 127.324.0% 27.3% for the same period in 2009. as compared to 78.392. Selling.8 million recognized during the year ended December 31.5 million for the same period in 2009.4) $1. Compensation to our full-time sales employees and licensed business providers in China is included in selling.0) $1. Sports and Fitness Outer Nutrition Literature.6% Net sales for all product categories increased for the year ended December 31.5 136.4% 22.S.2 $ (1.6 16.9) 421. Promotional and Other Total $2.696. as compared to 32. as compared to $1.4 million for the year ended December 31. 2010. this ratio varies slightly from period to period due to changes in the mix of products and countries because full royalty overrides are not paid on certain products and in certain countries. Gross Profit Gross profit was $2. general and administrative expenses as a percentage of net sales was 32.2 206.2 806. as compared to 33.9 $2. 2010.7 million recognized during the year ended December 31. The increase in the gross profit as a percentage of net sales for the year ended December 31.1 121.4 18. Generally. as opposed to being translated at the CADIVI official rate during 2009.6%.9% for the year ended December 31.5) $1.8 72.2 million for the year ended December 31.7 $ 1.5 128. except for a slight decrease in Outer Nutrition.9% (0.142.8) $2.6)% 13. As a percentage of net sales. gross profit for the year ended December 31.6 $ 214. as compared to $773.1 $ (1.8% for the same period in 2009. was primarily due to a favorable impact from currency fluctuations.831. Selling. 2010.8 139. cost savings throughout our supply chain.8 629.175. 2009.5% for the year ended December 31.7 $4.7 14.8 7.3 493.734. 2010. General and Administrative Expenses Selling. Royalty overrides as a percentage of net sales was 32. These increases to the gross profit as a percentage of net sales were partially offset by country mix and by the unfavorable impact of remeasuring Herbalife Venezuela’s Bolivar net sales at the less favorable old parallel market rate and at the less favorable SITME exchange rate during 2010.303.2 (77. dollar cost of importing finished goods into Venezuela at the unfavorable parallel market rate rather than the official currency exchange. 2010 Retail Sales Distributor Allowance Shipping & Product Handling Sales Revenues Net Retail Distributor Sales Sales Allowance (Dollars in millions) 2009 Product Sales Shipping & Handling Revenues Net Sales % Change in Net Sales Weight Management Targeted Nutrition Energy.3 161.5 209. general and administrative expenses as opposed to royalty overrides where it is included for all other distributors under our worldwide marketing plan.3 $ (1. 2010.5 12.3 (93. 2009. and a decreased unfavorable foreign exchange impact of $12. net sales for Outer Nutrition decreased in part due to the distributor focus on DMOs that are centered towards Weight Management products.2 $ 93.698.0) 84.2 19. 2010.7 18. as compared to $761.3 396.3 (97. See Liquidity and Capital Resources — Working Capital and Operating Activities in this section for further discussion on currency exchange rate issues in Venezuela.1) 103.3 120.306.Sales by Product Category Year Ended December 31. 2009. We anticipate fluctuations in royalty overrides as a percentage of net sales reflecting the growth prospect of our China business relative to that of our worldwide business.464. 2010 increased to 79.6 (100.

5) 5. As a result. was primarily due to the ability to utilize $3. 2010 as compared to the same period in 2009. 2008 Net sales for the year ended December 31.2 million in 2008.5 million in higher depreciation and amortization expense.6 (4.3) 7.The increase in selling. 2010 included $32. The decrease in the effective tax rate for the year ended December 31. China sales employee costs. Summary Financial Results for the year ended December 31. was primarily due to the decrease in interest income generated from Herbalife Venezuela’s cash and cash equivalents and an increase in interest expense relating to our interest rate swap agreements. partially offset by lower interest expense on our senior secured credit facility due to lower average debt balance during 2010 as compared to 2009. increased depreciation. The transitional impact of DASTM resulted in a deferred income tax benefit of approximately $14. as compared to $87.4 million in higher non-income tax expense. The decrease was primarily due to the unfavorable impact of currency fluctuations of 62 .7 million in higher salaries.324. See Liquidity and Capital Resources — Working Capital and Operating Activities in this section for further discussion on Venezuela becoming a highly inflationary economy. 2010 2009 (Dollars in millions) Net Interest Expense Interest expense Interest income Net Interest Expense $ 9.7 (2.4 $ 9. See “Liquidity and Capital Resources” in this section for further discussion on our senior secured credit facility. as of January 1.359.6 million for the year ended December 31.6% for the year ended December 31. As a percentage of pre-tax income. the conversion of Venezuela to a highly inflationary economy as discussed below and a favorable decision in a foreign tax audit which resulted in a one-time tax benefit of $3. December 31. Income Taxes Income taxes were $89. Therefore. The 2010 effective tax rate is not indicative of the future income tax rates and includes certain nonrecurring income tax benefits as discussed within this section. excluding China sales employees. and China licensed business provider service fees.5 million recorded during the first quarter of 2010.1 million due to the expiration of certain statue of limitations. 2010. general and administrative expenses for the year ended December 31. primarily related to our global Oracle implementation. 2009 decreased 1.2 million in higher distributor promotion and event costs. including distributor events and promotions. $5. bonuses and benefits. and higher variable expenses including $29. $8.S. as compared to 30. because Herbalife Venezuela is considered a dual incorporated entity. 2010. the effective income tax rate was 23.1% for the year ended December 31.2 million. as compared to the same period in 2009. 2009. 2010. federal income tax purposes. the decrease in the operating effective rate reflects favorable changes in the country mix and non-cash benefit of $3.1 The increase in net interest expense for the year ended December 31. 2009. 2010 the Bolivar is hyperinflationary for U.6 million for the same period in 2009. 2009 compared to the year ended December 31. Net Interest Expense Net interest expense is as follows: Year Ended Year Ended December 31. We expect 2011 selling.0 million of foreign tax credit carrybacks. it is now required to account for its operations using the Dollar Approximate Separate Transactions Method of accounting (DASTM). $8. Venezuela has experienced cumulative inflation of at least 100% during the three year period ending December 31.3 million in higher expenses related to China sales employees and licensed business providers. In addition.0 million in higher credit card fees and $7.5% to $2. general and administrative expenses to increase in absolute dollars over 2010 levels reflecting higher salaries and benefits excluding China sales employees.6 million as compared to $2. and various sales growth initiatives.

0 331. Italy. while Mexico and Japan.22 per diluted share.S. or $3. of $35. 2009. for the same period in 2008. respectively. The decrease was primarily driven by currency related revenue declines.9 52.1 million valuation allowance on deferred tax asset for deferred interest.8 million unfavorable after tax impact related to restructuring activities (net of $1.2%.9) 152.5)% North America The North America region reported net sales of $529.9) 333.36 per diluted share. In local currency. 56. partially offset by lower professional fees. In Mexico.690. 2009 Retail Sales Shipping & Distributor Product Handling Allowance Sales Revenues 2008 Net Retail Distributor Product Sales Sales Allowance Sales (Dollars in millions) Shipping & Handling Revenues Net Sales Change in Net Sales North America Mexico South & Central America EMEA Asia Pacific China Worldwide $ 844.3 million. Net income for the year ended December 31.1 million.8%.2 678.9) $2. dollars in our top ten countries including the U.0 $ 795.3 159.2 50.9 (14. In local currency.9 million tax benefit) and a $6.2 6.0 $2.0 % (1. dollar cost of imports into Venezuela at the unfavorable parallel market exchange rate rather than the official currency exchange rate.0 82.4 million tax benefit) in connection with our restructuring activities.1 — 152.8 — 145. lower net sales were mainly due to decline in distributor recruiting. 2009 as compared to the same period in 2008.1 570.0 326.0) 360.0 million for the year ended December 31. 63 .6 66.3 (382. 2008 included a $4.696.3)% (4.6 $3.0% 5. 2009 included a $12.811.5%.2 million.4 816.2 927.5 % (25.5 53. 2009 compared to year ended December 31.6 million tax benefit) related to incremental U.9%.2 167. Net income for the year ended December 31. or 7.7 50. respectively.6 383.7 352.1) $ 441. which we began collecting from our distributors during the third quarter of 2008 contributed to the decline in net sales and distributor and sales leader recruiting.2 (14.3 (284.7 (449. Net income for the year ended December 31. 2009 as compared to the same period in 2008.8 $ 496.0 509. or 6. as compared to the same period in 2008. 12.8 million net favorable impact to income taxes from the expiration of certain statute of limitations offset by a charge for an international income tax audit settlement.1 $ (1. and advertising and promotion expense.032.3 $ 80.778.9% and 30.5 (210. for the year ended December 31. as compared to the same period in 2008. 2009 decreased 8.1) 443.993.5) $1.S.8 263. the negative impact of the Value Added Tax.9) 145. and a $3.1%. 28.1% to $203.6 million.9) 313.9 665.1 (318.4)% (11.3 $ (379.359. Year ended December 31.3 million.4 504. South Korea. net sales in U. The increase in net sales in most of our top markets was mainly due to the successful conversions to daily consumption business models. net sales for the year ended December 31.2 605.9 $2.7 410. decreased 25.S.4%.7)% 24. 2008 Net Sales The following chart reconciles retail sales to net sales: Sales by Geographic Region Year Ended December 31.6 92. For the year ended December 31. compared to $221.2%. Brazil. 2009.0 584.9 million unfavorable after tax impact (net of $0. net sales increased 6. 6. The overall increase in the region was a result of net sales growth in the U.3 $ 529.2) 421.3 (291.2 $ (1.1 $ 41.0%.9 (332. 5.3) 221.2 million unfavorable after tax impact (net of $6.0%.5%. depreciation expense. branding activities and increased distributor recruiting. sales event costs and interest expense and lower effective tax rate.2) $ 416.3% and 14.324.S.0 (394. that has been levied by the Mexican government on the import and resale of certain nutrition products.$155. higher cost of goods sold.8) 299. salaries and benefits. Net sales increased $32. as compared to the same period in 2008. 5.8 $ (403.7 $ 431. Venezuela and Malaysia increased 7. In Japan. China.3 $3.8 825. 2009 increased 5. Taiwan.7% for the year ended December 31. as compared to the same period in 2008. or VAT. a $0. or $3..1) 478.5 366.6 $ 87.4%.

In local currency. 2009.0 million for the year ended December 31.7 million or 4.S. for the year ended December 31. the region hosted a U. as compared to the same period in 2008. Why Now?” tour.2% compared to the same period in 2008 and increased 1. 2009. 2009 compared to December 31. 2009. during 2009.000 distributors attended with 11. as compared to the same period in 2008.S. 2009. and are retail price-sensitive. 2009. Distributors previously paid 0% VAT on purchases of most of our nutrition products.9 million for the year ended December 31. decreased $89. The fluctuation of foreign currency rates had a $17. New sales leaders in the region decreased 12. 2009 was attributable to sales growth in Brazil and Venezuela as well as a full year of sales in Ecuador 64 .800 attending the U. 2009. net sales were relatively flat for the year ended December 31. In October 2009. South and Central America The South and Central America region reported net sales of $366. New sales leaders in Mexico decreased 16. as compared to the same period in 2008. Net sales for the year ended December 31. We also implemented a 5% price increase in the U.1% as of December 31. 2009.S. 2008. Net sales comparisons for 2009 versus 2008 were negatively impacted by the collection of a VAT from our distributors that has been levied by the Mexican government on the import and resale of certain nutrition products. a Nutrition Club tour and a Recruiting tour. In total more than 30. as compared to the same period in 2008. net sales in local currency were 12. Total combined attendance at these two events was over 4. this VAT increase affected approximately 58% of our sales volume in the region. or 25. New sales leaders in the U. a series of Leadership Development Weekends. the region hosted different events including a “Why Herbalife. this VAT increase affected only approximately 20% of our sales volume. Net sales decreased $16. Also. 2008. Latin market event and 2. 2009. was 67% in the U. the VAT increase has caused our volumes to decline.S. Mexico The Mexico region reported net sales of $263. 2009 decreased 8. net sales for the year ended December 31. GA. More than 14.We continue to see the success of our distributors converting their business focus toward a daily consumption business model. For the year ended December 31.2% as of December 31. especially the Nutrition Club DMO. Because Nutrition Clubs are the predominant DMO in Mexico. 2009.7% for the year ended December 31.2% sequentially compared to the third quarter of 2009. 2009.2% for the year ended December 31.3 million unfavorable impact on net sales for the year ended December 31.4%. In the fourth quarter. In terms of volume.7% lower in 2009 on a year-to-date basis as compared to 2008. For the first three quarters of 2009 this VAT increase affected approximately 58% of sales volume but for the fourth quarter of 2009. the mix of business in the U.800 attending the General market event. and its extension into Commercial Clubs and Central Clubs. decreased 11. In September 2009. 2009. 2009. Latin market and General market Extravaganzas in Atlanta. Total sales leaders in Mexico decreased 14. during 2009. In local currency.7 million on net sales for the year ended December 31.000 distributors.2 million.S. Latin market and 33% in the General market for the year ended December 31. We began charging the VAT to distributors in the third quarter of 2008. in February 2009. compared to December 31. along with the continued development of the Weight Loss Challenge DMO. Mexico also hosted a motivational Global Expansion Team/Millionaire Team Retreat and Active Sales Leader schools. Total sales leaders in the region decreased 2. as compared to the same period in 2008. local currency net sales increased 8.1% for the year ended December 31.9% as compared to the same period in 2008. Mexico hosted an Extravaganza with over 14.000 distributors attended these events.600 attendees. The increase in local currency net sales in the region for the year ended December 31.S. as compared to the same period in 2008. The reduced impact in the fourth quarter was due to the introduction in October 2009 of several re-formulated nutrition products which are not subject to the VAT charge that replaced our existing products that were subject to the VAT. 2008.3%. Through the third quarter. The fluctuation of foreign currency rates had an unfavorable impact of $57. In addition.

Total sales leaders in the region decreased 14.0%. as it continues to transition towards a daily consumption model.2 million for the year ended December 31. Although Spain local currency net sales were down 25. Also. 2009. Net sales decreased $66. Peru. which decreased 61. as compared to the same period in 2008. In Spain. or 12.5 million unfavorable impact on net sales for the year ended December 31. 2009.3% and 25. as compared to the same period in 2008. net sales decreased only 2. Net sales in Portugal decreased 43. New sales leaders in the region decreased 36. the region’s second largest market.7% for the year ended December 31. The increase in local currency net sales was primarily a result of distributors successfully transforming this market into a more balanced mix of recruiting. 2009.0% for the year ended December 31. 2009.0% for the full year 2009 compared to 2008. In Russia.6% for the year ended December 31. and decreased 24.2%. respectively. as compared to the same period in 2008. for the year ended December 31. In local currency. 2009.2% for the year ended December 31. The decrease was driven by a decline in new sales leaders in several markets including Argentina which decreased 72. respectively. The fluctuation of foreign currency rates had an unfavorable impact on net sales of $45. retailing and retention via the Nutrition Club and other daily consumption based DMOs. or 6. net sales increased $18. The increase in local currency net sales was primarily driven by the adoption of the Office Club concept where all DMOs are carried out from a combined Office and Commercial Nutrition Club location. Italy.5 million.1%. as compared to the prior year period reflecting a re-activated distributor base that is utilizing the Wellness Evaluation and Healthy Breakfast DMOs. as compared to the same period in 2008. 2008. for the year ended December 31. and Bolivia. Portugal net sales declined 40.5% for the year ended December 31. This alert was withdrawn in April 2009 requiring no action by the Company. 2009. 2009. net sales increased 5. Bolivia.0% for the year ended December 31. Among the largest markets in the region. as compared to the same period in 2008.9% higher as compared to the same period in 2008.0% for the year ended December 31.3% and 29.9%. 2009. 2009. local currency net sales in the fourth quarter of 2009 were 1. Net sales in the Netherlands decreased 7. Venezuela. In local currency. 2009.9% compared to the same period in 2008. net sales increased 20. we instituted changes in non-resident distributor compensation to address currency controls imposed by the Venezuelan government. as compared to the same period in 2008.3% while France and Spain reported net sales decreases of 19.5 million. 2009. In local currency.which was opened in the fourth quarter of 2008. In local currency. in June 2009 we instituted a 10% price increase along with further changes in non-resident distributor compensation to adjust for inflation and currency issues. EMEA The EMEA region reported net sales of $504. Italy reported a net sales increase of 11.6% for the year ended December 31. net sales decreased 3. for the year ended December 31. as compared to the same period in 2008. and Colombia. as compared to the same period in 2008.9%. as compared to the same period in 2008. 2009.7%.8% for the year ended December 31. net sales decreased by 15. We are beginning to see some improvement in Portugal as local currency net sales for the fourth quarter of 2009 were down only 6. as compared to the same period in 2008. in local currency. we are beginning to see an improvement resulting from the withdrawal of the Spanish Ministry of Health alert regarding Herbalife products. as compared to the same period in 2008.2% for the year ended December 31. however. Sales increased sequentially from the third to the fourth quarter of 2009 by 14. however. In local currency. as compared to the same period in 2008. 2009. for the year ended December 31. compared to 2008 primarily reflected lower sales in the prior year due to the cumulative effect from price increases of 20% and 25% in January and May 2008. as compared to the same period in 2008. 2009. Offsetting these increases were sales declines in Peru.4% for the year ended December 31. 2009. 2009. Argentina. In October 2008. However. 2009 compared to December 31. In Brazil.4% as of December 31. 2009. 2009. which decreased 66. France and Spain. as compared to the same period in 2008. the region’s largest market. 2009. The fluctuation of foreign currency rates had a $12. net sales increased by 8. 2009.5 million for the year ended December 31. 65 . Chile. as compared to the same period in 2008. 2009. The increase in sales for the year ended December 31. respectively.5 million. experienced a net sales increase of $5.7% for the year ended December 31. or 11.2%. for the year ended December 31.

The increase in local currency net sales for the year ended December 31. The decrease in local currency net sales for the year ended December 31.7% and 33. Czech Republic. net sales decreased 10. respectively. our second largest market in the region. net sales increased 77. 2008. as compared to the same period in 2008.400. and the Czech Republic with approximate attendance of 2. of 53. or 14. net sales increased 39. increased $41.0 million on net sales for the year ended December 31.8%. 2009. 7. The fluctuation of foreign currency rates had an unfavorable impact on net sales of $14. as compared to the same period in 2008. respectively. was driven by the adoption of the Nutrition Club DMO. was driven by a continuing decline in distributor recruiting. 2009. Net sales increased $98. for the year ended December 31. 2009. 57. net sales increased 34. 2009. as compared to the same period in 2008. These declines were partially offset by increases in Italy. net sales increased 32. In local currency.1%.0%. The increase in net sales in India.600. 2009.0%. the most significant decreases occurred in Spain.5%. 2009. EMEA held three regional Extravaganzas in Russia. decreased $9. France. partially offset by a decrease in Japan. Net sales in India increased $12. Total sales leaders in the region decreased 12. Taiwan. or 30. or 24. for the year ended December 31.7 million. as compared to the same period in 2008. for the year ended December 31.200 attendees. continues to be a positive catalyst for growth in this country. South Africa held an Extravaganza with approximately 1.9%. as compared to the same period in 2008. 2009.2% for the year ended December 31. 2009.2% for the year ended December 31. Net sales in Malaysia.7 million. Asia Pacific The Asia Pacific region. as compared to the same period in 2008. 65. The fluctuation of foreign currency rates had an unfavorable impact on net sales of $3. 2009. as compared to the same period in 2008. 2009 was primarily driven by the adoption of the Nutrition Club DMO. 2009.For the year ended December 31. as compared to the same period in 2008. our fourth largest market in the region. In local currency.5%.4 million. The increase in local currency net sales for the year ended December 31. which excludes China. 2009. as compared to the same period in 2008. 2009.8 million for the year ended December 31. 2009. also contributed to the increase in net sales in the region. or CIS countries.0%. Net sales in Japan. Net sales in Taiwan. or 28. Portugal. Adoption of the Nutrition Club DMO. our largest market in the region.8% for the year ended December 31. or 97. 2009. for the year ended December 31. and Turkey where new sales leaders increased 5. or 56. 2009. as compared to the same period in 2008. for the year ended December 31.8 million. new sales leaders for the region decreased 19.3 million for the year ended December 31. In October 2009. The fluctuation of foreign currency rates had an unfavorable impact on net sales of $2.800. reported net sales of $509. In local currency.1%. The number of clubs at December 31. was primarily attributable to net sales increases in three of our largest markets in the region. 2009 was 555 66 . South Korea and Malaysia. and 12. our third largest market in the region.7% for the year ended December 31. In local currency. as compared to the same period in 2008. 2009. Italy. The increase in net sales in Asia Pacific for the year ended December 31.6%. in the form of Commercial Clubs. as compared to the same period in 2008. increased $36. 2009. 2009. as compared to the same period in 2008. Net sales in South Korea.0 million. The fluctuation of foreign currency rates had an unfavorable impact on net sales of $8. as compared to the same period in 2008. 38. as compared to the same period in 2008. The fluctuation of foreign currency rates had an unfavorable impact of $36. one of our emerging markets.7%.2 million for the year ended December 31.6 million for the year ended December 31. 2009.3% for the year ended December 31. for the year ended December 31. In July 2009. 2009. and 7. 2009. as compared to the same period in 2008.1 million. and the Commonwealth of Independent States of Russia.1 million for the year ended December 31. In local currency. which has generated positive distributor momentum and increased recruiting. 2009. reflecting the continued success of the Road Show DMO. in the form of Commercial Clubs along with the Premium Herbalife Opportunity Meeting. 2009. For the year ended December 31.9%. net sales increased 117. In local currency.7%.6% for the year ended December 31.5% as of December 31. respectively. 2009 compared to December 31. increased $12.

142. as compared to the same period in 2008. we received five additional licenses for the provinces of Beijing. Energy. In July 2008.8% and 19.1) 125. In June.4)% 0.1 million on net sales for the year ended December 31.6 $ 2008 Shipping & Net Retail Distributor Product Handling Sales Sales Allowance Sales Revenues (Dollars in millions) (1.0) 84. Guangdong.993.8 139.8 128.4% (0.5%.5 (1.464.8 $3.7 165.7% as of December 31.6% for the year ended December 31. 2009. net sales increased 3. as compared to the same period in 2008.6 (80.8 10.0% and 10.0 14.6 million for the year ended December 31.2 $ 806.3 (1.2 326. As experienced in other markets.2 99.6 20.5) $1. was activated in July 2009.9 146. Total sales leaders in the region increased 15. which have gone through a similar transition.9) 421.1 113. which was activated in July 2010 after we opened our service outlets.2 $ 211.778.2 $ (384. as compared to the same period in 2008. Hubei.9 331.485.2 (100.0%. as compared to the same period in 2008. Sichuan.392.6 120.690.800 attendees.7 818. 71. except Shanghai.5 98. New sales leaders in the region increased 26. 2009. In early July 2009. 2009.6 $3. 2008. 2009.4 (77. 2009. as compared to the same period in 2008.196. respectively.9% for the year ended December 31.811. In September.7 12.3 493. These increases were offset by declines in Japan and Philippines of 57. We received our first direct-selling license in China in March 2007 for the cities of Suzhou and Nanjing in the Jiangsu province. which was granted in July 2008 with the same condition as noted above for Shanghai.2 Net sales for Weight Management.032.696.9 $2.4% for the year ended December 31.3 161. partially offset by an increase in Targeted 67 . Zhejiang and Guizhou.5)% 2.0) $1.000 distributors.0 70. China Net sales in China were $152. Shandong.1) 109.6 9.6 18. for the year ended December 31.0 $2.5 7.6 126. Additionally.3 million. or 5. 2009 compared to December 31. for the year ended December 31.6 $1. Sales by Product Category Year Ended December 31. 2008.469. The current focus in China is to expand the Nutrition Club DMO to enhance the retail focus and thereby increase the emphasis on daily consumption methods of operation. Total sales employees in China increased 2.1% (1. In local currency.9 $ 72.8 14.8 $2. 2009. Taiwan hosted an Asia-Pacific regional University with attendance of approximately 11. such as Brazil. Sports and Fitness and Outer Nutrition products decreased for the year ended December 31. 2009. The fluctuation of foreign currency rates had an unfavorable impact on net sales of $2.4 (118. 2009 compared to the same period in 2008.0% as of December 31. China has been experiencing a slow-down in sales growth as service providers begin to build their nutrition club business.1 $ (396. 2009.9)% (12. New sales employees in China decreased 12. 2009 compared to December 31. As of December 31.9 $1. our license for Beijing.compared to 100 at December 31.1 $ (1.7 136. Korea hosted a regional Extravaganza with approximately 13. Korea and Taiwan increased 112.5)% 214.4%.9) $2. An additional license was granted in July of the same year to conduct business throughout the entire Jiangsu province. as compared to the same period in 2008. Shan’Xi.2) 85. and Shanghai. Sports and Fitness Outer Nutrition Literature.3 million for the year ended December 31.8%.3 $ Net Sales % Change in Net Sales (1. respectively. New sales leaders for India.4) 421. 2009 compared to the same period in 2008.3 243. 2008. All licenses became effective immediately. for the year ended December 31.324. 2009 Shipping & Retail Distributor Product Handling Sales Allowance Sales Revenues Weight Management Targeted Nutrition Energy.250. The 11 provinces in which we now have direct-selling licenses represent an addressable population of approximately 599 million.273.359.2 491. The fluctuation of foreign currency rates had a favorable impact of $2.2 209.8) $1.5 128. we were operating 75 retail stores in 30 provinces in China. China’s Ministry of Commerce granted five additional licenses for us to conduct directselling business in the provinces of Fujian. Promotional and Other Total $2. Net sales increased $7. 2009.

general and administrative expenses increased $2. 2009.2 The decrease in interest expense for the year ended December 31.Nutrition and Literature.4 million for the year ended December 31.900. General and Administrative Expenses Selling. The increase for the year ended December 31. 2009. $2. 2009. 2009 2008 (Dollars in millions) Net Interest Expense Interest expense Interest income Net Interest Expense $ 9.8 million in higher depreciation and amortization expenses.6% for the same period in 2008.S. as compared to 33. and the unfavorable impact during 2009 of recognizing $18. as compared to 32. December 31. The decrease for the year ended December 31. Selling. selling.8%. 2009 decreased to 78.6 million in higher salaries and benefits. 2009. general and administrative expenses as a percentage of net sales was 33.6 (4.9 million compared to the same period in 2008. $5. as compared to $1.8% for the year ended December 31.8 million for the same period in 2008. Generally. Royalty Overrides Royalty overrides as a percentage of net sales was 32.6 million in lower bad debt expense. 2009 included $7. Promotional and Other product category for the year ended December 31. was primarily due to changes in country mix and the increase in net sales in China where compensation to our full-time sales employees and licensed business providers is included in selling. and $13. primarily related to China sales employees and licensed business providers.9 million in lower professional fees.1 million to $773.1 $ 20. as compared to the same period in 2008. 2009 as compared to the same period in 2008 was primarily due to lower interest rates and lower average debt balance in 2009 as compared to 2008. 2009.4 million in lower occupancy costs. promotion costs and distributor sales events primarily reflecting currency fluctuations and location of events. $2. Net Interest Expense Net interest expense is as follows: Year Ended Year Ended December 31.8 million incremental U.3% for the year ended December 31.9) 13. 2009. related to the development of our technology infrastructure and the expansion and relocation of certain operations to new facilities. These increases were offset by $6. Gross Profit Gross profit was $1. as compared to 80.6 million in lower litigation costs. In addition. net sales for Outer Nutrition decreased in part due to the distributor focus on DMOs that are centered towards Weight Management products.1 (6. changes in country mix. For the year ended December 31. general and administrative expenses as opposed to royalty overrides where it is included for all other distributors under our worldwide marketing plan. See “Liquidity and Capital Resources” in this section for further discussion on our senior secured credit facility. See Liquidity and Capital Resources — Working Capital and Operating Activities in this section for further discussion on currency exchange rate issues in Venezuela.831. 68 . mainly due to the factors described in the above discussions of the individual geographic regions. dollar cost of imports into Venezuela at the unfavorable parallel market exchange rate rather than the official currency exchange rate.7% for the same period in 2008.5 million in lower advertising.8% for the same period in 2008. and $1. this ratio varies slightly from period to period due to changes in the mix of products and countries because full royalty overrides are not paid on certain products and in certain countries. The decrease was primarily due to the unfavorable impact from currency fluctuations.5) 5. gross profit for the year ended December 31. As a percentage of net sales.

as compared to $285. Capital expenditures. 2009 and 2008 were $68. higher income tax payments. amounted to approximately $920. 2010 as compared to the same period in 2009.7% for the same period in 2008. as compared to the same period in 2008. 2010. as compared to the same period in 2008.6 million for the year ended December 31. 2010. sales centers and manufacturing facilities domestically and internationally. The increase in cash generated from operations was primarily due to an increase in operating income of $91.8 for the same period in 2008. but instead has effectively resulted from our share repurchase and dividend activities over the recent years. As noted above. The increase in cash generated from operations was primarily due to the increase in non-cash items included in net income for the year ended December 31.1 million. 2010. which together. However. as discussed below there are foreign currency restrictions in Venezuela. Liquidity and Capital Resources for fiscal years 2010.0 million of undrawn capacity as of December 31. This was partially offset by lower operating income. There are no material contractual restrictions on the ability to transfer and remit funds among our international affiliated companies. $60. as compared to the same period in 2008.1 million of operating cash flow. and is comprised of banks who are continuing to support the facility through the current worldwide financial crisis. 2009. the development of our distributor internet initiatives. While a significant net sales decline could potentially affect the availability of funds.1 million for the same period in 2009. we generated $380. and unfavorable change in operating liabilities for the year ended December 31. as compared to $273. compared to the same period in 2008. Variations in sales of our products would directly affect the availability of funds. 2009. We are closely monitoring various aspects of the current worldwide financial crisis and we do not believe that there has been or will be a material impact on our liquidity from this crisis.1% for the year ended December 31. and the expansion of our warehouse. The decrease in 2009 from 2008 primarily reflects lower spending as the Oracle roll-out project was completed during 69 . Further we maintain a revolving credit facility which had $219. through net cash flows provided by operating activities. for the years ended December 31. and a non-cash benefit of $4. severance and related costs for the year ended December 31. Our principal source of liquidity is our operating cash flows. For the year ended December 31. The majority of these expenditures represented investments in management information systems.8 million. For the year ended December 31.5 million driven by a 17.Income Taxes Income taxes were $87. respectively. The decrease in the effective tax rate for the year ended December 31. respectively. 2009 and 2008. All such amounts were included in selling. we have historically met our funding needs utilizing cash flow from operating activities and we believe we will have sufficient resources to meet debt service obligations in a timely manner. which could protect our funding in all but a dramatic net sales downturn. as compared to 30. partially offset by a charge for an international income tax audit settlement of $1. general and administrative expenses. including capital leases.6% growth in net sales for the year ended December 31. 2009. 2009.0 million for the same period in 2008.1 million.7 million of professional fees. 2009 and 2008 We have historically met our working capital and capital expenditure requirements. Our existing debt has not resulted from the need to fund our normal operations.3 million and $6. In 2008 and 2009. many of our largest expenses are purely variable in nature. Restructuring Costs As part of our restructurings. including funding for expansion of operations. the effective income tax rate was 30. capital expenditures primarily related to the global roll-out of Oracle Order Management System. lower interest payments due to lower average debt balance and lower interest rates and the favorable change in operating assets for the year ended December 31. we generated $285. 2009.9 million due to the expiration of certain statute of limitations. was primarily due to a change in the operating effective rate reflecting changes in the country mix. As a percentage of pre-tax income. we recorded $1. 2009. 2009. as compared to $97.1 million and $106.4 million of operating cash flow. Our use of the credit facility for these purposes and not for general working capital and capital expenditure needs has limited the impact that the current worldwide credit crisis has on us.8 million. since the inception of these programs in 2007.

increasing the revolving credit facility by $150. 2009 and 2008.75%.0 million and paid $149. During the years ended December 31. The refinancing is expected to be completed during the first half of 2011. and our share repurchase program as discussed further below. the weighted average interest rate was 1. In addition. plus a margin of 0.0 million of the revolving credit facility.6 39. banks.2 $ $ — — 39.04%. The senior secured credit facility requires us to comply with a leverage ratio and an interest coverage ratio.1 3.7 million of the revolving credit facility.0 million of the revolving credit facility. we borrowed an aggregate amount of $212.0 million senior secured credit facility.5 $56.25%. we were in compliance with these covenants. make investments. 2010. which represents the prime rate offered by major U. comprised of a $200. respectively. 2010. we borrowed an aggregate amount of $427. 2010. The following summarizes our contractual obligations including interest at December 31. respectively.5 21.2 $ 4. we borrowed an aggregate amount of $118. We entered into a $300.0 million.0 11.5%. As of December 31. as well as to continue to fund our dividend program.0 million under the revolving credit facility and paid $487. 2009. and the effect such obligations are expected to have on our liquidity and cash flows in future periods: Payments Due by Period Total 2011 2012 . the senior secured credit facility contains customary covenants.1 161. 2010 included $38. 2010 and December 31.5 $368. The term loan matures on July 21. 2013 and the revolving credit facility is available until July 21.7 (1) The estimated interest payments on our senior credit facility are based on interest rates effective at December 31. plus a margin of 0. 70 .2 10. we had no material off-balance sheet arrangements as defined in Item 303(a)(4)(ii) of Regulation S-K. banks. During 2009.S. Off-Balance Sheet Arrangements At December 31.0 247.7 — 24. dispose of assets. 2010.0 million under the revolving credit facility and paid $298. incur indebtedness. On December 31.2015 (Dollars in millions) 2016 & Thereafter Borrowings under the senior credit facility(1) Capital leases Operating leases Other Total $182.5 1.25%.0 million to $250.2013 2014 . or the base rate. 2010. make certain restricted payments.5 million in unrecognized tax benefits. including covenants that limit or restrict our ability to incur liens. which consists of a revolving credit facility and a term loan that are expiring in July 2012 and July 2013.66% and 3. we amended our senior secured credit facility. We expect to incur total capital expenditures of approximately $80 million to $90 million for the full year of 2011. 2009. as discussed in greater detail above. During 2008.0 million to fund the increase in our share repurchase program discussed below.0 million term loan and a revolving credit facility of $100. During 2010. The revolving credit facility bears interest at LIBOR plus a margin of 1. 1. these borrowings were primarily related to our share repurchases and dividends program as discussed further below.the third quarter of 2009. which represents the prime rate offered by major U. or the base rate. and 2008. with a syndicate of financial institutions as lenders in July 2006. 2012. and whether any settlement would occur. In September 2007.6 $ $ — — 24. The future payments related to these unrecognized tax benefits have not been presented in the table above due to the uncertainty of the amounts and potential timing of cash settlements with the tax authorities. merge or consolidate and enter into certain transactions with affiliates. This will allow us to better support our growth and strategic initiatives.6 1.S. Our consolidated balance sheet as of December 31.7 $ $ 177. The term loan bears interest at LIBOR plus a margin of 1.5 58. We are currently planning to refinance our senior secured credit facility.6 — 39.50%.

Consequently. 2010. our board of directors approved an additional increase of $150 million to our previously authorized share repurchase program raising the total value of common shares authorized to be repurchased to $600 million.5 million. is net of the minimum statutory withholding requirements that the Company pays on behalf of its employees.6 million at December 31. Cash and cash equivalents were $190. In addition. $83. strengthening of the U.0 million.60 per share.05 per common share from prior quarters. including debt service on our term loan and amounts outstanding under our revolving credit facility. As of December 31. dollar versus a foreign currency can have a negative impact on net sales and operating margins and can generate transaction losses on intercompany transactions. Item 7A — Quantitative and Qualitative Disclosures about Market Risk .1 million or an average cost of $52.0 million of our common shares through open market purchases at an aggregate cost of approximately $73. 2010. The number of shares issued upon vesting or exercise for certain restricted stock units and stock appreciation rights granted. our board of directors approved an increase to the share repurchase authorization from $300 million to $1 billion.8 million at December 31. as market conditions warrant.7 million and $50.8 million. 2007. 71 . respectively. 2008. we repurchased approximately 2. 2007.20 per common share dividend each quarter from the adoption of the program through the second quarter of 2010.25 per common share. We expect that cash and funds provided from operations and available borrowings under our revolving credit facility will provide sufficient working capital to operate our business. and 2008 was approximately $53. 2007 expired pursuant to its terms. our board of directors authorized the repurchase of up to $300 million of our common shares during the next two years. Although shares withheld are not issued. our board of directors authorized a new program for us to repurchase up to $300 million of our common shares during the next two years. respectively. On May 3. we repurchased approximately 4. On May 20. raising the total value of our common shares authorized to be repurchased to $450 million. On August 23. an increase of $0. 2008. The Company’s board of directors authorized a $0. The majority of our purchases from suppliers are generally made in U. and $150. 2010. we repurchased approximately 2.6 million of our common shares through open market purchases at an aggregate cost of $137. pursuant to the Company’s share-based compensation plans.Share Repurchases On April 18.7 million. 2009 and 2008. 2010. The aggregate amount of dividends paid and declared during fiscal year 2010. 2009.2 million or an average cost of $36. at such times and prices as determined by management. 2009. $48. or an average cost of $29. as they reduce the number of shares that would have been issued upon vesting.S. our board of directors approved an increase of $150 million. During the year ended December 31. Working Capital and Operating Activities As of December 31.S.25 per share. for the next twelve months. 2010. they are treated as common share repurchases for accounting purposes. During the year ended December 31. For discussion of our foreign exchange contracts and other hedging arrangements. our board of directors approved the extension of the expiration date of the share repurchase program from April 2011 to December 2014. On April 17.7 million. 2010.7 million. our share repurchase program adopted on April 18. while sales to our distributors generally are made in local currencies. and $82. as market conditions warrant.9 million of our common shares through open market purchases at an aggregate cost of approximately $150. During the year ended December 31. 2009. the Company’s board of directors adopted a regular quarterly cash dividend program. dollars. the remaining authorized capacity under the share repurchase program was $776. On August 2. see Part II.9 million. 2009. 2009 and 2008. at such times and prices as determined by our management.60 per share. Dividends During the second quarter of 2007. On April 30. to make expected capital expenditures and to meet foreseeable liquidity requirements. we had positive working capital of $124. the Company’s board of directors approved an increase in the quarterly cash dividend to $0.

Pre-Highly Inflationary Economy in Venezuela and Herbalife Venezuela’s Cash and Cash Equivalents at December 31. due to the currency restrictions in obtaining U. Also.S.8 million. In certain instances. These remeasured cash and cash equivalents were translated at the official rate of 2.S. Due to the difference between the remeasurement rate and translation rate. during the fourth quarter of 2009.S. 2010. dollars 72 . a Venezuelan state-owned petroleum company. In June 2010.2 million. As an alternative exchange mechanism. dollar.S. and its total assets represented less than 3% and 6% of our consolidated total assets as of December 31.S. U. Although Venezuela is an important market in our South and Central America Region. GAAP required us to use the dividend remittance rate (the official exchange rate) for translation purposes and the parallel market exchange rate (the applicable rate at which a particular transaction could be settled). 2009. dollar denominated bonds issued in Venezuela. SITME can only be used for product purchases and is not available for other matters such as the payment of dividends.A. The application and approval processes have been intermittently delayed and the timing and ability to obtain U.15 Bolivars per U. dollar cash and cash equivalents. Based on our specific facts and circumstances. Herbalife Venezuela settled $13. or Bolivars.S. the settlement of these intercompany shipment payables did not result in any net foreign exchange gains or losses recorded in our accompanying consolidated statement of income for the year ended December 31. CADIVI.S.S. As of December 31. In other instances. 4% and 4% of the our consolidated net sales for the years ended December 31.S. dollar. 2009 During the fourth quarter of 2009.9 million U. dollars. dollar denominated nonCADIVI registered intercompany shipment payables that were initially recorded and then subsequently remeasured at the parallel market exchange rate. respectively. at the official foreign exchange rates from the Venezuelan government and its foreign exchange commission. Specifically. dollars at the official currency exchange rate and in order to mitigate the Company’s currency exchange risk in Venezuela. SITME.S. dollar cash and cash equivalents residing in its U. Also. were recorded in costs of sales in our consolidated statement of income for the year ended December 31.S.S. dollars through the purchase and sale of U. or PDVSA. where we effectively purchased bonds with our Bolivars and then sold the bonds for U. dollars so that Herbalife Venezuela can pay for imported products and an annual dividend at the official exchange rate.9 Bolivars per U.S. dollars at an average rate of approximately 5.S.8 million was denominated in U.S. was $9. for certain remeasurement purposes. SITME provides a mechanism to exchange Bolivars into U. dollar bank account were remeasured to Bolivars at the parallel market exchange rate of approximately 5. Incremental costs of $18. we have made appropriate applications through CADIVI for approval to obtain U. S.9 million greater than the U. the cash and cash equivalents relating to Herbalife Venezuela reported on our consolidated balance sheet at December 31.8 million in the Company’s consolidated balance sheet at December 31.5 million U. Therefore. which is controlled by the Central Bank of Venezuela. respectively.000 per month and is generally only available to the extent the applicant has not exchanged and received U. SITME can only be used for amounts of up to $50. related to the importation of products into Venezuela at the unfavorable parallel market exchange rate. 2009. Herbalife Venezuela’s net sales represented less than 2%. 2009. dollar bank account and therefore did not necessarily reflect the true purchasing power of the reported U. However. dollars in exchange for Venezuelan Bolivars. Herbalife Venezuela’s $5. the Venezuelan government introduced additional regulations under a new regulated system. dollars at the official exchange rates remains uncertain.6 million of its U. we used a legal parallel market mechanism for currency exchanges until this less favorable parallel market was discontinued in May 2010. At December 31. SITME is only available in certain limited circumstances. dollars via the CADIVI process within the previous 90 days.S.000 per day and $350. Herbalife Venezuela entered into a series of parallel market transactions and exchanged 105.S. Herbalife Venezuela.S. dollar and reported as $15. 2009.S.S. 2010 and 2009.Currency Restrictions in Venezuela Currency restrictions enacted by the Venezuelan government in 2003 have become more restrictive and have impacted the ability of the Company’s subsidiary in Venezuela. 2009. dollar amount residing in Herbalife Venezuela’s U.4 Bolivars per U. to obtain U. 2009 and 2008. Herbalife Venezuela reported cash and cash equivalents of approximately $34. of which $15. we have also participated in certain bond offerings from the Venezuelan government and from Petróleos de Venezuela.0 million Bolivars for approximately $19. 2009.

S. in connection with the determination that Venezuela was a highly inflationary economy. 2010.S. Income Taxes in our notes to consolidated financial statements. which are registered with CADIVI and are pending CADIVI’s approval. such as inventory.2 million cash and cash equivalents reported in our consolidated balance sheet at December 31. dollars obtained from CADIVI at the official exchange rate of 4.and $18. dollar for remeasurement purposes.6 Bolivars per U.4 million was denominated in Bolivars. At December 31.3 Bolivars per U.S. 2010. we used the SITME rate of 5.3 Bolivars per U. dollar will be used for all essential items and non-essential items beginning January 2011. dollar denominated cash. which resulted in us recording a non-tax deductible foreign exchange loss of $15. Herbalife Venezuela changed its functional currency from the Bolivar to the U. This charge included the $9.3 Bolivars per U. we used the parallel market exchange rate for remeasurement purposes until the parallel market was discontinued in May 2010. See Note 12. GAAP. dollars obtained from CADIVI at the official rate had a positive impact on our consolidated net earnings.S.S. 73 .S. which was declared in December 2008 and registered with CADIVI.S. In late December 2010. dollar for essential items. Pursuant to highly inflationary accounting rules. During 2010.S. dollars approved by CADIVI at the official exchange rate. dollar will be eliminated and the CADIVI official exchange of 4.1 million. dollar will have a positive impact on our consolidated net earnings. 2010. Venezuela was considered a highly inflationary economy.3 Bolivars per U. at December 31. as a result of receiving U. 2010. primarily relating to 2010. movements in the Bolivar to U. 2010 when the Bolivar was the functional currency. remained at historical cost subsequent to Venezuela becoming a highly inflationary economy. we recorded $5. 2010. the incremental costs related to our 2009 imported products recorded at the parallel market exchange rate negatively impacted our consolidated earnings for the year ended December 31. Our imports fall into both classifications. 2009. general and administrative expenses within our accompanying consolidated statement of income for the year ended December 31. we remeasured Herbalife Venezuela’s opening balance sheet’s monetary assets and liabilities at the parallel market rate. Venezuela announced that the CADIVI official exchange rate of 2. Prior to January 1. As of December 31. nonmonetary assets. under the highly inflationary basis of accounting.6 Bolivars per U. and the impact of any U.S. dollar cash and cash equivalents that were remeasured at the parallel market rate and then translated at the official rate at December 31. 2009. However. imports. 2010. dollar. was reduced to approximately $12.S. any U. This amount is not tax deductible.S.S. Specifically. Also. Therefore. 2009. 2010 by approximately $12.5 million on January 1. The request to obtain U. dollar for non-essential items and 2. because we used the parallel market exchange rate for remeasurement purposes until the parallel market was discontinued in May 2010 and then used the SITME rate thereafter. Accordingly. The majority of Herbalife Venezuela’s 2010 importations were not registered with CADIVI so the official exchange rates are not available to pay for these U.5 million. Herbalife Venezuela had outstanding intercompany shipment payable balances of $2.S.7 million as these products were sold during the first quarter of 2010. which was the rate applicable for dividend remittance. Based on relevant facts and circumstances at the applicable times. Herbalife Venezuela’s $34. This devaluation did not have a material impact on our consolidated financial statements.S. Pursuant to the highly inflationary basis of accounting under U. we are no longer required to translate Herbalife Venezuela’s financial statements since their functional currency is now the U.S. Highly Inflationary Economy and Accounting in Venezuela Venezuela’s inflation rate as measured using the blended National Consumer Price Index and Consumer Price Index rate exceeded a three-year cumulative inflation rate of 100% as of December 31.S. effective January 1. dollar were recorded as a component of equity through other comprehensive income. dollar. Official Exchange Rate Devaluations in Venezuela in 2010 In early January 2010.6 million.S.S. On January 1. for additional discussion on the income tax impact related to Venezuela becoming highly inflationary.9 million foreign exchange loss relating to Herbalife Venezuela’s U. Also. Subsequent movements in the Bolivar to U. dollars obtained from the Venezuelan government and PDVSA bond offerings on our consolidated earnings will depend on the prevailing exchange rates during those periods. dollar exchange rate will impact our consolidated earnings.8 million of foreign exchange gains to selling. 2010. dollars at the official rate to settle the outstanding intercompany dividend payable is pending CADIVI’s approval. We expect that any U.S. reported on our consolidated balance sheet at December 31. which included U. Venezuela announced an official exchange rate devaluation of the Bolivar to an official rate of 4. The cash and cash equivalents were translated into our consolidated financial statements at the official exchange rate. 2009. Herbalife Venezuela also has an outstanding intercompany dividend payable to our Company of $2.

4 million which included Bolivar denominated cash and cash equivalents approximating $24.S. when applicable. as a result of remeasuring Herbalife Venezuela’s Bolivar denominated monetary assets and liabilities as of June 30.0 million pre-tax ($2.6 million post-tax) net foreign exchange gain to selling. Our ability to access the official exchange rate and the SITME rate could impact what exchange rates will be used for remeasurement purposes in future periods. We also plan to access government and PDVSA bond offerings when they are made available. dollar to remeasure its Bolivar denominated transactions. including cash and cash equivalents. Although there are delays in the CADIVI approval process.Remeasurement of Herbalife Venezuela’s Monetary Assets and Liabilities During the second quarter of 2010. Substantially all of Herbalife Venezuela’s Bolivar denominated assets and liabilities are currently being remeasured at the SITME rate. and were all remeasured at the new regulated rate under the SITME.S. we continue to control Herbalife Venezuela and its operations. See Subsequent Events . Therefore. The mere existence of the exchange restrictions discussed above does not in and of itself create a presumption that this lack of exchangeability is other-than-temporary. While we continue to monitor the new exchange mechanism and restrictions under SITME. being reported on our accompanying consolidated balance sheet using the SITME rate may not accurately represent the amount of U. primarily denominated in Bolivars. we plan to utilize the SITME market to the extent allowable under current restrictions in order to exchange Bolivars for U.3 Bolivars per U. 2010. dollars.5 million intercompany dividend which was remeasured at the CADIVI official rate. 74 . dollar as opposed to the last parallel market rate prior to the closure of the parallel market in May 2010 of 8.S. general and administrative expenses. we plan to continue applying to CADIVI to obtain the official rate relating to the importation of the Company’s products. within the Company’s consolidated statement of income.6 million. dollars we could ultimately realize. As of December 31. During the third quarter of 2010 and thereafter. we continued to use the SITME rate of 5. Despite the currency exchange restrictions in Venezuela.3 Bolivars per U.2 million as a result of using the SITME rate as opposed to the last quoted parallel market rate during the second quarter of 2010. nor does it create a presumption that an entity should deconsolidate its Venezuelan operations. increased by $5. We continue to assess and monitor the current economic and political environment in Venezuela. we recorded a $4. Herbalife Venezuela’s net monetary Bolivar denominated assets and liabilities approximated $19. except for the $2. Therefore. Consolidation of Herbalife Venezuela We plan to continue our operation in Venezuela and to import products into Venezuela despite the foreign currency constraints that exist in the country.3 Bolivars per U.S. dollars. Herbalife Venezuela’s cash and cash equivalents. dollars on a timely basis. there is no assurance that we will be able to exchange Bolivars into U. these remeasured amounts.S.S.S. 2010 at the SITME rate of 5. In addition. Herbalife Venezuela will continue to apply for legal exchange mechanisms to convert its Bolivars to U. GAAP purposes.S. within this section for further discussion on Herbalife Venezuela. dollar. we continue to consolidate Herbalife Venezuela in our accompanying consolidated financial statements for U.

293 1. 2007.739 $688.581 18.67 61.127 80.458 77.797 70.806 $ 618.683 131. December 31.968 190.058 688. the Preliminary Injunction. On August 25. net Income before income taxes Income taxes Net income Earnings per share Basic Diluted Weighted average shares outstanding Basic Diluted $ 738. 2010 2010 2010 2010 2009 2009 2009 2009 (In thousands except per share data) Operations: Net sales Cost of sales Gross profit Royalty overrides Selling.166 224. The Complaint alleged breach of contract.228 19.Quarterly Results of Operations Quarter Ended December 31.S.160 62.472 552.32 $ 59.639 186.95 $ 0.28 $ 1. 2007.37 $ 1.78 $ 0.492 63. September 30.126 105.442 102.431 133.265 555. The Company believes that it has meritorious defenses to the allegations contained in the lawsuits.763 23.819 62. constructive trust and fraud and seeks monetary damages.22 $ 59. v. Defendants appealed the court’s entry of the Preliminary Injunction to the U. the court granted partial summary judgment for Herbalife on all of defendants’ claims except the claim that the Company is an endless chain 75 . the defendants filed a counterclaim alleging that the Company had engaged in unfair and deceptive business practices.580 205.103 0. misappropriation of trade secrets.68 0.069 27.245 478.843 244.805 $ 521.614 $ $ $ 1.515 494.38 $ 1.955 2. unfair competition.209 62.253 $ 41. September 30.542 0. intentional interference with prospective economic advantage.86 $ 0.929 0. The Company currently maintains product liability insurance with an annual deductible of $10 million.990 $ 1. Inc.750 175. general and administrative expenses Operating income Interest expense.283 194.512 106. On April 16.218 $571.061 230. Inc.953 114.532 195.039 57.794 181. June 30.146 1. The court entered a Preliminary Injunction against the defendants enjoining them from further use and/or misappropriation of the Company’s trade secrets on December 11.234 63.712 76. Robert E. Court of Appeals for the Ninth Circuit.871 $ 136. The Company regularly reviews all pending litigation matters in which it is involved and establishes reserves deemed appropriate by management for these litigation matters when a probable loss estimate can be made. the Company has been and is currently subjected to various product liability claims. Ford.117 24. in relevant part.243 1.085 1.513 589.561 140. On December 3. contract rescission and an injunction.883 116.413 55. The effects of these claims to date have not been material to the Company.161 224. filed a Complaint in the United States District Court for the Central District of California against certain former Herbalife distributors who had left the Company to join a competitor.192 98. March 31.397 0.135 $ 81. et al ).037 1.356 204.656 $ 0.481 60.633 $ 136.088 239. Both sides engaged in discovery and filed cross motions for Summary Judgment. intentional and negligent interference with prospective economic advantage.221 61. attorney’s fees and injunctive relief ( Herbalife International of America.946 Contingencies The Company is from time to time engaged in routine litigation.082 62.83 $ 60.780 207.110 206. 2009. intentional interference with contract.31 $ 59.92 $ 0.91 $ 61.672 630.895 $ 48. That court affirmed.777 122.006 32.338 1.024 75.510 61.356 $ 148.150 100.691 84. 2007. March 31.834 71.959 2.016 83. June 30.441 449.004 600.527 62.77 $ 61. false advertising and that the Company was an endless chain scheme in violation of California law and seeking restitution. Herbalife International of America. and the reasonably possible range of exposure on currently existing claims is not material to the Company.642 62.88 $ 60.319 211.363 419.902 22.355 63.871 $ 1.276 10. As a marketer of dietary and nutritional supplements and other products that are ingested by consumers or applied to their bodies.933 $ 51.400 468.

On February 22. 2010. 2010 the defendants appealed from that judgment and on June 21. 2011. The Company and its tax advisors believe that there are substantial defenses to their allegations that additional taxes are owed. Therefore. These matters may take several years to resolve.scheme which under applicable law is a question of fact that can only be determined at trial. The Company believes that there is merit to its appeal. On May 7. 2011.S. does not believe a loss is probable. the majority of which was Value Added Tax allegedly owed on certain of the Company’s products imported into Mexico during the years 2005 and 2006. the Company may be required to post bonds for some or all of the assessed amount. 2011. for various items. when it becomes probable that an increased potential liability is warranted. Such surety bonds. translated at the period ended spot rate.25 per common share. in July 2010. Subsequent Events On February 18. Herbalife cross-appealed. We expect to receive approximately $15 million U. The court denied defendants’ motion for Summary Judgment on Herbalife’s claims for misappropriation of trade secrets and breach of contract. In connection with the appeal of the assessment. 2011.S.S. 2011. the Company initiated a formal administrative appeal process. 2010. the Company is currently unable to reasonably estimate a possible loss or range of loss that could result from an unfavorable outcome in respect to this assessment or any additional assessments that may be issued for these or other periods. Certain of the Company’s subsidiaries have been subject to tax audits by governmental authorities in their respective countries. These 86 million Bolivars were remeasured at the SITME rate of 5. 2010. This assessment is subject to interest and inflationary adjustments. for the fourth quarter of 2010. 2010. 2011. 2011. and it will prevail upon both its appeal as well as the defendant’s appeal. the Company may have to record additional expenses. 2011. we announced that our Board of Directors approved a quarterly cash dividend of $0.3 million on our consolidated balance sheet at December 31. On June 10. 76 . governmental authorities are proposing that significant amounts of additional taxes and related interest and penalties are due. our Board of Directors approved a two-for-one split of our common shares. The Company did not record a provision as the Company. would not affect the availability of the Company’s existing credit facility.3 Bolivars per U. the District Court granted summary judgment for Herbalife on defendants’ endless chainscheme counterclaim. based on analysis and guidance from its advisors. The stock split will not be effective unless approved by our shareholders at the meeting. and the Company is vigorously contesting the additional proposed taxes and related charges. payable on March 22. This conversion is expected to result in us recording a net pre-tax loss of approximately $1. 2010.3 million U. if the Company is incorrect in the assessment. if issued. dollar denominated bonds with a face value of $20 million U. 2010. 2011 and for the quarter ending March 31. While the Company believes it has meritorious defenses. Herbalife voluntarily dismissed its remaining claims. In certain of these tax audits. the District Court issued a final judgment dismissing all of the parties’ claims. On May 5. the Company entered into agreements with certain insurance companies to allow for the potential issuance of surety bonds in support of its appeal of the assessment.S.S. dollars in our 2011 consolidated statement of income and will be reflected in our consolidated financial statements at March 31. and on May 14. one additional common share will be distributed to our shareholders on or around May 17. but final resolution of this matter could take several years.S. it cannot be sure of their ultimate resolution.7 Bolivars per U. for each common share held on May 10. If approved by our shareholders. Further. dollars in late February or early March 2011 as a result of this conversion and final settlement. to shareholders of record as of the close of business on March 8. On July 8. In February 2011. Herbalife Venezuela purchased U. dollars from a PDVSA bond offering for 86 million Bolivars and then immediately sold the bonds for U. subject to approval by our shareholders at our upcoming Annual General Meeting of Shareholders to be held on April 28. dollar.S. the Company received an administrative assessment from the Mexican Tax Administration Service in an amount equivalent to approximately $93 million. dollars at an expected average effective rate of 5. The Company believes that it has meritorious defenses and is vigorously pursuing the appeal. Although the Company has reserved amounts for certain matters that the Company believes represent the most likely outcome of the resolution of these related disputes. dollar and recorded as cash and cash equivalents of $16.

are reviewed for impairment whenever events or changes in circumstances indicate that the carrying amount of an asset may not be recoverable. Actual results could differ from those estimates. Property.S. financial condition and cash flows. deferred income tax asset valuation allowances. In making this determination. we sold products in 74 countries throughout the world and we are organized and managed by geographic region. Revenue is recognized when products are shipped and title and risk of loss passes to the independent distributor or importer or as products are sold in our retail stores in China. the product acquisition process. and December 31. and are no longer depreciated. plant. Related royalty overrides and allowances for product returns are recorded when revenue is recognized. GAAP. net of discounts referred to as “distributor allowances”. We generally receive the net sales price in cash or through credit card payments at the point of sale. Sales are recognized on a net sales basis. or ASC. 2009. favorable future demand and market conditions could positively impact future operating results if previously reserved for inventory is sold. and in our manufacturing facility located in Lake Forest. We consider the following policies to be most critical in understanding the judgments that are involved in preparing the financial statements and the uncertainties that could impact our operating results.3 million as of December 31. the methods used to distribute the products. Likewise. which requires us to make estimates and assumptions that affect the reported amounts of assets and liabilities and disclosures of contingent assets and liabilities at the date of the financial statements and the reported amounts of revenue and expenses during the year. 2009. historical experience and various other factors that we believe to be reasonable under the circumstances. which reflects anticipated returns to be received over a period of up to 12 months following the original sale. which reflects product returns. property. Accounting Standards Codification. The assets and liabilities 77 . the types of customers to whom products are sold. We regularly evaluate our estimates and assumptions related to revenue recognition. nutritional supplements. Recoverability of assets to be held and used is measured by a comparison of the carrying amount of an asset to estimated undiscounted future cash flows expected to be generated by the asset. As of December 31. are provided at the time the product is shipped. uncertain tax positions. and then are sold to independent distributors who sell Herbalife products to retail consumers or other distributors. energy. management believes that the operating segments are similar in the nature of the products sold. California. sports & fitness products and personal care products within one industry segment as defined under Financial Accounting Standard Board. We base our estimates and assumptions on current facts. We have elected to aggregate our operating segments into one reporting segment. 2010. allowance for product returns. and other loss contingencies. except China. respectively. We record reserves against our inventory to provide for estimated obsolete or unsalable inventory based on assumptions regarding future demand for our products and market conditions. and 2008. or FASB. and purchased intangibles subject to amortization. the results of which form the basis for making judgments about the carrying values of assets and liabilities and the recording of revenue.8% of retail sales for the years ended December 31. 2010. Historically. Segment Reporting . Topic 280. primarily in connection with our buyback program. If future demand and market conditions are less favorable than management’s assumptions. inventory reserves. Allowances for product returns. Assets to be disposed of would be separately presented in the balance sheet and reported at the lower of the carrying amount or fair value less costs to sell. and amounts billed for shipping and handling costs. additional reserves could be required. share-based compensation expense. tax contingencies. Our products are manufactured by third party providers and manufactured in our Suzhou.4 million and $9. Plant and Equipment . respectively. and equipment. China facility. costs and expenses. 2010. If the carrying amount of an asset exceeds its estimated future cash flows. This accrual is based upon historical return rates for each country and the relevant return pattern. Product returns and buybacks were approximately 0.5% and 0.Critical Accounting Policies Our Consolidated Financial Statements are prepared in conformity with U. and the nature of the regulatory environment. In accordance with the FASB ASC Topic 360. an impairment charge is recognized by the amount by which the carrying amount of the asset exceeds the fair value of the asset. as management believes that our operating segments have similar operating characteristics and similar long term operating performance.4%. 0. We reserved for obsolete and slow moving inventory totaling $9. product returns and buybacks have not been significant. goodwill and purchased intangible asset valuations. We are a network marketing company that sells a wide range of weight management products.

In addition. changes in our international corporate structure. known as the income approach. Goodwill and marketing related intangible assets not subject to amortization are tested annually for impairment. and variations in the estimated and actual level of annual pre-tax income can affect the overall effective income tax rate. including acquisitions. ASC 450 requires that we record an estimated loss from a loss contingency when information available prior to issuance of our financial statements indicates that it is probable that an asset has been impaired or a liability has been incurred at the date of the financial statements and the amount of the loss can be reasonably estimated. applicable accounting rules. Income Taxes. and $102. which provides guidance on the determination of how tax benefits claimed or expected to be claimed on a tax return should be recorded in the financial statements. could change if estimates of future taxable income during the carryforward period are adjusted. No marketing related intangibles or goodwill impairment was recorded during years ended December 31. Under ASC 740. or ASC 805. This process requires estimating both our geographic mix of income and our uncertain tax positions in each jurisdiction where we operate. First. As of December 31. We account for uncertain tax positions in accordance with the FASB ASC Topic 740. Although realization is not assured. the likelihood of changes to the estimate of the ultimate outcome increases. and are tested for impairment more frequently if events and circumstances indicate that the asset might be impaired. Contingencies. The implied fair value of goodwill is determined in a similar manner as how the amount of goodwill recognized in a business combination is determined. as well as with respect to other matters. respectively. The amount of the income tax carryforwards that is considered realizable. as the time period increases over which the uncertainties are resolved. The ultimate resolution of these issues may take extended periods of time due to examinations by tax authorities and statutes of limitations. we determine the fair value of a reporting unit and compare it to its carrying amount. Accounting for contingencies such as legal and income tax matters requires us to use judgment related to both the likelihood of a loss and the estimate of the amount or range of loss. or ASC 450. we primarily use the discounted cash flow model. changes in the geographic location of business functions or assets. such as anticipating the positions that we will take on tax returns prior to our actually preparing the returns and the outcomes of disputes with tax authorities. we are required to estimate our income taxes in each of the jurisdictions in which we operate prior to the completion and filing of tax returns for such periods. The determination of impairment is made at the reporting unit level and consists of two steps.9 million. developments in tax audit and other matters. We would assign the fair value of a reporting unit to all of the assets and liabilities of that reporting unit as if the reporting unit had been acquired in a business combination and the fair value of the reporting unit was the price paid to acquire the reporting unit. rulings and interpretations thereof. there are many transactions and calculations where the tax law and ultimate tax determination is uncertain. or ASC 740. An impairment loss is recognized to the extent that the carrying amount exceeds the asset’s fair value. valuation allowances. we must recognize the tax benefit from an 78 . Second. Realization of the income tax carryforwards is dependent on generating sufficient taxable income prior to expiration of the carryforwards.5 million. Many of these legal and tax contingencies can take years to be resolved. Deferred income tax assets have been established for net operating loss carryforwards of certain foreign subsidiaries and have been reduced by a valuation allowance to reflect them at amounts estimated to be ultimately realized. an impairment loss is recognized for any excess of the carrying amount of the reporting unit’s goodwill and other intangibles over the implied fair value. Generally. in accordance with FASB ASC Topic 805. 2010. These estimates involve complex issues and require us to make judgments about the likely application of the tax law to our situation.0 million for both periods. if the carrying amount of a reporting unit exceeds its fair value. The net operating loss carryforwards expire in varying amounts over a future period of time. changes in our business. Contingencies are accounted for in accordance with the FASB ASC Topic 450. we had goodwill of approximately $102. 2010 and 2009. In order to estimate the fair value of goodwill. Business Combinations . applicable tax laws and regulations. we believe it is more likely than not that the net carrying value of the income tax carryforwards will be realized. As part of the process of preparing our Consolidated Financial Statements. however. as well as changes in our agreements with tax authorities. 2009 and 2008. In the ordinary course of our business. The excess of the fair value of a reporting unit over the amounts assigned to its assets and liabilities is the implied fair value of goodwill. changes in the geographic mix and amount of income.of a disposed group classified as held for sale would be presented separately in the appropriate asset and liability sections of the balance sheet. and marketing related intangible assets of approximately $310.

New Accounting Pronouncements In December 2010. Intangibles-Goodwill and Other (Topic 350): When to Perform Step 2 of the Goodwill Impairment Test for Reporting Units with Zero or Negative Carrying Amounts (a consensus of the FASB Emerging Issues Task Force) . Under the fair value recognition provisions of this statement. or ASU. Foreign Currency Matters . We account for share-based compensation in accordance with the FASB ASC Topic 718. Determining the fair value of share-based awards at the grant date requires judgment. the FASB. ASU 2010-28 provides amendments to Accounting Standards Codification.uncertain tax position only if it is more likely than not that the tax position will be sustained on examination by the taxing authorities. We apply FASB ASC Topic 815. Our expected volatility is based upon the historical volatility of our common shares and. As a result. The tax benefits recognized in the financial statements from such a position are measured based on the largest benefit that has a greater than fifty percent likelihood of being realized upon ultimate resolution.S. goodwill impairments may be reported sooner or more often compared to current practice. All hedging transactions are authorized and executed pursuant to written guidelines and procedures. 2010-28. In determining whether it is more likely than not that a goodwill impairment exists. the amount of expense has been reduced for estimated forfeitures. Intangibles — Goodwill and Other . or ASC. or ASC 718. In a majority of the countries where we operate. which arise during the normal course of business from changes in interest rates and foreign currency exchange rates. We account for foreign currency transactions in accordance with ASC Topic 830. Forfeitures were estimated based on historical experience. or ASC 815. which requires that goodwill of a reporting unit be tested for impairment between annual tests if an event occurs or circumstances change that would more likely than not reduce the fair value of a reporting unit below its carrying amount. based on the technical merits of the position. Our foreign exchange translation adjustments are included in accumulated other comprehensive loss on our accompanying consolidated balance sheets. As share-based compensation expense recognized in the Statements of Income is based on awards ultimately expected to vest. The qualitative factors are consistent with the existing guidance and examples in ASC Topic 350. which established accounting and reporting standards for derivative instruments. QUANTITATIVE AND QUALITATIVE DISCLOSURES ABOUT MARKET RISK We are exposed to market risks. the functional currency is the local currency. general and administrative expenses in the accompanying consolidated statements of income. ASU 2010-28 is effective for fiscal years and interim periods within those years. if necessary. we use derivative financial instruments to manage or hedge these risks. Derivatives and Hedging. On a selected basis. including certain derivative instruments embedded in other 79 . share-based compensation cost is measured at the grant date based on the value of the award and is recognized as an expense over the vesting period. or the simplified method. dollar amounts at year-end exchange rates. additional expense or reversal of previous expense are recorded. The expected life of awards is based on the simple average of the average vesting period and the life of the award. Our foreign subsidiaries’ asset and liability accounts are translated for consolidated financial reporting purposes into U. issued Accounting Standards Update. Compensation-Stock Compensation . We do not expect that the adoption of ASU 2010-28 will have a material impact on our consolidated financial statements. 2010. Revenue and expense accounts are translated at the average rates during the year. Foreign currency transaction gains and losses and foreign currency remeasurements are included in selling. Topic 350. in subsequent periods if actual forfeitures differ from those estimates. it is also validated against the volatility of a company peer group. beginning after December 15. due to the limited period of public trading data for our common shares. including estimating our stock price volatility and employee stock award exercise behaviors. Item 7A. ASC 718 requires forfeitures to be estimated at the time of grant and revised. then they should perform Step 2 of the goodwill impairment test if it is more likely than not that a goodwill impairment exists. Pursuant to ASU 2010-28. if any entity during Step 1 of a goodwill impairment test determines reporting units with zero or negative carrying amounts. If actual forfeitures differ from estimates. with early adoption not permitted. an entity should consider whether there are any adverse qualitative factors indicating that an impairment may exist.

contracts, and for hedging activities. All derivatives, whether designated in hedging relationships or not, are required to be recorded on the balance sheet at fair value. If the derivative is designated as a fair-value hedge, the changes in the fair value of the derivative and the underlying hedged item are recognized concurrently in earnings. If the derivative is designated as a cash-flow hedge, changes in the fair value of the derivative are recorded in other comprehensive income (loss) and are recognized in the consolidated statements of income when the hedged item affects earnings. ASC 815 defines the requirements for designation and documentation of hedging relationships as well as ongoing effectiveness assessments in order to use hedge accounting. For a derivative that does not qualify as a hedge, changes in fair value are recognized concurrently in earnings. A discussion of our primary market risk exposures and derivatives is presented below. Foreign Exchange Risk We transact business globally and are subject to risks associated with changes in foreign exchange rates. Our objective is to minimize the impact to earnings and cash flow associated with foreign exchange rate fluctuations. We enter into foreign exchange derivatives in the ordinary course of business primarily to reduce exposure to currency fluctuations attributable to intercompany transactions, translation of local currency revenue, inventory purchases subject to foreign currency exposure, and to partially mitigate the impact of foreign currency rate fluctuations. Due to the recent significant volatility in the foreign exchange market, our current strategy, in general, is to hedge some of the significant exposures on a short-term basis. We will continue to monitor the foreign exchange market and evaluate our hedging strategy accordingly. With the exception of our foreign exchange forward contracts relating to forecasted inventory purchases and intercompany management fees as discussed below in this section, all of our foreign exchange contracts are designated as free standing derivatives for which hedge accounting does not apply. The changes in the fair market value of the derivatives not qualifying as cash flow hedges are included in selling, general and administrative expenses in our consolidated statements of income. The foreign exchange forward contracts designated as free standing derivatives are used to hedge advances between subsidiaries and to partially mitigate the impact of foreign currency fluctuations. Foreign exchange average rate option contracts are also used to mitigate the impact of foreign currency rate fluctuations. The objective of these contracts is to neutralize the impact of foreign currency movements on the operating results of our subsidiaries. The fair value of forward and option contracts is based on third-party bank quotes. We also purchase foreign currency forward contracts in order to hedge forecasted inventory purchases and intercompany management fees that are designated as cash-flow hedges and are subject to foreign currency exposures. We applied the hedge accounting rules as required by ASC Topic 815 for these hedges. These contracts allow us to sell Euros in exchange for U.S. dollars at specified contract rates. As of December 31, 2010 and 2009, the aggregate notional amounts of these contracts outstanding were approximately $32.1 million and $66.8 million, respectively. At December 31, 2010, the outstanding contracts were expected to mature over the next twelve months. Our derivative financial instruments are recorded on the consolidated balance sheet at fair value based on quoted market rates. For the forecasted inventory purchases, the forward contracts are used to hedge forecasted inventory purchases over specific months. Changes in the fair value of these forward contracts, excluding forward points, designated as cash-flow hedges are recorded as a component of accumulated other comprehensive income (loss) within shareholders’ equity, and are recognized in cost of sales in the consolidated statement of income during the period which approximates the time the hedged inventory is sold. We also hedge forecasted intercompany management fees over specific months. Changes in the fair value of these forward contracts designated as cash flow hedges are recorded as a component of accumulated other comprehensive loss within shareholders’ equity, and are recognized in selling, general and administrative expenses in the consolidated statement of income in the period when the hedged item and underlying transaction affects earnings. As of December 31, 2010, we recorded assets at fair value of $0.6 million and liabilities at fair value of $0.8 million relating to all outstanding foreign currency contracts designated as cash-flow hedges. As of December 31, 2009, we recorded assets at fair value of $2.3 million relating to all outstanding foreign currency contracts designated as cash-flow hedges. We assess hedge effectiveness and measure hedge ineffectiveness at least quarterly. During the years ended December 31, 2010 and 2009, the ineffective portion relating to these hedges was immaterial and the hedges remained effective as of December 31, 2010 and 2009.

80

As of December 31, 2010 and 2009, the majority of our outstanding foreign currency forward contracts had maturity dates of less than one year with the majority of freestanding derivatives expiring within three months. The table below describes all foreign currency forward contracts that were outstanding as of December 31, 2010 and 2009:
Average Contract Rate Original Notional Amount (In millions) Fair Value Gain (Loss) (In millions)

Foreign Currency

At December 31, 2010 Buy BRL sell USD Buy EUR sell ARS Buy EUR sell JPY Buy EUR sell MXN Buy EUR sell RUB Buy EUR sell USD Buy INR sell USD Buy JPY sell EUR Buy JPY sell USD Buy KRW sell USD Buy MXN sell EUR Buy MXN sell USD Buy MYR sell USD Buy PEN sell USD Buy PHP sell USD Buy TWD sell USD Buy USD sell BRL Buy USD sell COP Buy USD sell EUR Buy USD sell GBP Buy USD sell INR Buy USD sell JPY Buy USD sell KRW Buy USD sell MXN Buy USD sell PEN Buy USD sell PHP Buy USD sell RUB Total forward contracts

1.68 5.27 113.89 16.58 40.99 1.34 44.81 111.90 82.57 1,146.51 16.45 12.37 3.10 2.80 43.89 29.17 1.72 1,917.51 1.32 1.56 45.78 81.59 1,138.90 12.45 2.81 44.11 31.48

$

$

7.6 1.3 1.2 35.5 1.8 101.4 4.5 1.2 19.4 21.0 8.0 4.5 12.2 10.3 0.1 2.6 14.9 4.3 74.3 4.0 8.7 9.8 4.9 4.9 5.2 2.8 1.3 367.7

$

$

0.1 — (0.1) — — 0.1 — — 0.4 0.4 — — 0.1 — — — (0.5) — (1.0) — (0.2) (0.1) (0.1) — — — — (0.9)

81

Foreign Currency

Average Contract Rate

Original Notional Amount (In millions)

Fair Value Gain (Loss) (In millions)

At December 31, 2009 Buy EUR sell MXN Buy JPN sell USD Buy USD sell EUR Buy CLP sell USD Buy USD sell CLP Buy HKD sell USD Buy JPY sell EUR Buy EUR sell JPY Buy USD sell BRL Buy USD sell ZAR Buy ZAR sell USD Buy USD sell PHP Buy USD sell KRW Buy USD sell INR Buy USD sell COP Buy EUR sell USD Buy EUR sell HKD Buy MXN sell USD Buy GBP sell USD Buy USD sell RUB Buy COP sell USD Buy KRW sell USD Buy BRL sell USD Buy EUR sell GBP Buy MXN sell EUR Buy PHP sell USD Buy RUB sell USD Buy USD sell MXN Buy USD sell JPN Total forward contracts

19.67 90.60 1.48 523.79 509.40 7.75 131.55 131.59 1.78 7.86 7.49 47.49 1,181.27 46.72 1,983.88 1.43 11.26 13.19 1.63 29.78 2,053.31 1,167.38 1.78 0.89 18.81 46.47 30.25 13.15 92.46

$

$

32.6 16.9 77.2 5.3 2.9 6.5 3.3 3.3 7.3 1.3 1.3 6.3 1.9 3.0 3.5 45.2 2.6 8.5 5.7 1.3 4.2 1.9 0.6 3.3 7.0 3.2 0.3 1.7 7.9 266.0

$

$

(1.6) (0.5) 2.6 0.2 — — — — (0.1) (0.1) — (0.1) — — 0.1 — — — — — — — — — — — — — 0.1 0.6

As of December 31, 2010 and 2009 we did not have any outstanding foreign currency option contracts. Most of our foreign subsidiaries designate their local currencies as their functional currencies. At December 31, 2010 and December 31, 2009, the total amount of our foreign subsidiary cash was $188.2 million and $149.6 million, respectively, of which $5.8 million and $11.9 million, respectively, was invested in U.S. dollars. Currency restrictions enacted by the Venezuelan government in 2003 have become more restrictive and have impacted the ability of our subsidiary in Venezuela, or Herbalife Venezuela, to obtain U.S. dollars in exchange for Venezuelan Bolivars, or Bolivars, at the official foreign exchange rates from the Venezuelan government and its foreign exchange commission, CADIVI. The application and approval processes have been intermittently delayed and the timing and ability to obtain U.S. dollars at the official exchange rates remains uncertain. In certain instances, we have made appropriate applications through CADIVI for approval to obtain U.S. dollars so that Herbalife Venezuela can pay for imported products and an annual dividend, at the official exchange rate. As an alternative 82

83 .S. the weighted average interest rate was 1. Under our senior secured credit facility. where we effectively purchased bonds with our Bolivars and then sold the bonds for U. dollars via the CADIVI process within the previous 90 days. On June 26.3 Bolivars per U. we were obligated to enter into interest rate hedges for up to 25% of the aggregate principal amount of the term loan for a minimum of three years. Also.9 million as of December 31. SITME provides a mechanism to exchange Bolivars into U. dollars. 2010. The notional amount was scheduled to be reduced by $20. 2009. and 2013-$140. we entered into an interest rate swap agreement.S. this less favorable parallel market was discontinued.000 per month and is generally only available to the extent that the applicant has not exchanged and received U.S. SITME is only available in certain limited circumstances. 2009.S. The fair value of our senior secured credit facility approximates its carrying value of $174.0 million in the second. dollar for remeasurement purposes.6 Bolivars per U. we have also participated in certain bond offerings from the Venezuelan government and from Petróleos de Venezuela.S. 2009.000 per day and $350.S. This agreement provided for us to pay interest for a three-year period at a fixed rate of 5. We elected not to apply hedge accounting for this interest rate swap. with an effective date of June 30.A.S. However. where we paid three month LIBOR and received one month LIBOR plus 0. SITME. dollar for non-essential items and 2. Our imports fall into both classifications.S. 2010. Our senior secured credit facility bears a variable interest rate. dollar for essential items.75% and 1. dollar denominated bonds issued in Venezuela.185%. In late December 2010. the interest rate swap agreement expired and all outstanding amounts were settled. dollar will be eliminated and the CADIVI official exchange of 4. 2009. In June 2010. respectively. During September 2009. Interest Rate Risk As of December 31. dollar will be used for all essential items and non-essential items beginning January 2011. At December 31. dollars through the purchase and sale of U. On August 23.5 million. and on December 31. Venezuela announced that the CADIVI official exchange rate of 2. a Venezuelan state-owned petroleum company.0 million while receiving interest for the same period at the LIBOR rate on the same notional principal amount. which expired on September 30. In early January 2010. dollars obtained from the Venezuelan government and PDVSA bond offerings on our consolidated earnings will depend on the prevailing exchange rates during those periods. 2009. the interest swap expired and was consequently settled.3 Bolivars per U. SITME can only be used for amounts of up to $50. As of December 31. See Item 7 — Management’s Discussion and Analysis of Financial Condition and Results of Operations. SITME can only be used for product purchases and it is not available for other matters such as the payment of dividends. we used a legal but less favorable parallel market mechanism for currency exchange. the aggregate annual maturities of our senior secured credit facility were expected to be: 2011-$1. 2007 throughout the term of the swap. Specifically. S. 2009. we used the SITME rate of 5. 2010 and 2009. In other instances.9 million. or PDVSA.5 million. dollars obtained from CADIVI at the official exchange rate will have a positive impact on our consolidated net earnings. the Venezuelan government introduced additional regulations under a newly regulated system. Venezuela’s inflation rate as measured using the blended National Consumer Price Index and Consumer Price Index rate exceeded a three-year cumulative inflation rate of 100% as of December 31. This devaluation did not have a material impact to our consolidated financial statements. which is controlled by the Central Bank of Venezuela. 2012-$32. We expect that any U.S.66%. 2010 and $236.S. thereby fixing our effective rate on the notional amounts at 6.6 Bolivars per U. The swap notional amount was $20 million.50%. The swap had been designated as a cash flow hedge against the variability in LIBOR interest rate on our term loan at LIBOR plus 1. Venezuela announced an official exchange rate devaluation of the Bolivar to an official rate of 4.26% on the initial notional principal amount of $180. and the impact of any U. for a further discussion on how the currency restrictions in Venezuela have impacted Herbalife Venezuela’s operations. In September 2009.4 million as of December 31. third and fourth quarters of each year commencing January 1. there were no amounts remaining in other comprehensive income relating to this expired interest swap and the swap had no value.3 Bolivars per U. In May 2010. we entered into an interest rate swap agreement. 2006.76%.S.exchange mechanism.

would not represent a material potential net change in fair value. a hypothetical 50-basis-point change. As of December 31. even those systems determined to be effective can provide only reasonable assurance with respect to financial statement preparation and presentation. provide for us to pay interest for less than a four-year period at a weighted average fixed rate of 2. Based on the outstanding balances of our senior secured credit facility and our interest rate swaps at December 31. thereby fixing our weighted average effective rate on the notional amounts at 4. and is incorporated herein by reference. Consequently. are set forth in the Index to Financial Statements under Item 15 — Exhibits and Financial Statement Schedules of this Annual Report on Form 10-K. earnings. The swaps have been designated as cash flow hedges against the variability in the LIBOR interest rate on our term loan at LIBOR plus 1.During August 2009. the fair value of the interest rate swap agreements are based on third-party bank quotes and we recorded the interest rate swaps as a liability at fair value of $6. CONTROLS AND PROCEDURES Disclosure Controls and Procedures The Company maintains disclosure controls and procedures as defined in Rule 13a-15(e) under the Exchange Act.78% on notional amounts aggregating to $140 million while receiving interest for the same period at the one month LIBOR rate on the same notional amounts. Because of its inherent limitations. Management’s Report on Internal Control over Financial Reporting The SEC.6 million. the Chief Executive Officer and Chief Financial Officer have concluded that the Company’s disclosure controls and procedures were effective as of December 31. we entered into four interest rate swap agreements with an effective date of December 31. as directed by Section 404 of the Sarbanes-Oxley Act of 2002. 2010 the hedge relationships qualified as effective hedges under the ASC 815.28%. and December 31. The Company’s internal control over financial reporting is designed to provide reasonable assurance to the Company’s management and Board of Directors regarding the preparation and fair presentation of published financial statements. In addition. whether the derivatives used in hedging transactions are effective in offsetting changes in cash flows of the hedged item.6 million and $2. Therefore. both at inception and at least quarterly thereafter. with the participation of the Chief Executive Officer and Chief Financial Officer. The agreements. sustained for one year. collectively. We formally assess. internal control over financial reporting may not prevent or detect all misstatements. CHANGES IN AND DISAGREEMENTS WITH ACCOUNTANTS ON ACCOUNTING AND FINANCIAL DISCLOSURE None. Item 9. Based on an evaluation of the Company’s disclosure controls and procedures as of the end of the period covered by this report conducted by the Company’s management. Management of the Company is responsible for establishing and maintaining adequate internal control over financial reporting as defined in Rule 13a-15(f) under the Exchange Act. respectively. Our exposure to interest rate volatility risk relating to our senior secured credit facility is partially mitigated by our interest rate swaps. As of December 31. Item 9A. FINANCIAL STATEMENTS AND SUPPLEMENTARY DATA Our consolidated financial statements and notes thereto and the reports of KPMG LLP. 2010. independent registered public accounting firm. or cash flows. 2010. Item 8. the Company’s independent auditors must attest to and report on the effectiveness of the Company’s internal control over financial reporting. 2009. 2009. adopted rules which require the Company to include in its Annual Report on Form 10-K. an assessment by management of the effectiveness of the Company’s internal control over financial reporting as defined in Rule 13a-15(f) under the Exchange Act.50%. 2010. 84 . all changes in the fair value of the derivatives are deferred and recorded in other comprehensive income (loss) until the related forecasted transactions are recognized in the consolidated statements of income. in interest rates prevailing at that date. These agreements will expire in July 2013.

under the supervision and with the participation of the Company’s Chief Executive Officer and Chief Financial Officer.The Company’s management carried out an evaluation. The independent registered public accounting firm that audited the financial statements included in this Annual Report on Form 10-K has issued an attestation report on the Company’s internal control over financial reporting. 85 . our internal control over financial reporting. under the framework in Internal Control — Integrated Framework. 2010 that have materially affected. Based upon this evaluation. Changes in Internal Control over Financial Reporting There were no changes in our internal control over financial reporting (as defined in Rules 13a-15(f) and 15d-15(f) under the Exchange Act) that occurred during the fourth quarter ended December 31. 2010. or are reasonably likely to materially affect. which is set forth below. of the effectiveness of the Company’s internal control over financial reporting based on the framework in Internal Control — Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway Commission. our management concluded that our internal control over financial reporting was effective as of December 31.

Also. We conducted our audit in accordance with the standards of the Public Company Accounting Oversight Board (United States). internal control over financial reporting may not prevent or detect misstatements. based on criteria established in Internal Control — Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway Commission (COSO). California February 22. use. and subsidiaries maintained. and the related consolidated statements of income. (2) provide reasonable assurance that transactions are recorded as necessary to permit preparation of financial statements in accordance with generally accepted accounting principles. and cash flows for each of the years in the three-year period ended December 31. or disposition of the company’s assets that could have a material effect on the financial statements. We also have audited. accurately and fairly reflect the transactions and dispositions of the assets of the company. and subsidiaries’ (the “Company”) internal control over financial reporting as of December 31. A company’s internal control over financial reporting includes those policies and procedures that (1) pertain to the maintenance of records that. 2010. 2010. We believe that our audit provides a reasonable basis for our opinion. Because of its inherent limitations. based on criteria established in Internal Control — Integrated Framework issued by the COSO. 2011 expressed an unqualified opinion on those consolidated financial statements. the consolidated balance sheets of Herbalife Ltd. Our responsibility is to express an opinion on the Company’s internal control over financial reporting based on our audit. /s/ KPMG LLP Los Angeles. projections of any evaluation of effectiveness to future periods are subject to the risk that controls may become inadequate because of changes in conditions. or that the degree of compliance with the policies or procedures may deteriorate.REPORT OF INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM The Board of Directors and Stockholders Herbalife Ltd. 2010 and 2009. 2011 86 . and subsidiaries as of December 31. 2010. and our report dated February 22. Herbalife Ltd. included in the accompanying management’s report on internal control over financial reporting. In our opinion. and testing and evaluating the design and operating effectiveness of internal control based on the assessed risk. and that receipts and expenditures of the company are being made only in accordance with authorizations of management and directors of the company. in accordance with the standards of the Public Company Accounting Oversight Board (United States). assessing the risk that a material weakness exists.: We have audited Herbalife Ltd. Our audit also included performing such other procedures as we considered necessary in the circumstances. Our audit included obtaining an understanding of internal control over financial reporting. effective internal control over financial reporting as of December 31. A company’s internal control over financial reporting is a process designed to provide reasonable assurance regarding the reliability of financial reporting and the preparation of financial statements for external purposes in accordance with generally accepted accounting principles. changes in shareholders’ equity and comprehensive income. and (3) provide reasonable assurance regarding prevention or timely detection of unauthorized acquisition. in all material respects. The Company’s management is responsible for maintaining effective internal control over financial reporting and for its assessment of the effectiveness of internal control over financial reporting. Those standards require that we plan and perform the audit to obtain reasonable assurance about whether effective internal control over financial reporting was maintained in all material respects. in reasonable detail.

EXECUTIVE COMPENSATION The information required under this Item is incorporated herein by reference to our definitive proxy statement to be filed with the SEC no later than 120 days after the close of our fiscal year ended December 31. 2010. AND DIRECTOR INDEPENDENCE The information required under this Item is incorporated herein by reference to our definitive proxy statement to be filed with the SEC no later than 120 days after the close of our fiscal year ended December 31. 2010. except that the information required with respect to our executive officers is set forth under Item 1 — Business . 2010. and is incorporated herein by reference. PART III. 2010. Item 13. EXECUTIVE OFFICERS AND CORPORATE GOVERNANCE The information required under this Item is incorporated herein by reference to our definitive proxy statement to be filed with the SEC no later than 120 days after the close of our fiscal year ended December 31. Item 14. except that the information required with respect to our equity compensation plans is set forth under Item 5 — Market for Registrant’s Common Equity. Item 11. CERTAIN RELATIONSHIPS AND RELATED TRANSACTIONS. of this Annual Report on Form 10-K.Item 9B. Item 12. SECURITY OWNERSHIP OF CERTAIN BENEFICIAL OWNERS AND MANAGEMENT AND RELATED STOCKHOLDER MATTERS The information required under this Item is incorporated herein by reference to our definitive proxy statement to be filed with the SEC no later than 120 days after the close of our fiscal year ended December 31. Item 10. and is incorporated herein by reference. DIRECTORS. OTHER INFORMATION None. PRINCIPAL ACCOUNTING FEES AND SERVICES The information required under this Item is incorporated herein by reference to our definitive proxy statement to be filed with the SEC no later than 120 days after the close of our fiscal year ended December 31. 2010. Related Stockholder Matters and Issuer Purchases of Equity Securities of this Annual Report on Form 10-K. 87 .

. or the information is presented in the consolidated financial statements or related notes. LLC. Inc. EXHIBIT INDEX Exhibit Number Description Reference 3. L.L. 2010 and 2009 Consolidated Statements of Income for the years ended December 31. CCG AV. Schedules are omitted because the required information is inapplicable. The exhibits listed in the Exhibit Index immediately below are filed as part of this Annual Report on Form 10-K. Inc. Inc. LLC and WH Investments Ltd. L. Herbalife International of America. Golden Gate Private Equity. not material. are filed as part of this Annual Report on Form 10-K on the pages indicated: Page No.. effective January 1. Whitney Strategic Partners V. or are incorporated by reference herein. L. LLC-Series C. Form of Share Certificate Form of Indemnity Agreement between Herbalife International Inc. Inc. CCG AV.2# 10.8 10.P. and Imperial Trust Company. L.3# 10. 3.7# 10. 2010. as amended Trust Agreement for Herbalife 2001 Executive Retention Plan. CCG Investments (BVI). by and among WH Holdings (Cayman Islands) Ltd. 2002 between Herbalife International. Financial Statement Schedules.1 4. Inc. 401K Profit Sharing Plan and Trust. CCG Investment Fund-AI. AND SUBSIDIARIES Report of Independent Registered Public Accounting Firm Consolidated Balance Sheets as of December 31.. HERBALIFE LTD. EXHIBITS AND FINANCIAL STATEMENT SCHEDULES The following documents are filed as part of this Annual Report on Form 10-K. CCG Associates-AI...PART IV Item 15. 2009 and 2008 Notes to Consolidated Financial Statements 94 95 96 97 98 99 2. The following financial statements of Herbalife Ltd. 1996. LLC-Series E.. effective March 15.’s Management Deferred Compensation Plan. or incorporated herein by reference: 1. and each Herbalife Distributor Indemnity agreement dated as of July 31.. LLC. (d) (d) (a) (a) (a) (a) (a) (a) (a) (a) (a) 88 . Financial Statements.. LP. and certain officers and directors of Herbalife International Inc. 2010.4 10. Inc.9 Form of Amended and Restated Memorandum and Articles of Association of Herbalife Ltd.1 10. LLC-Series C. effective March 15. dated as of July 18. WH Acquisition Corp. CCG AV. 2001 Notice to Distributors regarding Amendment to Agreements of Distributorship. 2009 and 2008 Consolidated Statements of Cash Flows for the years ended December 31. 1996 Herbalife International Inc. CCG Associates-QP.6 10.P.1 10. Exhibits. as amended Herbalife International of America.. as amended Master Trust Agreement between Herbalife International of America. Whitney V. 2002. 1996. effective January 1. 2010. GGC Administration.’s Senior Executive Deferred Compensation Plan.5# 10. effective January 1.C. 2001 Herbalife 2001 Executive Retention Plan. 2009 and 2008 Consolidated Statements of Changes in Shareholders’ Equity and Comprehensive Income for the years ended December 31.P. Whitney & Co.

CCG Associates-QP. Whitney Strategic Partners V.26# Form of 2004 Herbalife Ltd.22 Indemnification Agreement. Whitney V. 2005 Stock Incentive Plan Stock Unit Award Agreement 10.11# WH Holdings (Cayman Islands) Ltd.P. LLC-Series C and CCG AV.P. CCG Investments (BVI). Whitney V.16 Indemnity Agreement. Whitney V.P. CCG Associates-AI. LLC.P. L.. 2004 10. Chapman and Richard Goudis 10. 10. Herbalife International.P.P. CCG Associates-AI. 2004 Stock Incentive Plan 10. L. LLC. Johnson and the Shareholders listed therein 10. L.. Brett R. Stock Incentive Plan. LLC. CCG AV.. 10. dated as of December 13. 2003 between WH Holdings (Cayman Islands) Ltd. CCG AV. by and among WH Holdings (Cayman Islands) Ltd. Michael O.. Whitney Strategic Partners V. 2005 Stock Incentive Plan Stock Unit Award Agreement applicable to Messrs. LLC. Johnson 10.31# Form of Herbalife Ltd. CCG Investments (BVI).30# Form of Herbalife Ltd.P.12# Non-Statutory Stock Option Agreement. CCG Associates-AI.29# Form of Herbalife Ltd. Michael O.27# Independent Directors Stock Unit Award Agreement 10. L.20 Form of Indemnification Agreement between Herbalife Ltd. LP. 1 to Herbalife Ltd.24# Form of Stock Bonus Award Agreement 10.25# Form of 2004 Herbalife Ltd. 2002. 2003 10. Inc..17 First Amendment to Amended and Restated WH Holdings (Cayman Islands) Ltd. dated as of February 9. Brett R. LLC-Series E.10# Independent Director’s Stock Option Plan of WH Holdings (Cayman Islands) Ltd. and the directors and certain officers of Herbalife Ltd... among WH Capital Corporation and Brett R. L. LLC and GGC Administration. CCG AV.34# Form of Herbalife Ltd..Exhibit Number Description Reference 10. 2004 Stock Incentive Plan. by and among WH Holdings (Cayman Islands) Ltd. 2005 Stock Incentive Plan Stock Appreciation Right Award Agreement applicable to Messrs. LLC. L. Stock Incentive Plan.15# Form of Non-Statutory Stock Option Agreement (Executive Agreement) 10. 2003 10. 2004.28# Amended and Restated Herbalife Ltd. 2004. LLC-Series C. CCG CI.33# Form of Herbalife Ltd. 2003 by and among WH Holdings (Cayman Islands) Ltd. WH Investments Ltd. effective December 1. 2005 Stock Incentive Plan 10. CCG Investment Fund-AI.14# Form of Non-Statutory Stock Option Agreement (Non-Executive Agreement) 10. CCG AV. dated as of July 31. LLC-Series E. dated November 5.. Chapman 10. Whitney Strategic Partners V. CCG Associates-QP. LLC-Series C and CCG AV..P...19 Share Purchase Agreement. 2002. 2004 Stock Incentive Plan Stock Option Agreement 10.32# Form of Herbalife Ltd.. 2005 Stock Incentive Plan Stock Unit Award Agreement applicable to Mr. CCG Associates-QP. L. and Michael O. LLC-Series E. LLC. Johnson 10. Chapman and Richard Goudis 89 (a) (a) (a) (a) (a) (a) (a) (a) (b) (b) (c) (c) (d) (e) (e) (v) (v) (f) (g) (h) (h) (i) (i) (j) (j) .P.. 10. LP.18 Registration Rights Agreement. CCG Investment Fund-AI. dated as of July 31. WH Investments Ltd.23# Amendment No. 10. L. L. 10.. by and among Herbalife Ltd. CCG Investment Fund-AI. Michael O. dated as of April 3. dated as of November 5.21# Herbalife Ltd. 2005 Stock Incentive Plan Stock Appreciation Right Award Agreement applicable to Mr. L.13# Side Letter Agreement dated as of April 3.. LLC. as restated.P. CCG Investments (BVI).. Johnson 10. 2005 Stock Incentive Plan Stock Appreciation Right Award Agreement 10. 2004 Stock Incentive Plan Non-Employee Director Stock Option Agreement 10.

WH Luxembourg Holdings S. 2006 Amendment dated October 10. Richard P. WH Capital Corporation.á. Goudis dated June 14.R. 2006..50# 10. WH Luxembourg Holdings S.38# 10.á.L. Herbalife International Luxembourg S. 2004 Amendment dated October 24.. 2005 Stock Incentive Plan Stock Appreciation Right Award Agreement applicable to Messrs.. WH Luxembourg Holdings S. and Richard P.R.L...á. Herbalife Ltd.R. and Brett R. Chapman Form of Herbalife Ltd. 2006. to Stock Option Agreement by and between Herbalife Ltd. HV Holdings Ltd.L.á. Herbalife International Luxembourg S. Chapman dated October 10.Exhibit Number Description Reference 10.49# 10.á.L.37# 10.46# 10. HV Holdings Ltd.á. WH Intermediate Holdings Ltd. HBL Ltd.R. Goudis and Brett R. Herbalife Luxembourg Distribution S.R. 2005 Form of Herbalife Ltd.L. Goudis dated September 1.L. Goudis and Brett R.43# 10.. 2006.L. and the Subsidiary Guarantors party thereto in favor of Merrill Lynch Capital Corporation. and Brett R.á.. 2004 Amendment dated October 10.44# 10.42# 10. Inc.35 10.45# 10.L. Herbalife International Luxembourg S.. Chapman Form of Herbalife Ltd.L.. and the Subsidiary Guarantors party thereto in favor of Merrill Lynch Capital Corporation. and Brett R. dated as of July 21.36 10.. as Collateral Agent Stock Unit Agreement by and between Herbalife Ltd.. 2004 Amendment dated October 24. and Richard P. 2005 Stock Incentive Plan Stock Appreciation Right Award Agreement applicable to Michael O. to Form of Credit Agreement. 2005 Stock Incentive Plan Stock Unit Award Agreement applicable to Messrs. to Stock Option Agreement by and between Herbalife Ltd. 2006.. HBL Ltd. S. HLF Luxembourg Holdings. as Collateral Agent Form of Security Agreement.. and Richard P. 2004 Amendment dated October 24.39# 10. 2005 Stock Incentive Plan Stock Appreciation Right Award Agreement First Amendment dated June 21. Chapman dated December 1. 2006. S. Goudis dated April 27.á.41# 10.48# 10.. Herbalife Ltd. WH Luxembourg Intermediate Holdings S.R.R..47# 10..R. 2007... 2006.. HBL Ltd.. by and among Herbalife International Inc. to Stock Option Agreement by and between Herbalife Ltd.. Herbalife Distribution Ltd. Goudis dated December 1. HV Holdings Ltd.á.R.. Herbalife Luxembourg Distribution S.R. HLF Luxembourg Holdings. and Brett R..á.. and the Subsidiary Guarantors party thereto in favor of Merrill Lynch Capital Corporation. WH Luxembourg Intermediate Holdings S. dated as of July 21.R.. Herbalife Distribution Ltd. to Stock Option Agreement by and between Herbalife Ltd.40# 10. 2005 Stock Incentive Plan Stock Unit Award Agreement applicable to Michael O Johnson Form of Herbalife Ltd.á. WH Capital Corporation.R. 2004 Amendment dated October 10. 2005 Stock Incentive Plan Stock Unit Award Agreement Form of Herbalife Ltd.R. to Stock Option Agreement by and between Herbalife Ltd.á. 2006. as Collateral Agent 90 (k) (k) (l) (l) (l) (l) (m) (m) (m) (m) (m) (n) (n) (n) (n) (n) (n) (o) .R..L.R.á.. S. and Richard P. WH Intermediate Holdings Ltd. 2006 Amendment dated October 24. WH Intermediate Holdings Ltd. Chapman dated April 27.L. WH Capital Corporation. Herbalife Ltd. HLF Luxembourg Holdings.. Herbalife Distribution Ltd.. Johnson Form of Herbalife Ltd. and Richard P. Goudis dated October 24. to Stock Option Agreement by and between Herbalife Ltd. dated as of July 21. 2006.á. by and among Herbalife International Inc. WH Luxembourg Intermediate Holdings S.L.. 2006.L. by and among Herbalife International. to Stock Option Agreement by and between Herbalife Ltd.á. 2005 Stock Unit Agreement by and between Herbalife Ltd...52 Form of Credit Agreement.L. 2006. Herbalife Luxembourg Distribution S.L.51# 10. Richard P. Chapman dated September 1..

R. dated March 27. Inc.L. dated as of June 1.57# 10.á. to Form of Credit Agreement. and the Subsidiary Guarantors party thereto in favor of Merrill Lynch Capital Corporation.L.L.L.R. Herbalife Ltd.59# 10. HLF Luxembourg Holdings.á.R.R..R. by and among Herbalife International Inc.70# Second Amendment dated September 17.R.65# 10. WH Capital Corporation.R. Johnson. 2010. dated March 27.. HBL Ltd. S.R. HV Holdings Ltd.R. HBL Ltd. HLF Luxembourg Holdings.R. 2010.Exhibit Number Description Reference 10.64# 10. as Collateral Agent Herbalife Ltd... Herbalife Luxembourg Distribution S.á. as Collateral Agent Third Amendment dated November 30.. as Collateral Agent Amendment to Herbalife International Inc. 2008... Johnson and Herbalife International of America. dated as of January 1.L.L. WH Luxembourg Intermediate Holdings S.54 10.. Herbalife International Luxembourg S. Herbalife Distribution Ltd. HLF Luxembourg Holdings. HV Holdings Ltd.á. WH Luxembourg Intermediate Holdings S. 401K Profit Sharing Plan and Trust Form of Independent Directors Stock Appreciation Right Award Agreement Herbalife Ltd.L.L. HV Holdings Ltd.. to Form of Credit Agreement.R. Employee Stock Purchase Plan Fourth Amendment dated February 21. and the Subsidiary Guarantors party thereto in favor of Merrill Lynch Capital Corporation. WH Capital Corporation. by and among Herbalife International Inc..á.. Stock Unit Award Agreement by and between Herbalife Ltd.68# 10.á.. S..á.á. by and among Herbalife International Inc.L.. and Michael O. Herbalife Distribution Ltd. 2005 Stock Incentive Plan Stock Unit Award Agreement Amended and Restated Non-Management Directors Compensation Plan Amendment to Form of Non-Employee Directors Stock Appreciation Right Award Agreement Amended and Restated Employment Agreement by and between Brett Chapman and Herbalife International of America...R.55# 10. HV Holdings Ltd. Herbalife Distribution Ltd.á...á. and Michael O. WH Luxembourg Holdings S.. and the Subsidiary Guarantors party thereto in favor of Merrill Lynch Capital Corporation.L...L. 2007. Inc. 2006.R.. WH Capital Corporation.L. Inc. Herbalife International Luxembourg S.L. WH Intermediate Holdings Ltd.62# 10.á. Fifth Amendment dated September 25... to Form of Credit Agreement.61 10.á.á.. by and among Herbalife International Inc.. Johnson.R. HBL Ltd.67# 10..R. dated as of July 21.. dated as of July 21. Johnson.R.R..L. WH Intermediate Holdings Ltd.L.56 10. dated as of July 21. dated March 27. 2006. Form of Herbalife Ltd.L.63# 10. Herbalife Luxembourg Distribution S.. Inc. 2008.R. and Michael O. WH Intermediate Holdings Ltd..... S. Herbalife Luxembourg Distribution S. 2010. Stock Appreciation Right Award Agreement by and between Herbalife Ltd. WH Luxembourg Holdings S.. HBL Ltd.60# 10.L..53 10. dated as of July 21.á. dated as of January 1..66# 10.. 2008. and the Subsidiary Guarantors party thereto in favor of Merrill Lynch Capital Corporation. Herbalife Ltd. Herbalife Luxembourg Distribution S.á. Herbalife International Luxembourg S. WH Luxembourg Holdings S.R. Stock Appreciation Right Award Agreement by and between Herbalife Ltd.. WH Luxembourg Holdings S.L.á.á.. 2006. Severance Agreement by and between Desmond Walsh and Herbalife International of America.58# 10. 2007. Amended and Restated Independent Directors Deferred Compensation and Stock Unit Plan Amended and Restated Employment Agreement by and between Richard P.69# 10. S...L. Herbalife International Luxembourg S. Herbalife Ltd. as Collateral Agent Employment Agreement dated as of March 27..á. HLF Luxembourg Holdings. Goudis and Herbalife International of America. 2006.L. WH Luxembourg Intermediate Holdings S.á.. to Form of Credit Agreement. 2008 between Michael O. WH Intermediate Holdings Ltd.á.R.. Herbalife Ltd. WH Capital Corporation.. Herbalife Distribution Ltd. 2008. 2008.. WH Luxembourg Intermediate Holdings S. 91 (o) (p) (p) (p) (q) (q) (q) (q) (r) (s) (t) (t) (u) (u) (v) (v) (v) (w) .

5 to the Company’s registration statement on Form S-1 (File No.. 2004 as an Exhibit to Amendment No. Previously filed on February 28. 2004 as an Exhibit to Amendment No. 333-122871) and is incorporated herein by reference. 2004 as an Exhibit to Amendment No. Previously filed on March 29. Previously filed on December 2. 333-119485) and is incorporated herein by reference. 2004 as an Exhibit to the Company’s registration statement on Form S-1 (File No.1 31. 333-119485) and is incorporated herein by reference. 2010 as an Exhibit to the Company’s Current Report on Form 8-K and is incorporated herein by reference. 2006 and is incorporated by reference. 2006 as an Exhibit to the Company’s Quarterly Report on Form 10-Q for the quarter ended September 30. not filed Previously filed on October 1.SCH 101. Previously filed on November 9.INS 101.1 32.72# 21. Furnished. Previously filed on February 17. 2006 as an Exhibit to the Company’s Current Report on Form 8-K and is incorporated herein by reference. 92 . 2010. Previously filed on March 29. Inc.71# 10.. 2006 as an Exhibit to the Company’s Current Report on Form 8-K and is incorporated herein by reference. 2005 as an Exhibit to the Company’s registration statement on Form S-8 (File No. 333-119485) and is incorporated herein by reference. 4 to the Company’s registration statement on Form S-1 (File No. Management contract or compensatory plan or arrangement.DEF 101. 2005 and is incorporated herein by reference.2 101.LAB 101. 2006 as an Exhibit to the Company’s Annual Report on Form 10-K for the year ended December 31.2 32. 333-119485) and is incorporated herein by reference. Inc. dated as of December 28.CAL 101. dated as of December 26. 2010. Previously filed on November 13. Goudis and Herbalife International of America.PRE * # ** (a) (b) (c) (d) (e) (f) (g) (h) (i) (j) (k) First Amendment to the Amended and Restated Employment Agreement by and between Richard P. 2 to the Company’s registration statement on Form S-1 (File No. First Amendment to the Amended and Restated Employment Agreement by and between Brett R. Subsidiaries of the Registrant Consent of KPMG LLP — Independent Registered Public Accounting Firm Rule 13a-14(a) Certification of Chief Executive Officer Rule 13a-14(a) Certification of Chief Financial Officer Section 1350 Certification of Chief Executive Officer Section 1350 Certification of Chief Financial Officer XBRL Instance Document XBRL Taxonomy Extension Schema Document XBRL Taxonomy Extension Calculation Linkbase Document XBRL Taxonomy Extension Definition Linkbase Document XBRL Taxonomy Extension Label Linkbase Document XBRL Taxonomy Extension Presentation Linkbase Document (x) (x) * * * * * * ** ** ** ** ** ** Filed herewith.Exhibit Number Description Reference 10.Chapman and Herbalife International of America. Previously filed on December 14.1 31. 2006 as an Exhibit to the Company’s Current Report on Form 8-K and is incorporated herein by reference.1 23. Previously filed on April 30. Previously filed on March 31.

2007 as an Exhibit to the Company’s Quarterly Report on Form 10-Q for the quarter ended September 30. 2010 as an Exhibit to the Company’s Quarterly Report on Form 10-Q for the quarter ended March 31.(l) Previously filed on October 12. 2010 as an Exhibit to the Company’s Current Report on Form 8-K and is incorporated herein by reference. 2009 and is incorporated by reference. (u) Previously filed on June 17. 2007 and is incorporated herein by reference. 2007 as an Exhibit to the Company’s Current Report on Form 8-K and is incorporated herein by reference. (w) Previously filed on August 3. (n) Previously filed on May 29. 2008 and is incorporated by reference. (o) Previously filed on November 6. 2010 as an Exhibit to the Company’s Current Report on Form 8-K and is incorporated herein by reference. (x) Previously filed on December 29. (p) Previously filed on February 26. 2009 as an Exhibit to the Company’s Quarterly Report on Form 10-Q for the quarter ended March 31. (m) Previously filed on October 26. 93 . 2010 as an Exhibit to the Company’s Current Report on Form 8-K and is incorporated herein by reference. (r) Previously filed on November 3. 2010 and is incorporated by reference. (q) Previously filed on April 7. 2008 as an Exhibit to the Company’s Annual Report on Form 10-K for the year ended December 31. 2006 as an Exhibit to the Company’s Current Report on Form 8-K and is incorporated herein by reference. (t) Previously filed on May 3. 2006 as an Exhibit to the Company’s Current Report on Form 8-K and is incorporated herein by reference. (v) Previously filed on August 2. 2010 and is incorporated by reference. 2008 as an Exhibit to the Company’s Quarterly Report on Form 10-Q for the quarter ended September 30. 2008 as an Exhibit to the Company’s Current Report on Form 8-K and is incorporated herein by reference. 2010 as an Exhibit to the Company’s Quarterly Report on Form 10-Q for the quarter ended June 30. 2007 and is incorporated by reference. (s) Previously filed on May 4.

In our opinion. 2010. Those standards require that we plan and perform the audit to obtain reasonable assurance about whether the financial statements are free of material misstatement. Herbalife Ltd. We conducted our audits in accordance with the standards of the Public Company Accounting Oversight Board (United States). the financial position of Herbalife Ltd. and subsidiaries’ internal control over financial reporting as of December 31. in conformity with U. Our responsibility is to express an opinion on these consolidated financial statements based on our audits. An audit includes examining. 2010 and 2009. and cash flows for each of the years in the three-year period ended December 31. and the related consolidated statements of income. and our report dated February 22. and subsidiaries (the “Company”) as of December 31. 2010. evidence supporting the amounts and disclosures in the financial statements. These consolidated financial statements are the responsibility of the Company’s management. 2010. We believe that our audits provide a reasonable basis for our opinion.REPORT OF INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM The Board of Directors and Stockholders Herbalife Ltd. in all material respects. generally accepted accounting principles. and subsidiaries as of December 31.S. the consolidated financial statements referred to above present fairly. 2011 94 .: We have audited the accompanying consolidated balance sheets of Herbalife Ltd. California February 22. based on criteria established in Internal Control — Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway Commission. /s/ KPMG LLP Los Angeles. We also have audited. changes in shareholders’ equity and comprehensive income. as well as evaluating the overall financial statement presentation. and the results of their operations and their cash flows for each of the years in the three-year period ended December 31. 2011. An audit also includes assessing the accounting principles used and significant estimates made by management. 2010 and 2009. on a test basis. in accordance with the standards of the Public Company Accounting Oversight Board (United States). expressed an unqualified opinion on the effectiveness of the Company’s internal control over financial reporting.

894 102. $0.931 16.339 (166.612 182.002 par value.285) 257.401 (147.004 487.407 745.181 38.739 118 257.146.555 53.0 million shares authorized.202 (2010) and $3.600 786.958 145.311 $1.409 272. 58.782 102.586 5.392) 178.141 69.801 76.963 42.784 162.427 18.402 22.912) 177.572 23.943 12.HERBALIFE LTD.881 66. net of accumulated amortization of $2.376 141.705 359.536 25.982 (2009) Inventories Prepaid expenses and other current assets Deferred income taxes Total current assets Property. net Goodwill Total assets LIABILITIES AND SHAREHOLDERS’ EQUITY CURRENT LIABILITIES: Accounts payable Royalty overrides Accrued compensation Accrued expenses Current portion of long-term debt Advance sales deposits Income taxes payable Total current liabilities NON-CURRENT LIABILITIES: Long-term debt.778 (2009) Marketing related intangibles and other intangible assets.298 429.467 93.146.2 million (2009) shares outstanding Paid-in capital in excess of par value Accumulated other comprehensive loss Retained earnings Total shareholders’ equity Total liabilities and shareholders’ equity $ 190.050 $ 43. 95 .049 344.498 311. CONSOLIDATED BALANCE SHEETS December 31.396) 159.880 998 310.254 266.966 237.816 175.220 $ 150.120 35.867 3.009 17.882 (23.261 40.962 101.232.375 (27.629 77.543 $1.899 $1.167 55.043 107.502 5.689 65. plant and equipment — at cost: Furniture and fixtures Equipment Leasehold improvements Less: accumulated depreciation and amortization Net property.994 595.383 470.306 1. 500.145 15.008 $ 37. 2010 2009 (In thousands.279 (2010) and $1.9 million (2010) and 60.212 $1.050 See the accompanying notes to consolidated financial statements.330 144.410 21.220 120 222. net of current portion Deferred compensation plan liability Deferred income taxes Other non-current liabilities Total liabilities COMMITMENTS AND CONTINGENCIES SHAREHOLDERS’ EQUITY: Common shares.232.592 325. except share amounts) ASSETS CURRENT ASSETS: Cash and cash equivalents Receivables.600 513.613 24. plant and equipment Deferred compensation plan assets Other assets Deferred financing costs.550 85. net of allowance for doubtful accounts of $3.046 20.

920 2.510 290.582 $ 203.88 4.67 59.733 2.115 6. 2010 2009 2008 (In thousands.346 $ $ 3.512 9.134 1.613 4.190 $ $ 3.911 296. except per share amounts) Product sales Shipping & handling revenues Net sales Cost of sales Gross profit Royalty overrides Selling.252 20.664 2.928 87.840 $ 221.213 458.900.893 319.655 387.831.247 380.095 89.337.785 65.359.769 See the accompanying notes to consolidated financial statements.248 887.36 63.562 $ 290.734.HERBALIFE LTD. CONSOLIDATED STATEMENTS OF INCOME Year Ended December 31.22 61.501 773.502 62.293 326.847 332.396 1.032.47 3.031 9.226 558. 96 .32 3.493 396.256 $1.577 493.617 330.324.811 2. general and administrative expenses Operating income Interest expense Interest income Income before income taxes Income taxes NET INCOME Earnings per share Basic Diluted Weighted average shares outstanding Basic Diluted $2.533 $ $ 4.443 761.960 2.030 97.415 900.221 63.097 $2.718 771.817 796.993.175.

700) 221. employee stock purchase plan.269 ) 1.004 $ See the accompanying notes to consolidated financial statements.248 (30) $ 359.770) 103 $ 241. and restricted stock grants Excess tax benefit from exercise of stock options.505 15.641) (48. SARs.346 5.472) 286.907 (74.884 3.212 (5) (66.248 (30) 7. net of income taxes of ($1.80 per share) Net income Foreign currency translation adjustment Unrealized loss on derivatives.788 (15.472) $ 487.614) $ 72.872 $ 3 19.222) Total comprehensive income Balance at December 31.533 583 (4.367) (49.472) 290.9 million common shares from exercise of stock options.533 $ 583 (4.914) (54.882 3.507 $ 2 7.190 (24.705 $ (6) (138.289 17.715 $ (28.346 $ 5.346 203.700) 221.770) 103 221.190 (24.947) $ 25. 2009 Issuance of 1.564 $ 120 $222.969 (21.190 $ 182. restricted stock grants.740) 290.969 (160. warrants.309 16.781) 203. net of income taxes of $205 Total comprehensive income Balance at December 31.060 5.587 20. except per share amounts) Balance at December 31.7 million common shares from exercise of stock options.80 per share) Net income Foreign currency translation adjustment Unrealized gain on derivatives.770) 103 196. SARs and restricted stock grants Additional capital from share based compensation Repurchases of common shares Dividends and dividend equivalents ($0. 2007 Issuance of 1. net of income taxes of ($40) Total comprehensive income Balance at December 31.305 16.285) $ 257.921) (50.727 22.HERBALIFE LTD.523 $ 123 $197. 2010 $ 129 $160.533 583 (4.644 $ 118 $257.311 15. SARs.731 (9) (123.90 per share) Net income Foreign currency translation adjustment Unrealized loss on derivatives. SARs and restricted stock grants Additional capital from share based compensation Repurchases of common shares Dividends ($0.320) 290.088) 580 (23.907 (8.721) 203.244 19.190 $ (24. CONSOLIDATED STATEMENTS OF CHANGES IN SHAREHOLDERS’ EQUITY AND COMPREHENSIVE INCOME Paid-in Accumulated Capital in Other Total Common Excess of Comprehensive Retained Shareholders’ Comprehensive Shares par Value Loss Earnings Equity Income (In thousands.248 (30) 208.173) (50.788 (138.587 20.289 17. and employee stock purchase plan Excess tax benefit from exercise of stock options.396) $ 159. SARs and restricted stock grants Additional capital from share based compensation Repurchases of common shares Dividends and dividend equivalents ($0.008) (53.508 15.7 million common shares from exercise of stock options. 97 .882 $ 4 15. 2008 Issuance of 0.375 $ (27.727 22. SARs and restricted stock grants Excess tax benefit from exercise of stock options.739) (3.

964) (50.092 12.103) 15.988 (88.142) 15.656) (10.550 $ 150.048 See the accompanying notes to consolidated financial statements.621 (16.327) (205.056 (59.847 187.485) 6.266) 20.322) (48.593) (31.533 68.037) (453) (19.572) (23.907 491 (11.516) 10.732 (14. plant and equipment Proceeds from sale of property.800 8.527 (7.HERBALIFE LTD.131 2. 98 .412 1.561 — (84.136) (53.000) (71.721) 211.602 15.508 (254.538 380.740) 427.102 (3.266 $ 221. plant and equipment Deferred compensation plan assets Acquisition of business NET CASH USED IN INVESTING ACTIVITIES CASH FLOWS FROM FINANCING ACTIVITIES Dividends paid Borrowings from long-term debt Principal payments on long-term debt Increase in deferred financing costs Share repurchases Excess tax benefits from share-based payment arrangements Proceeds from exercise of stock options and sale of stock under employee stock purchase plan NET CASH USED IN FINANCING ACTIVITIES EFFECT OF EXCHANGE RATE CHANGES ON CASH NET CHANGE IN CASH AND CASH EQUIVALENTS CASH AND CASH EQUIVALENTS. BEGINNING OF YEAR CASH AND CASH EQUIVALENTS.481) (75) (138.700 2.109 (9.749 (46) (36.410) 22.768) 102 (1. 2010 2009 2008 (In thousands) CASH FLOWS FROM OPERATING ACTIVITIES Net income Adjustments to reconcile net income to net cash provided by operating activities: Depreciation and amortization Excess tax benefits from share-based payment arrangements Share based compensation expenses Amortization of discount and deferred financing costs Deferred income taxes Unrealized foreign exchange transaction loss (gain) Foreign exchange loss from adoption of highly inflationary accounting in Venezuela Other Changes in operating assets and liabilities: Receivables Inventories Prepaid expenses and other current assets Other assets Accounts payable Royalty overrides Accrued expenses and accrued compensation Advance sales deposits Income taxes payable Deferred compensation plan liability NET CASH PROVIDED BY OPERATING ACTIVITIES CASH FLOWS FROM INVESTING ACTIVITIES Purchases of property.497 $ 576 $ 10.243 — 1.254 (3.735 $ 73.011 $ 95.700) 118.295 $ 111.631) (7.809 — 340 2.139 $ 388 $ 17.969 500 (24.089) — (74.500) 9.375 12.917 24.190 48.974 (313.963 (18.000 (167.480) (213. CONSOLIDATED STATEMENTS OF CASH FLOWS Year Ended December 31.602) 17.000 (499. END OF YEAR CASH PAID DURING THE YEAR Interest paid Income taxes paid NON CASH ACTIVITIES Assets acquired under capital leases and other long-term debt $ 290.966) 1.651 285.922 13.847 $ 9.410 $ 203.439 (8.650 15.346 62.402 (68.361 (1.801 150.560) 150.254) 272.807) 3.125) 115 (1.801 $ 150.779 4.461) 8.451) — (160.517) 39.641) 3.939 $ 36.529) (27.067) (17.191 (6.309 7.226) 4.126) — (69.601) 76 3.921) 14.788 481 (4.884 19.742) (7.732 31.008) 16.781) 2.437 (3.407 $ 190.

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1 million independent distributors. Consolidation Policy The consolidated financial statements include the accounts of Herbalife Ltd. Organization Herbalife Ltd. generally accepted accounting principles. or GAAP. ASU 2010-28 is effective for fiscal years and interim periods within those years. 2009. except in China. The adoption of the Codification did not have a significant impact on the Company’s consolidated financial statements and references to standards issued prior to the Codification have been replaced with a description of the applicable FASB authoritative guidance or with the updated accounting standard codification number. and China. New Accounting Pronouncements In December 2010. The Codification. an entity should consider whether there are any adverse qualitative factors indicating that an impairment may exist. 99 . the Financial Accounting Standards Board. which requires that goodwill of a reporting unit be tested for impairment between annual tests if an event occurs or circumstances change that would more likely than not reduce the fair value of a reporting unit below its carrying amount. or ASC. Intangibles — Goodwill and Other . Significant Accounting Policies In June 2009. or the Codification. All other non-SEC accounting literature not included in the Codification is non-authoritative. As a result. the FASB issued the FASB Accounting Standards Codification . the Middle East and Africa. issued Accounting Standards Update. if any entity during Step 1 of a goodwill impairment test determines reporting units with zero or negative carrying amounts exist. Mexico. energy. Herbalife Ltd. where the Company currently sells its products through retail stores. or FASB. which changes the referencing of financial standards. The qualitative factors are consistent with the existing guidance and examples in ASC Topic 350. South and Central America. or Herbalife. was incorporated on April 4. Intangibles-Goodwill and Other (Topic 350): When to Perform Step 2 of the Goodwill Impairment Test for Reporting Units with Zero or Negative Carrying Amounts (a consensus of the FASB Emerging Issues Task Force) or ASU 2010-28. All significant intercompany transactions and accounts have been eliminated.. The Company does not expect that the adoption of ASU 2010-28 will have a material impact on the Company’s consolidated financial statements. ASU 2010-28 provides amendments to Accounting Standards Codification. Topic 350. which is the single source of authoritative nongovernmental U.S. In determining whether it is more likely than not that a goodwill impairment exists. New Zealand and Australia. Basis of Presentation The Company’s consolidated financial statements refer to Herbalife and its subsidiaries. sales employees and licensed business providers. became effective for interim and annual periods ending on or after September 15. 2002. the “Company”) is a leading global network marketing company that sells weight management. Asia Pacific (excluding China) which consists of Asia. 2. with early adoption not permitted.HERBALIFE LTD. The Company reports revenue in six geographic regions: North America. Pursuant to ASU 2010-28. which consists of Europe. 2010. and its subsidiaries. a Cayman Islands exempt limited liability company. nutritional supplements. (and together with its subsidiaries. NOTES TO CONSOLIDATED FINANCIAL STATEMENTS 1. then they should perform Step 2 of the goodwi