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2015 Performance Highlights
$8.1B
free cash fl ow, excluding
certain items1
5%
organic revenue growth1
10%
core constant currency
earnings per share growth1
140BPS
core gross margin improvement1
$9B
returned to our shareholders
through share repurchases
and dividends
210BPS
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on invested capital1
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PepsiCo has 22 brands in its
portfolio that each generated
$1 billion or more in estimated
annual retail sales in 2015
2015 Diversity Statistics
Contribution Summary (in millions)
% Women
% People of Colora
Board of Directors
Senior Executivesb
Executives (U.S.)
All Managers (U.S.)
All Employees (U.S.)
29
27
32
34
18
29
36
23
28
37
PepsiCo Foundation
Corporate Contributions*
Division Contributions
Division Estimated In-Kind
Total
The data in this chart is as of December 31, 2015, and, other than the Board of Directors, this
chart reflects full-time employees only.
a) U.S. only; primarily based on completed self-identification forms.
b) Composed of PepsiCo Executive Officers subject to Section 16 of the Securities
Exchange Act of 1934.
*Corporate Contributions includes estimated in-kind donations of $0.4 million.
2015
$ 37.1
8.2
11.5
53.7
$110.5
2015 ANNUAL REPORT(cid:2) 1
Dear Fellow
Shareholders,
There is an old adage that a pessimist
complains about the winds, an optimist
hopes they will improve, and a realist
adjusts the sails.
Over the past several decades, we
have encountered many kinds of
waters. But we have navigated them
all by continually adjusting our sails.
From transforming our portfolio to
rewriting our operating model, we
have sailed with, rather than against,
winds of change.
And those winds were fierce in
2015. Global economic growth,
robust before the 2008 financial crisis,
remained sluggish. Foreign currency
pressures were severe and regulatory
pressures intensified. Instability and
violence shook every corner of the
globe. And a variety of trends, some
new and some longstanding — from
what people consume to how they
pay for it — continued to reshape
our industry.
Despite these challenges, we
adjusted our sails and kept PepsiCo
on course, meeting or exceeding all
of our full-year financial targets and
continuing our multiyear track record
of success.1
• Organic revenue grew 5% in 2015,
capping a three-year period of consis-
tent mid- single-digit organic revenue
growth — in line with our long-term
objectives.
• Core gross margin improved by
140 basis points in 2015, while core
operating margin improved by 30 basis
points. Over the past three years, our
core gross margin has increased by
285 basis points, with core operating
margin up 100 basis points.
•
capital (ROIC) improved by 210 basis
points, to 19.6%. We have now main-
tained capital spending below 5%
of sales since 2012 and our core net
ROIC has dramatically improved by
430 basis points during that time.
• Core constant currency earnings
per share (EPS) grew 10% in 2015.
We have now grown core constant
currency earnings per share by at least
9% in each of the past three years.
In 2015, core net return on invested
1. Organic, core and constant currency results, as well as free cash fl ow excluding certain items, are non-GAAP fi nancial
measures. Please refer to “Reconciliation of GAAP and Non-GAAP Information” beginning on page 143 of this Annual
Report for more information about these results, including a reconciliation to the most directly comparable fi nancial
measures in accordance with GAAP.
Indra K. Nooyi
PepsiCo Chairman of the Board of Directors
and Chief Executive Offi cer
1 Letter to Shareholders
10 Financial Highlights
11 PepsiCo Board of Directors
12 PepsiCo Leadership
13 PepsiCo Form 10-K
143
Reconciliation of GAAP
and Non-GAAP Information
146
Forward-Looking Statements
147
Common Stock and
Shareholder Information
148
Corporate Information
2(cid:2) PEPSICO
23%
reduction in
operational water use
per unit of production*
10
consecutive years named one
of World’s Most Ethical
Companies® by Ethisphere
(2007–2016)
$850M
invested to support
communities where we
operate since 2006**
Performance
with Purpose
Performance with Purpose is our vision to deliver
top-tier financial performance over the long term by
integrating sustainability into our business strategy,
leaving a positive imprint on society and the environment.
550M
pounds of packaging weight
removed from our portfolio*
93%
of our waste diverted
from landfi ll
25%
increase in sustainably
farmed acreage
through our Sustainable
Farming Initiative
16%
improvement in
energy effi ciency*
100%
score on the Human Rights
Campaign’s Corporate
Equality Index for our
LGBT eff orts
6M
people provided access
to safe water through
partnerships (2008–2014)
1B
liter reduction
in absolute water use
$375M
estimated cost savings achieved since
2010 through water, energy, packaging
and waste-reduction initiatives
434,000
metric tons of added sugar
removed from our beverages in
the U.S. & Canada***
$1.4B
money spent with
minority- and women-
owned businesses
Except as otherwise noted, all data is as of December 2014 and from our 2014 Sustainability Report and Global Reporting Initiative Report, which are available at www.pepsico.com.
*Measured against our global “legacy” operations as they existed in 2006, excluding major acquisitions and mergers while accounting for divestitures after 2006.
**Includes PepsiCo Foundation grants.
***Compared to our 2006 baseline.
• Free cash flow excluding certain items was
• Free cash flow excluding certain items was
strong in 2015 at $8.1 billion, bringing us to
strong in 2015 at $8.1 billion, bringing us to
a total of more than $24 billion over the past
a total of more than $24 billion over the past
three years.
three years.
• PepsiCo increased its annualized dividend
• PepsiCo increased its annualized dividend
for the 43rd consecutive year in 2015 and
for the 43rd consecutive year in 2015 and
returned $9 billion to our shareholders through
returned $9 billion to our shareholders through
share repurchases and dividends. Since 2012,
share repurchases and dividends. Since 2012,
we have returned more than $24 billion to
we have returned more than $24 billion to
shareholders in the form of dividends and
shareholders in the form of dividends and
share repurchases.
share repurchases.
• Our spending on advertising and marketing
• Our spending on advertising and marketing
as a percentage of sales increased by 40 basis
as a percentage of sales increased by 40 basis
points in 2015, while our research and develop-
points in 2015, while our research and develop-
ment (R&D) spending was 40% higher than
ment (R&D) spending was 40% higher than
it was in 2011. Our continued investment in
it was in 2011. Our continued investment in
these two critical areas illustrates our ability
these two critical areas illustrates our ability
to manage costs and margins in the short-
to manage costs and margins in the short-
run while reinvesting in our business to drive
run while reinvesting in our business to drive
growth over the long term. Importantly, these
growth over the long term. Importantly, these
investments are fueling organic revenue
investments are fueling organic revenue
growth. 2015 marked the third consecutive
growth. 2015 marked the third consecutive
year innovation accounted for at least 8% of
year innovation accounted for at least 8% of
our net revenue.
our net revenue.
Such a strong performance reflects our
Such a strong performance reflects our
commitment to advancing the interests of
commitment to advancing the interests of
our shareholders. And even as we have been
our shareholders. And even as we have been
fulfilling that commitment, we have also
fulfilling that commitment, we have also
been pursuing another aspiration: building
been pursuing another aspiration: building
the model of a 21st-century corporation
the model of a 21st Century corporation
by embracing the idea that delivering strong
by embracing the idea that delivering strong
performance and acting with a sense of
performance and acting with a sense of
purpose can go hand in hand. That idea is
purpose can go hand in hand. That idea is
a part of what drives us every day.
a part of what drives us every day.
And we have embedded this approach —
And we have embedded this approach —
Performance with Purpose — into every aspect
Performance with Purpose — into every aspect
of our business, from the products our con-
of our business, from the products our con-
sumers enjoy one billion times each day,
sumers enjoy one billion times each day,
to the impact we are having in more than
to the impact we are having in more than
200 countries and territories around the world,
200 countries and territories around the world,
to how we engage with the hundreds of
to how we engage with the hundreds of
thousands of men and women who constitute
thousands of men and women who constitute
the PepsiCo Society. It is an approach with
the PepsiCo Society. It is an approach with
three priorities:
three priorities:
Human Sustainability
Human Sustainability
More and more families are eating healthier,
More and more families are eating healthier,
and we want to be their choice for everyday
and we want to be their choice for everyday
nutrition. That is why we are focused on
nutrition. That is why we are focused on
dialing down the sodium, added sugar and
dialing down the sodium, added sugar and
saturated fat — and dialing up the nutrition —
saturated fat — and dialing up the nutrition —
in many of our products. We are focused on
in many of our products. We are focused on
2015 ANNUAL REPORT(cid:2) 3
Comparison of Cumulative Total
Comparison of Cumulative Total
Shareholder Return
Shareholder Return
Return on PepsiCo stock investment
Return on PepsiCo stock investment
(including dividends) and the S&P 500
(including dividends) and the S&P 500
PepsiCo, Inc.
PepsiCo, Inc.
S&P 500
S&P 500
$250
$250
$200
$200
$150
$150
$100
$100
$50
$50
$0
$0
2012
2012
2013
2013
2014
2014
2015
2015
doing it in a way that not only meets the strict
doing it in a way that not only meets the strict
guidelines set by the world’s most respected
guidelines set by the world’s most respected
public health organizations, but also reflects
public health organizations, but also reflects
the evolving ways consumers themselves
the evolving ways consumers themselves
define nutrition. And we continue to invest
define nutrition. And we continue to invest
in industry- leading quality control and food
in industry- leading quality control and food
safety programs to help ensure every product
safety programs to help ensure every product
we sell meets the high standards consumers
we sell meets the high standards consumers
rightfully set for our brands.
rightfully set for our brands.
Environmental Sustainability
Environmental Sustainability
In a year that saw the landmark Paris climate
In a year that saw the landmark Paris climate
change agreement, our sense of responsi-
change agreement, our sense of responsi-
bility for our planet was front and center.
bility for our planet was front and center. We
We consider ourselves members of every
consider ourselves members of every commu-
nity where our products are made, marketed,
community where our products are made,
marketed, distributed or sold, and we want
distributed or sold, and we want to be good
to be good neighbors. From conserving water
neighbors. From conserving water to cutting
to cutting waste, we are finding new ways
waste, we are finding new ways to shrink our
environmental impact. At the same time, we
to shrink our environmental impact. At the
are delivering cost savings, proving that envi-
same time, we are delivering cost savings,
proving that environmental sustainability and
ronmental sustainability and economic success
can form a virtuous circle.
economic success can form a virtuous circle.
Talent Sustainability
Talent Sustainability
PepsiCo has long been viewed as an
PepsiCo has long been viewed as an
“academy company” that grooms future
“academy company” that grooms future
corporate leaders, and the results our people
corporate leaders, and the results our people
delivered in the face of last year’s stiff head-
delivered in the face of last year’s stiff head-
winds serve as a powerful reminder that
winds serve as a powerful reminder that
our company remains home to the best and
our company remains home to the best and
brightest in the industry. Competition for
brightest in the industry. Competition for
top talent is intensifying, and in 2015, we
top talent is intensifying, and in 2015, we
continued to invest in building a diverse and
continued to invest in building a diverse and
The grand opening of
The grand opening of
the fi rst Quaker plant
the fi rst Quaker plant
in China, marking the
in China, marking the
continued expansion
continued expansion
of the brand in a key
of the brand in a key
growth market.
growth market.
A premium Quaker bev-
A premium Quaker bev-
erage launched in China
erage launched in China
that was named “Best
that was named “Best
Dairy Drink of 2015”
Dairy Drink of 2015”
at the World Beverage
at the World Beverage
Innovation Awards.
Innovation Awards.
#1
contributor to retail sales
growth in the U.S. in 2015,
generating more growth
than the next 15 largest F&B
manufacturers combined.2
PepsiCo and the NBA
formed a landmark food
and beverage marketing
partnership. The company
now sponsors the four
major professional sports
leagues in North America.
4(cid:2) PEPSICO
engaging culture inside PepsiCo designed to
propel our company forward.
These priorities have served us well in recent
years, and we have set new standards for how
responsible, high- performing companies must
operate. But we should not expect the waters
we are entering to be any calmer than the
waters we have already crossed. In fact, there
are signs the winds may pick up.
In virtually every sector, the pace of change
is accelerating, creating new opportunities,
new challenges and new uncertainties. To
cite one example, recent research suggests
that the average lifespan of a company listed
on the S&P 500 Index has decreased by more
than 50 years in the last century, down from
67 years in the 1920s to just 15 years today.
In such an economy, we will need to become
more nimble and more adept — and we
will need to redouble our commitment to
Performance with Purpose.
This means building on our progress to date
to achieve even greater results in the years
ahead, focused on further transforming our
products, protecting the planet and enriching
the lives of people around the world. These
priorities are more important now than ever,
and this year we will be sharing an ambitious
sustainability agenda for the coming decade.
As we continue on this journey, we will also
need to become comfortable continuously
reevaluating and reimagining every aspect of
our business — “living in beta,” as some call
it — pushing ourselves to out- innovate our
competitors today so we can out- perform
them tomorrow. We will need to embrace a
new kind of agility, moving swiftly without
creating instability in our business. And we
will need to empower everyone to meet his
and her own individual responsibilities while
also embracing a collective responsibility
for the success or failure of our company as
a whole.
This sort of dexterity is what will separate
the winners from the losers in this economy,
and I am confident PepsiCo will be a winner.
Helping to guide our company and our
long-term planning is an outstanding Board
of Directors with the breadth of experi-
ences and perspectives needed to address
present and future business needs. Our board
members are clear-eyed, outspoken and
committed, always challenging us to set our
sights high while understanding that it is a
mistake to make short-term moves for the sake
of short-term gains without advancing our
long-term interests.
And I could not ask for a more capable or
dedicated senior management team. Our
six sector leaders have nearly 140 years of
combined PepsiCo experience across multiple
categories, markets and functions. We have
also brought in leaders from other fields and
industries to help us think in new ways about
our business. From establishing a global
design group to doubling down on R&D, we
have never been afraid to do what is necessary
to keep PepsiCo on the right course. This spirit
is what enables us to consistently grow our
business and meet the needs of our customers.
And during the course of 2015, we received
numerous customer awards, including:
Innovation Supplier of the Year from 7-Eleven,
Vendor of the Year from Dollar General, the
Think Customer Award from CVS, Supplier of
the Year from Target, and Food & Beverage
Supplier of the Year from Walmart.
In the months and years to come, we will
need to embrace this same spirit, never losing
sight of the fundamentals that have always
made us strong, while making those changes
that will help secure our future. Specifically, our
long-term planning is focused on five priori-
ties — what we call “the 5 C’s” — that leverage
our global scale: Upgrading our commercial
agenda, building new capabilities, elevating
our focus on costs and fostering a culture
of collaboration, while making sure we
are exercising discipline when it comes to
capital returns.
Upgrading our commercial agenda
In 2015, we delivered another year of strong
organic revenue growth. PepsiCo was once
again the single largest contributor to
U.S. retail sales growth among all food and
beverage (F&B) manufacturers. We gener-
ated $1.6 billion of U.S. retail sales growth in
all measured channels — more than the next
15 largest F&B manufacturers combined. Our
U.S. beverage business had a particularly
2. Based in part on data reported by Information Resources, Inc. through its Syndicated Advantage Service for the Total U.S. Multi- Outlet
Plus Convenience for the 52-week period ending December 27, 2015, using PepsiCo’s custom research defi nitions.
Innovation
Driving Growth
Our investments in brand building and innovation
continue to help drive organic top line growth.
Successful new products in 2015 spanned all
geographies and categories.
2015 ANNUAL REPORT(cid:2) 5
A new product based
on one of our successful
foodservice off erings,
Doritos Loaded marked
PepsiCo’s fi rst entry into
the frozen food aisle.
Launched in Mexico and
expanded to other Latin
American markets, 7UP
Limonada combines the
flavor of lemonade with
the freshness of 7UP.
Available in the U.S.,
Canada, UK, India
and Japan, Tropicana
Essentials provides
added functionality and
nutritional benefi ts.
PepsiCo continued to
grow its ready-to-drink tea
portfolio in 2015 driven
by new innovations across
markets, including the
launch of Fruit Tea in China.
A delicious line of
gourmet popcorn,
Pop Works &
Company is sold
exclusively online.
PepsiCo is now the
category leader in steel
cut oatmeal in the U.S.
with Quaker Steel Cut.2
A breakthrough new product,
Mtn Dew Kickstart now includes
10 fl avors and generates more
than $300 million in estimated
annual retail sales.
Sweetened with organic
cane sugar and containing
10 calories per serving,
Izze Organic Sparkling
Water meets growing
consumer demand
for reduced-sugar
sparkling beverages.
Tapping into the trend
toward green juices,
Tropicana Farmstand
is already one of the
line’s top sellers.
Sunbites, a whole grain
snack that has expanded
to 8 markets, generated
$400 million in estimated
annual retail sales.*
*Includes SunChips.
The category leader in premium
juice and smoothies, Naked
continues to experience strong
growth driven by popular new
products and fl avors such as
Naked Bright Beets.2
A nutritious snack bar sold
in Mexico, Quaker Natural
Balance is made with peanuts,
almonds and oats.
6(cid:2) PEPSICO
Lay’s collaborated
with renowned
artist Malika Favre
to develop iconic
illustrations for
special edition
packaging, promotions
and activations as part
of the brand’s global
summer campaign.
Gatorade marked its
50th anniversary,
which we celebrated
throughout the year
by looking back at the
brand’s rich history
and ahead to exciting
innovations that will
revolutionize the way
athletes fuel.
Doritos launched the
10th and fi nal year of
the brand’s “Crash the
Super Bowl” program,
which generated nearly
4,500 submissions
from 28 countries.
A Quaker YouTube
video in Canada
went viral, drawing
nearly 13 million
views online and
reminding everyone
of the special place
this iconic brand has
in the hearts of our
consumers.
Six billion emojis
are sent daily, a
global trend Pepsi
tapped into in a
big way. We are
expanding the
PepsiMoji program
to 100+ markets.
Building on our strong
global association with
the sport of soccer, Lay’s,
Gatorade, Pepsi MAX,
Doritos, Lipton and
7UP joined together in
a new partnership with
the prestigious UEFA
Champions League.
Building
Powerful Brands
Stepped up investments in advertising
and marketing continue to strengthen
PepsiCo’s portfolio of powerful food and
beverage brands that are beloved by
consumers around the world.
strong year, accounting for $1 billion of this
growth. In fact, our beverage business drove
more growth than any other large F&B manu-
facturer in the U.S. in 2015.2
A commitment to brand building and innova-
tion drove this strong 2015 performance — and
that commitment will underpin our commer-
cial agenda in the years to come. Around the
world, we launched terrific new products and
powerful new campaigns. Leveraging Mtn Dew
Kickstart’s rapid success in the U.S., where it
has quickly surpassed $300 million in 2015 esti-
mated annual retail sales, we have expanded
the lineup to include six new flavors and are
rolling it out internationally in countries such
as Canada and Saudi Arabia.
We also strengthened our delicious
lineup of Sunbites snacks and continued to
scale the brand in the Middle East and Asia-
Pacific, meeting the needs of consumers
who are looking for more nutritious choices.
In China, we capitalized on our strengths
across categories to create a breakthrough
new product — Quaker High Fiber Oats Dairy
Drink — that combines oats and dairy into a
great- tasting, nutritious beverage that is sold
to consumers online.
Across Europe, we formed a food and
beverage partnership with the UEFA
Champions League, one of the world’s most
prestigious soccer properties, which unlocked
powerful new platforms for consumer engage-
ment and in-store activation. And in Latin
America, we signed a distribution agreement
with Starbucks for ready-to-drink coffee
beverages, building on our highly successful
partnership in the U.S.
We continued to capital-
ize on the emergence of
the craft soda space with
the launch of Stubborn
Soda and our latest
fountain innovation.
Pepsi MAX introduced its
fi rst global campaign(cid:5)—(cid:5)
Genius(cid:5)—(cid:5) with the launch
of “Drone Football,”
garnering more than
40 million views across
all platforms.
2015 ANNUAL REPORT(cid:2) 7
At the same time, we continued to pioneer
new forms of consumer engagement, whether
it was Gatorade and Mountain Dew leveraging
virtual reality technology to put fans in the
shoes of their favorite athletes, or our PepsiMoji
campaign that engaged millennials in Canada,
Russia and Thailand. We also received wide-
spread recognition for innovative content
creation that puts our brands at the center of
popular culture, from our breakthrough part-
nership with Fox’s hit television show “Empire”
in the U.S., where we collaborated on a three-
episode storyline in which one of the show’s
stars records a song for a Pepsi ad, to Pepsi
MAX giving us all a glimpse of the future by
featuring a soccer match played with help
from a drone flying overhead.
Building new capabilities
To advance our commercial agenda, we are
building new capabilities that are translating
into concrete results. We more than doubled
our e-commerce business in China last year,
and we have launched a global e-commerce
team to help ensure we win the future online.
Our R&D and design teams are creating the
future of on-demand nutrition with our Hello
Goodness vending machines, which provide
a wide range of good- and better-for-you
choices for consumers on the go. We are
unleashing culinary innovation far and wide
with our PepsiCo NSPIRE mobile kitchen.
And we are reimagining fountain equipment
with Stubborn Soda, pouring craft beverages
while expanding our foodservice footprint.
All of these steps, combined with our
advantaged brand portfolio, helped drive
continued foodservice momentum in 2015.
We added more than 5,000 Subway locations
to our customer portfolio across Canada, the
UK, the Netherlands and India; won several
new customers in the emerging fast-casual
channel, including Pollo Campero, Wing Zone
and Rise Pies; and geared up for the upcom-
ing grand opening of Shanghai Disney Resort,
where PepsiCo will have exciting brand inte-
grations and beverage innovations to enhance
the guest experience.
8(cid:2) PEPSICO
Successful joint ventures
Successful joint ventures
with Starbucks and
with Starbucks and
Unilever give PepsiCo
Unilever give PepsiCo
the leading value share
the leading value share
of the U.S. ready-to-
of the U.S. ready-to-
drink coff ee and tea
drink coff ee and tea
categories, respectively.2
categories, respectively.2
We continued to
We continued to
expand these off erings
expand these off erings
internationally in 2015.
internationally in 2015.
Our newest food and
Our newest food and
beverage vending
beverage vending
initiative that meets
initiative that meets
increased consumer
increased consumer
desire for good- and
desire for good- and
better-for-you choices
better-for-you choices
on the go.
on the go.
Elevating our focus on costs
Elevating our focus on costs
Exercising discipline on capital returns
Exercising discipline on capital returns
In 2014, we announced plans to deliver
In 2014, we announced plans to deliver
$5 billion in savings over five years (2015–2019),
$5 billion in savings over five years (2015–2019),
and we are on track to do so. We have doubled
and we are on track to do so. We have doubled
annualized productivity savings compared
annualized productivity savings compared
with 2011, delivering approximately $3 billion
with 2011, delivering approximately $3 billion
in savings from 2013–2015, and more than
in savings from 2013–2015, and more than
$1 billion in savings in 2015 alone.
$1 billion in savings in 2015 alone.
To build on that progress, we are doing
To build on that progress, we are doing
more with less across PepsiCo, innovating
more with less across PepsiCo, innovating
our way to a more productive future. We are
our way to a more productive future. We are
automating our processes for packaging and
automating our processes for packaging and
warehousing. We are making products for
warehousing. We are making products for
one market on production lines in another,
one market on production lines in another,
lifting utilization rates and better integrating
lifting utilization rates and better integrating
our global supply chain. And we are enabling
our global supply chain. And we are enabling
engineers to monitor our production systems
engineers to monitor our production systems
remotely, resulting in better, faster solutions
remotely, resulting in better, faster solutions
at a lower cost.
at a lower cost.
We are also instituting Smart Spending poli-
We are also instituting Smart Spending poli-
cies to rein in expenses, as well as expanding
cies to rein in expenses, as well as expanding
Lean Six Sigma training to cut waste and
Lean Six Sigma training to cut waste and
boost efficiency. In fact, we trained five times
boost efficiency. In fact, we trained five times
as many employees in 2015 as we did in 2010
as many employees in 2015 as we did in 2010
while growing our global footprint of Lean Six
while growing our global footprint of Lean Six
Sigma training from 3 to 50 countries.
Sigma training from 3 to 50 countries.
Fostering a culture of collaboration
Fostering a culture of collaboration
There is a saying that culture eats strategy,
There is a saying that culture eats strategy,
and I agree. It is critically important that we
and I agree. It is critically important that we
engage all of our employees’ heads as well
engage all of our employees’ heads as well
as their hearts, not only building a culture
as their hearts, not only building a culture
where excellence is rewarded, accountability
where excellence is rewarded, accountability
is enforced and collaboration is expected, but
is enforced and collaboration is expected, but
also building a culture that is welcoming and
also building a culture that is welcoming and
supportive for all of the men and women who
supportive for all of the men and women who
work here.
work here.
We believe that disciplined, balanced capital
We believe that disciplined, balanced capital
allocation is one of the hallmarks of a well-run
allocation is one of the hallmarks of a well-run
business, and we are holding ourselves to
business, and we are holding ourselves to
that standard. That means reinvesting in our
that standard. That means reinvesting in our
business, paying dividends to shareholders,
business, paying dividends to shareholders,
strengthening our market positions through
strengthening our market positions through
acquisitions and returning residual cash to
acquisitions and returning residual cash to
shareholders through share repurchases. In
shareholders through share repurchases. In
fact, over the past 10 years, we have returned
fact, over the past 10 years, we have returned
more than $35 billion to shareholders in the
more than $35 billion to shareholders in the
form of share repurchases — and more than
form of share repurchases — and more than
$65 billion including dividends.
$65 billion including dividends.
Looking ahead
Looking ahead
These priorities — the 5 C’s — are the
These priorities — the 5 C’s — are the founda-
foundation of PepsiCo’s success and will help
tion of PepsiCo’s success and will help guide
guide us in the months and years to come.
us in the months and years to come. But it
is important for us to remember that we are
But it is important for us to remember that we
are continuing to face some of the roughest
continuing to face some of the roughest
waters in a long time. A surplus of information,
waters in a long time. A surplus of information,
much of it incomplete or inaccurate, is making
much of it incomplete or inaccurate, is making
it harder rather than easier for consumers
it harder rather than easier for consumers
to get the facts they need. There is a lack of
to get the facts they need. There is a lack of
clarity about the best ways for regulators and
clarity about the best ways for regulators and
corpora tions to collaborate and advance a
corpora tions to collaborate and advance a
shared agenda. Market forces too often priori-
shared agenda. Market forces too often priori-
tize quarterly returns over enduring results.
tize quarterly returns over enduring results.
And yet, our 2015 results demonstrate our
And yet, our 2015 results demonstrate our
ability to deliver strong performance in this
ability to deliver strong performance in this
environment, which will remain our focus
environment, which will remain our focus going
forward. Our shareholders should take comfort
going forward. Our shareholders should take
comfort in that fact. They should also take
in that fact. They should also take comfort in
comfort in something else: our aspiration
something else: our aspiration is greater than
is greater than simply riding out the rough
simply riding out the rough waters around us.
It is steering our vessel safely to new and distant
waters around us. It is steering our vessel
shores. Thank you for being part of this voyage
safely to new and distant shores. Thank you
for being part of this voyage and for the
and for the confidence you have placed in
PepsiCo with your investment.
confidence you have placed in PepsiCo with
your investment.
Indra K. Nooyi
PepsiCo Chairman of the Board of Directors
Indra K. Nooyi
and Chief Executive Offi cer
PepsiCo Chairman of the Board of Directors
and Chief Executive Offi cer
Designing
New Consumer
Experiences
Investments to build industry-leading Design and
Research & Development capabilities are resulting
in new innovations that enable consumers to
experience PepsiCo brands in entirely new ways.
Launched in Brazil, Drinkfi nity
is an innovative beverage
system comprised of a portable,
reusable vessel and a range of
fl avor pods. Consumers simply
add water to create their own
beverage. It connects with the
growing desire for greater choice
and personalization, and we
are leveraging the technology
in other parts of our business,
including sports nutrition.
2015 ANNUAL REPORT(cid:2) 9
A fi rst-of-its-kind hospitality
venture, Kola House is a modern
bar, lounge and event space
honoring the craft and fl avor of
the cola nut. Its fl agship location
will open in 2016 in New York City’s
Meatpacking District, and the
experience will be replicated at pop-
culture events throughout the year.
The PepsiCo Design team partnered
with PepsiCo Foodservice to create
F!ZZ, a new brand experience that
defi nes the future of soft drink mixology.
The result is a playful celebration of
bubbles with unexpected ingredient
combinations(cid:5)—(cid:5) creating a fun,
adventurous way for consumers to
construct and deconstruct soda.
An innovation kitchen on
wheels, PepsiCo NSPIRE
features unique culinary
recipes created by our top
chefs, as well as customizable
drinks made from our state-
of-the-art fountain beverage
dispenser, Pepsi Spire.
10(cid:2) PEPSICO
2015 Financial Highlights
PepsiCo, Inc. and Subsidiaries
(in millions except per share data; all per share amounts assume dilution)
Summary of Operations
Net revenue
Net revenue
(b)
Core total operating profit (b)
Core total operating profit
Core earnings per share attributable to PepsiCo (c)(c)
Core earnings per share attributable to PepsiCo
(d)
Free cash flow, excluding certain items (d)
Free cash flow, excluding certain items
Capital spending
Capital spending
Common share repurchases
Common share repurchases
Dividends paid
Dividends paid
2015
$63,056
$63,056
$ 9,937
$ 9,937
$ 4.57
$ 4.57
$ 8,128
$ 8,128
$ 2,758
$ 2,758
$ 5,000
$ 5,000
$ 4,040
$ 4,040
2014
% Chg (a)
$66,683
$66,683
$10,313
$10,313
$ 4.63
$ 4.63
$ 8,259
$ 8,259
$ 2,859
$ 2,859
$ 5,012
$ 5,012
$ 3,730
$ 3,730
−5%
−5%
−4%
−4%
−1%
−1%
−2%
−2%
−3.5%
−3.5%
—%
—%
8%
8%
Net Revenues
Division Operating Profi t
Frito-Lay North America 23%
Frito-Lay North America 46%
Quaker Foods North America 4%
Quaker Foods North America 6%
Latin America 13%
Latin America −2%
Asia, Middle East & North Africa 10%
Asia, Middle East & North Africa 10%
Europe Sub-Saharan Africa 17%
North America Beverages 33%
Europe Sub-Saharan Africa 11%
North America Beverages 29%
Mix of Net Revenue
Food 53%
Beverage 47%
U.S. 56%
Outside U.S. 44%
(a) Percentage changes are based on unrounded amounts.
(b) Excludes the net mark-to-market impact of our commodity hedges, restructuring and impairment charges and pension-related settlements in both
years. In 2015, also excludes a charge related to Tingyi and the Venezuela impairment charges. In 2014, also excludes a charge related to the Venezuela
remeasurement. See page 143 “Reconciliation of GAAP and Non-GAAP Information” for a reconciliation to the most directly comparable fi nancial measure
in accordance with GAAP.
(c) Excludes the net mark-to-market impact of our commodity hedges, restructuring and impairment charges and pension-related settlements in both
years. In 2015, also excludes a charge related to Tingyi, Venezuela impairment charges and a non-cash tax benefi t. In 2014, also excludes a charge related
to the Venezuela remeasurement. See page 58 “Results of Operations — Consolidated Review — Other Consolidated Results” in Management’s Discussion
and Analysis, and page 143 “Reconciliation of GAAP and Non-GAAP Information” for a reconciliation to the most directly comparable fi nancial measure in
accordance with GAAP.
(d) Includes the impact of net capital spending, and excludes payments related to restructuring charges (after-tax) in both years. In 2015, also excludes
pension-related settlements (after-tax). In 2014, also excludes discretionary pension and retiree medical contributions (after-tax) and net capital
investments related to restructuring plan. See pages 70–71 “Our Liquidity and Capital Resources” in Management’s Discussion and Analysis for a
reconciliation to the most directly comparable fi nancial measure in accordance with GAAP.
PepsiCo Board of Directors
2015 ANNUAL REPORT(cid:2) 11
Shown in photo, left to right:
Cesar Conde
Chairman, NBCUniversal
International Group
and NBCUniversal
Telemundo Enterprises
42. Elected 2016.
Robert C. Pohlad
President, Dakota
Holdings, LLC
61. Elected 2015.
Richard W. Fisher
Former President and
Chief Executive Officer,
Federal Reserve
Bank of Dallas
67. Elected 2015.
Rona A. Fairhead
Chairman, BBC Trust
54. Elected 2014.
George W. Buckley
Former Chairman,
President and Chief
Executive Officer,
3M Company;
Chairman, Smiths
Group plc
69. Elected 2012.
Lloyd G. Trotter
Managing Partner,
GenNx360 Capital
Partners
70. Elected 2008.
Shona L. Brown
Former Senior Advisor,
Google Inc.
50. Elected 2009.
Alberto Weisser
Former Chairman and
Chief Executive Officer,
Bunge Limited
60. Elected 2011.
Indra K. Nooyi
Chairman of the Board
and Chief Executive
Officer, PepsiCo
60. Elected 2001.
Daniel Vasella, MD
Former Chairman and
Chief Executive Officer,
Novartis AG
62. Elected 2002.
Dina Dublon
Former Executive Vice
President and Chief
Financial Officer,
JPMorgan Chase & Co.
62. Elected 2005.
Ian M. Cook
Chairman, President and
Chief Executive Officer,
Colgate-Palmolive
Company
63. Elected 2008.
David C. Page, MD
Director and President,
Whitehead Institute for
Biomedical Research;
Professor, Massachusetts
Institute of Technology
59. Elected 2014.
William R. Johnson
Operating Partner,
Advent International
Corporation; Former
Chairman, President and
Chief Executive Officer,
H.J. Heinz Company
67. Elected 2015.
Not pictured (retiring and
not standing for re-election
at PepsiCo’s 2016 Annual
Meeting of Shareholders):
Alberto Ibargü en
President and Chief
Executive Officer,
John S. and James L.
Knight Foundation
72. Elected 2005.
12(cid:2) PEPSICO
PepsiCo Leadership
Shown in photo, left to right:
Eugene Willemsen
Executive Vice
President, Global
Categories & Franchise
Management
Ramon Laguarta
Chief Executive Officer,
Europe Sub-Saharan
Africa
Thomas Greco
Chief Executive Officer,
Frito-Lay North America
Tony West
Executive Vice
President, Government
Affairs, General
Counsel and Corporate
Secretary
Cynthia M. Trudell
Executive Vice
President, Human
Resources and Chief
Human Resources
Officer
Sanjeev Chadha
Chief Executive Officer,
Asia, Middle East and
North Africa
Indra K. Nooyi
Chairman of the Board
and Chief Executive
Officer
Albert P. Carey
Chief Executive Officer,
North America
Beverages
Hugh F. Johnston
Vice Chairman,
Executive Vice
President and Chief
Financial Officer
Laxman Narasimhan
Chief Executive Officer,
Latin America
Dr. Mehmood Khan
Vice Chairman,
Executive Vice
President and Chief
Scientific Officer,
Global Research and
Development
Ruth Fattori
Senior Vice President,
Talent Management,
Training and
Development
Jon Banner
Executive Vice
President,
Communications
Brian Newman
Executive Vice
President, Global
Operations
See pages 28–30 of the
Form 10-K for a list of
PepsiCo Executive Officers
subject to Section 16 of
the Securities Exchange
Act of 1934.
PepsiCo, Inc.
Annual Report
on
Form 10-K
For the fiscal year ended
December 26, 2015
page intentionally left blank
Table of Contents
UNITED STATES SECURITIES AND EXCHANGE COMMISSION
WASHINGTON, DC 20549
FORM 10-K
ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934
For the fiscal year ended December 26, 2015
Commission file number 1-1183
PepsiCo, Inc.
(Exact Name of Registrant as Specified in Its Charter)
North Carolina
(State or Other Jurisdiction of Incorporation or Organization)
700 Anderson Hill Road, Purchase, New York
(Address of Principal Executive Offices)
13-1584302
(I.R.S. Employer Identification No.)
10577
(Zip Code)
Registrant’s telephone number, including area code: 914-253-2000
Securities registered pursuant to Section 12(b) of the Securities Exchange Act of 1934:
Title of each class
Common Stock, par value 1-2/3 cents per share
Name of each exchange on which registered
New York and Chicago Stock Exchanges
2.500% Senior Notes Due 2022
1.750% Senior Notes Due 2021
2.625% Senior Notes Due 2026
New York Stock Exchange
New York Stock Exchange
New York Stock Exchange
Securities registered pursuant to Section 12(g) of the Securities Exchange Act of 1934: None
Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes
No
Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or 15(d) of the Act. Yes
No
Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange
Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has
been subject to such filing requirements for the past 90 days. Yes
No
Indicate by check mark whether the registrant has submitted electronically and posted on its corporate Web site, if any, every Interactive
Data File required to be submitted and posted pursuant to Rule 405 of Regulation S-T (§ 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
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.
No
Large accelerated filer
Non-accelerated filer
Accelerated filer
Smaller reporting company
Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Exchange Act). Yes
No
The aggregate market value of PepsiCo, Inc. Common Stock held by nonaffiliates of PepsiCo, Inc. (assuming for these purposes, but
without conceding, that all executive officers and directors of PepsiCo, Inc. are affiliates of PepsiCo, Inc.) as of June 12, 2015, the last
day of business of our most recently completed second fiscal quarter, was $137.9 billion (based on the closing sale price of PepsiCo,
Inc.’s Common Stock on that date as reported on the New York Stock Exchange).
The number of shares of PepsiCo, Inc. Common Stock outstanding as of February 4, 2016 was 1,445,412,743.
Documents Incorporated by Reference
Portions of the Proxy Statement relating to PepsiCo, Inc.’s 2016 Annual Meeting of Shareholders are incorporated by reference into
Part III of this Form 10-K.
PepsiCo, Inc.
Form 10-K Annual Report
For the Fiscal Year Ended December 26, 2015
Table of Contents
Business
PART I
Item 1.
Item 1A. Risk Factors
Item 1B. Unresolved Staff Comments
Item 2.
Item 3.
Item 4. Mine Safety Disclosures
Properties
Legal Proceedings
2
11
25
26
27
27
PART II
Item 5. Market for Registrant’s Common Equity, Related Stockholder Matters and Issuer
Purchases of Equity Securities
Selected Financial Data
Item 6.
Item 7. Management’s Discussion and Analysis of Financial Condition and Results of Operations
Item 7A. Quantitative and Qualitative Disclosures About Market Risk
Item 8.
Item 9.
Item 9A. Controls and Procedures
Item 9B. Other Information
31
34
38
127
127
Financial Statements and Supplementary Data
Changes in and Disagreements with Accountants on Accounting and Financial Disclosure 127
127
128
PART III
Item 10. Directors, Executive Officers and Corporate Governance
Item 11.
Item 12.
Executive Compensation
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
Item 15.
Exhibits and Financial Statement Schedules
128
128
128
129
129
130
1
Table of Contents
Forward-Looking Statements
This Annual Report on Form 10-K contains statements reflecting our views about our future performance
that constitute “forward-looking statements” within the meaning of the Private Securities Litigation Reform
Act of 1995 (Reform Act). Statements that constitute forward-looking statements within the meaning of the
Reform Act are generally identified through the inclusion of words such as “aim,” “anticipate,” “believe,”
“drive,” “estimate,” “expect,” “expressed confidence,” “forecast,” “future,” “goal,” “guidance,”
“intend,” “may,” “objective,” “outlook,” “plan,” “position,” “potential,” “project,” “seek,” “should,”
“strategy,” “target,” “will” or similar statements or variations of such words and other similar expressions.
All statements addressing our future operating performance, and statements addressing events and
developments that we expect or anticipate will occur in the future, are forward-looking statements within the
meaning of the Reform Act. These forward-looking statements are based on currently available information,
operating plans and projections about future events and trends. They inherently involve risks and uncertainties
that could cause actual results to differ materially from those predicted in any such forward-looking statement.
These risks and uncertainties include, but are not limited to, those described in “Item 1A. Risk Factors” and
“Item 7. Management’s Discussion and Analysis of Financial Condition and Results of Operations – Our
Business – Our Business Risks.” Investors are cautioned not to place undue reliance on any such forward-
looking statements, which speak only as of the date they are made. We undertake no obligation to update any
forward-looking statement, whether as a result of new information, future events or otherwise. The discussion
of risks below and elsewhere in this report is by no means all-inclusive but is designed to highlight what we
believe are important factors to consider when evaluating our future performance.
Item 1. Business.
PART I
When used in this report, the terms “we,” “us,” “our,” “PepsiCo” and the “Company” mean PepsiCo, Inc.
and its consolidated subsidiaries, collectively. Certain terms used in this Annual Report on Form 10-K are
defined in the Glossary included in Item 7. of this report.
Company Overview
We were incorporated in Delaware in 1919 and reincorporated in North Carolina in 1986. We are a leading
global food and beverage company with a complementary portfolio of enjoyable brands, including Frito-
Lay, Gatorade, Pepsi-Cola, Quaker and Tropicana. Through our operations, authorized bottlers, contract
manufacturers and other third parties, we make, market, distribute and sell a wide variety of convenient and
enjoyable beverages, foods and snacks, serving customers and consumers in more than 200 countries and
territories.
Our Operations
We are organized into six reportable segments (also referred to as divisions), as follows:
1) Frito-Lay North America (FLNA);
2) Quaker Foods North America (QFNA);
3) North America Beverages (NAB);
4) Latin America, which includes all of our beverage, food and snack businesses in Latin America;
5) Europe Sub-Saharan Africa (ESSA), which includes all of our beverage, food and snack businesses
in Europe and Sub-Saharan Africa; and
6) Asia, Middle East and North Africa (AMENA), which includes all of our beverage, food and snack
businesses in Asia, Middle East and North Africa.
2
Table of Contents
See Note 1 to our consolidated financial statements for financial information about our divisions and
geographic areas. North America includes the United States and Canada. See also “Item 1A. Risk Factors”
below for a discussion of certain risks associated with our operations, including outside the United States.
Frito-Lay North America
Either independently or in conjunction with third parties, FLNA makes, markets, distributes and sells branded
snack foods. These foods include Lay’s potato chips, Doritos tortilla chips, Cheetos cheese-flavored snacks,
Tostitos tortilla chips, branded dips, Fritos corn chips, Ruffles potato chips and Santitas tortilla chips. FLNA’s
branded products are sold to independent distributors and retailers. In addition, FLNA’s joint venture with
Strauss Group makes, markets, distributes and sells Sabra refrigerated dips and spreads. FLNA’s net revenue
was $14.8 billion, $14.5 billion and $14.1 billion in 2015, 2014 and 2013, respectively, and approximated
23% of our total net revenue in 2015, 22% of our total net revenue in 2014 and 21% of our total net revenue
in 2013.
Quaker Foods North America
Either independently or in conjunction with third parties, QFNA makes, markets, distributes and sells cereals,
rice, pasta and other branded products. QFNA’s products include Quaker oatmeal, Aunt Jemima mixes and
syrups, Quaker Chewy granola bars, Cap’n Crunch cereal, Quaker grits, Life cereal, Rice-A-Roni side dishes,
Quaker rice cakes, Quaker natural granola and Quaker oat squares. These branded products are sold to
independent distributors and retailers. QFNA’s net revenue was $2.5 billion in 2015 and $2.6 billion in both
2014 and 2013, and approximated 4% of our total net revenue in each of 2015, 2014 and 2013.
North America Beverages
Either independently or in conjunction with third parties, NAB makes, markets, distributes and sells beverage
concentrates, fountain syrups and finished goods under various beverage brands including Pepsi, Gatorade,
Mountain Dew, Diet Pepsi, Aquafina, Diet Mountain Dew, Tropicana Pure Premium, Sierra Mist and Mug.
NAB also, either independently or in conjunction with third parties, makes, markets and sells ready-to-drink
tea and coffee products through joint ventures with Unilever (under the Lipton brand name) and Starbucks,
respectively. Further, NAB manufactures and distributes certain brands licensed from Dr Pepper Snapple
Group, Inc. (DPSG), including Dr Pepper, Crush and Schweppes, and certain juice brands licensed from
Dole Food Company, Inc. (Dole) and Ocean Spray Cranberries, Inc. (Ocean Spray). NAB operates its own
bottling plants and distribution facilities and sells branded finished goods directly to independent distributors
and retailers. NAB also sells concentrate and finished goods for our brands to authorized and independent
bottlers, who in turn sell our branded finished goods to independent distributors and retailers in certain
markets. NAB’s net revenue was $20.6 billion, $20.2 billion and $20.1 billion in 2015, 2014 and 2013,
respectively, and approximated 33% of our total net revenue in 2015 and 30% of our total net revenue in
both 2014 and 2013.
Latin America
Either independently or in conjunction with third parties, Latin America makes, markets, distributes and sells
a number of snack food brands including Doritos, Cheetos, Marias Gamesa, Ruffles, Emperador, Saladitas,
Sabritas, Lay’s, Rosquinhas Mabel and Tostitos, as well as many Quaker-branded cereals and snacks. Latin
America also, either independently or in conjunction with third parties, makes, markets, distributes and sells
beverage concentrates, fountain syrups and finished goods under various beverage brands including Pepsi,
7UP, Gatorade, Mirinda, Diet 7UP, Manzanita Sol and Diet Pepsi. These branded products are sold to
authorized bottlers, independent distributors and retailers. Latin America also, either independently or in
conjunction with third parties, makes, markets and sells ready-to-drink tea through an international joint
venture with Unilever (under the Lipton brand name). Latin America’s net revenue was $8.2 billion, $9.4
3
Table of Contents
billion and $9.3 billion in 2015, 2014 and 2013, respectively, and approximated 13% of our total net revenue
in 2015 and 14% of our total net revenue in both 2014 and 2013.
See Note 1 to our consolidated financial statements for information about the deconsolidation of our
Venezuelan subsidiaries, which was effective as of the end of the third quarter of 2015.
Europe Sub-Saharan Africa
Either independently or in conjunction with third parties, ESSA makes, markets, distributes and sells a number
of leading snack food brands including Lay’s, Walkers, Doritos, Cheetos and Ruffles, as well as many Quaker-
branded cereals and snacks, through consolidated businesses as well as through noncontrolled affiliates.
ESSA also, either independently or in conjunction with third parties, makes, markets, distributes and sells
beverage concentrates, fountain syrups and finished goods under various beverage brands including Pepsi,
7UP, Pepsi Max, Mirinda, Diet Pepsi and Tropicana. These branded products are sold to authorized bottlers,
independent distributors and retailers. In certain markets, however, ESSA operates its own bottling plants
and distribution facilities. ESSA also, either independently or in conjunction with third parties, makes, markets
and sells ready-to-drink tea products through an international joint venture with Unilever (under the Lipton
brand name). In addition, ESSA makes, markets, sells and distributes a number of leading dairy products
including Chudo, Agusha and Domik v Derevne. ESSA’s net revenue was $10.5 billion, $13.4 billion and
$13.8 billion in 2015, 2014 and 2013, respectively, and approximated 17% of our total net revenue in 2015,
20% of our total net revenue in 2014 and 21% of our total net revenue in 2013.
Asia, Middle East and North Africa
Either independently or in conjunction with third parties, AMENA makes, markets, distributes and sells a
number of leading snack food brands including Lay’s, Kurkure, Chipsy, Doritos, Cheetos and Crunchy
through consolidated businesses, as well as through noncontrolled affiliates. Further, either independently
or in conjunction with third parties, AMENA makes, markets, distributes and sells many Quaker-branded
cereals and snacks. AMENA also makes, markets, distributes and sells beverage concentrates, fountain syrups
and finished goods under various beverage brands including Pepsi, Mirinda, 7UP, Mountain Dew, Aquafina
and Tropicana. These branded products are sold to authorized bottlers, independent distributors and retailers.
In certain markets, however, AMENA operates its own bottling plants and distribution facilities. AMENA
also, either independently or in conjunction with third parties, makes, markets, distributes and sells ready-
to-drink tea products through an international joint venture with Unilever (under the Lipton brand name).
Further, we license the Tropicana brand for use in China on co-branded juice products in connection with a
strategic alliance with Tingyi (Cayman Islands) Holding Corp. (Tingyi). AMENA’s net revenue was $6.4
billion, $6.6 billion and $6.4 billion in 2015, 2014 and 2013, respectively, and approximated 10% of our
total net revenue in each of 2015, 2014 and 2013.
Our Distribution Network
Our products are brought to market through direct-store-delivery (DSD), customer warehouse and distributor
networks. The distribution system used depends on customer needs, product characteristics and local trade
practices.
Direct-Store-Delivery
We, our independent bottlers and our distributors operate DSD systems that deliver beverages, foods and
snacks directly to retail stores where the products are merchandised by our employees or our independent
bottlers. DSD enables us to merchandise with maximum visibility and appeal. DSD is especially well-suited
to products that are restocked often and respond to in-store promotion and merchandising.
4
Table of Contents
Customer Warehouse
Some of our products are delivered from our manufacturing plants and warehouses to customer warehouses.
These less costly systems generally work best for products that are less fragile and perishable, and have lower
turnover.
Distributor Networks
We distribute many of our products through third-party distributors. Third-party distributors are particularly
effective when greater distribution reach can be achieved by including a wide range of products on the
delivery vehicles. For example, our foodservice and vending business distributes beverages, foods and snacks
to restaurants, businesses, schools and stadiums through third-party foodservice and vending distributors and
operators.
Ingredients and Other Supplies
The principal ingredients we use in our beverage, food and snack products are apple, orange and pineapple
juice and other juice concentrates, aspartame, corn, corn sweeteners, flavorings, flour, grapefruit and other
fruits, oats, oranges, potatoes, raw milk, rice, seasonings, sucralose, sugar, vegetable and essential oils, and
wheat. We also use water in the manufacturing of our products. Our key packaging materials include plastic
resins, including polyethylene terephthalate (PET) and polypropylene resins used for plastic beverage bottles
and film packaging used for snack foods, aluminum used for cans, glass bottles, closures, cardboard and
paperboard cartons. Fuel and natural gas are also important commodities for us due to their use in our facilities
and the vehicles delivering our products. We employ specialists to secure adequate supplies of many of these
items and have not experienced any significant continuous shortages that would prevent us from meeting
our requirements. Many of these ingredients, raw materials and commodities are purchased in the open
market. The prices we pay for such items are subject to fluctuation, and we manage this risk through the use
of fixed-price contracts and purchase orders, pricing agreements and derivative instruments, including swaps
and futures. In addition, risk to our supply of certain raw materials is mitigated through purchases from
multiple geographies and suppliers. When prices increase, we may or may not pass on such increases to our
customers. In addition, we continue to make investments to improve the sustainability and resources of our
agricultural supply chain, including by developing our initiative to advance sustainable farming practices by
our suppliers and expanding it globally. See Note 10 to our consolidated financial statements for additional
information on how we manage our exposure to commodity costs.
Our Brands and Intellectual Property Rights
We own numerous valuable trademarks which are essential to our worldwide businesses, including Agusha,
Amp Energy, Aquafina, Aquafina Flavorsplash, Aunt Jemima, Cap’n Crunch, Cheetos, Chester’s, Chipsy,
Chudo, Cracker Jack, Crunchy, Diet Mountain Dew, Diet Mug, Diet Pepsi, Diet 7UP (outside the United
States), Diet Sierra Mist, Domik v Derevne, Doritos, Duyvis, Elma Chips, Emperador, Frito-Lay, Fritos,
Fruktovy Sad, Frustyle, G Series, G2, Gatorade, Grandma’s, Imunele, Izze, Kas, Kurkure, Lay’s, Life,
Lifewater, Lubimy, Manzanita Sol, Marias Gamesa, Matutano, Mirinda, Miss Vickie’s, Mother’s, Mountain
Dew, Mountain Dew Code Red, Mountain Dew Kickstart, Mug, Munchies, Naked, Near East, O.N.E., Paso
de los Toros, Pasta Roni, Pepsi, Pepsi Max, Pepsi Next, Propel, Quaker, Quaker Chewy, Rice-A-Roni, Rold
Gold, Rosquinhas Mabel, Ruffles, Sabritas, Sakata, Saladitas, Sandora, Santitas, 7UP (outside the United
States) and 7UP Free (outside the United States), Sierra Mist, Simba, Smartfood, Smith’s, Snack a Jacks,
SoBe, SoBe Lifewater, SoBe V Water, Sonric’s, Stacy’s, Sting, SunChips, Tonus, Tostitos, Trop 50, Tropicana,
Tropicana Farmstand, Tropicana Pure Premium, Tropicana Twister, Vesely Molochnik, Walkers and Ya. We
also hold long-term licenses to use valuable trademarks in connection with our products in certain markets,
including Dole and Ocean Spray. We also distribute Rockstar Energy drinks, Muscle Milk protein shakes
and various DPSG brands, including Dr Pepper in certain markets, Crush and Schweppes. Joint ventures in
which we have an ownership interest either own or have the right to use certain trademarks, such as Lipton,
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Sabra and Starbucks. Trademarks remain valid so long as they are used properly for identification purposes,
and we emphasize correct use of our trademarks. We have authorized, through licensing arrangements, the
use of many of our trademarks in such contexts as snack food joint ventures and beverage bottling
appointments. In addition, we license the use of our trademarks on merchandise that is sold at retail, which
enhances brand awareness.
We either own or have licenses to use a number of patents which relate to certain of our products, their
packaging, the processes for their production and the design and operation of various equipment used in our
businesses. Some of these patents are licensed to others.
Seasonality
Our businesses are affected by seasonal variations. For instance, our beverage sales are higher during the
warmer months and certain food and dairy sales are higher in the cooler months. Weekly beverage and snack
sales are generally highest in the third quarter due to seasonal and holiday-related patterns, and generally
lowest in the first quarter. However, taken as a whole, seasonality has not had a material impact on our
consolidated financial results.
Our Customers
Our customers include wholesale and other distributors, foodservice customers, grocery stores, drug stores,
convenience stores, discount/dollar stores, mass merchandisers, membership stores, e-commerce retailers
and authorized independent bottlers, among others. We normally grant our independent bottlers exclusive
contracts to sell and manufacture certain beverage products bearing our trademarks within a specific
geographic area. These arrangements provide us with the right to charge our independent bottlers for
concentrate, finished goods and Aquafina royalties and specify the manufacturing process required for product
quality. We also grant distribution rights to our independent bottlers for certain beverage products bearing
our trademarks for specified geographic areas.
We rely on and provide financial incentives to our customers to assist in the distribution and promotion of
our products to the consumer. For our independent distributors and retailers, these incentives include volume-
based rebates, product placement fees, promotions and displays. For our independent bottlers, these incentives
are referred to as bottler funding and are negotiated annually with each bottler to support a variety of trade
and consumer programs, such as consumer incentives, advertising support, new product support, and vending
and cooler equipment placement. Consumer incentives include coupons, pricing discounts and promotions,
and other promotional offers. Advertising support is directed at advertising programs and supporting
independent bottler media. New product support includes targeted consumer and retailer incentives and direct
marketplace support, such as point-of-purchase materials, product placement fees, media and advertising.
Vending and cooler equipment placement programs support the acquisition and placement of vending
machines and cooler equipment. The nature and type of programs vary annually.
Changes to the retail landscape, including increased consolidation of retail ownership, and the current
economic environment continue to increase the importance of major customers. In 2015, sales to Wal-Mart
Stores, Inc. (Wal-Mart), including Sam’s Club (Sam’s), represented approximately 13% of our total net
revenue. Our top five retail customers represented approximately 32% of our 2015 net revenue in North
America, with Wal-Mart (including Sam’s) representing approximately 18%. These percentages include
concentrate sales to our independent bottlers, which were used in finished goods sold by them to these
retailers.
See Note 8 to our consolidated financial statements for more information on our customers, including our
independent bottlers.
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Our Competition
Our beverage, food and snack products are in highly competitive categories and markets and compete against
products of international beverage, food and snack companies that, like us, operate in multiple geographies,
as well as regional, local and private label manufacturers and other competitors. In many countries in which
our products are sold, including the United States, The Coca-Cola Company is our primary beverage
competitor. Other beverage, food and snack competitors include, but are not limited to, DPSG, Kellogg
International, Inc., Monster Beverage Corporation, Nestlé
Company, The Kraft Heinz Company,
Mondelēz
S.A., Red Bull GmbH and Snyder’s-Lance, Inc.
Many of our food and snack products hold significant leadership positions in the food and snack industry in
the United States and worldwide. In 2015, we and The Coca-Cola Company represented approximately 24%
and 20%, respectively, of the U.S. liquid refreshment beverage category by estimated retail sales in measured
channels, according to Information Resources, Inc. However, The Coca-Cola Company has significant
carbonated soft drink (CSD) share advantage in many markets outside the United States.
Our beverage, food and snack products compete primarily on the basis of brand recognition, taste, price,
quality, product variety, innovation, distribution, advertising, marketing and promotional activity, packaging,
convenience, service and the ability to anticipate and effectively respond to consumer preferences and trends,
including increased consumer focus on health and wellness. Success in this competitive environment is
dependent on effective promotion of existing products, effective introduction of new products and the
effectiveness of our advertising campaigns, marketing programs, product packaging, pricing, increased
efficiency in production techniques, new vending and dispensing equipment and brand and trademark
development and protection. We believe that the strength of our brands, innovation and marketing, coupled
with the quality of our products and flexibility of our distribution network, allows us to compete effectively.
Research and Development
We engage in a variety of research and development activities and continue to invest to accelerate growth
and to drive innovation globally. These activities principally involve: development of new ingredients and
products; reformulation and improvement in the quality and appeal of existing products; improvement and
modernization of manufacturing processes; improvements in product quality, safety and integrity;
development of, and improvements in, dispensing equipment, packaging technology, package design and
portion sizes; and efforts focused on identifying opportunities to transform, grow and broaden our product
portfolio, including by developing products with improved nutrition profiles that reduce sodium, saturated
fat or added sugars, including through the use of sweetener alternatives and flavor modifiers and innovation
in existing sweeteners, and by offering more options with whole grains, fruits and vegetables. Our research
centers are located around the world, including in Brazil, China, Germany, India, Mexico, Russia, the United
Arab Emirates, the United Kingdom and the United States, and leverage nutrition science, food science,
engineering and consumer insights to meet our strategy to continue to develop nutritious, convenient
beverages, foods and snacks.
In 2015, we continued to refine our beverage, food and snack portfolio to meet changing consumer demands
by developing a broader portfolio of product choices, including: launching beverage options that contain no
high fructose corn syrup and are made with natural flavors; building on our important nutrition platforms
and brands – Quaker (grains), Tropicana (fruits and vegetables), Gatorade (sports nutrition for athletes) and
Naked Juice (juices and smoothies); expanding our whole grain products globally; and expanding our portfolio
of nutritious products in growing categories, such as dairy, hummus and other refrigerated dips, and baked
grain snacks. We also continued to develop and implement new technologies to enhance the quality and value
of our current and future products. In addition, we continued to make investments to reduce our impact on
the environment, including: efforts to conserve raw materials and energy, such as by working to achieve
reductions in greenhouse gas emissions across our global businesses, by helping to protect and conserve
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global water supplies especially in water-stressed areas (including conserving water within our operations
and promoting the reduction of water use in our agricultural supply chain), and by incorporating into our
operations improvements in the sustainability and resources of our agricultural supply chain; efforts to reduce
waste generated by our operations and disposed of in landfills; efforts to recycle containers; efforts to use
renewable resources; and efforts to optimize package technology and design to make our packaging
increasingly sustainable with lower environmental impact.
Research and development costs were $754 million, $718 million and $665 million in 2015, 2014 and 2013,
respectively, and are reported within selling, general and administrative expenses. Consumer research is
excluded from such research and development costs and included in other marketing costs.
Regulatory Environment and Environmental Compliance
The conduct of our businesses, including the production, storage, distribution, sale, display, advertising,
marketing, labeling, content, quality and safety of our products, occupational health and safety practices,
transportation and use of many of our products, are subject to various laws and regulations administered by
federal, state and local governmental agencies in the United States, as well as to laws and regulations
administered by government entities and agencies outside the United States in markets in which our products
are made, manufactured, distributed or sold. It is our policy to abide by the laws and regulations around the
world that apply to our businesses.
We are required to comply with a variety of U.S. laws and regulations, including but not limited to: the
Federal Food, Drug and Cosmetic Act and various state laws governing food safety; the Food Safety
Modernization Act; the Occupational Safety and Health Act; the Clean Air Act; the Clean Water Act; the
Resource Conservation and Recovery Act; the Comprehensive Environmental Response, Compensation and
Liability Act; the Federal Motor Carrier Safety Act; the Lanham Act; various federal and state laws and
regulations governing competition and trade practices; various federal and state laws and regulations
governing our employment practices, including those related to equal employment opportunity, such as the
Equal Employment Opportunity Act and the National Labor Relations Act; customs and foreign trade laws
and regulations; and laws regulating the sale of certain of our products in schools. In our business dealings,
we are also required to comply with the Foreign Corrupt Practices Act, the U.K. Bribery Act and the Trade
Sanctions Reform and Export Enhancement Act. We are also subject to various state and local statutes and
regulations, including state consumer protection laws such as Proposition 65 in California, which requires
that, unless a safe harbor level exists and has been met, a specific warning appear on any product that contains
a substance listed by the State of California as having been found to cause cancer or birth defects.
We are also subject to numerous similar and other laws and regulations outside the United States, including
but not limited to laws and regulations governing food safety, occupational health and safety, competition,
anti-corruption and data privacy. In many jurisdictions, compliance with competition laws is of special
importance to us due to our competitive position in those jurisdictions, as is compliance with anti-corruption
laws. We rely on legal and operational compliance programs, as well as in-house and outside counsel, to
guide our businesses in complying with the laws and regulations around the world that apply to our businesses.
Certain jurisdictions in which our products are sold have either imposed, or are considering imposing, taxes,
labeling requirements or other limitations on, or regulations pertaining to, the sale of certain of our products,
ingredients or substances contained in, or attributes of, our products or commodities used in the production
of our products, including certain of our products that contain added sugars, sodium or saturated fat, exceed
a specified caloric content, or include specified ingredients such as caffeine. For example, taxes on sugar-
sweetened beverages were imposed in Mexico and Berkeley, California; the U.S. Food and Drug
Administration is considering requiring nutrition labels to include information about added sugars; and Brazil
and Vermont have enacted legislation requiring labeling of products that contain genetically modified
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ingredients. In addition, a number of other jurisdictions in the United States and outside the United States
are considering similar measures. Regulators may also restrict the use of benefit programs, such as the
Supplemental Nutrition Assistance Program, to purchase certain beverages and foods. In addition, legislation
has been enacted in certain U.S. states and in certain other countries where our products are sold that requires
collection and recycling of containers or that prohibits the sale of our beverages in certain non-refillable
containers, unless a deposit or other fee is charged. It is possible that similar or more restrictive legal
requirements may be proposed or enacted in the future. In addition, as our products are made, manufactured,
distributed and sold in more than 200 countries and territories, we are subject to tax laws and regulations in
the United States and numerous foreign jurisdictions. Economic and political conditions may result in changes
in tax rates, and existing laws on how U.S. multinational corporations are taxed on foreign earnings are
subject to changes in interpretation and enforcement, which could affect our financial performance. The cost
of compliance with such U.S. and foreign laws has not had a material financial impact on our consolidated
results of operations.
We are also subject to national and local environmental laws in the United States and in foreign countries in
which we do business, including laws related to water consumption and treatment, wastewater discharge and
air emissions. In the United States, our facilities must comply with the Clean Air Act, the Clean Water Act,
the Comprehensive Environmental Response, Compensation and Liability Act, the Resource Conservation
and Recovery Act and other federal and state laws regarding handling, storage, release and disposal of wastes
generated on-site and sent to third-party owned and operated off-site licensed facilities and our facilities
outside the United States must comply with similar laws and regulations. Our policy is to abide by all
applicable environmental compliance requirements, and we have internal programs in place to enhance our
global environmental compliance. We have made, and plan to continue making, necessary expenditures for
compliance with applicable laws. While these expenditures have not had a material impact on our business,
financial condition or results of operations, changes in environmental compliance requirements, and any
expenditures necessary to comply with such requirements, could affect our financial performance. In addition,
we and our subsidiaries are subject to environmental remediation obligations arising in the normal course
of business, as well as remediation and related indemnification obligations in connection with certain
historical activities and contractual obligations, including those of businesses acquired by us or our
subsidiaries. While these environmental and indemnification obligations cannot be predicted with certainty,
environmental compliance costs have not had, and are not expected to have, a material impact on our capital
expenditures, earnings or competitive position.
In addition to the discussion in this section, see under “Item 1A. Risk Factors” below “Changes in, or failure
to comply with, laws and regulations applicable to our products or our business operations could adversely
affect our business, financial condition or results of operations.”, “Imposition of new taxes, disagreements
with tax authorities or additional tax liabilities could adversely affect our business, financial condition or
results of operations.”, “Our business, financial condition or results of operations could be adversely affected
if we are unable to grow our business in developing and emerging markets or as a result of unstable political
conditions, civil unrest or other developments and risks in the markets where our products are made,
manufactured, distributed or sold” and “Climate change or water scarcity, or legal, regulatory or market
measures to address climate change or water scarcity, may negatively affect our business and operations or
damage our reputation.”
The Iran Threat Reduction and Syria Human Rights Act of 2012 (ITRA) requires disclosure of certain
activities relating to Iran by PepsiCo or its affiliates that occurred during our 2015 fiscal year. As previously
disclosed, one of our foreign subsidiaries historically maintained a small office in Iran, which provided sales
support to independent bottlers in Iran in connection with in-country sales of foreign-owned beverage brands,
and which was not in contravention of any applicable U.S. sanctions laws. The office ceased all commercial
activity since the enactment of ITRA. During our 2015 fiscal year, our foreign subsidiary received a license
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from the U.S. Treasury Department’s Office of Foreign Assets Control authorizing it to engage in activities
related to the winding down of the office in Iran and completed the process of winding down its office. The
foreign subsidiary did not engage in any activities in Iran other than wind-down activities in 2015, or have
any revenues or profits attributable to activities in Iran during 2015.
Employees
As of December 26, 2015, we and our consolidated subsidiaries employed approximately 263,000 people
worldwide, including approximately 110,000 people within the United States. In certain countries, our
employment levels are subject to seasonal variations. We or our subsidiaries are a party to numerous collective
bargaining agreements. We expect that we will be able to renegotiate these collective bargaining agreements
on satisfactory terms when they expire. We believe that relations with our employees are generally good.
Available Information
We are required to file annual, quarterly and current reports, proxy statements and other information with
the U.S. Securities and Exchange Commission (SEC). The public may read and copy any materials that we
file with the SEC at the SEC’s Public Reference Room at 100 F Street, N.E., Washington, D.C. 20549.
Information on the operation of the Public Reference Room may be obtained by calling the SEC at 1-800-
SEC-0330. In addition, the SEC maintains an Internet site that contains reports, proxy and information
statements, and other information regarding issuers that file electronically with the SEC at http://www.sec.gov.
Our Annual Reports on Form 10-K, Quarterly Reports on Form 10-Q, Current Reports on Form 8-K, proxy
statements and amendments to those documents filed or furnished pursuant to Section 13(a) or 15(d) of the
Securities Exchange Act of 1934, as amended (Exchange Act), are also available free of charge on our Internet
site at http://www.pepsico.com as soon as reasonably practicable after such reports are electronically filed
with or furnished to the SEC.
Investors should note that we currently announce material information to our investors and others using
filings with the SEC, press releases, public conference calls or webcasts. In addition, we have used, and
intend to continue to use, these channels or our corporate website (www.pepsico.com) to communicate
important information, including news and announcements regarding our financial performance, key
personnel, our brands and our business strategy. Information that we post on our corporate website could be
deemed material to investors. We encourage investors, the media, our customers, consumers, business partners
and others interested in us to review the information we post on our corporate website from time to time. We
may from time to time update the list of channels we will use to communicate information that could be
deemed material and will post information about any such change on www.pepsico.com. The information
on our website is not, and shall not be deemed to be, a part hereof or incorporated into this or any of our
other filings with the SEC.
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Item 1A. Risk Factors.
In addition to the other information set forth in this Annual Report on Form 10-K, you should carefully
consider the following factors that could have a material adverse effect on our business, financial condition,
results of operations or the price of our common stock. The following information should be read together
and in conjunction with “Forward-Looking Statements,” “Item 1. Business,” “Item 7. Management’s
Discussion and Analysis of Financial Condition and Results of Operations,” our consolidated financial
statements and the accompanying notes thereto. The risks below are not the only risks we face. Additional
risks and uncertainties not currently known to us or that we currently deem to be immaterial may also adversely
affect our business, financial condition, results of operations or the price of our common stock.
Demand for our products may be adversely affected by changes in consumer preferences or any inability
on our part to innovate or market our products effectively, and any significant reduction in demand could
adversely affect our business, financial condition or results of operations.
We are a global food and beverage company operating in highly competitive categories and markets and we
rely on continued demand for our products. To generate revenues and profits, we must sell products that
appeal to our customers and to consumers. Any significant changes in consumer preferences or any inability
on our part to anticipate or react to such changes could result in reduced demand for our products and erosion
of our competitive and financial position and could adversely affect our business, financial condition or
results of operations. Our success depends in part on our ability to anticipate and effectively respond to shifts
in consumer trends and preferences, including increased demand for products that meet the needs of consumers
who are concerned with: health and wellness (including products that have less sodium, added sugars and
saturated fat); convenience (including responding to changes in in-home and on-the-go consumption patterns);
or the location of origin or source of the ingredients and products. Our success also depends on: product
quality; our ability to extend our portfolio of products in growing markets and categories; our ability to
respond to cultural differences and regional consumer preferences; our ability to monitor and adjust our use
of ingredients to respond to applicable local regulations; our ability to develop or acquire new products that
are responsive to certain consumer preferences; our ability to develop a broader portfolio of product choices
and continue to increase non-carbonated beverage offerings and other alternatives to traditional carbonated
beverage offerings; our ability to develop sweetener alternatives and innovation; our ability to improve the
production and packaging of our products; and our ability to respond to competitive product and pricing
pressures. For example, our growth rate may be adversely affected if we are unable to maintain or grow our
current share of the liquid refreshment beverage market or snacks market, or if demand for our products does
not grow in developing and emerging markets.
In general, changes in consumption in our product categories or consumer demographics could result in
reduced demand for our products. Consumer preferences have been evolving, and are expected to continue
to evolve, due to a variety of factors, including: the aging of the general population; consumer concerns or
perceptions regarding the nutrition profile of certain of our products, including their caloric content, or
perceptions (whether or not valid) regarding the health effects of ingredients or substances present in certain
of our products, such as 4-MeI, acrylamide, artificial flavors and colors, artificial sweeteners, aspartame,
caffeine, high-fructose corn syrup, saturated fat, sodium, sugar, trans fats or other product ingredients,
substances or attributes, including genetically engineered ingredients; taxes or other restrictions imposed on
our products; consumer concerns or perceptions regarding packaging materials, such as with respect to the
environmental sustainability or chemical makeup thereof; changes in package or portion size; changes in
social trends that impact travel, vacation or leisure activity patterns; changes in weather patterns or seasonal
consumption cycles; negative publicity (whether or not valid) resulting from regulatory action, litigation
against us or other companies in our industry or negative or inaccurate posts or comments in the media,
including social media, about us, our products or advertising campaigns and marketing programs; consumer
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perception of social media posts or other information disseminated by us or our employees, agents, customers,
suppliers, bottlers, distributors, joint venture partners or other third parties; consumer perception of our
employees, agents, customers, suppliers, bottlers, distributors, joint venture partners or other third parties or
the business practices of such parties; or a downturn in economic conditions. Any of these changes may
reduce consumers’ willingness to purchase our products.
Our continued success is also dependent on our product and marketing innovation, including: maintaining a
robust pipeline of new products; improving the quality of existing products; and the effectiveness of our
product packaging and distribution, advertising campaigns and marketing programs, including our ability to
successfully adapt to a rapidly changing media environment, including through use of social media and online
advertising campaigns and marketing programs.
Although we devote significant resources to the items mentioned above, there can be no assurance as to our
continued ability to develop, launch and maintain successful new products or variants of existing products
in a timely manner or our ability to correctly anticipate or effectively react to changes in consumer preference
or develop and effectively execute advertising and marketing campaigns that appeal to customers and
consumers. Our failure to make the right strategic investments to drive innovation or successfully launch
new products or variants of existing products could decrease demand for our existing products by negatively
affecting consumer perception of existing brands and may result in inventory write-offs and other costs that
could adversely affect our business, financial condition or results of operations.
Changes in, or failure to comply with, laws and regulations applicable to our products or our business
operations could adversely affect our business, financial condition or results of operations.
Our businesses are subject to various laws and regulations administered by federal, state and local
governmental agencies in the United States, as well as government entities and agencies outside the United
States, including laws and regulations relating to the production, content, quality, safety, storage, distribution,
sale, display, advertising, marketing, labeling, transportation and use of products, as well as our occupational
health and safety practices. Many of these laws and regulations have differing or conflicting legal standards
across the various markets where our products are made, manufactured, distributed or sold and, in certain
markets, such as developing and emerging markets, may be less developed or certain. In addition, these laws
and regulations and related interpretations may change, sometimes dramatically, as a result of a variety of
factors, including political, economic or social events. Such changes may include changes in: food and drug
laws; laws related to product labeling, advertising and marketing practices; laws regarding the import or
export of our products or ingredients used in our products; laws and programs restricting the sale and
advertising of certain of our products; laws and programs aimed at reducing, restricting or eliminating
ingredients or substances in, or attributes of, certain of our products; laws and programs aimed at discouraging
the consumption or altering the package or portion size of certain of our products, including laws imposing
restrictions on the use of government funds or programs, such as the Supplemental Nutrition Assistance
Program, to purchase certain of our products; increased regulatory scrutiny of, and increased litigation
involving product claims and concerns (whether or not valid) regarding the effects on health of ingredients
or substances in, or attributes of, certain of our products, including without limitation those found in energy
drinks; state consumer protection laws; taxation requirements, including the imposition or proposed
imposition of new or increased taxes or other limitations on the sale of our products; accounting rules and
interpretations; competition laws; anti-corruption laws; employment laws; privacy laws; laws regulating the
price we may charge for our products; laws regulating water rights and access to and use of water or utilities;
and environmental laws, including laws relating to the regulation of water treatment and discharge of
wastewater and air emissions.
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The imposition by any jurisdiction in the United States or outside the United States of new laws, regulations
or governmental policy and their related interpretations, or changes in any of the foregoing, including taxes,
labeling, product or production requirements or other limitations on, or pertaining to, the sale or advertisement
of certain of our products, ingredients or substances contained in, or attributes of, our products or commodities
used in the production of our products, may alter the environment in which we do business and, therefore,
may increase our costs or liabilities or reduce demand for our products, which could adversely affect our
business, financial condition or results of operations. For example, taxes on sugar-sweetened beverages were
imposed in Mexico and Berkeley, California; the U.S. Food and Drug Administration is considering requiring
nutrition labels to include information about added sugars; and Brazil and Vermont have enacted legislation
requiring labeling of products that contain genetically modified ingredients. In addition, a number of other
jurisdictions in the United States and outside the United States are considering similar measures. If one
jurisdiction imposes or proposes to impose new requirements or restrictions, other jurisdictions may follow
and the requirements or restrictions, or proposed requirements or restrictions, may result in adverse publicity
(whether or not valid). For example, if one jurisdiction imposes a specific labeling requirement or requires
a specific warning on any product that contains certain ingredients or substances, other jurisdictions may
react and impose restrictions on products containing the same ingredients or substances, which may result
in adverse publicity or increased concerns about the health implications of consumption of such ingredients
or substances in our products (whether or not valid). Changes in regulatory requirements, and competing
regulations and standards, where our products are made, manufactured, distributed or sold, may result in
higher compliance costs, capital expenditures and higher production costs, which could adversely affect our
business, financial condition or results of operations.
In addition, studies are underway by third parties to assess the health implications of consumption of certain
ingredients or substances present in certain of our products, such as 4-MeI, acrylamide, caffeine, added sugars
and sodium. If consumer concerns (whether or not valid) about the health implications of consumption of
such ingredients or substances present in certain of our products increase as a result of these studies, new
scientific evidence, new labeling, product or production requirements or other restrictions, or for any other
reason, including adverse publicity (whether or not valid) as a result of any of the foregoing, or if we are
required to add warning labels to any of our products or place warnings in locations where our products are
sold, demand for our products could decline, or we could be subject to lawsuits or new regulations that could
affect sales of our products, any of which could adversely affect our business, financial condition or results
of operations.
In many jurisdictions, compliance with competition laws is of special importance to the conduct of our
businesses due to our competitive position in those jurisdictions, as is compliance with anti-corruption laws.
In addition, regulatory authorities under whose laws we operate may have enforcement powers that can
subject us to actions such as product recall, seizure of products or assets or other sanctions, which could have
an adverse effect on the sales of products in our portfolio or could lead to damage to our reputation. Although
we have policies and procedures in place that are designed to promote legal and regulatory compliance, our
employees, suppliers, or other third parties with whom we do business could take actions, intentional or not,
that violate these policies and procedures or applicable laws or regulations. Violations of these laws or
regulations could subject us to criminal or civil enforcement actions, including fines, penalties, disgorgement
of profits or activity restrictions, any of which could result in adverse publicity or affect our business, financial
condition or results of operations.
In addition, we and our subsidiaries are party to a variety of legal and environmental remediation obligations
arising in the normal course of business, as well as environmental remediation, product liability, toxic tort
and related indemnification proceedings in connection with certain historical activities and contractual
obligations, including those of businesses acquired by us or our subsidiaries. Due to regulatory complexities,
uncertainties inherent in litigation and the risk of unidentified contaminants on current and former properties
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of ours and our subsidiaries, the potential exists for remediation, liability and indemnification costs to differ
materially from the costs we have estimated. We cannot guarantee that our costs in relation to these matters
will not exceed our established liabilities or otherwise have an adverse effect on our business, financial
condition or results of operations.
Imposition of new taxes, disagreements with tax authorities or additional tax liabilities could adversely
affect our business, financial condition or results of operations.
Our products are made, manufactured, distributed or sold in more than 200 countries and territories. As such,
we are subject to tax laws and regulations of various federal, state and local governments in the United States
as well as to tax laws and regulations outside the United States. The imposition or proposed imposition of
new or increased taxes or other limitations on the sale of our products, ingredients or substances contained
in, or attributes of, our products or commodities used in the production of our products, could increase the
cost of our products, reduce overall consumption of our products, lead to negative publicity (whether or not
valid) or leave consumers with the perception that our products do not meet their health and wellness needs,
which could adversely affect our business, financial condition or results of operations. If one jurisdiction
imposes new or increased taxes or limitations, other jurisdictions may follow, which may result in adverse
publicity or increased concerns about the health implications of consumption of our products (whether or
not valid).
In addition, we are subject to regular reviews, examinations and audits by the Internal Revenue Service (IRS)
and other taxing authorities with respect to income and non-income based taxes both within and outside the
United States. Economic and political pressures to increase tax revenues in jurisdictions in which we operate,
or the adoption of new or reformed tax legislation or regulation, may make resolving tax disputes more
difficult and the final resolution of tax audits and any related litigation could differ from our historical
provisions and accruals, resulting in an adverse impact on our business, financial condition or results of
operations.
Our operations outside the United States generate a significant portion of our income and income tax associated
with repatriation of foreign earnings to the United States could adversely affect our business, financial
condition or results of operations. In addition, many of the countries in which our products are made,
manufactured, distributed or sold, including countries in which we have significant operations, are actively
considering changes to existing tax laws. Changes in how U.S. multinational corporations are taxed on foreign
earnings, including changes in how existing tax laws are interpreted or enforced, could adversely affect our
business, financial condition or results of operations.
Our business, financial condition or results of operations could suffer if we are unable to compete
effectively.
Our beverage, food and snack products are in highly competitive categories and markets and compete against
products of international beverage, food and snack companies that, like us, operate in multiple geographic
areas, as well as regional, local and private label manufacturers and other competitors. In many countries in
which our products are sold, including the United States, our primary beverage competitor is The Coca-Cola
Company. We also compete with other large companies in each of the beverage, food and snack categories,
including DPSG, Kellogg Company, The Kraft Heinz Company,
International, Inc., Monster
Mondelēz
Beverage Corporation, Nestlé S.A., Red Bull GmbH and Snyder’s-Lance, Inc.
Our beverage, food and snack products compete primarily on the basis of brand recognition, taste, price,
quality, product variety, innovation, distribution, advertising, marketing and promotional activity, packaging,
convenience, service and the ability to anticipate and effectively respond to consumer preferences and trends,
including increased consumer focus on health and wellness. If we are unable to effectively promote our
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existing products or introduce new products, if our advertising or marketing campaigns are not effective or
if we are otherwise unable to compete effectively, we may be unable to grow or maintain sales, gross margins
or category share in the global market or in various local markets or we may need to increase capital, marketing
or other expenditures, which may adversely affect our business, financial condition or results of operations.
Our business, financial condition or results of operations could be adversely affected if we are unable to
grow our business in developing and emerging markets or as a result of unstable political conditions, civil
unrest or other developments and risks in the markets where our products are made, manufactured,
distributed or sold.
Our operations outside of the United States, particularly in Mexico, Russia, Canada, the United Kingdom
and Brazil, contribute significantly to our revenue and profitability, and we believe that these countries and
other developing and emerging markets, including China and India, present important future growth
opportunities for us. However, there can be no assurance that our existing products, variants of our existing
products or new products that we make, manufacture, distribute or sell will be accepted or be successful in
any particular developing or emerging market, due to local or global competition, product price, cultural
differences, consumer preferences or otherwise. The following factors could reduce demand for our products
in such developing and emerging markets: unstable economic, political or social conditions, acts of war,
terrorist acts, and civil unrest in certain of these markets where our products are made, manufactured,
distributed or sold, including Russia, Ukraine, Brazil and the Middle East; increased competition; volatility
in the economic growth of certain of these markets and the related impact on developed countries who export
to these markets; our inability to acquire businesses, form strategic business alliances or to make necessary
infrastructure investments; our inability to complete divestitures or refranchisings; imposition of new or
increased labeling, product or production requirements, or other restrictions; imposition of new or increased
sanctions against, or other regulations restricting contact with, certain countries in these markets in which
our products are made, manufactured, distributed or sold, such as Russia, or imposition of new or increased
sanctions against U.S. multinational corporations operating in these markets; foreign ownership restrictions;
nationalization of our assets or the assets of our suppliers, bottlers, distributors, joint venture partners or other
third parties; government-mandated closure, or threatened closure, of our operations or the operations of our
suppliers, bottlers, distributors, joint venture partners or other third parties; restrictions on the import or export
of our products or ingredients or substances used in our products; regulations on the repatriation of funds
currently held in foreign jurisdictions to the United States; highly inflationary currency, devaluation or
fluctuation, such as the devaluation of the Russian ruble, Venezuelan bolivar, Mexican peso, euro, Brazilian
real and the Canadian dollar; regulations on the transfer of funds to and from foreign countries, currency
controls or other currency exchange restrictions, which result in significant cash balances in foreign countries,
from time to time, or could significantly affect our ability to effectively manage our operations in certain of
these markets and could result in the deconsolidation of such businesses, such as the deconsolidation of our
Venezuelan businesses effective as of the end of the third quarter of 2015; the lack of well-established or
reliable legal systems; increased costs of doing business due to compliance with complex foreign and United
States laws and regulations that apply to our international operations, including the Foreign Corrupt Practices
Act, the U.K. Bribery Act and the Trade Sanctions Reform and Export Enhancement Act; and adverse
consequences, such as the assessment of fines or penalties, for any failure to comply with these laws and
regulations. If we are unable to expand our businesses in developing and emerging markets, effectively
operate, or manage the risks associated with operating, in these markets, or achieve the return on capital we
expect from our investments in these markets, our business, financial condition or results of operations could
be adversely affected.
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Unfavorable economic conditions may have an adverse impact on our business, financial condition or
results of operations.
Many of the countries in which we operate have experienced and continue to experience unfavorable economic
conditions. Our business or financial results may be adversely impacted by these unfavorable economic
conditions, including: adverse changes in interest rates, tax laws or tax rates; volatile commodity markets,
including speculative influences; highly inflationary currency, devaluation or fluctuation; contraction in the
availability of credit in the marketplace due to legislation or economic conditions; the effects of government
initiatives, including austerity or stimulus measures, to manage economic conditions and any changes to or
cessation of such initiatives; the effects of any default by or deterioration in the credit worthiness of the
countries in which our products are sold or of countries that may then impact countries in which our products
are sold; reduced demand for our products resulting from volatility in general global economic conditions
or a shift in consumer preferences for economic reasons or otherwise to regional, local or private label products
or other lower-cost products, or to less profitable channels; or a decrease in the fair value of pension or post-
retirement assets that could increase future employee benefit costs and/or funding requirements of our pension
or post-retirement plans. In addition, we cannot predict how current or future economic conditions will affect
our customers, consumers, suppliers, bottlers, distributors, joint venture partners or other third parties and
any negative impact on any of the foregoing may also have an adverse impact on our business, financial
condition or results of operations.
In addition, some of the major financial institutions with which we execute transactions, including U.S. and
non-U.S. commercial banks, insurance companies, investment banks and other financial institutions, may be
exposed to a ratings downgrade, bankruptcy, liquidity, default or similar risks as a result of unfavorable
economic conditions, changing regulatory requirements or other factors beyond our control. A ratings
downgrade, bankruptcy, receivership, default or similar event involving a major financial institution, or
changes in the regulatory environment, may limit the ability or willingness of financial institutions to enter
into financial transactions with us, including to provide banking or related cash management services, or to
extend credit on terms commercially acceptable to us or at all; may leave us with reduced borrowing capacity
or exposed to certain currencies or price risk associated with forecasted purchases of raw materials; or may
result in a decline in the market value of our investments in debt securities, which could have an adverse
impact on our business, financial condition or results of operations.
Our business, financial condition or results of operations may be adversely affected by increased costs,
disruption of supply or shortages of raw materials and other supplies.
We and our business partners use various raw materials and other supplies in our business. The principal
ingredients we use in our beverage, food and snack products are apple, orange and pineapple juice and other
juice concentrates, aspartame, corn, corn sweeteners, flavorings, flour, grapefruit and other fruits, oats,
oranges, potatoes, raw milk, rice, seasonings, sucralose, sugar, vegetable and essential oils, and wheat. We
also use water in the manufacturing of our products. Our key packaging materials include plastic resins,
including PET and polypropylene resins used for plastic beverage bottles and film packaging used for snack
foods, aluminum used for cans, glass bottles, closures, cardboard and paperboard cartons. Fuel and natural
gas are also important commodities for our businesses due to their use in our facilities and the vehicles
delivering our products.
Some of these raw materials and supplies are sourced from countries experiencing civil unrest, political
instability or unfavorable economic conditions, and some are available from a limited number of suppliers
or are in short supply when seasonal demand is at its peak. The raw materials and energy, including fuel, that
we use for the manufacturing, production and distribution of our products are largely commodities that are
subject to price volatility and fluctuations in availability caused by many factors, including changes in global
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supply and demand, weather conditions, disease or pests, agricultural uncertainty, health epidemics or
pandemics, governmental incentives and controls, political uncertainties, governmental instability or currency
exchange rates. Shortage of some of these raw materials and other supplies, sustained interruption in their
supply or an increase in their costs could adversely affect our business, financial condition or results of
operations. Many of our ingredients, raw materials and commodities are purchased in the open market. The
prices we pay for such items are subject to fluctuation, and we manage this risk through the use of fixed-
price contracts and purchase orders, pricing agreements and derivatives. If commodity price changes result
in unexpected or significant increases in raw materials and energy costs, we may not be able to increase our
product prices or effectively hedge against commodity price increases to offset these increased costs without
suffering reduced volume, revenue, margins and operating results. In addition, certain of the derivatives used
to hedge price risk do not qualify for hedge accounting treatment and, therefore, can result in increased
volatility in our net earnings in any given period due to changes in the spot prices of the underlying
commodities.
Water is also a limited resource in many parts of the world. The lack of available water of acceptable quality
and increasing pressure to conserve water in areas of scarcity and stress may lead to: supply chain disruption,
adverse effects on our operations, higher compliance costs, capital expenditures (including additional
investments in the development of technologies to enhance water efficiency and reduce water consumption),
higher production costs, the cessation of operations at, or relocation of, our facilities or the facilities of our
suppliers, bottlers, distributors, joint venture partners or other third parties, or damage to our reputation, any
of which could adversely affect our business, financial condition or results of operations.
Failure to realize anticipated benefits from our productivity initiatives or global operating model could
have an adverse impact on our business, financial condition or results of operations.
Our future success and earnings growth depend in part on our ability to continue to reduce costs and improve
efficiencies. Our productivity initiatives help support our growth initiatives and contribute to our results of
operations. We continue to implement strategic plans that we believe will position our business for future
success and long-term sustainable growth by allowing us to achieve a lower cost structure and operate more
efficiently in the highly competitive beverage, food and snack categories and markets. We are also continuing
to implement our global operating model to improve efficiency, decision making, innovation and brand
management across the global PepsiCo organization to enable us to compete effectively. Further, in order to
capitalize on our cost reduction efforts and our global operating model, it will be necessary to make certain
investments in our business, which may be limited due to capital constraints. Some of these measures could
yield unintended consequences, such as business disruptions, distraction of management and employees,
reduced employee morale and productivity, and unexpected additional employee attrition, including the
inability to attract or retain key personnel. It is critical that we have the appropriate personnel in place to
continue to lead and execute our plans, including to effectively manage personnel adjustments and transitions
resulting from these initiatives and increased competition for employees with the skills necessary to implement
our plans. If we are unable to successfully implement our productivity initiatives and global operating model
as planned, fail to implement these initiatives as timely as we anticipate, do not achieve expected savings as
a result of these initiatives or incur higher than expected or unanticipated costs in implementing these
initiatives, or fail to identify and implement additional productivity opportunities in the future, or fail to
successfully manage business disruptions or unexpected employee consequences on our workforce, morale
or productivity, we may not realize all or any of the anticipated benefits, which could adversely affect our
business, financial condition or results of operations.
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Business disruptions could have an adverse impact on our business, financial condition or results of
operations.
Our ability, and that of our suppliers and other third parties, including our independent bottlers, contract
manufacturers, joint venture partners, independent distributors and customers, to make, manufacture,
transport, distribute and sell products in our portfolio is critical to our success. Damage or disruption to our
or their operations due to any of the following factors could impair the ability to make, manufacture, transport,
distribute or sell products in our portfolio: adverse weather conditions or natural disaster, such as a hurricane,
earthquake or flooding; government action; economic or political uncertainties or instability in countries in
which such products are made, manufactured, distributed or sold, which may also affect our ability to protect
the security of our assets and employees; fire; terrorism; outbreak or escalation of armed hostilities; food
safety warnings or recalls, whether related to products in our portfolio or otherwise; health epidemics or
pandemics; unplanned delays or unexpected problems associated with repairs or enhancements of facilities
in which such products are made, manufactured, distributed or sold; cyber incidents; industrial accidents or
other occupational health and safety issues; telecommunications failures; power or water shortages; strikes
and other labor disputes; or other reasons beyond our control or the control of our suppliers and other third
parties. Failure to take adequate steps to mitigate the likelihood or potential impact of such events, or to
effectively manage such events if they occur, could adversely affect our business, financial condition or
results of operations, as well as require additional resources to restore our operations.
Product contamination or tampering or issues or concerns with respect to product quality, safety and
integrity could adversely affect our business, financial condition or results of operations.
Product contamination or tampering, the failure to maintain high standards for product quality, safety and
integrity, including with respect to raw materials and ingredients obtained from suppliers, or allegations
(whether or not valid) of product quality issues, mislabeling, misbranding, spoilage, allergens or
contamination may reduce demand for products in our portfolio, cause production and delivery disruptions
or increase costs, which could adversely affect our business, financial condition or results of operations. If
any of the products in our portfolio are mislabeled or become unfit for consumption or cause injury, illness
or death, or if appropriate resources are not devoted to product quality and safety (particularly as we expand
our portfolio into new categories) or to comply with changing food safety requirements, products in our
portfolio may be subject to a product recall and/or be subject to liability or government action, which could
result in payment of damages or fines, cause certain products in our portfolio to be unavailable for a period
of time or result in adverse publicity, which could reduce consumer demand and brand equity. Our business
could also be adversely affected if consumers lose confidence in product quality, safety and integrity generally,
even if such loss of confidence is unrelated to products in our portfolio. Any of the foregoing could adversely
affect our business, financial condition or results of operations. In addition, if we do not have adequate
insurance, if we do not have contractual indemnification from suppliers, bottlers, distributors, joint venture
partners or other third parties or if indemnification is not available, the liability relating to such product claims
or disruption as a result of recall efforts could materially adversely affect our business, financial condition
or results of operations.
Any damage to our reputation or brand image could adversely affect our business, financial condition or
results of operations.
We are a leading global beverage, food and snack company with brands that are respected household names
throughout the world. Maintaining a good reputation globally is critical to selling our branded products. Our
reputation or brand image could be adversely impacted by any of the following, or by adverse publicity
(whether or not valid) relating thereto: the failure to maintain high ethical, social and environmental practices
for all of our operations and activities, including with respect to human rights and workplace safety, or failure
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to require our suppliers or other third parties to do so; the failure to achieve our goals of reducing sodium,
added sugars and saturated fat in certain products and of growing our portfolio of product choices; the failure
to achieve our other sustainability goals or to be perceived as appropriately addressing matters of social
responsibility; health concerns (whether or not valid) about our products or particular ingredients or substances
in, or attributes of, our products, including concerns regarding whether certain of our products contribute to
obesity; the imposition or proposed imposition of new or increased taxes, labeling requirements or other
limitations on, or pertaining to, the sale, display or advertising of our products; any failure to comply, or
perception of a failure to comply, with our policies and goals, including those regarding advertising to children
and reducing calorie consumption from sugar-sweetened beverages; our research and development efforts;
our environmental impact, including use of agricultural materials, packaging, water, energy use and waste
management or any failure to achieve our goals with respect to reducing our impact on the environment; the
practices of our employees, agents, customers, distributors, suppliers, bottlers, joint venture partners or other
third parties with respect to any of the foregoing, actual or perceived; consumer perception of our advertising
campaigns or marketing programs; consumer perception of our use of social media; or our responses to any
of the foregoing or negative publicity as a result of any of the foregoing.
In addition, we operate globally, which requires us to comply with numerous local regulations, including,
without limitation, anti-corruption laws, competition laws and tax laws and regulations of the jurisdictions
in which our products are made, manufactured, distributed or sold. In the event that our employees engage
in improper activities, we may be subject to enforcement actions, litigation, loss of sales or other consequences,
which may cause us to suffer damage to our reputation in the United States or abroad. Failure to comply with
local laws and regulations, to maintain an effective system of internal controls or to provide accurate and
timely financial information could also hurt our reputation. In addition, water is a limited resource in many
parts of the world and demand for water continues to rise. Our reputation could be damaged if we or others
in our industry do not act, or are perceived not to act, responsibly with respect to water use.
Further, the popularity of social media and other consumer-oriented technologies has increased the speed
and accessibility of information dissemination. As a result, negative or inaccurate posts or comments about
us, our products, policies, practices or advertising campaigns and marketing programs, our use of social
media or of posts or other information disseminated by us or our employees, agents, customers, suppliers,
bottlers, distributors, joint venture partners or other third parties, consumer perception of any of the foregoing,
or failure by us to respond effectively to any of the foregoing, may also generate adverse publicity (whether
or not valid) that could damage our reputation.
Damage to our reputation or brand image or loss of consumer confidence in our products for any of these or
other reasons could result in decreased demand for our products and could adversely affect our business,
financial condition or results of operations, as well as require additional resources to rebuild our reputation.
Failure to successfully complete or integrate acquisitions and joint ventures into our existing operations,
or to complete or manage divestitures or refranchisings, could adversely affect our business, financial
condition or results of operations.
We regularly review our portfolio of businesses and evaluate potential acquisitions, joint ventures,
divestitures, refranchisings and other strategic transactions. Potential issues associated with these activities
could include, among other things: our ability to realize the full extent of the expected returns, benefits, cost
savings or synergies as a result of a transaction, within the anticipated time frame, or at all; receipt of necessary
consents, clearances and approvals in connection with a transaction; and diversion of management’s attention
from day-to-day operations.
With respect to acquisitions, the following factors also pose potential risks: our ability to successfully combine
our businesses with the business of the acquired company, including integrating the acquired company’s
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manufacturing, distribution, sales, accounting, financial reporting and administrative support activities and
information technology systems with our company; our ability to successfully operate in new categories or
territories; motivating, recruiting and retaining executives and key employees; conforming standards, controls
(including internal control over financial reporting, environmental compliance, health and safety compliance
and compliance with other regulations), procedures and policies, business cultures and compensation
structures between us and the acquired company; consolidating and streamlining corporate and administrative
infrastructures and avoiding increased operating expenses; consolidating sales and marketing operations;
retaining existing customers and attracting new customers; identifying and eliminating redundant and
underperforming operations and assets; coordinating geographically dispersed organizations; managing tax
costs or inefficiencies associated with integrating our operations following completion of an acquisition; and
other unanticipated problems or liabilities, such as contingent liabilities and litigation.
With respect to joint ventures, we share ownership and management responsibility with one or more parties
who may or may not have the same goals, strategies, priorities or resources as we do. Joint ventures are
intended to be operated for the benefit of all co-owners, rather than for our exclusive benefit. Business
decisions or other actions or omissions of our joint venture partners may adversely affect the value of our
investment, result in litigation or regulatory action against us or otherwise damage our reputation and brands
and adversely affect our business, financial condition or results of operations. In addition, acquisitions and
joint ventures outside of the United States increase our exposure to risks associated with operations outside
of the United States, including fluctuations in exchange rates and compliance with the Foreign Corrupt
Practices Act and other anti-corruption and anti-bribery laws, and laws and regulations outside the United
States.
With respect to divestitures and refranchisings, we may not be able to complete such transactions on terms
commercially favorable to us or at all and may fail to achieve the anticipated benefits or cost savings from
the divestiture or refranchising. Further, as divestitures and refranchisings may reduce our direct control over
certain aspects of our business, any failure to maintain good relations with divested or refranchised businesses
in our supply or sales chain may adversely impact our sales or business performance.
If an acquisition or joint venture is not successfully completed or integrated into our existing operations, or
if a divestiture or refranchising is not successfully completed or managed or does not result in the benefits
or cost savings we expect, our business, financial condition or results of operations may be adversely affected.
A change in our estimates and underlying assumptions regarding the future performance of our businesses
could result in an impairment charge, which could materially affect our results of operations.
We conduct impairment tests on various components of our portfolio annually, during our third quarter, or
more frequently, if circumstances indicate that the carrying value may not be recoverable or that an other-
than-temporary impairment exists. Any changes in our estimates or underlying assumptions regarding the
future performance of our divisions or in determining the fair value of any such division, including goodwill,
indefinite-lived intangible assets, as well as other investments and other long-lived assets, could adversely
affect our results of operations. Factors that could result in an impairment include, but are not limited to:
significant negative economic or industry trends or competitive operating conditions, significant changes in
the nature and timing of decisions regarding assets or markets that do not perform consistent with our
expectations, including factors we use to estimate future levels of sales, operating profit or cash flows. Future
impairment charges could significantly affect our results of operations in the periods recognized.
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If we are unable to recruit, hire or retain key employees or a highly skilled and diverse workforce, it could
have a negative impact on our business, financial condition or results of operations.
Our continued growth requires us to recruit, hire, retain and develop our leadership bench and a highly skilled
and diverse workforce. We compete to recruit and hire new employees and then must train them and develop
their skills and competencies. Our employees are highly sought after by our competitors and other companies
and our continued ability to compete effectively depends on our ability to retain, develop and motivate highly
skilled personnel for all areas of our organization. Any unplanned turnover or our failure to develop an
adequate succession plan to backfill current leadership positions, including the Chief Executive Officer, or
to hire and retain a diverse workforce could deplete our institutional knowledge base and erode our competitive
advantage or result in increased costs due to increased competition for employees, higher employee turnover
or increased employee benefit costs. Any of the foregoing could have a negative impact on our business,
financial condition or results of operations.
The loss of any key customer or changes to the retail landscape could adversely affect our business,
financial condition or results of operations.
Our customers include wholesale and other distributors, foodservice customers, grocery stores, drug stores,
convenience stores, discount/dollar stores, mass merchandisers, membership stores, e-commerce retailers
and authorized independent bottlers, among others. We must maintain mutually beneficial relationships with
our key customers, including Wal-Mart, to compete effectively. The loss of any of our key customers could
adversely affect our business, financial condition or results of operations. In addition, our industry has been
affected by changes to the retail landscape, including increased consolidation of retail ownership, particularly
in North America and Europe, resulting in large retailers with increased purchasing power, which may impact
our ability to compete in these areas. Such retailers may demand improved efficiency, lower pricing and
increased promotional programs. Further, should larger retailers increase utilization of their own distribution
networks, other distribution channels such as e-commerce, or private label brands, or if we are unable to
develop successful relationships with existing and new e-commerce retailers, the competitive advantages we
derive from our go-to-market systems and brand equity may be eroded. Failure to appropriately respond to
any such actions, to offer effective sales incentives and marketing programs to our customers or to adapt to
the rapidly changing retail and e-commerce landscapes could reduce our ability to secure adequate shelf
space and product availability at our retailers, adversely affect our ability to maintain or grow our share of
sales or volume, and adversely affect our business, financial condition or results of operations. In addition,
if we are unable to resolve a dispute with any of our key customers, or if there is a change in the business
condition (financial or otherwise) of any of our key customers, even if unrelated to us, our business, financial
condition or results of operations may be adversely affected.
Our borrowing costs and access to capital and credit markets may be adversely affected by a downgrade
or potential downgrade of our credit ratings.
We expect to maintain Tier 1 commercial paper access, which we believe will facilitate appropriate financial
flexibility and ready access to global credit markets at favorable interest rates. Any downgrade of our credit
ratings by a credit rating agency, especially any downgrade to below investment grade, whether as a result
of our actions or factors which are beyond our control, could increase our future borrowing costs and impair
our ability to access capital and credit markets on terms commercially acceptable to us, or at all. Further, any
downgrade of our current short-term credit ratings could impair our ability to access the commercial paper
market with the same flexibility that we have experienced historically, and therefore require us to rely more
heavily on more expensive types of debt financing. Our borrowing costs and access to the commercial paper
market could also be adversely affected if a credit rating agency announces that our ratings are under review
for a potential downgrade. An increase in our borrowing costs, limitations on our ability to access the global
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capital and credit markets or a reduction in our liquidity could adversely affect our financial condition and
results of operations.
Our business and reputation could suffer if we are unable to protect our information systems against, or
effectively respond to, cyberattacks or other cyber incidents or if our information systems, or those of our
customers, suppliers, bottlers, distributors, joint venture partners or other third parties, are otherwise
disrupted.
We depend on information technology, including public websites and cloud-based services, for many activities
important to our business, including: to interface with our customers and consumers; to engage in digital
marketing activities; to enable and improve the effectiveness of our operations; to order and manage materials
from suppliers; to maintain financial accuracy and efficiency; to comply with regulatory, financial reporting,
legal and tax requirements; to collect and store sensitive data and confidential information; to communicate
electronically among our global operations and with our employees and the employees of our independent
bottlers, contract manufacturers, distributors, joint ventures, suppliers and other third parties; and to
communicate with our investors, customers and consumers. As with other global companies, we are regularly
subject to cyberattacks. Attempted cyberattacks and other cyber incidents are occurring more frequently, are
constantly evolving in nature, are becoming more sophisticated and are being made by groups and individuals
with a wide range of motives (including criminal hackers, hacktivists and state-sponsored institutions) and
expertise. To date, no cyberattack or other cyber incident has had a material adverse effect on our business,
financial condition or results of operations. If we do not allocate and effectively manage the resources
necessary to build and maintain our information technology infrastructure, including monitoring networks
and systems, upgrading our security policies and the skills and training of our employees, and requiring our
third-party service providers, customers, suppliers, bottlers, distributors, joint venture partners or other third
parties to do the same, if we or they fail to timely identify or appropriately respond to cyberattacks or other
cyber incidents, or if our information systems are damaged, compromised, destroyed or shut down (whether
as a result of natural disasters, fires, power outages, acts of terrorism or other catastrophic events, network
outages, software, equipment or telecommunications failures, technology development defects, user errors,
or from deliberate cyberattacks such as malicious or disruptive software, denial of service attacks, malicious
social engineering, hackers or otherwise), our business could be disrupted and we could, among other things,
be subject to: transaction errors; processing inefficiencies; the loss of, or failure to attract new, customers
and consumers; the loss of revenues from unauthorized use, acquisition or disclosure of, or access to,
confidential information; the loss of, or damage to, intellectual property or trade secrets, including the loss
or unauthorized disclosure of sensitive data or other assets; damage to our reputation; litigation; regulatory
enforcement actions; violation of data privacy, security or other laws and regulations; and remediation costs.
Further, our information systems and the information stored therein could be compromised by, and we could
experience similar adverse consequences due to, unauthorized outside parties’ intent on accessing or extracting
sensitive data or confidential information, corrupting information or disrupting business processes (or
demonstrating an ability to do so) or by inadvertent or intentional actions by our employees, agents or third
parties. Similar risks exist with respect to the third-party vendors that we rely upon for aspects of our
information technology support services and administrative functions, including payroll processing, health
and benefit plan administration and certain finance and accounting functions, and systems managed, hosted,
provided and/or used by third parties and their vendors. While we currently maintain insurance coverage
that, subject to its terms and conditions, is intended to address certain aspects of cyber incidents, network
failures and data privacy-related concerns, this insurance coverage may not, depending on the specific facts
and circumstances surrounding an incident, cover all losses or all types of claims that may arise from an
incident, or the damage to our reputation or brands that may result from an incident.
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If we are not able to successfully implement shared services or utilize information technology systems and
networks effectively, our ability to conduct our business might be negatively impacted.
We have entered into agreements with third-party service providers to share certain information technology
support services and administrative functions, including payroll processing, health and benefit plan
administration and certain finance and accounting functions, and may enter into agreements for shared services
in other functions in the future to achieve cost savings and efficiencies. In addition, we utilize cloud-based
services and systems and networks managed by third-party vendors to process, transmit and store information
and to conduct certain of our business activities and transactions with employees, customers, consumers and
other third parties. If any of these third-party service providers or vendors do not perform effectively, or if
we fail to adequately monitor their performance, we may not be able to achieve the expected cost savings or
we may have to incur additional costs to correct errors made by such service providers and our reputation
could be harmed. Depending on the function involved, such errors may also lead to business disruption,
processing inefficiencies, the loss of or damage to intellectual property or sensitive data through security
breaches or otherwise, effects on financial reporting, litigation or remediation costs, or damage to our
reputation, which could have a negative impact on employee morale.
We continue on our multi-year business transformation initiative to migrate certain of our systems, including
our financial processing systems, to enterprise-wide systems solutions. If we do not allocate and effectively
manage the resources necessary to build and sustain the proper information technology infrastructure, or if
we fail to achieve the expected benefits from this initiative, it may impact our ability to process transactions
accurately and efficiently, and remain in step with the changing needs of the trade, which could result in the
loss of customers or consumers. In addition, the failure to either deliver the applications on time, or anticipate
the necessary readiness and training needs, could lead to business disruption and loss of customers or
consumers and revenue.
Fluctuations in exchange rates impact our business, financial condition and results of operations.
We hold assets, incur liabilities, earn revenues and pay expenses in a variety of currencies other than the U.S.
dollar. Because our consolidated financial statements are presented in U.S. dollars, the financial statements
of our subsidiaries outside the United States, where the functional currency is other than the U.S. dollar, are
translated into U.S. dollars. Our operations outside of the United States, particularly in Mexico, Russia,
Canada, the United Kingdom and Brazil, generate a significant portion of our net revenue. In addition, we
purchase many of the ingredients, raw materials and commodities used in our business in numerous markets
and in numerous currencies. Fluctuations in exchange rates, including as a result of currency controls or other
currency exchange restrictions, have had, and may continue to have, an adverse impact on our business,
financial condition and results of operations.
Climate change or water scarcity, or legal, regulatory or market measures to address climate change or
water scarcity, may negatively affect our business and operations or damage our reputation.
There is concern that carbon dioxide and other greenhouse gases in the atmosphere may have an adverse
impact on global temperatures, weather patterns and the frequency and severity of extreme weather and
natural disasters. In the event that such climate change has a negative effect on agricultural productivity, we
may be subject to decreased availability or less favorable pricing for certain commodities that are necessary
for our products, such as sugar cane, corn, wheat, rice, oats, potatoes and various fruits. As demand for water
access continues to increase around the world, we may be subject to decreased availability of water,
deteriorated quality of water or less favorable pricing for water, which could adversely impact our
manufacturing and distribution operations. The effects of climate change may also exacerbate challenges
regarding the availability and quality of water. In addition, natural disasters and extreme weather conditions
may disrupt the productivity of our facilities or the operation of our supply chain.
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The increasing concern over climate change may result in new or increased regional, federal and/or global
legal and regulatory requirements to reduce or mitigate the effects of greenhouse gases, or to limit or impose
additional costs on commercial water use due to local water scarcity concerns. In the event that such regulation
is more stringent than current regulatory obligations or the measures that we are currently undertaking to
monitor and improve our energy efficiency and water conservation, we may experience disruptions in, or
significant increases in our costs of, operation and delivery and we may be required to make additional
investments in facilities and equipment. In particular, increasing regulation of fuel emissions could
substantially increase the cost of energy, including fuel, required to operate our facilities or transport and
distribute our products, thereby substantially increasing the distribution and supply chain costs associated
with our products. As a result, the effects of climate change or water scarcity could negatively affect our
business and operations.
In addition, any perception (whether or not valid) of our failure to effectively respond to new, or changes in,
legal or regulatory requirements concerning climate change or water scarcity could result in adverse publicity
and could adversely affect our business, financial condition or results of operations.
There is also increased public focus, including by governmental and non-governmental organizations, on
these and other environmental sustainability matters, including deforestation and land use. Our reputation
could be damaged if we or others in our industry do not act, or are perceived not to act, responsibly with
respect to our impact on the environment.
A portion of our workforce belongs to unions. Failure to successfully negotiate collective bargaining
agreements, or strikes or work stoppages, could cause our business to suffer.
Many of our employees are covered by collective bargaining agreements and other employees may seek to
be covered by collective bargaining agreements. Strikes or work stoppages or other business interruptions
could occur if we are unable to renew these agreements on satisfactory terms or enter into new agreements
on satisfactory terms, which could impair manufacturing and distribution of our products or result in a loss
of sales, which could adversely impact our business, financial condition or results of operations. The terms
and conditions of existing, renegotiated or new collective bargaining agreements could also increase our
costs or otherwise affect our ability to fully implement future operational changes to enhance our efficiency
or to adapt to changing business needs or strategy.
If we are not able to adequately protect our intellectual property rights or if we are found to infringe the
intellectual property rights of others, the value of our products or brands could be reduced, which could
have an adverse impact on our business, financial condition or results of operations.
We possess intellectual property rights that are important to our business. These intellectual property rights
include ingredient formulas, trademarks, copyrights, patents, business processes and other trade secrets that
are important to our business and relate to a variety of our products, their packaging, the processes for their
production and the design and operation of various equipment used in our businesses. We protect our
intellectual property rights globally through a combination of trademark, copyright, patent and trade secret
laws, third-party assignment and nondisclosure agreements and monitoring of third-party misuses of our
intellectual property. If we fail to obtain or adequately protect our ingredient formulas, trademarks, copyrights,
patents, business processes and other trade secrets, or if there is a change in law that limits or removes the
current legal protections of our intellectual property, the value of our products and brands could be reduced
and there could be an adverse impact on our business, financial condition or results of operations. In addition,
if, in the course of developing new products or improving the quality of existing products, we are found to
have infringed the intellectual property rights of others, directly or indirectly, such finding could have an
adverse impact on our business, financial condition or results of operations and may limit our ability to
introduce new products or improve the quality of existing products.
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Potential liabilities and costs from litigation or legal proceedings could have an adverse impact on our
business, financial condition or results of operations.
We and our subsidiaries are party to a variety of legal claims and proceedings in the ordinary course of
business, including but not limited to litigation related to our advertising, marketing or commercial practices,
product labels, claims and ingredients, intellectual property rights and environmental, employment and
insurance matters. We evaluate legal claims to assess the likelihood of unfavorable outcomes and estimate,
if possible, the amount of potential losses and establish reserves as appropriate. Litigation is inherently
uncertain and there is no guarantee that we will be successful in defending ourselves in litigation, or that our
assessment of the materiality of these matters and the likely outcome or potential losses and established
reserves will be consistent with the ultimate outcome of such litigation. In the event that management’s
assessment of claims and proceedings proves inaccurate or litigation that is material arises in the future, there
may be a material adverse effect on our business, financial condition or results of operations. Defending
ourselves from claims, including non-meritorious claims, may also require us to incur significant expense
and devote significant resources, and may generate adverse publicity that may damage our reputation or
brand image, which could have an adverse impact on our business, financial condition or results of operations.
Many factors may adversely affect the price of our common stock.
Many factors may adversely affect the price of our common stock. Such factors, some of which are beyond
our control, may include, but are not limited to: unfavorable economic conditions; changes in financial or
tax reporting and changes in accounting principles or practices that materially affect our reported financial
condition and results; investor perceptions of our business, strategies and performance or those of our
competitors; actions by shareholders or others seeking to influence our business strategies; speculation by
the media or investment community regarding our business, strategies and performance or those of our
competitors; trading activity in our common stock or trading activity in derivative instruments with respect
to our common stock; changes in our credit ratings; and the impact of our share repurchase programs or
dividend policy. In addition, corporate actions, such as those we may or may not take from time to time as
part of our continuous review of our corporate structure and our strategy, including as a result of business,
legal, regulatory and tax considerations, may not have the impact we intend and may adversely affect the
price of our common stock. The above factors, as well as other risks included in this “Item 1A. Risk Factors,”
could adversely affect the price of our common stock.
Item 1B. Unresolved Staff Comments.
We have received no written comments regarding our periodic or current reports from the staff of the SEC
that were issued 180 days or more preceding the end of our 2015 fiscal year and that remain unresolved.
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Item 2. Properties.
Our principal executive offices located in Purchase, New York and our facilities located in Plano, Texas, all
of which we own, are our most significant corporate properties.
Each division utilizes plants, warehouses, distribution centers, offices and other facilities, either owned or
leased, in connection with making, marketing, distributing and selling our products. The approximate number
of such facilities utilized by each division is as follows:
Plants(e)
Other Facilities(f)
FLNA (a)
QFNA
NAB
Latin
America(b)
ESSA
AMENA (c) Shared (d)
40
1,690
5
2
65
450
55
595
105
390
50
390
6
50
(a) Excludes three snack plants and one office that are utilized by FLNA’s joint venture with Strauss Group, all of which are owned or leased by
the joint venture.
(b) Excludes properties utilized by our Venezuelan businesses, which were deconsolidated effective as of the end of the third quarter of 2015.
(c) Excludes properties utilized in connection with AMENA’s strategic alliance with Tingyi that are owned or leased by Tingyi, as well as
properties which were sold in connection with the refranchising of a portion of our beverage business in India.
(d) Shared properties are in addition to the other properties reported by our six divisions identified in this table. QFNA shares 12 warehouse and
distribution centers with NAB and FLNA. QFNA also shares 18 warehouse and distribution centers, one plant, and one research and
development laboratory with NAB. FLNA shares one plant with Latin America. NAB, ESSA and AMENA share two plants and a service
center. Latin America, NAB and AMENA share one concentrate plant. Latin America and AMENA share an additional concentrate plant.
Approximately 20 offices support shared functions.
(e) Includes manufacturing and processing plants as well as bottling and production plants.
(f) Includes warehouses, distribution centers, offices, including division headquarters, research and development facilities and other facilities.
Significant properties by division included in the table above are as follows:
• FLNA’s research facility in Plano, Texas, which is owned.
• QFNA’s food plant in Cedar Rapids, Iowa, which is owned.
• NAB’s concentrate plants in Cork, Ireland, its research and development facility in Valhalla, New
York, and a Tropicana plant in Bradenton, Florida, all of which are owned.
• Latin America’s four snack plants in Mexico (two in Vallejo, one in Celaya and one in Monterrey)
and one in Brazil (Guarulhos), all of which are owned.
• ESSA’s snack plant in Leicester, United Kingdom, which is leased, and its food and snack research
and development facility in Leicester, United Kingdom, its beverage plant in Lebedyan, Russia and
its dairy plant in Moscow, Russia, all of which are owned.
• AMENA’s beverage plants in Sixth of October City and Tanta City, Egypt, Rayong, Thailand and
Amman, Jordan, and its snack plants in Sixth of October City, Egypt and Queensland, Australia, all
of which are owned, and Riyadh, Saudi Arabia, which is leased.
• Shared service centers in Winston-Salem, North Carolina, and Plano, Texas, which are primarily
shared by our FLNA, QFNA and NAB divisions, both of which are leased.
Leases of plants in North America generally are on a long-term basis, expiring at various times, with options
to renew for additional periods. Most international plants are owned or leased on a long-term basis. In addition
to company-owned or leased properties described above, we also utilize a highly distributed network of
plants, warehouses and distribution centers that are owned or leased by our contract manufacturers, co-
packers, strategic alliances or joint ventures in which we have an equity interest. We believe that our properties
generally are in good operating condition and, taken as a whole, are suitable, adequate and of sufficient
capacity for our current operations.
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Item 3. Legal Proceedings.
As previously disclosed, in January 2011, Wojewodzka Inspekcja Ochrony Srodowiska, the Polish
environmental control authority, began an audit of a bottling plant of our subsidiary, Pepsi-Cola General
Bottlers Poland SP, z.o.o. (PCGB), in Michrow, Poland. In July 2013, Wojewodzka Inspekcja Ochrony
Srodowiska alleged that the plant was not in compliance in 2009 with applicable regulations governing the
taking of water samples for analysis of the plant’s waste and sought monetary sanctions of $650,000 and, in
August 2013, PCGB appealed this decision. In April 2015, the General Environmental Inspector for
Environmental Protection upheld the sanctions against PCGB and, in May 2015, PCGB further appealed this
decision. In October 2015, Viovodeship Administrative Court in Warsaw rejected our appeal and, in December
2015, PCGB filed an extraordinary appeal in the Supreme Administrative Court.
Also as previously disclosed, in May 2011 and August 2012, Kozep-Duna-Volgyi Kornyezetvedelmi,
Termeszetvedelmi es Vizugyi Felugyeloseg (Budapest), the regional Hungarian governmental authority (the
Hungarian Authority), notified our subsidiary, Fovarosi Asvanyviz-es Uditoipari Zrt. (FAU), that it assessed
monetary sanctions of approximately $220,000 for alleged violation of applicable wastewater discharge
standards in 2010 and of approximately $153,000 for alleged violation of applicable wastewater discharge
standards in 2011, respectively. Following an appeal of this decision by FAU, the Orszagos Kornyezetvedelmi,
Termeszetvedelmi es Vizugyi Felugyeloseg (Budapest) increased the 2011 sanctions to $320,000 and the
2012 sanctions to $196,000, on the grounds that certain pollutant factors had not been taken into account by
the Hungarian Authority. In the third quarter of 2015, these sanctions were annulled by the Fovarosi
Kozigazgatasi es Munkaugyi Birosag (Budapest).
In addition, we and our subsidiaries are party to a variety of legal, administrative, regulatory and government
proceedings, claims and inquiries arising in the normal course of business. While the results of these
proceedings, claims and inquiries cannot be predicted with certainty, management believes that the final
outcome of the foregoing will not have a material adverse effect on our consolidated financial statements,
results of operations or cash flows. See also “Item 1. Business – Regulatory Environment and Environmental
Compliance.” and, under “Item 1A. Risk Factors,” “Changes in, or failure to comply with, laws and regulations
applicable to our products or our business operations could adversely affect our business, financial condition
or results of operations.”, “Imposition of new taxes, disagreements with tax authorities or additional tax
liabilities could adversely affect our business, financial condition or results of operations.”, “Our business,
financial condition or results of operations could be adversely affected if we are unable to grow our business
in developing and emerging markets or as a result of unstable political conditions, civil unrest or other
developments and risks in the markets where our products are made, manufactured, distributed or sold.”,
“Climate change or water scarcity, or legal, regulatory or market measures to address climate change or water
scarcity, may negatively affect our business and operations or damage our reputation.” and “Potential liabilities
and costs from litigation or legal proceedings could have an adverse impact on our business, financial condition
or results of operations.” Sanctions imposed by foreign authorities are levied in local currency and disclosed
using the U.S. dollar equivalent at the time of imposition and are subject to currency fluctuations.
Item 4. Mine Safety Disclosures.
Not applicable.
__________________________________________________
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Executive Officers of the Registrant
The following is a list of names, ages and backgrounds of our current executive officers:
Name
Albert P. Carey
Sanjeev Chadha
Marie T. Gallagher
Thomas Greco
Hugh F. Johnston
Age Title
64
56
56
57
54 Vice Chairman, PepsiCo; Executive Vice President and Chief Financial
Chief Executive Officer, North America Beverages
Chief Executive Officer, Asia, Middle East and North Africa
Senior Vice President and Controller, PepsiCo
Chief Executive Officer, Frito-Lay North America
Officer, PepsiCo
Dr. Mehmood Khan 57 Vice Chairman, PepsiCo; Executive Vice President, PepsiCo Chief Scientific
Ramon Laguarta
52
Laxman Narasimhan 48
60
Indra K. Nooyi
62
Cynthia M. Trudell
Tony West
50
Officer, Global Research and Development
Chief Executive Officer, Europe Sub-Saharan Africa
Chief Executive Officer, Latin America
Chairman of the Board of Directors and Chief Executive Officer, PepsiCo
Executive Vice President, Human Resources and Chief Human Resources
Officer, PepsiCo
Executive Vice President, Government Affairs, General Counsel and
Corporate Secretary, PepsiCo
Albert P. Carey, 64, was appointed Chief Executive Officer, North America Beverages in July 2015. Mr.
Carey previously served as Chief Executive Officer, PepsiCo Americas Beverages from September 2011 to
July 2015 and as President and Chief Executive Officer of Frito-Lay North America from June 2006 to
September 2011. Mr. Carey began his career with Frito-Lay in 1981 where he spent 20 years in a variety of
roles. He served as President, PepsiCo Sales from February 2003 until June 2006. Prior to that, he served as
Chief Operating Officer, PepsiCo Beverages and Foods North America from June 2002 to February 2003
and as PepsiCo’s Senior Vice President, Sales and Retailer Strategies from August 1998 to June 2002.
Sanjeev Chadha, 56, was appointed Chief Executive Officer, Asia, Middle East and North Africa in July
2015. Mr. Chadha previously served as Chief Executive Officer, PepsiCo Asia, Middle East and Africa from
September 2013 to July 2015, as President of PepsiCo’s Middle East and Africa region from January 2011
to September 2013 and as President of PepsiCo’s India region from 2009 to December 2010. Mr. Chadha
joined PepsiCo in 1989 and has held a variety of senior positions with the Company. He served as Senior
Vice President – Commercial, Asia Pacific, including China and India, Senior General Manager, Vietnam
and the Philippines, and held other leadership roles in sales, marketing, innovation and franchise.
Marie T. Gallagher, 56, was appointed PepsiCo’s Senior Vice President and Controller in May 2011.
Ms. Gallagher joined PepsiCo in 2005 as Vice President and Assistant Controller. Prior to joining PepsiCo,
Ms. Gallagher was Assistant Controller at Altria Corporate Services from 1992 to 2005 and, prior to that, a
senior manager at Coopers & Lybrand.
Thomas Greco, 57, was appointed Chief Executive Officer, Frito-Lay North America in September 2014.
Mr. Greco previously served as Executive Vice President, PepsiCo and President, Frito-Lay North America
from September 2011 to September 2014 and as Executive Vice President and Chief Commercial Officer for
Pepsi Beverages Company from 2009 to September 2011. Mr. Greco joined PepsiCo in Canada in 1986, and
has served in a variety of positions, including Region Vice President, Midwest; President, Frito-Lay Canada;
Senior Vice President, Sales, Frito-Lay North America; President, Global Sales, PepsiCo; and Executive Vice
President, Sales, North America Beverages.
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Hugh F. Johnston, 54, was appointed Vice Chairman, PepsiCo in July 2015 and Executive Vice President
and Chief Financial Officer, PepsiCo in March 2010. Mr. Johnston assumed responsibility for the Company’s
global e-commerce business and Quaker Foods North America division in December 2014 and the Company’s
global business and information solutions function in July 2015. He previously held the position of Executive
Vice President, Global Operations from November 2009 to March 2010 and the position of President of
Pepsi-Cola North America from November 2007 to November 2009. He was formerly PepsiCo’s Executive
Vice President, Operations, a position he held from October 2006 until November 2007. From April 2005
until October 2006, Mr. Johnston was PepsiCo’s Senior Vice President, Transformation. Prior to that, he
served as Senior Vice President and Chief Financial Officer of PepsiCo Beverages and Foods from November
2002 through March 2005, and as PepsiCo’s Senior Vice President of Mergers and Acquisitions from March
2002 until November 2002. Mr. Johnston joined PepsiCo in 1987 as a Business Planner and held various
finance positions until 1999 when he left to join Merck & Co., Inc. as Vice President, Retail, a position which
he held until he rejoined PepsiCo in 2002. Prior to joining PepsiCo in 1987, Mr. Johnston was with General
Electric Company in a variety of finance positions.
Dr. Mehmood Khan, 57, was appointed Vice Chairman, PepsiCo in February 2015 and Executive Vice
President, PepsiCo Chief Scientific Officer, Global Research and Development in May 2012. He previously
held the position of Chief Executive Officer of PepsiCo’s Global Nutrition Group from November 2010 to
May 2012 and the position of PepsiCo’s Chief Scientific Officer from 2008 to May 2012. Prior to joining
PepsiCo, Dr. Khan served for five years at Takeda Pharmaceuticals in various leadership roles including
President of Research and Development and Chief Medical Officer. Dr. Khan also served at the Mayo Clinic
from 2001 until 2003 as the director of the Diabetes, Endocrinology and Nutrition Clinical Unit and as
Consultant Physician in Endocrinology.
Ramon Laguarta, 52, was appointed Chief Executive Officer, Europe Sub-Saharan Africa in July 2015. Mr.
Laguarta previously served as Chief Executive Officer, PepsiCo Europe from January 2015 to July 2015, as
President, Developing & Emerging Markets, PepsiCo Europe from 2012 to January 2015 and as President,
PepsiCo Eastern Europe Region from 2008 to 2012. Mr. Laguarta joined PepsiCo in 1996 as a marketing
vice president for Spain Snacks and served in a variety of positions, including as Commercial Vice President
of PepsiCo Europe from 2006 to 2008, General Manager for Iberia Snacks and Juices from 2002 to 2006
and General Manager for Greece Snacks from 1999 to 2001. Prior to joining PepsiCo in 1996, Mr. Laguarta
worked for Chupa Chups, S.A., where he worked in several international assignments in Europe and the
United States.
Laxman Narasimhan, 48, was appointed Chief Executive Officer, Latin America in July 2015. Mr.
Narasimhan previously served as Chief Executive Officer, PepsiCo Latin America Foods from September
2014 to July 2015 and as Senior Vice President and Chief Financial Officer of PepsiCo Americas Foods, a
business unit that had previously included the Company’s Frito-Lay North America, Quaker Foods North
America and Latin America Foods divisions, from 2012 to September 2014. Prior to joining PepsiCo in 2012,
Mr. Narasimhan spent 19 years at McKinsey & Company, where he served in various positions, including
as a director and location manager of the New Delhi office and co-leader of the global consumer and shopper
insights practice.
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Indra K. Nooyi, 60, has been PepsiCo’s Chief Executive Officer since 2006 and assumed the role of Chairman
of PepsiCo’s Board of Directors in 2007. She was elected to PepsiCo’s Board of Directors and became
President and Chief Financial Officer in 2001, after serving as Senior Vice President and Chief Financial
Officer since 2000. Ms. Nooyi also served as PepsiCo’s Senior Vice President, Corporate Strategy and
Development from 1996 until 2000, and as PepsiCo’s Senior Vice President, Strategic Planning from 1994
until 1996. Prior to joining PepsiCo, Ms. Nooyi spent four years as Senior Vice President of Strategy, Planning
and Strategic Marketing for Asea Brown Boveri, Inc. She was also Vice President and Director of Corporate
Strategy and Planning at Motorola, Inc. Ms. Nooyi has served as a director of Schlumberger Ltd. since April
2015.
Cynthia M. Trudell, 62, has been Executive Vice President, Human Resources and Chief Human Resources
Officer, PepsiCo since April 2011 and was PepsiCo’s Senior Vice President, Chief Personnel Officer from
February 2007 until April 2011. Ms. Trudell served as a director of PepsiCo from January 2000 until February
2007. She was formerly Vice President of Brunswick Corporation and President of Sea Ray Group from 2001
until 2006. From 1999 until 2001, Ms. Trudell served as Vice President of General Motors (GM), and
Chairman and President of Saturn Corporation, a wholly-owned subsidiary of GM. Ms. Trudell began her
career with the Ford Motor Co. as a chemical process engineer. In 1981, she joined GM and held various
engineering and manufacturing supervisory positions. In 1995, she became plant manager at GM’s
Wilmington Assembly Center in Delaware. In 1996, she became President of IBC Vehicles in Luton, England,
a joint venture between General Motors and Isuzu.
Tony West, 50, was appointed PepsiCo’s Executive Vice President, Government Affairs, General Counsel
and Corporate Secretary effective November 2014. Prior to joining PepsiCo, Mr. West served as Associate
Attorney General of the United States from 2012 to 2014, after previously serving as the Assistant Attorney
General for the Civil Division in the U.S. Department of Justice from 2009 to 2012. From 2001 to 2009, Mr.
West was a partner at Morrison & Foerster LLP. He also served as Special Assistant Attorney General at the
California Department of Justice from 1999 to 2001 and, prior to that, as an Assistant United States Attorney
in the Northern District of California.
Executive officers are elected by our Board of Directors, and their terms of office continue until the next
annual meeting of the Board or until their successors are elected and have qualified. There are no family
relationships among our executive officers.
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PART II
Item 5. Market for Registrant’s Common Equity, Related Stockholder Matters and Issuer Purchases
of Equity Securities.
Stock Trading Symbol – PEP
Stock Exchange Listings – The New York Stock Exchange is the principal market for our common stock,
which is also listed on the Chicago Stock Exchange and SIX Swiss Exchange.
Stock Prices – The quarterly composite high and low sales prices for PepsiCo common stock as reported on
the New York Stock Exchange for each fiscal quarter of 2015 and 2014 are contained in “Item 6. Selected
Financial Data.”
Shareholders – As of February 4, 2016, there were approximately 131,285 shareholders of record of our
common stock.
Dividends – We have paid consecutive quarterly cash dividends since 1965. The declaration and payment of
future dividends are at the discretion of the Board of Directors. Dividends are usually declared in February,
May, July and November and paid at the end of March, June and September and the beginning of January.
On February 4, 2016, the Board of PepsiCo declared a quarterly dividend of $0.7025 payable March 31,
2016, to shareholders of record on March 4, 2016. For the remainder of 2016, the dividend record dates for
these payments are expected to be June 3, September 2 and December 2, 2016, subject to approval of the
Board of Directors. Information with respect to the quarterly dividends declared in 2015 and 2014 is contained
in “Item 6. Selected Financial Data.”
For information on securities authorized for issuance under our equity compensation plans, see “Item 12.
Security Ownership of Certain Beneficial Owners and Management and Related Stockholder Matters.”
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A summary of our common stock repurchases (in millions, except average price per share) during the fourth
quarter of 2015 is set forth in the table below.
Issuer Purchases of Common Stock
Total
Number of
Shares
Repurchased (a)
Average
Price Paid Per
Share
Total Number
of Shares
Purchased as
Part of Publicly
Announced
Plans or
Programs
Maximum
Number (or
Approximate
Dollar Value) of
Shares that May
Yet Be
Purchased
Under the Plans
or Programs (b) (c)
12,079
$
5.4
5.0
5.1
2.1
17.6
$
$
$
$
$
92.41
100.82
99.86
99.87
97.86
5.4
5.0
5.1
2.1
17.6
$
(498)
11,581
(507)
11,074
(515)
10,559
(207)
10,352
Period
9/5/2015
9/6/2015 - 10/3/2015
10/4/2015 - 10/31/2015
11/1/2015 - 11/28/2015
11/29/2015 - 12/26/2015
Total
(a) All shares were repurchased in open market transactions pursuant to publicly announced repurchased programs.
(b) During the fourth quarter of 2015, we completed repurchases of the remaining $79 million of shares available under the $10
billion repurchase program authorized by our Board of Directors and publicly announced on February 14, 2013, which
commenced on July 1, 2013 and would have expired on June 30, 2016.
(c) Includes shares authorized for repurchase under the $12 billion repurchase program authorized by our Board of Directors and
publicly announced on February 11, 2015, which commenced on July 1, 2015 and expires on June 30, 2018. Such shares may
be repurchased in open market transactions, in privately negotiated transactions, in accelerated stock repurchase transactions
or otherwise.
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In connection with our merger with The Quaker Oats Company (Quaker) in 2001, shares of our convertible
preferred stock were authorized and issued to an employee stock ownership plan (ESOP) fund established
by Quaker. The preferences, limitations and relative rights of the shares of convertible preferred stock are
set forth in Exhibit A to our amended and restated articles of incorporation. Quaker made the final award to
the ESOP in June 2001. The Company does not have any authorized, but unissued, “blank check preferred
stock.” PepsiCo repurchases shares of its convertible preferred stock from the ESOP in connection with share
redemptions by ESOP participants.
The following table summarizes our convertible preferred share repurchases during the fourth quarter of
2015.
Issuer Purchases of Convertible Preferred Stock
Period
9/6/2015 - 10/3/2015
Total
Number of
Shares
Repurchased
Average
Price Paid Per
Share
— $
—
10/4/2015 - 10/31/2015
2,300
$
500.78
11/1/2015 - 11/28/2015
— $
—
11/29/2015 - 12/26/2015
Total
1,000
3,300
$
$
498.93
500.22
Total Number
of Shares
Purchased as
Part of Publicly
Announced
Plans or
Programs
Maximum
Number (or
Approximate
Dollar Value) of
Shares that May
Yet Be
Purchased
Under the Plans
or Programs
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
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Item 6. Selected Financial Data.
Five-Year Summary
(unaudited, in millions except per share amounts)
The following selected financial data should be read in conjunction with “Item 7. Management’s Discussion
and Analysis of Financial Condition and Results of Operations,” our consolidated financial statements and
accompanying notes thereto. Our fiscal year 2011 comprised fifty-three reporting weeks and all other fiscal
years presented in the tables below comprised fifty-two reporting weeks.
Net revenue
Net income attributable to PepsiCo (a)
Net income attributable to PepsiCo per common
share – basic (a)
Net income attributable to PepsiCo per common
share – diluted (a)
Cash dividends declared per common share
Total assets (a)
Long-term debt
Return on invested capital(a) (b)
2015
63,056
5,452
3.71
3.67
2.7625
69,667
29,213
$
$
$
$
$
$
$
2014
66,683
6,513
4.31
4.27
2.5325
70,509
23,821
$
$
$
$
$
$
$
2013
66,415
6,740
4.37
4.32
2.24
77,478
24,333
$
$
$
$
$
$
$
2012
65,492
6,178
3.96
3.92
2.1275
74,638
23,544
$
$
$
$
$
$
$
2011
66,504
6,443
4.08
4.03
2.025
72,882
20,568
$
$
$
$
$
$
$
13.1%
13.2%
14.0%
13.7%
14.3%
(a) Reflects the impact of the Venezuela impairment charges of $1.4 billion in 2015.
(b) Return on invested capital (ROIC) is defined as adjusted net income attributable to PepsiCo divided by the sum of average common
shareholders’ equity and average total debt. Adjusted net income attributable to PepsiCo is defined as net income attributable to PepsiCo
plus interest expense after-tax. Interest expense after-tax was $621 million in 2015, $582 million in 2014, $583 million in 2013, $576 million
in 2012 and $548 million in 2011.
The following information highlights certain items that impacted our results of operations and financial
condition for the five years presented above:
• Includes mark-to-market net (gains)/losses of:
Pre-tax
After-tax
Per share
2015
(11) $
(8) $
— $
2014
68
44
0.03
$
$
$
2013
72
44
0.03
$
$
$
2012
(65) $
(41) $
(0.03) $
$
$
$
•
Includes restructuring and impairment charges related to the 2014 and 2012 Multi-Year Productivity Plans of:
Pre-tax
After-tax
Per share
2015
230
184
0.12
$
$
$
2014
418
316
0.21
$
$
$
2013
163
129
0.08
$
$
$
2012
279
215
0.14
$
$
$
$
$
$
2011
102
71
0.04
2011
383
286
0.18
•
Includes charges related to productivity initiatives outside the scope of the 2014 and 2012 Multi-Year Productivity Plans of:
Pre-tax
After-tax
Per share
2015
90
66
0.04
$
$
$
2014
67
54
0.04
$
$
$
34
Table of Contents
•
Includes pre-tax gains in 2015 associated with the settlement of pension-related liabilities from previous acquisitions, and
lump-sum settlement charges in 2014 and 2012 related to payments for pension liabilities to certain former employees who
had vested benefits of:
Pre-tax
After-tax
Per share
2015
(67) $
(42) $
(0.03) $
2014
141
88
0.06
$
$
$
2013
— $
— $
— $
2012
195
131
0.08
$
$
$
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
In 2015, we recorded pre- and after-tax charges of $1.4 billion ($0.91 per share) in the Latin America segment related to the
impairment of investments in our wholly-owned Venezuelan subsidiaries and beverage joint venture.
In 2015, we recorded a pre- and after-tax charge of $73 million ($0.05 per share) in the AMENA segment related to a write-
off of the value of a call option to increase our holding in Tingyi-Asahi Beverages Holding Co. Ltd. (TAB) to 20%.
In 2015, we recognized a non-cash tax benefit of $230 million ($0.15 per share) associated with our agreement with the IRS
resolving substantially all open matters related to the audits for taxable years 2010 through 2011, which reduced our reserve
for uncertain tax positions for the tax years 2010 through 2011.
In 2015, we recognized pre-tax impairment charges of $76 million ($48 million after-tax or $0.03 per share) in the QFNA
segment associated with our Müller Quaker Dairy (MQD) joint venture investment, including a fourth quarter charge related
to ceasing its operations.
In 2015, we recognized a pre-tax gain of $39 million ($28 million after-tax or $0.02 per share) in the AMENA segment
associated with refranchising a portion of our beverage businesses in India.
In 2014, we recorded a $105 million net charge related to our remeasurement of the bolivar for certain net monetary assets
of our Venezuelan businesses. $126 million of this charge was recorded in corporate unallocated expenses, with the balance
(equity income of $21 million) recorded in our Latin America segment. In total, this net charge had an after-tax impact of
$105 million or $0.07 per share.
In 2014, we recorded a pre-tax gain of $31 million ($34 million after-tax or $0.02 per share) in the ESSA segment associated
with the sale of agricultural assets in Russia.
In 2013, we incurred merger and integration charges of $10 million ($8 million after-tax or $0.01 per share) related to our
acquisition of Wimm-Bill-Dann Foods OJSC (WBD).
In 2013, we recorded a $111 million net charge related to the devaluation of the bolivar for our Venezuelan businesses. $124
million of this charge was recorded in corporate unallocated expenses, with the balance (equity income of $13 million) recorded
in our Latin America segment. In total, this net charge had an after-tax impact of $111 million or $0.07 per share.
In 2013, we recognized a pre- and after-tax gain of $137 million (or $0.09 per share) in connection with the refranchising of
our beverage business in Vietnam, which was offset by incremental investments in our business.
In 2013, we recognized a non-cash tax benefit of $209 million (or $0.13 per share) associated with our agreement with the
IRS resolving all open matters related to the audits for taxable years 2003 through 2009, which reduced our reserves for
uncertain tax positions for the tax years 2003 through 2012.
In 2012, we incurred merger and integration charges of $16 million ($12 million after-tax or $0.01 per share) related to our
acquisition of WBD.
In 2012, we recorded restructuring and other charges of $150 million ($176 million after-tax or $0.11 per share) related to the
transaction with Tingyi.
In 2012, we recognized a non-cash tax benefit of $217 million ($0.14 per share) associated with a favorable tax court decision
related to the classification of financial instruments.
In 2011, we incurred merger and integration charges of $329 million ($271 million after-tax or $0.17 per share) related to our
acquisitions of The Pepsi Bottling Group, Inc. (PBG), PepsiAmericas, Inc. (PAS) and WBD.
• The 2011 fiscal year consisted of fifty-three weeks compared to fifty-two weeks in our normal fiscal year. The 53rd week
increased 2011 net revenue by $623 million and net income attributable to PepsiCo by $64 million or $0.04 per share.
In 2011, we recorded $46 million ($28 million after-tax or $0.02 per share) of incremental costs related to fair value adjustments
to the acquired inventory included in WBD’s balance sheet at the acquisition date and hedging contracts included in PBG’s
and PAS’s balance sheets at the acquisition date.
•
35
Net revenue
Gross profit
Mark-to-market net losses/
(gains) (a)
Restructuring and impairment
charges (b)
Pension-related settlement
(benefits)/charge (c), (d)
Charge related to the transaction
with Tingyi (e)
Venezuela impairment charges (f)
Venezuela remeasurement
charge (g)
Tax benefit (h)
MQD impairment (i)
Gain on beverage refranchising (j)
Other productivity initiatives (k)
Gain on sale of agricultural
per common share
Basic
Diluted
Cash dividends declared per
common share
Stock price per share (m)
High
Low
Table of Contents
Selected Quarterly Financial Data
Selected financial data for 2015 and 2014 is summarized as follows and highlights certain items that impacted
our quarterly results (in millions except per share amounts, unaudited):
2015
2014
First
Quarter
$ 12,217
$ 6,775
Second
Quarter
$ 15,923
$ 8,756
Third
Quarter
$ 16,331
$ 8,936
Fourth
Quarter
$ 18,585
$ 10,205
First
Quarter
$ 12,623
$ 6,876
Second
Quarter
$ 16,894
$ 9,116
Third
Quarter
$ 17,218
$ 9,223
Fourth
Quarter
$ 19,948
$ 10,584
$
$
$
$
1
36
—
—
—
—
—
65
(39)
—
$
$
(39) $
25
$
28
52
$
$
(1) $
(34) $
(31) $
117
$
98
$
92
$
— $
(37) $
(30)
— $
73
— $ 1,359
—
—
—
—
— $
—
— $
— $
—
44
$
—
—
—
(230)
11
—
46
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
33
68
$
$
100
160
— $
141
—
—
—
—
— $
105
—
—
—
— $
—
—
—
67
assets (l)
—
Net income attributable to PepsiCo $ 1,221
Net income attributable to PepsiCo
—
$ 1,980
—
533
— $
(31)
$ 1,216
—
$ 1,978
—
$ 2,008
—
$ 1,311
$ 1,718
0.36
0.36
$
$
1.18
1.17
$
$
0.80
0.79
$
$
1.30
1.29
$
$
1.33
1.32
$
$
0.87
0.87
$
$
$
$
$
0.82
0.81
$
$
1.34
1.33
$ 0.655
$ 0.7025
$ 0.7025
$ 0.7025
$ 0.5675
$ 0.655
$ 0.655
$ 0.655
$ 100.76
$ 98.44
$ 100.61
$ 103.44
$ 83.99
$ 88.72
$ 93.51
$ 100.70
$ 92.24
$ 92.72
$ 76.48
$ 90.43
$ 77.01
$ 81.53
$ 86.71
$ 89.82
(a) In 2015 and 2014, we recognized $11 million ($8 million after-tax with a nominal amount per share) of mark-to-market net gains and $68
million ($44 million after-tax or $0.03 per share) of mark-to-market net losses, respectively, on commodity hedges in corporate unallocated
expenses.
(b) In 2015 and 2014, restructuring and impairment charges related to the 2014 and 2012 Multi-Year Productivity Plans were $230 million
($184 million after-tax or $0.12 per share) and $418 million ($316 million after-tax or $0.21 per share), respectively. See Note 3 to our
consolidated financial statements.
(c) In 2015, we recorded pre-tax gains of $67 million ($42 million after-tax or $0.03 per share) in the NAB segment associated with the settlement
of pension-related liabilities from previous acquisitions.
(d) In 2014, we recorded a pension lump sum settlement charge of $141 million ($88 million after-tax or $0.06 per share) related to payments
for pension liabilities to certain former employees who had vested benefits. See Note 7 to our consolidated financial statements.
(e) In 2015, we recorded a pre- and after-tax charge of $73 million ($0.05 per share) in the AMENA segment related to a write-off of the value
(f)
of a call option to increase our holding in TAB to 20%. See Note 10 to our consolidated financial statements.
In 2015, we recorded pre- and after-tax charges of $1.4 billion ($0.91 per share) in the Latin America segment related to the impairment of
investments in our wholly-owned Venezuelan subsidiaries and beverage joint venture. See Note 1 to our consolidated financial statements.
(g) In 2014, we recorded a $105 million net charge related to our remeasurement of the bolivar for certain net monetary assets of our Venezuelan
businesses. $126 million of this charge was recorded in corporate unallocated expenses, with the balance (equity income of $21 million)
recorded in our Latin America segment. In total, this net charge had an after-tax impact of $105 million or $0.07 per share.
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(h) In 2015, we recognized a non-cash tax benefit of $230 million ($0.15 per share) associated with our agreement with the IRS resolving
substantially all open matters related to the audits for taxable years 2010 through 2011, which reduced our reserve for uncertain tax positions
for the tax years 2010 through 2011.
In 2015, we recognized pre-tax impairment charges of $76 million ($48 million after-tax or $0.03 per share) in the QFNA segment associated
with our MQD joint venture investment, including a fourth quarter charge related to ceasing its operations.
In 2015, we recognized a pre-tax gain of $39 million ($28 million after-tax or $0.02 per share) in the AMENA segment associated with
refranchising a portion of our beverage businesses in India.
(i)
(j)
(k) In 2015 and 2014, we recorded charges of $90 million ($66 million after-tax or $0.04 per share) and $67 million ($54 million after-tax or
$0.04 per share), respectively, related to other productivity initiatives outside the scope of the 2014 and 2012 Productivity Plans. See Note
3 to our consolidated financial statements.
In 2014, we recorded a pre-tax gain of $31 million ($34 million after-tax or $0.02 per share) in the ESSA segment associated with the sale
of agricultural assets in Russia.
(l)
(m) Reflects the quarterly composite high and low sales prices for one share of PepsiCo common stock as reported on the New York Stock
Exchange.
37
Item 7. Management’s Discussion and Analysis of Financial Condition and Results of Operations.
OUR BUSINESS
Executive Overview
Our Operations
Our Business Risks
OUR CRITICAL ACCOUNTING POLICIES
Revenue Recognition
Goodwill and Other Intangible Assets
Income Tax Expense and Accruals
Pension and Retiree Medical Plans
OUR FINANCIAL RESULTS
Items Affecting Comparability
Results of Operations – Consolidated Review
Results of Operations – Division Review
Frito-Lay North America
Quaker Foods North America
North America Beverages
Latin America
Europe Sub-Saharan Africa
Asia, Middle East and North Africa
Our Liquidity and Capital Resources
40
42
43
46
47
49
49
52
55
59
61
62
63
64
65
67
69
38
Consolidated Statement of Income
Consolidated Statement of Comprehensive Income
Consolidated Statement of Cash Flows
Consolidated Balance Sheet
Consolidated Statement of Equity
Notes to Consolidated Financial Statements
Note 1 – Basis of Presentation and Our Divisions
Note 2 – Our Significant Accounting Policies
Note 3 – Restructuring and Impairment Charges
Note 4 – Property, Plant and Equipment and Intangible Assets
Note 5 – Income Taxes
Note 6 – Share-Based Compensation
Note 7 – Pension, Retiree Medical and Savings Plans
Note 8 – Related Party Transactions
Note 9 – Debt Obligations and Commitments
Note 10 – Financial Instruments
Note 11 – Net Income Attributable to PepsiCo per Common Share
Note 12 – Preferred Stock
Note 13 – Accumulated Other Comprehensive Loss Attributable to PepsiCo
Note 14 – Supplemental Financial Information
Note 15 – Divestitures
MANAGEMENT’S RESPONSIBILITY FOR FINANCIAL REPORTING
REPORT OF INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM
GLOSSARY
73
74
75
77
78
79
85
88
91
94
97
101
108
108
110
115
116
117
119
120
121
123
125
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Our discussion and analysis is intended to help the reader understand our results of operations and financial
condition and is provided as an addition to, and should be read in connection with, our consolidated financial
statements and the accompanying notes. Definitions of key terms can be found in the glossary beginning on
page 125. Tabular dollars are presented in millions, except per share amounts. All per share amounts reflect
common stock per share amounts, assume dilution unless otherwise noted, and are based on unrounded
amounts. Percentage changes are based on unrounded amounts.
OUR BUSINESS
Executive Overview
We are a leading global food and beverage company with a complementary portfolio of enjoyable brands,
including Frito-Lay, Gatorade, Pepsi-Cola, Quaker and Tropicana. Through our operations, authorized
bottlers, contract manufacturers and other third parties, we make, market, distribute and sell a wide variety
of convenient and enjoyable beverages, foods and snacks, serving customers and consumers in more than
200 countries and territories.
Our management monitors a variety of key indicators to evaluate our business results and financial
condition. These indicators include growth in volume, revenue, organic revenue, operating profit (as reported
and excluding certain items and the impact of foreign exchange translation), EPS (as reported and excluding
certain items and the impact of foreign exchange translation), retail sales, market share, safety, innovation,
product and service quality, organizational health, brand equity, media viewership and engagement, employee
diversity, net commodity inflation, productivity savings, net capital spending, free cash flow and free cash
flow excluding certain items, cash returned to shareholders in the forms of share repurchases and dividends,
advertising and marketing expenses, research and development expenditures, ROIC and net ROIC (excluding
certain items), and gross and operating margins (as reported and excluding certain items).
During 2015, we continued to take steps to position ourselves for sustainable value creation over the long
term and continued our progress against certain key business priorities – brand building and innovation,
productivity, portfolio and capability transformation, talent management and disciplined capital allocation.
For example:
•
In 2015, PepsiCo was the leading contributor to food and beverage retail sales in the United States
in measured channels, according to Information Resources, Inc.
• Since 2012, we have increased spending as a percent of net revenue on both advertising and marketing
and research and development, illustrating our ability to manage costs and margins in the short run
while reinvesting in our business to drive growth over the long term.
•
In 2015, excluding items affecting comparability, we achieved a net ROIC of 19.6%, reflecting our
focus on disciplined capital allocation. For further information on this non-GAAP measure, please
see “Net Return on Invested Capital.”
• PepsiCo increased its annualized dividend for the 43rd consecutive year in 2015 and returned $9
billion to our shareholders through share repurchases and dividends. Since 2012, we have delivered
$24 billion back to shareholders in the form of dividends and share repurchases.
At PepsiCo, we believe delivering strong performance and acting with a sense of purpose are intertwined –
we call this approach Performance with Purpose and it is embedded into our business. Performance with
Purpose is focused on three priorities: human sustainability (improving the nutritional profile of many of our
products while offering more choices to meet changing consumer needs), environmental sustainability
(reducing our environmental impact while lowering our operating costs), and talent sustainability (continuing
40
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to develop a diverse and engaged workforce).
As we look to 2016 and beyond, we believe our Performance with Purpose strategy will enable us to continue
delivering strong financial results while positioning our Company for long-term sustainable growth. Our
business strategies are designed to address key challenges facing our Company, including: uncertain and
volatile macroeconomic conditions, including unfavorable exchange rate fluctuations and currency
restrictions; geopolitical, economic and social instability; an increasingly competitive business environment
with constantly changing consumer tastes and preferences, including continued consumer focus on nutritious
products and changes in methods of distribution and payment; resource scarcity; and intensifying regulatory
pressures, including changes in tax laws and the imposition of labeling requirements in markets in which
our products are made, manufactured, distributed or sold. See also “Item 1A. Risk Factors” for additional
information about risks and uncertainties that the Company faces. We believe that many of these challenges
also create new growth opportunities for our Company. We anticipate that the challenges we currently face
will continue and we intend to focus on the following areas to address and adapt to these challenges and to
capitalize on these opportunities:
Upgrading our commercial capabilities.
Continued growth of our business remains critical to our success and we remain focused on innovation and
brand building to position ourselves to continue to deliver the types of products our consumers demand and
address increasing regulation of our products, including changes in tax laws and the imposition of labeling
requirements. Consumer demand continues to shift towards more nutritious products and we are accelerating
our efforts to meet this demand by reducing sodium, added sugars and saturated fat in many of our products
while continuing to invest in growing our nutrition businesses. We are also focused on developing new ways
to reach our consumers through innovative digital marketing, social media engagement and content creation.
In addition, as the global economic, social and political landscape remains volatile, with many markets in
which our products are made, manufactured, distributed or sold experiencing unstable conditions, we intend
to address these challenges by continuing to build a portfolio that is balanced across categories and geographies
to navigate short-term volatility and uncertainty.
Building new capabilities.
With consumer tastes and preferences continuing to evolve, we must continue to build new capabilities to
meet the demands of our customers and consumers. To that end, we are focused on increasing our e-commerce
presence and capabilities, continuing to invest in research and development and design to foster breakthrough
innovations and to enhance consumer experiences across our businesses, and increasing our foodservice
presence through new culinary, equipment, product and marketing innovations.
Increasing our focus on reducing costs.
We intend to continue our focus on productivity and lowering the cost base of the Company, primarily by
utilizing our global scale, eliminating duplication, deploying new technologies and capitalizing on everyday
opportunities to lower our cost base. In 2014, we announced a goal of delivering $5 billion in savings over
five years from 2015-2019, and we are on track to do so. We have doubled productivity since 2011, delivering
approximately $3 billion in savings from 2013-2015, and over $1 billion in savings in 2015 alone. To build
on this progress, we continue to identify new opportunities to cut costs, innovating our way to a more
productive future. We are automating our processes for packaging and warehousing. We are making products
for one market on production lines in another, lifting utilization rates and better integrating our global supply
chain. We are enabling engineers to monitor our production systems remotely, resulting in better, faster
solutions at a lower cost. We are also instituting policies that we call “Smart Spending” to control expenses
and are expanding training to minimize waste and boost efficiency.
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Fostering a culture of collaboration.
PepsiCo has a history of developing strong leaders and we expect the global competition for talent to continue
to intensify. To meet the future needs of our business, we remain focused on building the next generation of
capabilities and talent, including building a workforce that reflects the diversity of the consumers we serve
and developing the functional, technical and leadership skills we need for long-term sustainable performance.
Exercising discipline with respect to capital returns.
We believe that disciplined, balanced capital allocation is one of the hallmarks of a well-run business. We
are focused on reinvesting in our business, continuing to pay dividends to shareholders, strengthening our
market positions through acquisitions, and returning residual cash to shareholders through share repurchases.
Over the past ten years, we have returned approximately $35 billion to shareholders in the form of share
repurchases – and more than $65 billion including dividends.
Our Operations
We are organized into six reportable segments (also referred to as divisions), as follows:
1) Frito-Lay North America (FLNA);
2) Quaker Foods North America (QFNA);
3) North America Beverages (NAB);
4) Latin America, which includes all of our beverage, food and snack businesses in Latin America;
5) Europe Sub-Saharan Africa (ESSA), which includes all of our beverage, food and snack businesses
in Europe and Sub-Saharan Africa; and
6) Asia, Middle East and North Africa (AMENA), which includes all of our beverage, food and snack
businesses in Asia, Middle East and North Africa.
See “Item 1. Business.” for more information on our divisions and a description of our distribution network,
ingredients and other supplies, brands and intellectual property rights, seasonality, customers and competition.
In addition, see Note 1 to our consolidated financial statements for financial information about our divisions
and geographic areas.
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Our Business Risks
We are subject to risks in the normal course of business. During 2015 and 2014, certain countries in which
our products are sold operated in a challenging environment, experiencing unstable economic, political and
social conditions, civil unrest, debt and credit issues, and currency fluctuations. We continue to monitor the
economic, operating and political environment in these markets closely and have identified actions to
potentially mitigate the unfavorable impact, if any, on our future results. See also “Item 1A. Risk Factors”,
“Executive Overview” above and “Market Risks” below for more information about these risks and the
actions we have taken to address key challenges.
Risk Management Framework
The achievement of our strategic and operating objectives involves taking risks. To identify, assess, prioritize,
address, manage, monitor and communicate these risks across the Company’s operations, we leverage an
integrated risk management framework. This framework includes the following:
• PepsiCo’s Board of Directors has oversight responsibility for PepsiCo’s integrated risk management
framework. One of the Board’s primary responsibilities is overseeing and interacting with senior
management with respect to key aspects of the Company’s business, including risk assessment and
risk mitigation of the Company’s top risks. The Board receives updates on key risks throughout the
year. In addition, the Board has tasked designated Committees of the Board with oversight of certain
categories of risk management, and the Committees report to the Board regularly on these matters.
The Audit Committee of the Board reviews and assesses the guidelines and policies governing
PepsiCo’s risk management and oversight processes, and assists with the Board’s oversight
of financial, compliance and employee safety risks facing PepsiCo; and
The Compensation Committee of the Board reviews PepsiCo’s employee compensation
policies and practices to assess whether such policies and practices could lead to unnecessary
risk-taking behavior.
• The PepsiCo Risk Committee (PRC), which is comprised of a cross-functional, geographically
diverse, senior management group, including PepsiCo’s Chairman of the Board and Chief Executive
Officer, meets regularly to identify, assess, prioritize and address our top strategic, financial,
operating, business, compliance, safety, reputational and other risks. The PRC is also responsible
for reporting progress on our risk mitigation efforts to the Board;
• Division and key country risk committees, comprised of cross-functional senior management teams
meet regularly to identify, assess, prioritize and address division and country-specific business risks;
• PepsiCo’s Risk Management Office, which manages the overall risk management process, provides
ongoing guidance, tools and analytical support to the PRC and the division and key country risk
committees, identifies and assesses potential risks and facilitates ongoing communication between
the parties, as well as with PepsiCo’s Board of Directors and the Audit Committee of the Board;
• PepsiCo’s Corporate Audit Department evaluates the ongoing effectiveness of our key internal
controls through periodic audit and review procedures; and
• PepsiCo’s Compliance & Ethics Department leads and coordinates our compliance policies and
practices.
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Market Risks
We are exposed to market risks arising from adverse changes in:
•
•
•
commodity prices, affecting the cost of our raw materials and energy;
foreign exchange rates and currency restrictions; and
interest rates.
In the normal course of business, we manage commodity price, foreign exchange and interest rate risks
through a variety of strategies, including productivity initiatives, global purchasing programs and hedging
with derivative instruments. Ongoing productivity initiatives involve the identification and effective
implementation of meaningful cost-saving opportunities or efficiencies, including the use of derivatives. Our
global purchasing programs include fixed-price contracts and purchase orders and pricing agreements. See
“Unfavorable economic conditions may have an adverse impact on our business, financial condition or results
of operations.” and “Our business, financial condition or results of operations may be adversely affected by
increased costs, disruption of supply or shortages of raw materials and other supplies.” in “Item 1A. Risk
Factors.” See Note 9 to our consolidated financial statements for further information on our non-cancelable
purchasing commitments.
The fair value of our derivatives fluctuates based on market rates and prices. The sensitivity of our derivatives
to these market fluctuations is discussed below. See Note 10 to our consolidated financial statements for
further discussion of these derivatives and our hedging policies. See “Our Critical Accounting Policies” for
a discussion of the exposure of our pension and retiree medical plan assets and liabilities to risks related to
market fluctuations.
Inflationary, deflationary and recessionary conditions impacting these market risks also impact the demand
for and pricing of our products. See “Item 1A. Risk Factors” for further discussion.
Commodity Prices
Our open commodity derivative contracts had a notional value of $1.0 billion as of December 26, 2015 and
$1.2 billion as of December 27, 2014. At the end of 2015, the potential change in fair value of commodity
derivative instruments, assuming a 10% decrease in the underlying commodity price, would have increased
our net unrealized losses in 2015 by $85 million.
Foreign Exchange
Our operations outside of the U.S. generated 44% of our net revenue in 2015, with Mexico, Russia, Canada,
the United Kingdom and Brazil comprising approximately 20% of our net revenue in 2015. As a result, we
are exposed to foreign exchange risks in the international markets in which our products are made,
manufactured, distributed or sold. During 2015, unfavorable foreign exchange reduced net revenue growth
by 10 percentage points, primarily due to the Russian ruble, Venezuelan bolivar, Mexican peso, euro, Brazilian
real and the Canadian dollar. Currency declines against the U.S. dollar which are not offset could adversely
impact our future financial results.
In addition, unstable economic, political and social conditions and civil unrest in certain markets in which
our products are made, manufactured, distributed or sold, including in Russia, Ukraine, Brazil, Greece and
the Middle East, and currency fluctuations in certain of these international markets continue to result in
challenging operating environments.
Starting in 2014, Russia announced economic sanctions against the United States and other nations that
include a ban on imports of certain ingredients and finished goods from specific countries. We do not anticipate
the current sanctions to have a material impact on the results of our operations in Russia or our consolidated
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results or financial position, and we will continue to monitor the economic, operating and political
environment in Russia closely. For the years ended December 26, 2015 and December 27, 2014, total net
revenue generated by our operations in Russia represented 4% and 7% of our consolidated net revenue,
respectively. As of December 26, 2015, our long-lived assets in Russia were $3.6 billion. Our operations in
Ukraine are not significant in relation to our consolidated results or financial position.
Our foreign currency derivatives had a total notional value of $2.1 billion as of December 26, 2015 and $2.7
billion as of December 27, 2014. At the end of 2015, we estimate that an unfavorable 10% change in the
underlying exchange rates would have decreased our net unrealized gains by $118 million.
Evolving conditions in Venezuela, including increasingly restrictive exchange control regulations and reduced
access to dollars through official currency exchange markets, resulted in an other-than-temporary lack of
exchangeability between the Venezuelan bolivar and the U.S. dollar, which significantly impacted our ability
to effectively manage our Venezuelan businesses, including restrictions on the ability of our Venezuelan
businesses to import certain raw materials to maintain normal production and to settle U.S. dollar-denominated
obligations. The exchange restrictions, combined with other regulations that have limited our ability to import
certain raw materials, also increasingly constrained our ability to make and execute operational decisions
regarding our businesses in Venezuela. In addition, the inability of our Venezuelan businesses to pay dividends,
which remain subject to Venezuelan government approvals, restricted our ability to realize the earnings
generated out of our Venezuelan businesses. We expect these conditions will continue for the foreseeable
future.
As a result of these factors, we concluded that, effective as of the end of the third quarter of 2015, we did
not meet the accounting criteria for control over our wholly-owned Venezuelan subsidiaries, and therefore
we deconsolidated our wholly-owned Venezuelan subsidiaries effective as of the end of the third quarter of
2015. We also concluded that, effective as of the end of the third quarter of 2015, due to the above-mentioned
factors and other matters impacting the operation of our beverage joint venture with our franchise bottler in
Venezuela and the distribution of its products, we no longer had significant influence over our joint venture,
which was previously accounted for under the equity method. As a result of these conclusions, effective at
the end of the third quarter of 2015, we began accounting for our investments in our wholly-owned Venezuelan
subsidiaries and our joint venture using the cost method of accounting and recorded pre- and after-tax charges
of $1.4 billion in our Consolidated Statement of Income to reduce the value of the cost method investments
to their estimated fair values, resulting in a full impairment. The impairment charges primarily included
approximately $1.2 billion related to our investments in previously consolidated Venezuelan subsidiaries
and our joint venture, and $111 million related to the reclassification of cumulative translation losses. The
factors that led to the above-mentioned conclusions at the end of the third quarter of 2015 continued to exist
as of the end of 2015. For further information, please refer to Note 1 to our consolidated financial statements
and “Items Affecting Comparability.”
Beginning in the fourth quarter of 2015, we no longer included the results of our Venezuelan businesses in
our Consolidated Statement of Income and our financial results only included revenue relating to the sales
of inventory to our Venezuelan entities to the extent cash was received for those sales. Any dividends from
our Venezuelan entities will be recorded as income upon receipt of the cash. We did not receive any U.S.
dollars in the fourth quarter of 2015 from our Venezuelan entities. Our ongoing contractual commitments to
our Venezuelan businesses are not material. In 2015, the results of our operations in Venezuela, which include
the months of January through August, generated 2% of our net revenue and 2% of our operating profit, prior
to the impairment charges of $1.4 billion.
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Interest Rates
Our interest rate derivative instruments outstanding as of December 26, 2015 and December 27, 2014 had
a total notional value of $12.5 billion and $9.3 billion, respectively. Assuming year-end 2015 investment
levels and variable rate debt, a 1-percentage-point increase in interest rates would have decreased net interest
expense by $8 million in 2015 due to higher cash and cash equivalents and short-term investments levels as
compared with our variable rate debt.
OUR CRITICAL ACCOUNTING POLICIES
An appreciation of our critical accounting policies is necessary to understand our financial results. These
policies may require management to make difficult and subjective judgments regarding uncertainties, and
as a result, such estimates may significantly impact our financial results. The precision of these estimates
and the likelihood of future changes depend on a number of underlying variables and a range of possible
outcomes. Other than our accounting for pension and retiree medical plans, our critical accounting policies
do not involve a choice between alternative methods of accounting. We applied our critical accounting policies
and estimation methods consistently in all material respects, and for all periods presented, and have discussed
these policies with our Audit Committee.
Our critical accounting policies are:
•
revenue recognition;
• goodwill and other intangible assets;
•
income tax expense and accruals; and
• pension and retiree medical plans.
Revenue Recognition
Our products are sold for cash or on credit terms. Our credit terms, which are established in accordance with
local and industry practices, typically require payment within 30 days of delivery in the U.S., and generally
within 30 to 90 days internationally, and may allow discounts for early payment. We recognize revenue upon
shipment or delivery to our customers based on written sales terms that do not allow for a right of return.
However, our policy for DSD and certain chilled products is to remove and replace damaged and out-of-date
products from store shelves to ensure that consumers receive the product quality and freshness they expect.
Similarly, our policy for certain warehouse-distributed products is to replace damaged and out-of-date
products. Based on our experience with this practice, we have reserved for anticipated damaged and out-of-
date products.
Our policy is to provide customers with product when needed. In fact, our commitment to freshness and
product dating serves to regulate the quantity of product shipped or delivered. In addition, DSD products are
placed on the shelf by our employees with customer shelf space and storerooms limiting the quantity of
product. For product delivered through other distribution networks, we monitor customer inventory levels.
As discussed in “Our Customers” in “Item 1. Business”, we offer sales incentives and discounts through
various programs to customers and consumers. Total marketplace spending includes sales incentives,
discounts, advertising and other marketing activities. Sales incentives and discounts are primarily accounted
for as a reduction of revenue and include payments to customers for performing merchandising activities on
our behalf, such as payments for in-store displays, payments to gain distribution of new products, payments
for shelf space and discounts to promote lower retail prices. Sales incentives and discounts also include
support provided to our independent bottlers through funding of advertising and other marketing activities.
A number of our sales incentives, such as bottler funding to independent bottlers and customer volume rebates,
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are based on annual targets, and accruals are established during the year for the expected payout. These
accruals are based on contract terms and our historical experience with similar programs and require
management judgment with respect to estimating customer participation and performance levels. Differences
between estimated expense and actual incentive costs are normally insignificant and are recognized in
earnings in the period such differences are determined. In addition, certain advertising and marketing costs
are also based on annual targets and recognized during the year as incurred. The terms of most of our incentive
arrangements do not exceed a year, and therefore do not require highly uncertain long-term estimates. Certain
arrangements, such as fountain pouring rights, may extend beyond one year. Costs incurred to obtain these
rights are recognized over the shorter of the economic or contractual life, primarily as a reduction of revenue,
and the remaining balances of $321 million as of December 26, 2015 and $355 million as of December 27,
2014 are included in prepaid expenses and other current assets and other assets on our balance sheet.
For interim reporting, our policy is to allocate our forecasted full-year sales incentives for most of our
programs to each of our interim reporting periods in the same year that benefits from the programs. The
allocation methodology is based on our forecasted sales incentives for the full year and the proportion of
each interim period’s actual gross revenue or volume, as applicable, to our forecasted annual gross revenue
or volume, as applicable. Based on our review of the forecasts at each interim period, any changes in estimates
and the related allocation of sales incentives are recognized beginning in the interim period that they are
identified. In addition, we apply a similar allocation methodology for interim reporting purposes for certain
advertising and other marketing activities. See Note 2 to our consolidated financial statements for additional
information on our total marketplace spending. Our annual financial statements are not impacted by this
interim allocation methodology.
We estimate and reserve for our bad debt exposure based on our experience with past due accounts and
collectibility, the aging of accounts receivable and our analysis of customer data. Bad debt expense is classified
within selling, general and administrative expenses in our income statement.
Goodwill and Other Intangible Assets
We sell products under a number of brand names, many of which were developed by us. Brand development
costs are expensed as incurred. We also purchase brands and other intangible assets in acquisitions. In a
business combination, the consideration is first assigned to identifiable assets and liabilities, including brands
and other intangible assets, based on estimated fair values, with any excess recorded as goodwill. Determining
fair value requires significant estimates and assumptions based on an evaluation of a number of factors, such
as marketplace participants, product life cycles, market share, consumer awareness, brand history and future
expansion expectations, amount and timing of future cash flows and the discount rate applied to the cash
flows.
We believe that a brand has an indefinite life if it has a history of strong revenue and cash flow performance
and we have the intent and ability to support the brand with marketplace spending for the foreseeable future.
If these perpetual brand criteria are not met, brands are amortized over their expected useful lives, which
generally range from five to 40 years. Determining the expected life of a brand requires management judgment
and is based on an evaluation of a number of factors, including market share, consumer awareness, brand
history, future expansion expectations and regulatory restrictions, as well as the macroeconomic environment
of the countries in which the brand is sold.
In connection with previous acquisitions, we reacquired certain franchise rights which provided the exclusive
and perpetual rights to manufacture and/or distribute beverages for sale in specified territories. In determining
the useful life of these franchise rights, many factors were considered, including the pre-existing perpetual
bottling arrangements, the indefinite period expected for these franchise rights to contribute to our future
cash flows, as well as the lack of any factors that would limit the useful life of these franchise rights to us,
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including legal, regulatory, contractual, competitive, economic or other factors. Therefore, certain of these
franchise rights are considered as indefinite-lived, with the balance amortized over the remaining contractual
period of the contract in which the right was granted.
Indefinite-lived intangible assets and goodwill are not amortized and are assessed for impairment at least
annually, using either a qualitative or quantitative approach. We perform this annual assessment during our
third quarter. Where we use the qualitative assessment, first we determine if, based on qualitative factors, it
is more likely than not that an impairment exists. Factors considered include macroeconomic, industry and
competitive conditions, legal and regulatory environment, historical financial performance and significant
changes in the brand or reporting unit. If the qualitative assessment indicates that it is more likely than not
that an impairment exists, then a quantitative assessment is performed.
The quantitative assessment requires an analysis of several estimates including future cash flows or income
consistent with management’s strategic business plans, annual sales growth rates, perpetuity growth
assumptions and the selection of assumptions underlying a discount rate (weighted-average cost of capital)
based on market data available at the time. Significant management judgment is necessary to estimate the
impact of competitive operating, macroeconomic and other factors to estimate future levels of sales, operating
profit or cash flows. All assumptions used in our impairment evaluations for nonamortizable intangible assets,
such as forecasted growth rates and weighted-average cost of capital, are based on the best available market
information and are consistent with our internal forecasts and operating plans. These assumptions could be
adversely impacted by certain of the risks described in “Item 1A. Risk Factors” and “Our Business Risks.”
See Note 2 to our consolidated financial statements for additional information on performing the quantitative
assessment.
Amortizable intangible assets are only evaluated for impairment upon a significant change in the operating
or macroeconomic environment. If an evaluation of the undiscounted future cash flows indicates impairment,
the asset is written down to its estimated fair value, which is based on its discounted future cash flows.
We did not recognize any impairment charges for goodwill in each of the fiscal years ended December 26,
2015, December 27, 2014 and December 28, 2013. In 2015, we performed the impairment analysis for
goodwill for certain of our reporting units and for certain of our indefinite-lived intangible assets using the
qualitative approach and concluded that it was more likely than not that the estimated fair values of our
reporting units or our indefinite-lived intangible assets were greater than their carrying amounts. After
reaching this conclusion, no further testing was performed.
We recognized no material impairment charges for nonamortizable intangible assets in each of the fiscal
years ended December 26, 2015, December 27, 2014 and December 28, 2013. In 2014, we recognized pre-
tax impairment charges in ESSA for nonamortizable intangible assets of $23 million. As of December 26,
2015, the estimated fair values of our indefinite-lived reacquired and acquired franchise rights recorded at
NAB exceeded their carrying values. However, there could be an impairment of the carrying value of NAB’s
reacquired and acquired franchise rights if future revenues and their contribution to the operating results of
NAB’s CSD business do not achieve our expected estimated future cash flows or if macroeconomic conditions
result in a future increase in the weighted-average cost of capital used to estimate fair value. We have also
analyzed the impact of the recent economic and political developments in Russia on the estimated fair value
of our indefinite-lived intangible assets in Russia and have concluded that there is no impairment as of
December 26, 2015. However, a further deterioration in these conditions in Russia could potentially require
us to record an impairment charge for these assets in the future.
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Income Tax Expense and Accruals
Our annual tax rate is based on our income, statutory tax rates and tax planning opportunities available to us
in the various jurisdictions in which we operate. Significant judgment is required in determining our annual
tax rate and in evaluating our tax positions. We establish reserves when, despite our belief that our tax return
positions are fully supportable, we believe that certain positions are subject to challenge and that we likely
will not succeed. We adjust these reserves, as well as the related interest, in light of changing facts and
circumstances, such as the progress of a tax audit. See “Imposition of new taxes, disagreements with tax
authorities or additional tax liabilities could adversely affect our business, financial condition or results of
operations.” in “Item 1A. Risk Factors.”
An estimated annual effective tax rate is applied to our quarterly operating results. In the event there is a
significant or unusual item recognized in our quarterly operating results, the tax attributable to that item is
separately calculated and recorded at the same time as that item. We consider the tax adjustments from the
resolution of prior year tax matters to be among such items.
Tax law requires items to be included in our tax returns at different times than the items are reflected in our
financial statements. As a result, our annual tax rate reflected in our financial statements is different than that
reported in our tax returns (our cash tax rate). Some of these differences are permanent, such as expenses
that are not deductible in our tax return, and some differences reverse over time, such as depreciation expense.
These temporary differences create deferred tax assets and liabilities. Deferred tax assets generally represent
items that can be used as a tax deduction or credit in our tax returns in future years for which we have already
recorded the tax benefit in our income statement. We establish valuation allowances for our deferred tax
assets if, based on the available evidence, it is more likely than not that some portion or all of the deferred
tax assets will not be realized. Deferred tax liabilities generally represent tax expense recognized in our
financial statements for which payment has been deferred, or expense for which we have already taken a
deduction in our tax return but have not yet recognized as expense in our financial statements.
In 2015, our annual tax rate was 26.1% compared to 25.1% in 2014, as discussed in “Other Consolidated
Results.” The tax rate increased 1.0 percentage point compared to the prior year reflecting the impact of the
Venezuela impairment charges, which had no accompanying tax benefit, partially offset by the favorable
resolution with the IRS of substantially all open matters related to the audits for taxable years 2010 and 2011.
Pension and Retiree Medical Plans
Our pension plans cover certain full-time employees in the United States and certain international employees.
Benefits are determined based on either years of service or a combination of years of service and earnings.
Certain U.S. and Canada retirees are also eligible for medical and life insurance benefits (retiree medical) if
they meet age and service requirements. Generally, our share of retiree medical costs is capped at specified
dollar amounts, which vary based upon years of service, with retirees contributing the remainder of the cost.
In addition, the Company has been phasing out certain Company subsidies of retiree medical benefits.
In the fourth quarter of 2014, the Company offered certain former employees who had vested benefits in our
U.S. defined benefit pension plans the option of receiving a one-time lump sum payment equal to the present
value of the participant’s pension benefit (payable in cash or rolled over into a qualified retirement plan or
Individual Retirement Account (IRA)). As a result, we recorded a pension lump sum settlement charge in
corporate unallocated expenses of $141 million ($88 million after-tax or $0.06 per share). See “Items Affecting
Comparability” and Note 7 to our consolidated financial statements.
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Our Assumptions
The determination of pension and retiree medical expenses and obligations requires the use of assumptions
to estimate the amount of benefits that employees earn while working, as well as the present value of those
benefits. Annual pension and retiree medical expense amounts are principally based on four components:
(1) the value of benefits earned by employees for working during the year (service cost), (2) the increase in
the liability due to the passage of time (interest cost), and (3) other gains and losses as discussed in Note 7
to our consolidated financial statements, reduced by (4) the expected return on assets for our funded plans.
Significant assumptions used to measure our annual pension and retiree medical expenses include:
•
•
•
•
•
the interest rate used to determine the present value of liabilities (discount rate);
certain employee-related demographic factors, such as turnover, retirement age and mortality;
the expected return on assets in our funded plans;
for pension expense, the rate of salary increases for plans where benefits are based on earnings; and
for retiree medical expense, health care cost trend rates.
Our assumptions reflect our historical experience and management’s best judgment regarding future
expectations. Due to the significant management judgment involved, our assumptions could have a material
impact on the measurement of our pension and retiree medical expenses and obligations.
At each measurement date, the discount rates are based on interest rates for high-quality, long-term corporate
debt securities with maturities comparable to those of our liabilities. Our U.S. obligation and pension and
retiree medical expense is based on the discount rates determined using the Mercer Above Mean Curve. This
curve includes bonds that closely match the timing and amount of our expected benefit payments and reflects
the portfolio of investments we would consider to settle our liabilities.
We review our employee demographic assumptions annually and update the assumptions as necessary. During
2014, we revised our mortality assumptions to include the impact of the new set of mortality tables issued
by the Society of Actuaries, adjusted to reflect our experience and future expectations. This resulted in an
increase in the projected benefit obligation of our U.S. pension and retiree medical programs. We also reviewed
and revised other demographic assumptions to reflect recent experience. The net effect of these changes and
certain plan design changes resulted in an increase of approximately $150 million in the projected benefit
obligation at December 27, 2014.
See Note 7 to our consolidated financial statements for information about the expected return on plan assets
and our plan investment strategy.
The health care trend rate used to determine our retiree medical plan’s liability and expense is reviewed
annually. Our review is based on our claims experience, information provided by our health plans and
actuaries, and our knowledge of the health care industry. Our review of the trend rate considers factors such
as demographics, plan design, new medical technologies and changes in medical carriers.
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Weighted-average assumptions for pension and retiree medical expense are as follows:
Pension
Expense discount rate
Expected rate of return on plan assets
Expected rate of salary increases
Retiree medical
Expense discount rate
Expected rate of return on plan assets
Current health care cost trend rate
2016
2015
2014
4.4%
7.2%
3.2%
4.2%
7.5%
6.0%
4.1%
7.3%
3.5%
3.8%
7.5%
6.2%
5.0%
7.3%
3.7%
4.3%
7.5%
6.4%
Based on our assumptions, we expect our pension and retiree medical expenses to decrease in 2016 primarily
driven by higher discount rates and updates to demographic assumptions, partially offset by the amortization
of higher losses on plan assets.
Sensitivity of Assumptions
A decrease in the discount rate or in the expected rate of return assumptions would increase expense for our
benefit plans. A 25-basis-point decrease in the discount rate and expected rate of return assumptions would
increase the 2016 pension and retiree medical expense as follows:
Discount rate
Expected rate of return
Assumption
Amount
$47
$36
See Note 7 to our consolidated financial statements for additional information about the sensitivity of our
retiree medical cost assumptions.
Funding
We make contributions to pension trusts that provide plan benefits for certain pension plans. These
contributions are made in accordance with applicable tax regulations that provide for current tax deductions
for our contributions and taxation to the employee only upon receipt of plan benefits. Generally, we do not
fund our pension plans when our contributions would not be currently tax deductible. As our retiree medical
plans are not subject to regulatory funding requirements, we generally fund these plans on a pay-as-you-go
basis, although we periodically review available options to make additional contributions toward these
benefits.
Our pension and retiree medical contributions are subject to change as a result of many factors, such as
changes in interest rates, deviations between actual and expected asset returns and changes in tax or other
benefit laws. See Note 7 to our consolidated financial statements for our past and expected contributions and
estimated future benefit payments.
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OUR FINANCIAL RESULTS
Items Affecting Comparability
The year-over-year comparisons of our financial results are affected by the following items:
Operating profit
Mark-to-market net gains/(losses)
Restructuring and impairment charges
Pension-related settlement benefits/(charge)
Charge related to the transaction with Tingyi
Venezuela impairment charges
Venezuela remeasurement charges
Merger and integration charges
Net income attributable to PepsiCo
Mark-to-market net gains/(losses)
Restructuring and impairment charges
Pension-related settlement benefits/(charge)
Charge related to the transaction with Tingyi
Venezuela impairment charges
Venezuela remeasurement charges
Merger and integration charges
Tax benefits
Net income attributable to PepsiCo per common share – diluted
Mark-to-market net gains/(losses)
Restructuring and impairment charges
Pension-related settlement benefits/(charge)
Charge related to the transaction with Tingyi
Venezuela impairment charges
Venezuela remeasurement charges
Merger and integration charges
Tax benefits
Mark-to-Market Net Impact
2015
2014
2013
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
11
$
(230) $
67
$
(73) $
(1,359) $
— $
— $
8
$
(184) $
42
$
(73) $
(1,359) $
— $
— $
230
$
— $
(0.12) $
0.03
$
(0.05) $
(0.91) $
— $
— $
0.15
$
(68) $
(418) $
(141) $
— $
— $
(105) $
— $
(44) $
(316) $
(88) $
— $
— $
(105) $
— $
— $
(0.03) $
(0.21) $
(0.06) $
— $
— $
(0.07) $
— $
— $
(72)
(163)
—
—
—
(111)
(10)
(44)
(129)
—
—
—
(111)
(8)
209
(0.03)
(0.08)
—
—
—
(0.07)
(0.01)
0.13
We centrally manage commodity derivatives on behalf of our divisions. These commodity derivatives include
agricultural products, energy and metals. Commodity derivatives that do not qualify for hedge accounting
treatment are marked to market each period with the resulting gains and losses recorded in corporate
unallocated expenses as either cost of sales or selling, general and administrative expenses, depending on
the underlying commodity. These gains and losses are subsequently reflected in division results when the
divisions recognize the cost of the underlying commodity in operating profit. Therefore, the divisions realize
the economic effects of the derivative without experiencing any resulting mark-to-market volatility, which
remains in corporate unallocated expenses.
In 2015, we recognized $11 million ($8 million after-tax with a nominal amount per share) of mark-to-market
net gains on commodity hedges in corporate unallocated expenses, with an $18 million net loss recognized
in cost of sales and a $29 million net gain recognized in selling, general and administrative expenses.
In 2014, we recognized $68 million ($44 million after-tax or $0.03 per share) of mark-to-market net losses
on commodity hedges in corporate unallocated expenses, with a $33 million net gain recognized in cost of
sales and a $101 million net loss recognized in selling, general and administrative expenses.
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In 2013, we recognized $72 million ($44 million after-tax or $0.03 per share) of mark-to-market net losses
on commodity hedges in corporate unallocated expenses, with an $82 million net loss recognized in cost of
sales and a $10 million net gain recognized in selling, general and administrative expenses.
See Note 1 to our consolidated financial statements for further information.
Restructuring and Impairment Charges
2014 Multi-Year Productivity Plan
In 2015, 2014 and 2013, we incurred restructuring charges of $169 million ($134 million after-tax or $0.09
per share), $357 million ($262 million after-tax or $0.17 per share) and $53 million ($39 million after-tax
or $0.02 per share), respectively, in conjunction with our 2014 Multi-Year Productivity Plan (2014
Productivity Plan). See Note 3 to our consolidated financial statements for further information.
We expect to incur pre-tax charges of approximately $990 million, of which approximately $705 million
represents cash expenditures related to the 2014 Productivity Plan, summarized by period as follows:
2013
2014
2015
2016 (expected)
2017 - 2019 (expected)
Charges
Cash
Expenditures
53
357
169
132
279
990 (a)
$
$
—
175 (b)
165 (b)
150
215
705
$
$
(a) This total pre-tax charge will consist of approximately $525 million of severance and other employee-related costs,
approximately $120 million for asset impairments (all non-cash) resulting from plant closures and related actions, and
approximately $345 million for other costs associated with the implementation of our initiatives, including contract termination
costs. This charge is expected to impact reportable segments approximately as follows: FLNA 12%, QFNA 2%, NAB 35%,
Latin America 15%, ESSA 25%, AMENA 4% and Corporate 7%.
(b) In 2015 and 2014, cash expenditures include $2 million and $10 million, respectively, reported on the Consolidated Statement
of Cash Flows in pension and retiree medical plan contributions.
2012 Multi-Year Productivity Plan
In 2015, 2014 and 2013, we incurred restructuring charges of $61 million ($50 million after-tax or $0.03 per
share), $61 million ($54 million after-tax or $0.04 per share) and $110 million ($90 million after-tax or $0.06
per share), respectively, in conjunction with our 2012 Multi-Year Productivity Plan (2012 Productivity Plan).
See Note 3 to our consolidated financial statements for further information.
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We incurred pre-tax charges of $894 million, of which $694 million represented cash expenditures related
to the 2012 Productivity Plan, summarized by period as follows:
2011
2012
2013
2014
2015
2016 - 2017 (expected)
$
$
Charges
383
279
110
61
61
—
894 (a) $
Cash
Expenditures
30
$
343
133
101
49 (b)
38
694
(a) This total pre-tax charge consisted of $560 million of severance and other employee-related costs, $91 million for asset
impairments (all non-cash) resulting from plant closures and related actions, and $243 million for other costs, including costs
related to the termination of leases and other contracts. This charge impacted our reportable segments as follows: FLNA 14%,
QFNA 3%, NAB 22%, Latin America 14%, ESSA 25%, AMENA 11% and Corporate 11%.
(b) In 2015, cash expenditures include $4 million reported on the Consolidated Statement of Cash Flows in pension and retiree
medical plan contributions.
Pension-Related Settlements
In 2015, we recorded pre-tax gains of $67 million ($42 million after-tax or $0.03 per share) in the NAB
segment associated with the settlement of pension-related liabilities from previous acquisitions. These gains
were recognized in selling, general and administrative expenses.
In 2014, we recorded a pension lump sum settlement charge in corporate unallocated expenses of $141 million
($88 million after-tax or $0.06 per share) related to payments for pension liabilities to certain former
employees who had vested benefits. See Note 7 to our consolidated financial statements.
Charge Related to the Transaction with Tingyi
In 2015, we recorded a pre- and after-tax charge of $73 million ($0.05 per share) in the AMENA segment
related to a write-off of the value of a call option to increase our holding in TAB to 20%.
See Note 10 to our consolidated financial statements.
Venezuela Impairment Charges
In 2015, we recorded pre- and after-tax charges of $1.4 billion ($0.91 per share) in the Latin America segment
related to the impairment of investments in our wholly-owned Venezuelan subsidiaries and beverage joint
venture.
For additional information on Venezuela, see Note 1 to our consolidated financial statements and “Our
Business Risks.”
Venezuela Remeasurement Charges
In 2014, we recorded a $105 million net charge related to our remeasurement of the bolivar for certain net
monetary assets of our Venezuelan businesses. $126 million of this charge was recorded in corporate
unallocated expenses, with the balance (equity income of $21 million) recorded in our Latin America segment.
In total, this net charge had an after-tax impact of $105 million or $0.07 per share.
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In 2013, we recorded a $111 million net charge related to the devaluation of the bolivar for our Venezuelan
businesses. $124 million of this charge was recorded in corporate unallocated expenses, with the balance
(equity income of $13 million) recorded in our Latin America segment. In total, this net charge had an after-
tax impact of $111 million or $0.07 per share.
For additional information on Venezuela, see “Our Business Risks” and Note 1 to our consolidated financial
statements.
Merger and Integration Charges
In 2013, we incurred merger and integration charges of $10 million ($8 million after-tax or $0.01 per share)
related to our acquisition of WBD, all of which were recorded in the ESSA segment.
Tax Benefits
In 2015, we recognized a non-cash tax benefit of $230 million ($0.15 per share) associated with our agreement
with the IRS resolving substantially all open matters related to the audits for taxable years 2010 through
2011, which reduced our reserve for uncertain tax positions for the tax years 2010 and 2011.
In 2013, we recognized a non-cash tax benefit of $209 million ($0.13 per share) associated with our agreement
with the IRS resolving all open matters related to the audits for taxable years 2003 through 2009, which
reduced our reserve for uncertain tax positions for the tax years 2003 through 2012.
See Note 5 to our consolidated financial statements.
Non-GAAP Measures
Certain measures contained in this Form 10-K are financial measures that are adjusted for items affecting
comparability (see “Items Affecting Comparability” for a detailed list and description of each of these items),
as well as, in certain instances, adjusted for foreign exchange. These measures are not in accordance with
U.S. Generally Accepted Accounting Principles (GAAP). Items adjusted for currency assume foreign
currency exchange rates used for translation based on the rates in effect for the comparable prior-year period.
In order to compute our constant currency results, we multiply or divide, as appropriate, our current year
U.S. dollar results by the current year average foreign exchange rates and then multiply or divide, as
appropriate, those amounts by the prior year average foreign exchange rates. We believe investors should
consider these non-GAAP measures in evaluating our results as they are indicative of our ongoing performance
and reflect how management evaluates our operational results and trends. These measures are not, and should
not be viewed as, a substitute for U.S. GAAP reporting measures. See “Organic Revenue Growth,” “Free
Cash Flow” and “Net Return on Invested Capital.”
Results of Operations — Consolidated Review
In the discussions of net revenue and operating profit below, “effective net pricing” reflects the year-over-
year impact of discrete pricing actions, sales incentive activities and mix resulting from selling varying
products in different package sizes and in different countries and “net pricing” reflects the year-over-year
combined impact of list price changes, weight changes per package, discounts and allowances. Additionally,
“acquisitions and divestitures,” except as otherwise noted, reflect all mergers and acquisitions activity,
including the impact of acquisitions, divestitures and changes in ownership or control in consolidated
subsidiaries and nonconsolidated equity investees. The impact of the structural change related to the
deconsolidation of our Venezuelan businesses is presented separately.
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Volume
Our beverage volume in the NAB, Latin America, ESSA and AMENA segments reflects sales to authorized
bottlers, independent distributors and retailers, as well as the sale of beverages bearing Company-owned or
licensed trademarks that have been sold through our authorized independent bottlers. Bottler case sales (BCS)
and concentrate shipments and equivalents (CSE) are not necessarily equal during any given period due to
seasonality, timing of product launches, product mix, bottler inventory practices and other factors. While our
beverage revenues are not entirely based on BCS volume, as there are independent bottlers in the supply
chain, we believe that BCS is a valuable measure as it quantifies the sell-through of our beverage products
at the consumer level. Sales of products from our unconsolidated joint ventures are reflected in our reported
volume. NAB, Latin America, ESSA and AMENA, either independently or in conjunction with third parties,
make, market, distribute and sell ready-to-drink tea products through a joint venture with Unilever (under
the Lipton brand name), and NAB further, either independently or in conjunction with third parties, makes,
markets, distributes and sells ready-to-drink coffee products through a joint venture with Starbucks. In
addition, AMENA licenses the Tropicana brand for use in China on co-branded juice products in connection
with a strategic alliance with Tingyi.
Our food and snacks volume in the FLNA, QFNA, Latin America, ESSA and AMENA segments is reported
on a system-wide basis, which includes our own sales and the sales by our noncontrolled affiliates of snacks
bearing Company-owned or licensed trademarks.
Servings
Since our divisions each use different measures of physical unit volume (i.e., kilos, gallons, pounds and case
sales), a common servings metric is necessary to reflect our consolidated physical unit volume. Our divisions’
physical volume measures are converted into servings based on U.S. Food and Drug Administration guidelines
for single-serving sizes of our products.
In 2015 and 2014, total servings increased 1% compared to 2014 and 2013, respectively. Servings growth
in 2015 excludes the fourth quarter 2014 results of our Venezuelan businesses, which were deconsolidated
effective as of the end of the third quarter of 2015.
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Total Net Revenue and Operating Profit/(Loss)
Total net revenue
Operating profit/(loss)
FLNA
QFNA
NAB
Latin America
ESSA
AMENA
Corporate Unallocated
Mark-to-market net gains/(losses)
Restructuring and impairment charges
Pension lump sum settlement charge
Venezuela remeasurement charges
Other
Total operating profit
2015
$ 63,056
2014
$ 66,683
2013
$ 66,415
$ 4,304
560
2,785
(206)
1,081
941
11
(13)
—
—
(1,110)
$ (1,112)
$ 8,353
$
4,054
621
2,421
1,636
1,389
985
$
3,877
617
2,580
1,617
1,327
1,140
(68)
(41)
(141)
(126)
(1,149)
$ (1,525)
9,581
$
(72)
(11)
—
(124)
(1,246)
$ (1,453)
9,705
$
Change
2015
2014
(5)% — %
6 %
5 %
(10)%
1 %
15 % (6)%
(113)%
1 %
(22)%
5 %
(4.5)% (14)%
(27)%
(13)%
5 %
(1)%
Total operating profit margin
13.2%
14.4%
14.6% (1.2)
(0.2)
2015
On a reported basis, total operating profit decreased 13% and operating margin decreased 1.2 percentage
points. Operating profit performance was primarily driven by certain operating cost increases, unfavorable
foreign exchange, higher commodity costs and increased advertising and marketing expenses. These impacts
were partially offset by effective net pricing, the benefit of actions associated with our productivity initiatives,
which contributed more than $1 billion in cost reductions across a number of expense categories throughout
all of our segments, and volume growth. Items affecting comparability (see “Items Affecting Comparability”)
negatively impacted operating profit performance by 9 percentage points and decreased total operating margin
by 1.4 percentage points, primarily reflecting the Venezuela impairment charges. Higher commodity inflation
negatively impacted reported operating profit performance by 5 percentage points, primarily attributable to
inflation in the Latin America and ESSA segments, partially offset by deflation in the NAB, FLNA, AMENA
and QFNA segments. Additionally, impairment charges in the QFNA segment associated with our MQD
joint venture and the fourth quarter impact of our Venezuelan businesses (as a result of the deconsolidation)
each negatively impacted reported operating profit performance by 1 percentage point. Other corporate
unallocated expenses decreased 3%, primarily reflecting decreased pension expense, partially offset by
increased research and development costs and charges associated with productivity initiatives outside the
scope of the 2014 and 2012 Productivity Plans.
2014
On a reported basis, total operating profit decreased 1% and operating margin decreased 0.2 percentage
points. Operating profit performance was primarily driven by certain operating cost increases including
strategic initiatives related to capacity and capability, higher commodity costs and unfavorable foreign
exchange. Commodity inflation negatively impacted operating profit performance by 4 percentage points,
primarily attributable to inflation in the Latin America and ESSA segments, partially offset by deflation in
the NAB and FLNA segments. These impacts were partially offset by favorable effective net pricing and the
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benefit of actions associated with our productivity initiatives, which contributed more than $1 billion in cost
reductions across a number of expense categories throughout all of our segments. Additionally, the impact
of certain charges associated with productivity initiatives outside the scope of the 2014 and 2012 Productivity
Plans negatively impacted operating profit performance by nearly 1 percentage point, primarily in the ESSA
and AMENA segments. Other corporate unallocated expenses decreased 8%, primarily reflecting decreased
pension expense, as well as the lapping of incremental investments into our business in the prior year, partially
offset by higher foreign exchange transaction losses. Items affecting comparability (see “Items Affecting
Comparability”) negatively impacted total operating profit performance by 3.8 percentage points and total
operating margin by 0.6 percentage points.
Other Consolidated Results
Interest expense, net
Annual tax rate
Net income attributable to PepsiCo
Net income attributable to PepsiCo per common
share – diluted
Mark-to-market net (gains)/losses
Restructuring and impairment charges
Pension-related settlement (benefits)/charge
Charge related to the transaction with Tingyi
Venezuela impairment charges
Venezuela remeasurement charges
Merger and integration charges
Tax benefits
Net income attributable to PepsiCo per common
share – diluted, excluding above items (a)
Impact of foreign exchange translation
Growth in net income attributable to PepsiCo per
common share – diluted, excluding above items,
on a constant currency basis (a)
(a) See “Non-GAAP Measures.”
(b) Does not sum due to rounding.
2015
$
2015
(911)
26.1%
$
2014
2013
(824)
25.1%
$
(814)
23.7%
Change
2015
$ (87)
2014
$ (10)
$ 5,452
$ 6,513
$ 6,740
(16 )%
(3)%
$
$
3.67
—
0.12
(0.03)
0.05
0.91
—
—
(0.15)
4.27
0.03
0.21
0.06
—
—
0.07
—
—
$
4.32
0.03
0.08
—
—
—
0.07
0.01
(0.13)
$
4.57
$
4.63
(b) $
4.37
(b)
(14 )%
(1)%
(1)%
11
6 %
3
10 %
9 %
Net interest expense increased $87 million, reflecting higher rates on our debt balances and lower gains on
the market value of investments used to economically hedge a portion of our deferred compensation costs.
The reported tax rate increased 1.0 percentage point reflecting the impact of the Venezuela impairment
charges, which had no accompanying tax benefit, partially offset by the favorable resolution with the IRS
of substantially all open matters related to the audits for taxable years 2010 and 2011.
Net income attributable to PepsiCo decreased 16% and net income attributable to PepsiCo per common share
decreased 14%. Items affecting comparability (see “Items Affecting Comparability”) negatively impacted
net income attributable to PepsiCo by 12 percentage points and net income attributable to PepsiCo per
common share by 13 percentage points.
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2014
Net interest expense increased $10 million, primarily reflecting lower gains on the market value of investments
used to economically hedge a portion of our deferred compensation costs, partially offset by higher interest
income due to higher average cash balances.
The reported tax rate increased 1.4 percentage points, primarily due to lapping the prior year impact of the
favorable resolution with the IRS of audits for taxable years 2003 through 2009, partially offset by favorable
resolution of certain tax matters in 2014.
Net income attributable to PepsiCo decreased 3% and net income attributable to PepsiCo per common share
decreased 1%. Items affecting comparability (see “Items Affecting Comparability”) negatively impacted
both net income attributable to PepsiCo and net income attributable to PepsiCo per common share by 7
percentage points.
Results of Operations — Division Review
The results and discussions below are based on how our Chief Executive Officer monitors the performance
of our divisions. Accordingly, 2015 volume growth measures exclude the fourth quarter 2014 results of our
Venezuelan businesses, which were deconsolidated effective as of the end of the third quarter of 2015. See
“Items Affecting Comparability” for a discussion of items to consider when evaluating our results and related
information regarding non-GAAP measures.
Net Revenue, 2015
Net Revenue, 2014
% Impact of:
Volume(a)
Effective net pricing(b)
Foreign exchange translation
Acquisitions and divestitures
Venezuela deconsolidation(c)
Reported growth(d)
Net Revenue, 2014
Net Revenue, 2013
% Impact of:
Volume(a)
Effective net pricing(b)
Foreign exchange translation
Acquisitions and divestitures
Reported growth(d)
FLNA
QFNA
NAB
Latin
America
ESSA
AMENA
Total
$ 14,782
$ 2,543
$ 20,618
$ 8,228
$ 10,510
$ 6,375
$ 63,056
$ 14,502
$ 2,568
$ 20,171
$ 9,425
$ 13,399
$ 6,618
$ 66,683
1%
2
(1)
—
—
1 %
—
(2)
—
—
0.5%
3
(1)
—
—
1 %
19
(27)
—
(6)
(2)%
4
(24)
—
—
4 %
0.5
(5)
(3)
—
0.5 %
5
(10)
—
(1)
2%
(1)%
2%
(13)%
(22)%
(4)%
(5)%
FLNA
QFNA
NAB
$ 14,502
$ 2,568
$ 14,126
$ 2,612
$ 20,171
$ 20,083
Latin
America
$ 9,425
$ 9,335
ESSA
AMENA
Total
$ 13,399
$ 13,828
$
$
6,618
6,431
$ 66,683
$ 66,415
2%
1
(1)
—
3%
— %
— %
(2)%
1 %
(1)
(1)
—
(2)%
1
(0.5)
—
— %
11
(9)
—
1 %
3.5
(8)
—
(3)%
6%
1
(3)
(1.5)
3%
1%
3
(3)
—
—%
(a) Excludes the impact of acquisitions and divestitures. In certain instances, volume growth varies from the amounts disclosed in the following
divisional discussions due to nonconsolidated joint venture volume, and, for our beverage businesses, temporary timing differences between
BCS and CSE, as well as the mix of beverage volume sold by our Company-owned and franchised-owned bottlers. Our net revenue excludes
nonconsolidated joint venture volume, and, for our beverage businesses, is based on CSE.
(b) Includes the year-over-year impact of discrete pricing actions, sales incentive activities and mix resulting from selling varying products in
different package sizes and in different countries.
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(c) Represents the impact of the exclusion of the fourth quarter 2014 results of our Venezuelan businesses, which were deconsolidated effective
as of the end of the third quarter of 2015.
(d) Amounts may not sum due to rounding.
Organic Revenue Growth
Organic revenue growth is a significant measure we use to monitor net revenue performance. However, it is
not a measure provided by U.S. GAAP. Therefore, this measure is not, and should not be viewed as, a substitute
for U.S. GAAP net revenue growth. In order to compute our organic revenue growth results, we exclude the
impact of acquisitions, divestitures and other structural changes, including the Venezuela deconsolidation,
and foreign exchange translation from reported net revenue growth. See also “Non-GAAP Measures.”
2015
Reported Growth
% Impact of:
Foreign exchange translation
Acquisitions and divestitures
Venezuela deconsolidation(a)
Organic Growth(b)
2014
Reported Growth
% Impact of:
Foreign exchange translation
Acquisitions and divestitures
Organic Growth(b)
FLNA
QFNA
NAB
Latin
America
ESSA
AMENA
Total
2%
(1)%
2%
(13)%
(22)%
(4)%
(5)%
1
—
—
2
—
—
1
—
—
27
—
6
24
—
—
5
3
—
10
—
1
3 %
1 %
3 %
20 %
2 %
4 %
5 %
FLNA
QFNA
NAB
Latin
America
ESSA
AMENA
Total
3 %
(2 )%
— %
1 %
(3 )%
3 %
— %
1
—
1
—
0.5
—
9
—
8
—
3
1.5
3
—
3 %
(1 )%
1 %
10 %
5 %
7 %
4 %
(a) Represents the impact of the exclusion of the fourth quarter 2014 results of our Venezuelan businesses, which were deconsolidated effective
as of the end of the third quarter of 2015.
(b) Amounts may not sum due to rounding.
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Frito-Lay North America
Net revenue
Impact of foreign exchange translation
Net revenue growth, on a constant currency
basis(a)
Operating profit
Restructuring and impairment charges
Operating profit excluding above item(a)
Impact of foreign exchange translation
Operating profit growth excluding above item,
on a constant currency basis(a)
(a) See “Non-GAAP Measures.”
(b) Does not sum due to rounding.
2015
2015
$14,782
2014
$14,502
2013
$14,126
$ 4,304
26
$ 4,330
$ 4,054
48
$ 4,102
$ 3,877
19
$ 3,896
% Change
2015
2
1
3
6
5.5
1
7 (b)
2014
3
1
3 (b)
5
5
0.5
6 (b)
Net revenue grew 2% and volume grew 1%. The net revenue growth was driven by effective net pricing
and the volume growth. The volume growth reflects mid-single-digit growth in variety packs and trademark
Tostitos, double-digit growth in trademark Smartfood and low-single-digit growth in trademark Doritos.
These increases were partially offset by a low-single-digit decline in trademark Lay’s.
Operating profit grew 6%, primarily reflecting the net revenue growth and planned cost reductions across a
number of expense categories, as well as lower commodity costs, which contributed 5 percentage points to
operating profit growth, primarily cooking oil and packaging. These impacts were partially offset by certain
operating cost increases, including strategic initiatives, as well as higher advertising and marketing expenses.
2014
Net revenue grew 3% and volume grew 2%. Net revenue growth was driven by the volume growth and
effective net pricing. The volume growth reflects mid-single-digit growth in trademark Doritos, double-digit
growth in variety packs and our Sabra joint venture products and low-single-digit growth in dips. These gains
were partially offset by a double-digit decline in trademark SunChips.
Operating profit grew 5%, primarily reflecting the net revenue growth and planned cost reductions across a
number of expense categories, as well as lower commodity costs, primarily cooking oil and corn, which
increased operating profit growth by 2 percentage points. These impacts were partially offset by certain
operating cost increases including strategic initiatives.
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Quaker Foods North America
Net revenue
Impact of foreign exchange translation
Net revenue growth, on a constant currency
basis(a)
2015
$ 2,543
2014
$ 2,568
2013
$ 2,612
Operating profit
Restructuring and impairment charges
Operating profit excluding above item(a)
Impact of foreign exchange translation
Operating profit growth excluding above item, on a
constant currency basis(a)
$
$
560
3
563
$
$
621
14
635
$
$
617
4
621
% Change
2015
(1)
2
2014
(2)
1
1
(1)
(10)
(11)
1
(10)
1
2
1
3
(a) See “Non-GAAP Measures.”
2015
Net revenue declined 1% and volume grew slightly. The net revenue decline reflects unfavorable foreign
exchange, which negatively impacted net revenue performance by 2 percentage points, partially offset by
the volume growth. The volume growth reflects mid-single digit growth in ready-to-eat cereals and Aunt
Jemima syrup and mix, partially offset by a double-digit decline in MQD products and mid-single digit
declines in both grits and bars.
Operating profit decreased 10%, reflecting MQD impairment charges, which included a fourth quarter charge
related to ceasing operations of our joint venture as well as the lapping of the gain associated with the
divestiture of a cereal business in the prior year, each negatively impacting operating profit performance by
12 and 3 percentage points, respectively. In addition, operating profit performance was also negatively
impacted by certain operating cost increases and higher advertising and marketing expenses. These impacts
were partially offset by planned cost reductions across a number of expense categories, favorable mix and
the volume growth, as well as lower commodity costs, which positively contributed 3 percentage points to
operating profit performance.
2014
Net revenue declined 2% and volume was even with the prior year. The net revenue decline primarily reflects
unfavorable net pricing and unfavorable foreign exchange, which negatively impacted net revenue
performance by 1 percentage point. The volume performance reflects low-single-digit declines in Aunt
Jemima syrup and mix and ready-to-eat cereals, a mid-single-digit decline in regional grains, as well as a
double-digit decline in cookies, offset by low-single-digit growth in Oatmeal.
Operating profit increased 1%, primarily driven by planned cost reductions across a number of expense
categories, improvement in our share of the operating results of our MQD joint venture, which reflected
start-up costs in the prior year, and lower advertising and marketing expenses. Additionally, the net gain on
the divestiture of a cereal business contributed 3 percentage points to operating profit growth. These impacts
were partially offset by the unfavorable net pricing and mix, as well as certain operating cost increases.
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North America Beverages
Net revenue
Impact of foreign exchange translation
Net revenue growth, on a constant currency
basis(a)
Operating profit
Restructuring and impairment charges
Pension-related settlement benefits
Operating profit excluding above items(a)
Impact of foreign exchange translation
Operating profit growth excluding above
items, on a constant currency basis(a)
(a) See “Non-GAAP Measures.”
(b) Does not sum due to rounding.
2015
2015
$ 20,618
2014
$ 20,171
2013
$ 20,083
$ 2,785
33
(67)
$ 2,751
$ 2,421
179
—
$ 2,600
$ 2,580
30
—
$ 2,610
% Change
2015
2014
2
1
3
—
0.5
1 (b)
15
(6)
6
1
7
—
1
— (b)
Net revenue increased 2%, primarily reflecting effective net pricing and volume growth. Unfavorable foreign
exchange reduced net revenue growth by 1 percentage point.
Volume increased 1%, driven by a 6% increase in non-carbonated beverage volume, partially offset by a 2%
decline in CSD volumes. The non-carbonated beverage volume increase primarily reflected a double-digit
increase in our overall water portfolio, a mid-single-digit increase in Gatorade sports drinks, and a high-
single-digit increase in Lipton ready-to-drink teas.
Operating profit increased 15%. Excluding the items affecting comparability in the above table (see “Items
Affecting Comparability”), operating profit increased 6%. This increase primarily reflects the net revenue
growth and planned cost reductions across a number of expense categories, as well as lower commodity
costs, which contributed 8 percentage points to reported operating profit growth. These impacts were partially
offset by certain operating cost increases and higher advertising and marketing expenses, as well as the
lapping of favorable settlements of promotional spending accruals in the prior year, which reduced reported
operating profit growth by 2 percentage points. Unfavorable foreign exchange reduced operating profit growth
by 1 percentage point.
2014
Net revenue was even with the prior year, primarily reflecting effective net pricing, partially offset by
unfavorable foreign exchange, which negatively impacted net revenue performance by 0.5 percentage points.
Volume declined slightly, driven by a 2% decline in CSD volumes, partially offset by a 2% increase in non-
carbonated beverage volume. The non-carbonated beverage volume increase primarily reflected mid-single-
digit increases in Gatorade sports drinks, our overall water portfolio and Lipton ready-to-drink teas, partially
offset by a high-single-digit decline in our juice and juice drinks portfolio.
Operating profit decreased 6%. Excluding the item affecting comparability in the above table (see “Items
Affecting Comparability”), operating profit was even with the prior year. Operating profit performance
reflected certain operating cost increases, mostly offset by the favorable effective net pricing, planned cost
reductions across a number of expense categories, as well as lower commodity costs, which positively
impacted reported operating profit performance by 7 percentage points. Unfavorable foreign exchange
negatively impacted operating profit performance by 1 percentage point.
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Latin America
Net revenue
Impact of foreign exchange translation
Net revenue growth, on a constant currency
basis(a)
Operating (loss)/profit
Restructuring and impairment charges
Venezuela impairment charges
Venezuela remeasurement
Operating profit excluding above items(a)
Impact of foreign exchange translation
Operating profit growth excluding above items, on a
constant currency basis(a)
(a) See “Non-GAAP Measures.”
(b) Does not sum due to rounding.
2015
2015
2013
2014
$ 8,228 $9,425 $ 9,335
$ (206) $1,636 $ 1,617
13
—
(13)
$ 1,189 $1,643 $ 1,617
36
1,359
—
28
—
(21)
% Change
2015
(13)
27
14
(113)
(28)
37
9
2014
1
9
10
1
2
13
14 (b)
Net revenue decreased 13%, primarily reflecting unfavorable foreign exchange, which negatively impacted
net revenue performance by 27 percentage points, including 11 percentage points from Venezuela. In addition,
the fourth quarter impact of the deconsolidation of our Venezuelan businesses negatively impacted net revenue
performance by 6 percentage points. These impacts were partially offset by effective net pricing, including
14 percentage points of inflation-based pricing from Venezuela, and volume growth.
Snacks volume grew 1%, reflecting a low-single-digit increase in Mexico, partially offset by a high-single-
digit decrease in Brazil.
Beverage volume increased slightly, reflecting a low-single-digit increase in Mexico, partially offset by a
high-single-digit decrease in Brazil and a mid-single-digit decline in Argentina. The beverage volume growth
included a one-half-percentage point positive contribution from certain of our bottler’s brands related to our
joint venture in Chile.
Operating profit decreased 113%, primarily reflecting the Venezuela impairment charges in the above table.
Excluding the items affecting comparability in the above table (see “Items Affecting Comparability”),
operating profit decreased 28%. This decrease reflects certain operating cost increases, including strategic
initiatives, as well as higher commodity costs, which negatively impacted reported operating profit
performance by 39 percentage points, including transaction-related foreign exchange. Additionally, charges
associated with productivity initiatives outside the scope of the 2014 and 2012 Productivity Plans negatively
impacted reported operating profit performance by 2 percentage points. These impacts were partially offset
by the effective net pricing, planned cost reductions across a number of expense categories and the volume
growth. Unfavorable foreign exchange negatively impacted operating profit performance by 37 percentage
points, including a 23-percentage-point impact from Venezuela. The results of our Venezuelan businesses
negatively impacted reported operating profit performance by 94 percentage points, primarily related to the
impairment charges. Additionally, excluding the items affecting comparability, our Venezuelan businesses
negatively impacted operating profit performance by 10 percentage points, which included 4 percentage points
from the fourth quarter impact of the deconsolidation. For additional information on Venezuela, see Note 1
to our consolidated financial statements and “Our Business Risks.”
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See Note 3 to our consolidated financial statements for additional information on “Other Productivity
Initiatives.”
2014
Net revenue increased 1%, primarily reflecting effective net pricing, including 7 percentage points related to
inflation-based pricing in Venezuela, partially offset by net volume declines. Unfavorable foreign exchange
reduced net revenue growth by 9 percentage points.
Snacks volume declined 2%, reflecting a mid-single-digit decline in Mexico due to a tax on certain packaged
foods, which became effective during the first quarter of 2014. Additionally, Brazil experienced a low-single-
digit decline.
Beverage volume increased 4%, reflecting low-single-digit increases in Brazil and Mexico, partially offset
by low-single-digit declines in Argentina and Venezuela. The beverage volume growth included a 2-
percentage-point contribution from certain of our bottler’s brands relating to a new joint venture in Chile.
Operating profit increased 1%, primarily reflecting the effective net pricing and planned cost reductions across
a number of expense categories, as well as the net impact of adjustments recognized through our share of the
results of a joint venture, which increased operating profit growth by 2 percentage points. These impacts were
partially offset by certain operating cost increases, including strategic initiatives, higher commodity costs led
by Venezuela, primarily reflecting packaging and potato inflation, which reduced operating profit growth by
21 percentage points, and the net volume declines. Unfavorable foreign exchange reduced operating profit
growth by 13 percentage points, including an 8-percentage-point impact from Venezuela. The results of our
Venezuelan businesses positively contributed 9 percentage points to operating profit growth.
Europe Sub-Saharan Africa
Net revenue
Impact of foreign exchange translation
Net revenue growth, on a constant currency
basis(a)
Operating profit
Restructuring and impairment charges
Merger and integration charges
Operating profit excluding above items(a)
Impact of foreign exchange translation
Operating profit growth excluding above
items, on a constant currency basis(a)
(a) See “Non-GAAP Measures.”
(b) Does not sum due to rounding.
2015
2015
$10,510
2014
$13,399
2013
$13,828
$ 1,081
89
—
$ 1,170
$ 1,389
71
—
$ 1,460
$ 1,327
60
10
$ 1,397
% Change
2015
(22)
24
2
(22)
(20)
22
2014
(3)
8
5
5
4.5
1
2.5 (b)
6 (b)
Net revenue decreased 22%, primarily reflecting unfavorable foreign exchange, which negatively impacted
net revenue performance by 24 percentage points, including 13 percentage points from Russia, as well as
net volume declines. These impacts were partially offset by effective net pricing.
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Snacks volume grew 1%, primarily reflecting mid-single-digit growth in Turkey and Spain, and low-single-
digit growth in the United Kingdom, South Africa and the Netherlands, partially offset by a mid-single-digit
decline in Russia.
Beverage volume declined 2%, primarily reflecting a double-digit decline in Russia, partially offset by mid-
single-digit growth in Nigeria and low-single-digit growth in Turkey and the United Kingdom. Additionally,
Germany experienced a slight decline.
Operating profit decreased 22%, reflecting higher commodity costs, which negatively impacted operating
profit performance by 24 percentage points, primarily from transaction-related foreign exchange.
Additionally, operating profit performance was negatively impacted by certain operating cost increases, the
net volume declines and higher advertising and marketing expenses, as well as the lapping of a prior-year
gain associated with the sale of agricultural assets in Russia, which negatively impacted operating profit
performance by 2 percentage points. These impacts were partially offset by the effective net pricing and
planned cost reductions across a number of expense categories, as well as lower charges in the current year
associated with productivity initiatives outside the scope of the 2014 and 2012 Productivity Plans, which
positively impacted operating profit performance by 1.5 percentage points. In addition, the net impact of a
prior-year impairment charge associated with a brand in Greece positively contributed 1 percentage point to
operating profit performance. Unfavorable foreign exchange translation negatively impacted operating profit
performance by 22 percentage points.
See Note 3 to our consolidated financial statements for additional information on “Other Productivity
Initiatives.”
2014
Net revenue decreased 3%, primarily reflecting unfavorable foreign exchange, which negatively impacted
net revenue performance by 8 percentage points, partially offset by effective net pricing and volume growth.
Snacks volume grew 2%, primarily reflecting high-single-digit growth in South Africa and mid-single-digit
growth in Turkey, partially offset by a slight decline in Russia. Additionally, the Netherlands experienced
slight growth and the United Kingdom grew low-single digits.
Beverage volume grew 2%, primarily reflecting double-digit growth in Nigeria and mid-single-digit growth
in Germany, partially offset by a mid-single-digit decline in Russia. Additionally, the United Kingdom and
Turkey experienced low-single-digit growth.
Operating profit increased 5%, primarily reflecting the effective net pricing, planned cost reductions across
a number of expense categories and the volume growth. These impacts were partially offset by certain
operating cost increases, including strategic initiatives, and higher commodity costs, primarily reflecting
milk prices and foreign exchange transaction losses, which reduced operating profit growth by 21 percentage
points. The impacts of lapping incremental investments into our business in the prior year and the gain
associated with the sale of agricultural assets in Russia contributed 3 percentage points and 2 percentage
points to operating profit growth, respectively. These impacts were partially offset by the impairment charge
associated with a brand in Greece and charges associated with productivity initiatives outside the scope of
the 2014 and 2012 Productivity Plans, each of which reduced operating profit growth by 2 percentage points.
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Asia, Middle East and North Africa
Net revenue
Impact of foreign exchange translation
Net revenue growth, on a constant currency
basis(a)
Operating profit
Restructuring and impairment charges
Charge related to the transaction with Tingyi
Operating profit excluding above items(a)
Impact of foreign exchange translation
Operating profit growth excluding above items, on a
constant currency basis(a)
(a) See “Non-GAAP Measures.”
2015
2015
$ 6,375
2014
$ 6,618
2013
$ 6,431
$
941
30
73
$ 1,044
$
985
37
—
$ 1,022
$ 1,140
26
—
$ 1,166
% Change
2015
(4)
5
2014
3
3
1
6
(4.5)
(14)
2
3
5
(12)
2
(10)
Net revenue declined 4%, reflecting the impact of refranchising a portion of our beverage businesses in India
and the Middle East, which negatively impacted net revenue performance by 3 percentage points. These
impacts were offset by volume growth and effective net pricing. Unfavorable foreign exchange negatively
impacted net revenue performance by 5 percentage points.
Snacks volume grew 4%, reflecting double-digit growth in China and Pakistan and mid-single-digit growth
in the Middle East, partially offset by a high-single-digit decline in Thailand. Additionally, India volume was
flat and Australia experienced low-single-digit growth.
Beverage volume grew 1%, driven by double-digit growth in Pakistan and mid-single-digit growth in the
Middle East and Philippines, partially offset by high-single-digit declines in China and India.
Operating profit decreased 4.5%. Excluding the items affecting comparability in the above table (see “Items
Affecting Comparability”), operating profit increased 2%, primarily reflecting the volume growth, planned
cost reductions across a number of expense categories and the effective net pricing. In addition, lower
commodity costs positively contributed 6 percentage points to reported operating profit performance. These
impacts were partially offset by certain operating cost increases, including strategic initiatives, and higher
advertising and marketing expenses, as well as an impairment charge associated with a joint venture in the
Middle East, which negatively impacted reported operating profit performance by 3 percentage points. The
net impact of the refranchising of a portion of our beverage businesses in India and the Middle East had a
slight positive impact on reported operating profit performance. This impact included a 4-percentage-point
gain from the India refranchising, partially offset by a 1.5-percentage-point impact from lapping the prior
year gain from the Middle East refranchising. Unfavorable foreign exchange negatively impacted operating
profit performance by 3 percentage points.
2014
Net revenue grew 3%, reflecting volume growth and effective net pricing, partially offset by the net impact
of the refranchising of our beverage businesses in Vietnam and the Middle East, which reduced net revenue
growth by 1.5 percentage points. Unfavorable foreign exchange reduced net revenue growth by 3 percentage
points.
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Snacks volume grew 8%, reflecting double-digit growth in China and high-single-digit growth in India,
partially offset by a mid-single-digit decline in Thailand. Additionally, Australia experienced mid-single-
digit growth and the Middle East experienced high-single-digit growth.
Beverage volume grew 1%, driven by mid-single-digit growth in the Middle East and India and double-digit
growth in the Philippines, partially offset by a double-digit decline in China and a low-single-digit decline
in Pakistan.
Operating profit declined 14%, reflecting certain operating cost increases, including strategic initiatives, as
well as the impact of lapping the prior year refranchising of our Vietnam beverage business, which negatively
impacted operating performance by 12 percentage points and primarily reflected a one-time gain of $137
million. These impacts were partially offset by the net revenue growth and planned cost reductions across a
number of expense categories. The lapping of incremental investments into our business in the prior year,
which positively contributed 4 percentage points to operating profit performance, was partially offset by
certain charges associated with productivity initiatives outside the scope of the 2014 and 2012 Productivity
Plans, which negatively impacted operating performance by 3 percentage points.
See Note 3 to our consolidated financial statements for additional information on “Other Productivity
Initiatives.”
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Our Liquidity and Capital Resources
We believe that our cash generating capability and financial condition, together with our revolving credit
facilities and other available methods of debt financing, such as commercial paper borrowings and long-term
debt financing, will be adequate to meet our operating, investing and financing needs. Our primary sources
of cash available to us to fund cash outflows, such as our anticipated share repurchases, dividend payments
and scheduled debt maturities, include cash from operations and proceeds obtained from issuances of
commercial paper and long-term debt. However, there can be no assurance that volatility in the global capital
and credit markets will not impair our ability to access these markets on terms commercially acceptable to
us, or at all. See Note 9 to our consolidated financial statements for a description of our credit facilities. See
also “Unfavorable economic conditions may have an adverse impact on our business, financial condition or
results of operations.” in “Item 1A. Risk Factors.”
As of December 26, 2015, we had cash, cash equivalents and short-term investments in our consolidated
subsidiaries of $11.1 billion outside the U.S. To the extent foreign earnings are repatriated, such amounts
would be subject to income tax liabilities, both in the U.S. and in various applicable foreign jurisdictions.
Furthermore, our cash provided from operating activities is somewhat impacted by seasonality. Working
capital needs are impacted by weekly sales, which are generally highest in the third quarter due to seasonal
and holiday-related sales patterns, and generally lowest in the first quarter. On a continuing basis, we consider
various transactions to increase shareholder value and enhance our business results, including acquisitions,
divestitures, joint ventures, share repurchases, productivity and other efficiency initiatives, and other
structural changes. These transactions may result in future cash proceeds or payments.
The table below summarizes our cash activity:
Net cash provided by operating activities
Net cash used for investing activities
Net cash used for financing activities
Operating Activities
2014
2015
2013
$ 10,580 $ 10,506 $ 9,688
$ (3,569) $ (4,937) $ (2,625)
$ (3,828) $ (8,264) $ (3,789)
During 2015, net cash provided by operating activities was $10.6 billion, compared to $10.5 billion in the
prior year. The operating cash flow performance in part reflects lapping the impact of prior-year discretionary
pension and retiree medical contributions, pertaining to the lump sum settlement payments, in the United
States of $388 million ($261 million after-tax). In addition, working capital (comprised of changes in accounts
and notes receivable, inventories, prepaid expenses and other current assets, and accounts payable and other
current liabilities, each adjusted for the effects of currency translation and the Venezuela deconsolidation)
reflects favorable comparisons to the prior year. These increases were partially offset by unfavorable operating
profit performance.
During 2014, net cash provided by operating activities was $10.5 billion, compared to $9.7 billion in the
prior year. The operating cash flow performance primarily reflects lapping the impact of 2013 U.S. federal
net cash tax payments of $758 million, including interest, related to an agreement with the IRS resolving all
open matters related to the audits for taxable years 2003 through 2009 and $226 million of cash payments
for other federal, state and local tax matters related to open tax years. See Note 5 to our consolidated financial
statements. This impact was partially offset by the discretionary pension and retiree medical contributions
described above.
Also see “Free Cash Flow” below for certain other items impacting net cash provided by operating activities.
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Investing Activities
During 2015, net cash used for investing activities was $3.6 billion, primarily reflecting net capital spending
of $2.7 billion, a reduction of cash of $568 million due to the deconsolidation of our Venezuelan subsidiaries
and net purchases of debt securities greater than three months of $317 million. See Note 1 to our consolidated
financial statements for further discussion of capital spending by division and for further discussion of
Venezuela. See Note 10 to our consolidated financial statements for further discussion of our investments in
debt securities.
During 2014, net cash used for investing activities was $4.9 billion, primarily reflecting net capital spending
of $2.7 billion and net purchases of debt securities greater than three months of $2.4 billion.
We expect 2016 net capital spending to be approximately $3 billion, within our long-term capital spending
target of less than or equal to 5% of net revenue.
Financing Activities
During 2015, net cash used for financing activities was $3.8 billion, primarily reflecting the return of operating
cash flow to our shareholders through dividend payments and share repurchases of $9.0 billion, partially
offset by net proceeds from long-term debt of $4.6 billion and proceeds from exercises of stock options of
$0.5 billion.
During 2014, net cash used for financing activities was $8.3 billion, primarily reflecting the return of operating
cash flow to our shareholders through dividend payments and share repurchases of $8.7 billion and net
payments of short-term borrowings of $2.0 billion, partially offset by net proceeds from long-term debt of
$1.7 billion and proceeds from exercises of stock options of $0.8 billion.
We annually review our capital structure with our Board of Directors, including our dividend policy and
share repurchase activity. On February 11, 2015, we announced a new share repurchase program providing
for the repurchase of up to $12.0 billion of PepsiCo common stock commencing from July 1, 2015 and
expiring on June 30, 2018. This repurchase program was in addition to the $10.0 billion repurchase program
authorized by our Board of Directors and publicly announced in the first quarter of 2013, which commenced
on July 1, 2013 and under which we completed repurchases during the fourth quarter of 2015. In addition,
on February 11, 2016, we announced a 7.1% increase in our annualized dividend to $3.01 per share from
$2.81 per share, effective with the dividend that is expected to be paid in June 2016. We expect to return a
total of $7 billion to shareholders in 2016 through share repurchases of approximately $3 billion and dividends
of approximately $4 billion.
Free Cash Flow
We focus on free cash flow as an important element in evaluating our performance. Since net capital spending
is essential to our product innovation initiatives and maintaining our operational capabilities, we believe that
it is a recurring and necessary use of cash. As such, we believe investors should also consider net capital
spending when evaluating our cash from operating activities. Additionally, we consider certain items
(included in the table below) in evaluating free cash flow. We believe investors should consider these items
in evaluating our free cash flow results. Free cash flow excluding certain items is the primary measure we
use to monitor cash flow performance. However, free cash flow and free cash flow excluding certain items
are not measures provided by U.S. GAAP. Therefore, these measures are not, and should not be viewed as,
substitutes for U.S. GAAP cash flow measures.
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The table below reconciles net cash provided by operating activities, as reflected in our cash flow statement,
to our free cash flow excluding the impact of the items below.
Net cash provided by operating activities
Capital spending
Sales of property, plant and equipment
Free cash flow
Discretionary pension and retiree medical contributions
(after-tax)
Pension-related settlements (after-tax)
Payments related to restructuring charges (after-tax)
Net capital investments related to restructuring plan
Net payments related to income tax settlements
Net capital investments related to merger and integration
Merger and integration payments (after-tax)
Payments for restructuring and other charges related to the
transaction with Tingyi (after-tax)
Free cash flow excluding above items
% Change
2015
1
2
2014
8
11
2015
2014
$ 10,580
(2,758)
86
$ 10,506
(2,859)
115
$
7,908
7,762
2013
9,688
(2,795)
109
7,002
—
57
163
—
—
—
—
274
—
215
8
—
—
—
20
—
105
8
984
(4)
21
—
8,128
—
$ 8,259
$
$
26
8,162
(2)
1
In all years presented, free cash flow was used primarily to pay dividends and repurchase shares. We expect
to continue to return free cash flow to our shareholders through dividends and share repurchases while
maintaining Tier 1 commercial paper access, which we believe will ensure appropriate financial flexibility
and ready access to global capital and credit markets at favorable interest rates. However, see “Our borrowing
costs and access to capital and credit markets may be adversely affected by a downgrade or potential
downgrade of our credit ratings.” in “Item 1A. Risk Factors” and “Our Business Risks” for certain factors
that may impact our credit ratings or our operating cash flows.
Any downgrade of our credit ratings by a credit rating agency, especially any downgrade to below investment
grade, whether or not as a result of our actions or factors which are beyond our control, could increase our
future borrowing costs and impair our ability to access capital and credit markets on terms commercially
acceptable to us, or at all. In addition, any downgrade of our current short-term credit ratings could impair
our ability to access the commercial paper market with the same flexibility that we have experienced
historically, and therefore require us to rely more heavily on more expensive types of debt financing. See
“Our borrowing costs and access to capital and credit markets may be adversely affected by a downgrade or
potential downgrade of our credit ratings.” in “Item 1A. Risk Factors,” “Our Business Risks” and Note 9 to
our consolidated financial statements.
Net Return on Invested Capital
ROIC is a metric management uses to monitor the profitability of our utilized capital. We believe this metric
balances our operating results with asset and liability management, and may contribute to long-term
shareholder value creation. In addition, we use net ROIC, excluding items affecting comparability, to compare
our performance over various reporting periods on a consistent basis because it removes from our operating
results the impact of items that are not indicative of our ongoing performance and reflects how management
evaluates our operating results and trends. We believe the calculation of net ROIC, excluding items affecting
comparability, provides useful information to investors and is an additional relevant comparison of our
performance to consider when evaluating our capital allocation discipline. Net ROIC, excluding items
affecting comparability, is not a measure provided by GAAP. Therefore, it is not, and should not be, viewed
as a substitute for ROIC.
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We calculate net ROIC, excluding items affecting comparability, by using net income attributable to PepsiCo,
excluding items affecting comparability, plus after-tax interest expense, divided by a quarterly average of
invested capital less cash, cash equivalents and short-term investments adjusted for these items.
Reported ROIC
Impact of:
Cash, cash equivalents and short-term investments
Interest income after tax
Commodity mark-to-market net impact
Restructuring and impairment charges
Venezuela remeasurement charge
Tax benefits
Restructuring and other charges related to the transaction with Tingyi
Pension-related settlement (benefits)/charge
Venezuela impairment charges
Net ROIC, excluding items affecting comparability
2015
13.1 %
4.1
(0.1)
—
0.2
—
(0.4)
0.1
(0.1)
2.7
19.6 %
See also “Item 6. Selected Financial Data” for information on ROIC.
Credit Facilities and Long-Term Contractual Commitments
See Note 9 to our consolidated financial statements for a description of our credit facilities and long-term
contractual commitments.
Off-Balance-Sheet Arrangements
It is not our business practice to enter into off-balance-sheet arrangements, other than in the normal course
of business. Additionally, we do not enter into off-balance-sheet transactions specifically structured to provide
income or tax benefits or to avoid recognizing or disclosing assets or liabilities. See Note 9 to our consolidated
financial statements.
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Consolidated Statement of Income
PepsiCo, Inc. and Subsidiaries
Fiscal years ended December 26, 2015, December 27, 2014 and December 28, 2013
(in millions except per share amounts)
Net Revenue
Cost of sales
Gross profit
Selling, general and administrative expenses
Venezuela impairment charges
Amortization of intangible assets
Operating Profit
Interest expense
Interest income and other
Income before income taxes
Provision for income taxes
Net income
Less: Net income attributable to noncontrolling interests
Net Income Attributable to PepsiCo
Net Income Attributable to PepsiCo per Common Share
Basic
Diluted
Weighted-average common shares outstanding
Basic
Diluted
Cash dividends declared per common share
2015
63,056 $
28,384
34,672
24,885
1,359
75
8,353
(970)
59
7,442
1,941
5,501
49
5,452 $
2014
66,683 $
30,884
35,799
26,126
—
92
9,581
(909)
85
8,757
2,199
6,558
45
6,513 $
3.71 $
3.67 $
4.31 $
4.27 $
1,469
1,485
2.7625 $
1,509
1,527
2.5325 $
2013
66,415
31,243
35,172
25,357
—
110
9,705
(911)
97
8,891
2,104
6,787
47
6,740
4.37
4.32
1,541
1,560
2.24
$
$
$
$
$
See accompanying notes to the consolidated financial statements.
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Table of Contents
Consolidated Statement of Comprehensive Income
PepsiCo, Inc. and Subsidiaries
Fiscal years ended December 26, 2015, December 27, 2014 and December 28, 2013
(in millions)
Net income
Other Comprehensive Loss
Currency translation:
Currency translation adjustment
Reclassification associated with Venezuelan entities
Cash flow hedges:
Reclassification of net losses to net income
Net derivative losses
Pension and retiree medical:
Reclassification of net losses to net income
Reclassification associated with Venezuelan entities
Remeasurement of net liabilities and translation
Unrealized gains on securities
Total Other Comprehensive Loss
Comprehensive income
Comprehensive income attributable to noncontrolling interests
Comprehensive Income Attributable to PepsiCo
Net income
Other Comprehensive Loss
Currency translation adjustment
Cash flow hedges:
Reclassification of net losses to net income
Net derivative losses
Pension and retiree medical:
Reclassification of net losses to net income
Remeasurement of net liabilities and translation
Unrealized losses on securities
Other
Total Other Comprehensive Loss
Comprehensive income
Comprehensive income attributable to noncontrolling interests
Comprehensive Income Attributable to PepsiCo
Net income
Other Comprehensive Income
Currency translation adjustment
Cash flow hedges:
Reclassification of net losses to net income
Net derivative losses
Pension and retiree medical:
Reclassification of net losses to net income
Remeasurement of net liabilities and translation
Unrealized gains on securities
Other
Total Other Comprehensive Income
Comprehensive income
Comprehensive income attributable to noncontrolling interests
Comprehensive Income Attributable to PepsiCo
See accompanying notes to the consolidated financial statements.
Pre-tax amounts
2015
Tax amounts
After-tax amounts
5,501
$
$
$
(2,938) $
111
97
(95)
246
20
(88)
3
(2,644) $
—
—
(47)
48
(74)
(4)
71
(2)
(8)
$
(2,938)
111
50
(47)
172
16
(17)
1
(2,652)
2,849
(47)
2,802
Pre-tax amounts
2014
Tax amounts
After-tax amounts
6,558
$
$
(5,010) $
249
(88)
369
(1,323)
(11)
1
(5,813) $
$
—
(95)
44
(122)
437
5
—
269
$
(5,010)
154
(44)
247
(886)
(6)
1
(5,544)
1,014
(43)
971
Pre-tax amounts
2013
Tax amounts
After-tax amounts
6,787
$
$
(1,303) $
45
(20)
353
2,164
57
—
1,296
$
$
74
—
(17)
10
(123)
(764)
(28)
(16)
(938)
$
(1,303)
28
(10)
230
1,400
29
(16)
358
7,145
(45)
7,100
Table of Contents
Consolidated Statement of Cash Flows
PepsiCo, Inc. and Subsidiaries
Fiscal years ended December 26, 2015, December 27, 2014 and December 28, 2013
(in millions)
Operating Activities
Net income
Depreciation and amortization
Share-based compensation expense
Merger and integration charges
Cash payments for merger and integration charges
Restructuring and impairment charges
Cash payments for restructuring charges
Charge related to the transaction with Tingyi
Cash payments for restructuring and other charges related to the transaction with Tingyi
Venezuela impairment charges
Venezuela remeasurement charges
Excess tax benefits from share-based payment arrangements
Pension and retiree medical plan expenses
Pension and retiree medical plan contributions
Deferred income taxes and other tax charges and credits
Change in assets and liabilities:
Accounts and notes receivable
Inventories
Prepaid expenses and other current assets
Accounts payable and other current liabilities
Income taxes payable
Other, net
Net Cash Provided by Operating Activities
Investing Activities
Capital spending
Sales of property, plant and equipment
Acquisitions and investments in noncontrolled affiliates
Reduction of cash due to Venezuela deconsolidation
Divestitures
Short-term investments, by original maturity
More than three months - purchases
More than three months - maturities
Three months or less, net
Other investing, net
Net Cash Used for Investing Activities
(Continued on following page)
2015
2014
2013
$
5,501
$
6,558
$
2,416
295
—
—
230
(208)
73
—
1,359
—
(133)
467
(205)
78
(461)
(244)
(50)
1,692
55
(285)
2,625
297
—
—
418
(266)
—
—
—
105
(114)
667
(655)
(19)
(343)
(111)
80
1,162
371
(269)
10,580
10,506
6,787
2,663
303
10
(25)
163
(133)
—
(26)
—
111
(117)
663
(262)
(1,058)
(88)
4
(51)
1,007
86
(349)
9,688
(2,758)
(2,859)
(2,795)
86
(86)
(568)
76
(4,428)
4,111
3
(5)
115
(88)
—
203
(6,305)
3,891
116
(10)
109
(109)
—
130
—
—
61
(21)
(3,569)
(4,937)
(2,625)
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Table of Contents
Consolidated Statement of Cash Flows (continued)
PepsiCo, Inc. and Subsidiaries
Fiscal years ended December 26, 2015, December 27, 2014 and December 28, 2013
(in millions)
Financing Activities
Proceeds from issuances of long-term debt
Payments of long-term debt
Short-term borrowings, by original maturity
More than three months - proceeds
More than three months - payments
Three months or less, net
Cash dividends paid
Share repurchases - common
Share repurchases - preferred
Proceeds from exercises of stock options
Excess tax benefits from share-based payment arrangements
Acquisition of noncontrolling interests
Other financing
Net Cash Used for Financing Activities
Effect of exchange rate changes on cash and cash equivalents
Net Increase/(Decrease) in Cash and Cash Equivalents
Cash and Cash Equivalents, Beginning of Year
Cash and Cash Equivalents, End of Year
See accompanying notes to the consolidated financial statements.
2015
2014
2013
$
$
8,702
(4,095)
$
3,855
(2,189)
4,195
(3,894)
15
(43)
53
(4,040)
(5,000)
(5)
504
133
—
(52)
(3,828)
(221)
2,962
6,134
9,096
$
50
(10)
(2,037)
(3,730)
(5,012)
(10)
755
114
—
(50)
(8,264)
(546)
(3,241)
9,375
6,134
$
23
(492)
1,634
(3,434)
(3,001)
(7)
1,123
117
(20)
(33)
(3,789)
(196)
3,078
6,297
9,375
$
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Table of Contents
Consolidated Balance Sheet
PepsiCo, Inc. and Subsidiaries
December 26, 2015 and December 27, 2014
(in millions except per share amounts)
ASSETS
Current Assets
Cash and cash equivalents
Short-term investments
Accounts and notes receivable, net
Inventories
Prepaid expenses and other current assets
Total Current Assets
Property, Plant and Equipment, net
Amortizable Intangible Assets, net
Goodwill
Other nonamortizable intangible assets
Nonamortizable Intangible Assets
Investments in Noncontrolled Affiliates
Other Assets
Total Assets
LIABILITIES AND EQUITY
Current Liabilities
Short-term obligations
Accounts payable and other current liabilities
Total Current Liabilities
Long-Term Debt Obligations
Other Liabilities
Deferred Income Taxes
Total Liabilities
Commitments and contingencies
Preferred Stock, no par value
Repurchased Preferred Stock
PepsiCo Common Shareholders’ Equity
Common stock, par value 12/3¢ per share (authorized 3,600 shares, issued, net of repurchased
common stock at par value: 1,448 and 1,488 shares, respectively)
Capital in excess of par value
Retained earnings
Accumulated other comprehensive loss
Repurchased common stock, in excess of par value (418 and 378 shares, respectively)
Total PepsiCo Common Shareholders’ Equity
Noncontrolling interests
Total Equity
Total Liabilities and Equity
See accompanying notes to the consolidated financial statements.
77
2015
2014
$
$
$
9,096
2,913
6,437
2,720
1,865
23,031
16,317
1,270
14,177
11,811
25,988
2,311
750
69,667
4,071
13,507
17,578
29,213
5,887
4,959
57,637
6,134
2,592
6,651
3,143
2,143
20,663
17,244
1,449
14,965
12,639
27,604
2,689
860
70,509
5,076
13,016
18,092
23,821
5,744
5,304
52,961
41
(186)
41
(181)
24
4,076
50,472
(13,319)
(29,185)
12,068
107
12,030
69,667
$
25
4,115
49,092
(10,669)
(24,985)
17,578
110
17,548
70,509
$
$
$
$
Table of Contents
Consolidated Statement of Equity
PepsiCo, Inc. and Subsidiaries
Fiscal years ended December 26, 2015, December 27, 2014 and December 28, 2013
(in millions)
Preferred Stock
Repurchased Preferred Stock
Balance, beginning of year
Redemptions
Balance, end of year
Common Stock
Balance, beginning of year
Repurchased common stock
Balance, end of year
Capital in Excess of Par Value
Balance, beginning of year
Share-based compensation expense
Stock option exercises, RSUs, PSUs and PEPunits
converted (a)
Withholding tax on RSUs, PSUs and PEPunits
converted
Other
Balance, end of year
Retained Earnings
Balance, beginning of year
Net income attributable to PepsiCo
Cash dividends declared - common
Cash dividends declared - preferred
Balance, end of year
Accumulated Other Comprehensive Loss
Balance, beginning of year
Other comprehensive (loss)/income attributable to
PepsiCo
Balance, end of year
Repurchased Common Stock
Balance, beginning of year
Share repurchases
Stock option exercises, RSUs, PSUs and PEPunits
converted
Other
Balance, end of year
Total PepsiCo Common Shareholders’ Equity
Noncontrolling Interests
Balance, beginning of year
Net income attributable to noncontrolling interests
Distributions to noncontrolling interests
Currency translation adjustment
Acquisitions and divestitures
Other, net
Balance, end of year
2015
2014
2013
Shares
0.8
$
Amount
41
Shares
0.8
$
Amount
41
Shares
0.8
$
Amount
41
(0.7)
—
(0.7)
1,488
(40)
1,448
(378)
(52)
12
—
(418)
(181)
(5)
(186)
25
(1)
24
4,115
299
(182)
(151)
(5)
4,076
49,092
5,452
(4,071)
(1)
50,472
(10,669)
(2,650)
(13,319)
(24,985)
(4,999)
794
5
(29,185)
12,068
110
49
(48)
(2)
—
(2)
107
12,030
(0.6)
(0.1)
(0.7)
1,529
(41)
1,488
(337)
(57)
15
1
(378)
$
(171)
(10)
(181)
25
—
25
4,095
294
(200)
(91)
17
4,115
46,420
6,513
(3,840)
(1)
49,092
(5,127)
(5,542)
(10,669)
(21,004)
(5,012)
1,030
1
(24,985)
17,578
110
45
(41)
(2)
—
(2)
110
17,548
(0.6)
—
(0.6)
1,544
(15)
1,529
(322)
(37)
22
—
(337)
$
(164)
(7)
(171)
26
(1)
25
4,178
303
(287)
(87)
(12)
4,095
43,158
6,740
(3,477)
(1)
46,420
(5,487)
360
(5,127)
(19,458)
(3,000)
1,451
3
(21,004)
24,409
105
47
(34)
(2)
(6)
—
110
24,389
Total Equity
$
(a) Includes total tax benefits of $107 million in 2015, $74 million in 2014 and $45 million in 2013.
See accompanying notes to the consolidated financial statements.
78
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Notes to Consolidated Financial Statements
Note 1 — Basis of Presentation and Our Divisions
Basis of Presentation
The accompanying financial statements have been prepared in accordance with U.S. GAAP and include the
consolidated accounts of PepsiCo, Inc. and the affiliates that we control. In addition, we include our share
of the results of certain other affiliates using the equity method based on our economic ownership interest,
our ability to exercise significant influence over the operating or financial decisions of these affiliates or our
ability to direct their economic resources. We do not control these other affiliates, as our ownership in these
other affiliates is generally 50% or less. Intercompany balances and transactions are eliminated.
Raw materials, direct labor and plant overhead, as well as purchasing and receiving costs, costs directly
related to production planning, inspection costs and raw materials handling facilities, are included in cost of
sales. The costs of moving, storing and delivering finished product are included in selling, general and
administrative expenses.
The preparation of our consolidated financial statements requires us to make estimates and assumptions that
affect reported amounts of assets, liabilities, revenues, expenses and disclosure of contingent assets and
liabilities. Estimates are used in determining, among other items, sales incentives accruals, tax reserves,
share-based compensation, pension and retiree medical accruals, amounts and useful lives for intangible
assets, and future cash flows associated with impairment testing for perpetual brands, goodwill and other
long-lived assets. We evaluate our estimates on an ongoing basis using our historical experience, as well as
other factors we believe appropriate under the circumstances, such as current economic conditions, and adjust
or revise our estimates as circumstances change. As future events and their effect cannot be determined with
precision, actual results could differ significantly from these estimates.
Prior to the end of the third quarter of 2015, the financial position and results of operations of our Venezuelan
snack and beverage businesses were included in our consolidated financial statements. Effective as of the
end of the third quarter of 2015, we did not meet the accounting criteria for control over our wholly-owned
Venezuelan subsidiaries and significant influence over our joint venture, and therefore we deconsolidated
our Venezuelan subsidiaries from our consolidated financial statements and began accounting for our
investments in our wholly-owned Venezuelan subsidiaries and our joint venture using the cost method of
accounting. See subsequent discussion of “Venezuela”; for further unaudited information, see “Our Business
Risks” and “Our Liquidity and Capital Resources” in Management’s Discussion and Analysis of Financial
Condition and Results of Operations.
Our fiscal year ends on the last Saturday of each December, resulting in an additional week of results every
five or six years (and our fiscal 2016 results will include an extra week). While our North America results
are reported on a weekly calendar basis, most of our international operations report on a monthly calendar
basis. The following chart details our quarterly reporting schedule for all reporting periods presented:
Quarter
First Quarter
Second Quarter
Third Quarter
Fourth Quarter
U.S. and Canada
12 weeks
12 weeks
12 weeks
16 weeks
International
January, February
March, April and May
June, July and August
September, October, November and December
79
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See “Our Divisions” below, and for additional unaudited information on items affecting the comparability
of our consolidated results, see further unaudited information in “Items Affecting Comparability” in
Management’s Discussion and Analysis of Financial Condition and Results of Operations.
Tabular dollars are in millions, except per share amounts. All per share amounts reflect common per share
amounts, assume dilution unless noted, and are based on unrounded amounts. Certain reclassifications were
made to prior years’ amounts to conform to the current year presentation.
Our Divisions
Through our operations, authorized bottlers, contract manufacturers and other third parties, we make, market,
distribute and sell a wide variety of convenient and enjoyable beverages, foods and snacks, serving customers
and consumers in more than 200 countries and territories with our largest operations in North America,
Mexico, Russia, the United Kingdom and Brazil. Division results are based on how our Chief Executive
Officer assesses the performance of and allocates resources to our divisions and are considered our reportable
segments. For additional unaudited information on our divisions, see “Our Operations” contained in “Item
1. Business.” The accounting policies for the divisions are the same as those described in Note 2, except for
the following allocation methodologies:
•
share-based compensation expense;
• pension and retiree medical expense; and
• derivatives.
Share-Based Compensation Expense
Our divisions are held accountable for share-based compensation expense and, therefore, this expense is
allocated to our divisions as an incremental employee compensation cost. The allocation of share-based
compensation expense in 2015 was approximately 15% to FLNA, 2% to QFNA, 23% to NAB, 7% to Latin
America, 13% to ESSA, 11% to AMENA and 29% to corporate unallocated expenses. We had similar
allocations of share-based compensation expense to our divisions in 2014 and 2013. The expense allocated
to our divisions excludes any impact of changes in our assumptions during the year which reflect market
conditions over which division management has no control. Therefore, any variances between allocated
expense and our actual expense are recognized in corporate unallocated expenses.
Pension and Retiree Medical Expense
Pension and retiree medical service costs measured at fixed discount rates, as well as amortization of costs
related to certain pension plan amendments and gains and losses due to demographics (including mortality
assumptions and salary experience) are reflected in division results for North American employees. Division
results also include interest costs, measured at fixed discount rates, for retiree medical plans. Interest costs
for the pension plans, pension asset returns and the impact of pension funding, and gains and losses other
than those due to demographics, are all reflected in corporate unallocated expenses. In addition, for our North
American plans, corporate unallocated expenses include the difference between the service costs measured
at a fixed discount rate (included in division results as noted above) and the total service costs determined
using the plans’ discount rates as disclosed in Note 7 to our consolidated financial statements.
Derivatives
We centrally manage commodity derivatives on behalf of our divisions. These commodity derivatives include
agricultural products, metals and energy. Commodity derivatives that do not qualify for hedge accounting
treatment are marked to market each period with the resulting gains and losses recorded in corporate
unallocated expenses, as either cost of sales or selling, general and administrative expenses, depending on
the underlying commodity. These gains and losses are subsequently reflected in division results when the
divisions recognize the cost of the underlying commodity in operating profit. Therefore, the divisions realize
80
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the economic effects of the derivative without experiencing any resulting mark-to-market volatility, which
remains in corporate unallocated expenses. These derivatives hedge underlying commodity price risk and
were not entered into for trading or speculative purposes.
Net revenue and operating profit/(loss) of each division are as follows:
FLNA
QFNA (b)
NAB (c)
Latin America (d)
ESSA
AMENA (e)
Total division
Corporate Unallocated
Mark-to-market net gains/(losses)
Restructuring and impairment charges
Pension lump sum settlement charge
Venezuela remeasurement charges
Other
$
$
$
Net Revenue
2014
14,502
2,568
20,171
9,425
13,399
6,618
66,683
2015
14,782
2,543
20,618
8,228
10,510
6,375
63,056
$
2013
14,126
2,612
20,083
9,335
13,828
6,431
66,415
$
$
Operating Profit/(Loss) (a)
2015
4,304
560
2,785
(206)
1,081
941
9,465
2014
4,054
621
2,421
1,636
1,389
985
11,106
2013
3,877
617
2,580
1,617
1,327
1,140
11,158
11
(13)
—
—
(1,110)
8,353
$
(68)
(41)
(141)
(126)
(1,149)
9,581
$
(72)
(11)
—
(124)
(1,246)
9,705
$
63,056
$
66,683
$
66,415
$
(a) For information on the impact of restructuring and impairment charges on our divisions, see Note 3 to our consolidated financial statements.
(b) Operating profit for QFNA for the year ended December 26, 2015 includes pre-tax impairment charges of $76 million associated with our
MQD joint venture investment, including a fourth quarter charge related to ceasing its operations.
(c) Operating profit for NAB for the year ended December 26, 2015 includes pre-tax gains of $67 million associated with the settlements of
pension-related liabilities from previous acquisitions.
(d) Operating loss for Latin America for the year ended December 26, 2015 includes a pre- and after-tax charge of $1.4 billion related to our
change in accounting for our investments in our wholly-owned Venezuelan subsidiaries and beverage joint venture. See subsequent
“Venezuela” discussion.
(e) Operating profit for AMENA for the year ended December 26, 2015 includes a pre-tax gain of $39 million associated with refranchising a
portion of our beverage businesses in India, a pre- and after-tax charge of $73 million related to a write-off of the value of a call option to
increase our holding in TAB to 20% and a pre- and after-tax impairment charge of $29 million associated with a joint venture in the Middle
East.
(cid:11)(cid:9)(cid:10)(cid:12)(cid:1)(cid:2)(cid:4)(cid:6)(cid:1)(cid:3)(cid:4)(cid:8)(cid:4)(cid:5)(cid:7)(cid:4)(cid:1)
(cid:22)(cid:20)(cid:21)(cid:23)(cid:1)(cid:2)(cid:9)(cid:18)(cid:9)(cid:14)(cid:9)(cid:11)(cid:10)(cid:1)(cid:3)(cid:12)(cid:6)(cid:13)(cid:5)(cid:16)(cid:10)(cid:8)(cid:1)(cid:4)(cid:13)(cid:11)(cid:7)(cid:15)(cid:1)
(cid:2)(cid:7)(cid:4)(cid:8)(cid:2)(cid:1)(cid:1)
(cid:1)(cid:22)(cid:21)(cid:29)(cid:1)
(cid:1)(cid:1)(cid:1)(cid:1)(cid:1)(cid:4)(cid:10)(cid:10)(cid:2)(cid:1)(cid:1)
(cid:22)(cid:26)(cid:29)(cid:1)
(cid:6)(cid:11)(cid:18)(cid:16)(cid:1)
(cid:2)(cid:15)(cid:13)(cid:17)(cid:14)(cid:12)(cid:11)(cid:1)
(cid:22)(cid:24)(cid:29)(cid:1)
(cid:2)(cid:7)(cid:4)(cid:8)(cid:2)(cid:1)(cid:1)
(cid:25)(cid:24)(cid:32)(cid:1)
(cid:5)(cid:6)(cid:8)(cid:2)(cid:1)(cid:1)
(cid:1)(cid:23)(cid:24)(cid:29)(cid:1)
(cid:9)(cid:5)(cid:8)(cid:2)(cid:1)(cid:1)
(cid:1)(cid:25)(cid:29)(cid:1)
(cid:8)(cid:2)(cid:3)(cid:1)(cid:1)
(cid:1)(cid:24)(cid:24)(cid:29)(cid:1)
(cid:4)(cid:10)(cid:10)(cid:2)(cid:1)(cid:1)
(cid:1)(cid:25)(cid:25)(cid:32)(cid:1)
(cid:6)(cid:11)(cid:18)(cid:16)(cid:1)
(cid:2)(cid:15)(cid:13)(cid:17)(cid:14)(cid:12)(cid:11)(cid:1)
(cid:21)(cid:26)(cid:22)(cid:32)(cid:1)
(cid:8)(cid:2)(cid:3)(cid:1)(cid:1)
(cid:26)(cid:29)(cid:32)(cid:1)
(cid:5)(cid:6)(cid:8)(cid:2)(cid:1)(cid:1)
(cid:27)(cid:28)(cid:32)(cid:1)
(cid:9)(cid:5)(cid:8)(cid:2)(cid:1)(cid:1)
(cid:28)(cid:32)(cid:1)
Corporate
Corporate unallocated includes costs of our corporate headquarters, centrally managed initiatives such as
research and development projects, unallocated insurance and benefit programs, foreign exchange transaction
gains and losses, commodity derivative gains and losses, our ongoing business transformation initiatives and
certain other items.
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Other Division Information
Total assets and capital spending of each division are as follows:
FLNA
QFNA
NAB
Latin America (a)
ESSA
AMENA
Total division
Corporate (b)
$
$
$
Total Assets
2015
5,375
872
28,128
4,284
12,225
5,901
56,785
12,882
69,667
$
Capital Spending
2014
5,307
982
28,665
6,283
13,934
5,855
61,026
9,483
70,509
$
$
2015
608
40
695
368
404
441
2,556
202
2,758
$
$
2014
519
58
708
379
502
517
2,683
176
2,859
$
$
2013
423
38
705
395
551
530
2,642
153
2,795
(a) The change in total assets in 2015 reflects a decrease of $1.7 billion related to the Venezuela impairment charges.
(b) Corporate assets consist principally of certain cash and cash equivalents, short-term investments, derivative instruments, property, plant
and equipment and pension and tax assets. In 2015, the change in total Corporate assets was primarily due to the increase in cash and cash
equivalents.
(cid:12)(cid:10)(cid:11)(cid:13)(cid:1)(cid:3)(cid:7)(cid:9)(cid:4)(cid:6)(cid:1)(cid:2)(cid:8)(cid:8)(cid:5)(cid:9)(cid:8)(cid:1)
(cid:6)(cid:7)(cid:9)(cid:2)(cid:1)(cid:1)
(cid:31)(cid:35)(cid:1)
(cid:10)(cid:6)(cid:9)(cid:2)(cid:1)(cid:1)
(cid:28)(cid:35)(cid:1)
(cid:4)(cid:18)(cid:20)(cid:19)(cid:18)(cid:20)(cid:12)(cid:21)(cid:14)(cid:1)(cid:1)
(cid:28)(cid:31)(cid:35)(cid:1)
(cid:2)(cid:8)(cid:5)(cid:9)(cid:2)(cid:1)(cid:1)
(cid:1)(cid:32)(cid:35)(cid:1)
(cid:5)(cid:11)(cid:11)(cid:2)(cid:1)
(cid:1)(cid:28)(cid:31)(cid:35)(cid:1)
(cid:7)(cid:12)(cid:22)(cid:17)(cid:1)
(cid:2)(cid:16)(cid:14)(cid:20)(cid:15)(cid:13)(cid:12)(cid:1)(cid:1)
(cid:30)(cid:35)(cid:1)
(cid:15)(cid:13)(cid:14)(cid:16)(cid:1)(cid:2)(cid:4)(cid:11)(cid:8)(cid:12)(cid:4)(cid:9)(cid:1)(cid:3)(cid:11)(cid:6)(cid:10)(cid:5)(cid:8)(cid:10)(cid:7)(cid:1)
(cid:4)(cid:18)(cid:20)(cid:19)(cid:18)(cid:20)(cid:12)(cid:21)(cid:14)(cid:1)(cid:1)
(cid:31)(cid:34)(cid:1)
(cid:6)(cid:7)(cid:9)(cid:2)(cid:1)(cid:1)
(cid:27)(cid:27)(cid:34)(cid:1)
(cid:2)(cid:8)(cid:5)(cid:9)(cid:2)(cid:1)(cid:1)
(cid:1)(cid:26)(cid:30)(cid:34)(cid:1)
(cid:10)(cid:6)(cid:9)(cid:2)(cid:1)(cid:1)
(cid:27)(cid:34)(cid:1)
(cid:9)(cid:2)(cid:3)(cid:1)
(cid:27)(cid:29)(cid:34)(cid:1)
(cid:9)(cid:2)(cid:3)(cid:1)
(cid:29)(cid:27)(cid:35)(cid:1)
(cid:5)(cid:11)(cid:11)(cid:2)(cid:1)
(cid:1)(cid:26)(cid:29)(cid:34)(cid:1)
(cid:7)(cid:12)(cid:22)(cid:17)(cid:1)
(cid:2)(cid:16)(cid:14)(cid:20)(cid:15)(cid:13)(cid:12)(cid:1)(cid:1)
(cid:26)(cid:28)(cid:34)(cid:1)
Amortization of intangible assets and depreciation and other amortization of each division are as follows:
FLNA
QFNA
NAB
Latin America
ESSA
AMENA
Total division
Corporate
Amortization of
Intangible Assets
Depreciation and
Other Amortization
2015
7
—
38
7
20
3
75
—
75
$
$
2014
7
—
43
10
28
4
92
—
92
$
$
2013
7
—
55
11
32
5
110
—
110
$
$
2015
427
51
813
238
353
293
2,175
166
2,341
$
$
2014
424
51
837
273
471
313
2,369
164
2,533
$
$
2013
430
51
843
273
525
283
2,405
148
2,553
$
$
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Net revenue and long-lived assets by country are as follows:
U.S.
Mexico
Russia (b)
Canada
United Kingdom
Brazil
All other countries
Net Revenue
Long-Lived Assets(a)
2015
35,266
3,687
2,797
2,677
1,966
1,289
15,374
63,056
$
$
2014
34,219
4,113
4,414
3,022
2,174
1,790
16,951
66,683
$
$
2013
33,626
4,347
4,908
3,195
2,115
1,835
16,389
66,415
$
$
2015
27,876
994
3,614
2,386
1,107
649
9,260 (c)
45,886
$
$
2014
27,964
1,126
4,520
2,815
1,155
928
10,478 (c)
48,986
$
$
(a) Long-lived assets represent property, plant and equipment, nonamortizable intangible assets, amortizable intangible assets and investments
in noncontrolled affiliates. These assets are reported in the country where they are primarily used.
(b) Change in net revenue and long-lived assets in 2015 primarily reflects the depreciation of the Russian ruble.
(c) Included in all other countries as of December 26, 2015 and December 27, 2014 is $538 million and $611 million, respectively, related
to our 5% indirect equity interest in TAB.
(cid:11)(cid:9)(cid:10)(cid:12)(cid:1)(cid:2)(cid:4)(cid:6)(cid:1)(cid:3)(cid:4)(cid:8)(cid:4)(cid:5)(cid:7)(cid:4)(cid:1)
(cid:16)(cid:14)(cid:15)(cid:17)(cid:1)(cid:3)(cid:9)(cid:8)(cid:6)(cid:13)(cid:3)(cid:7)(cid:12)(cid:5)(cid:4)(cid:1)(cid:2)(cid:10)(cid:10)(cid:5)(cid:11)(cid:10)(cid:1)
(cid:6)(cid:23)(cid:15)(cid:13)(cid:21)(cid:1)
(cid:28)(cid:31)(cid:35)(cid:1)
(cid:2)(cid:21)(cid:10)(cid:26)(cid:16)(cid:17)(cid:1)
(cid:28)(cid:35)(cid:1)
(cid:9)(cid:19)(cid:16)(cid:23)(cid:13)(cid:12)(cid:1)
(cid:4)(cid:16)(cid:19)(cid:14)(cid:12)(cid:20)(cid:18)(cid:1)(cid:1)
(cid:29)(cid:35)(cid:1)
(cid:3)(cid:10)(cid:19)(cid:10)(cid:12)(cid:10)(cid:1)
(cid:30)(cid:35)(cid:1)
(cid:7)(cid:24)(cid:22)(cid:22)(cid:16)(cid:10)(cid:1)(cid:1)
(cid:30)(cid:35)(cid:1)
(cid:5)(cid:13)(cid:25)(cid:16)(cid:11)(cid:20)(cid:1)
(cid:32)(cid:35)(cid:1)
(cid:6)(cid:23)(cid:15)(cid:13)(cid:21)(cid:1)
(cid:30)(cid:29)(cid:36)(cid:1)
(cid:9)(cid:19)(cid:16)(cid:23)(cid:13)(cid:12)(cid:1)(cid:8)(cid:23)(cid:10)(cid:23)(cid:13)(cid:22)(cid:1)(cid:1)
(cid:32)(cid:29)(cid:36)(cid:1)
(cid:9)(cid:19)(cid:16)(cid:23)(cid:13)(cid:12)(cid:1)(cid:8)(cid:23)(cid:10)(cid:23)(cid:13)(cid:22)(cid:1)(cid:1)
(cid:31)(cid:32)(cid:35)(cid:1)
(cid:2)(cid:21)(cid:10)(cid:26)(cid:16)(cid:17)(cid:1)
(cid:29)(cid:36)(cid:1)
(cid:9)(cid:19)(cid:16)(cid:23)(cid:13)(cid:12)(cid:1)
(cid:4)(cid:16)(cid:19)(cid:14)(cid:12)(cid:20)(cid:18)(cid:1)(cid:1)
(cid:30)(cid:36)(cid:1)
(cid:3)(cid:10)(cid:19)(cid:10)(cid:12)(cid:10)(cid:1)
(cid:31)(cid:36)(cid:1)
(cid:7)(cid:24)(cid:22)(cid:22)(cid:16)(cid:10)(cid:1)(cid:1)
(cid:33)(cid:36)(cid:1)
(cid:5)(cid:13)(cid:25)(cid:16)(cid:11)(cid:20)(cid:1)
(cid:30)(cid:36)(cid:1)
Venezuela
Prior to the end of the third quarter of 2015, the financial position and results of operations of our Venezuelan
businesses, which consist of our wholly-owned subsidiaries and our beverage joint venture with our franchise
bottler in Venezuela, were reported under highly inflationary accounting, with the functional currency of the
U.S. dollar.
The Venezuelan government has maintained currency controls and a fixed exchange rate since 2003 and has
created additional exchange mechanisms and issued several exchange agreements governing the scope and
applicability of each, while continuing to maintain control over the exchange rates and, to an increasingly
significant extent, over the distribution of U.S. dollars under each mechanism.
During 2015, there was a three-tiered exchange rate mechanism in Venezuela for exchanging bolivars into
U.S. dollars: (1) the government-operated National Center of Foreign Commerce (CENCOEX); (2) the
government-operated auction-based Supplementary Foreign Currency Administration System (SICAD); and
(3) an open market Marginal Foreign Exchange System (SIMADI).
These three mechanisms became increasingly illiquid over time. We believe that significant uncertainty
continues to exist regarding the exchange mechanisms in Venezuela, including the nature of transactions that
are eligible to flow through CENCOEX, SICAD or SIMADI, or any other new exchange mechanism that
may emerge, how any such mechanisms will operate in the future, as well as the availability of U.S. dollars
under each mechanism. The amount of U.S. dollars made available to our Venezuelan entities through
CENCOEX declined significantly since 2014 and worsened during the third quarter of 2015. In addition,
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our Venezuelan entities were not able to participate in SICAD auctions during 2015, as the auctions that were
held were not for our industry, and had limited access to the SIMADI market since its inception.
The evolving conditions in Venezuela, including increasingly restrictive exchange control regulations and
reduced access to dollars through official currency exchange markets, resulted in an other-than-temporary
lack of exchangeability between the Venezuelan bolivar and the U.S. dollar, which significantly impacted
our ability to effectively manage our Venezuelan businesses, including restrictions on the ability of our
Venezuelan businesses to import certain raw materials to maintain normal production and to settle U.S. dollar-
denominated obligations. The exchange restrictions, combined with other regulations that have limited our
ability to import certain raw materials, also increasingly constrained our ability to make and execute
operational decisions regarding our businesses in Venezuela. In addition, the inability of our Venezuelan
businesses to pay dividends, which remain subject to Venezuelan government approvals, restricted our ability
to realize the earnings generated out of our Venezuelan businesses. We expect these conditions will continue
for the foreseeable future.
As a result of these factors, we concluded that, effective as of the end of the third quarter of 2015, we did
not meet the accounting criteria for control over our wholly-owned Venezuelan subsidiaries, and therefore
we deconsolidated our wholly-owned Venezuelan subsidiaries effective as of the end of the third quarter of
2015. We also concluded that, effective as of the end of the third quarter of 2015, due to the above-mentioned
factors and other matters impacting the operation of our joint venture and the distribution of its products, we
no longer had significant influence over our joint venture, which was previously accounted for under the
equity method. As a result of these conclusions, effective at the end of the third quarter of 2015, we began
accounting for our investments in our wholly-owned Venezuelan subsidiaries and our joint venture using the
cost method of accounting and recorded pre- and after-tax charges of $1.4 billion in our Consolidated
Statement of Income to reduce the value of the cost method investments to their estimated fair values, resulting
in a full impairment. The impairment charges primarily included approximately $1.2 billion related to our
investments in previously consolidated Venezuelan subsidiaries and our joint venture and $111 million related
to the reclassification of cumulative translation losses. The estimated fair value of the investments in our
Venezuelan entities was derived using discounted cash flow analyses, including U.S. dollar exchange and
discount rate assumptions that reflected the inflation and economic uncertainty in Venezuela, and are
considered non-recurring Level 3 measurements within the fair value hierarchy. The factors that led to the
above-mentioned conclusions at the end of the third quarter of 2015 continued to exist as of the end of 2015.
During 2015 and prior to the end of the third quarter of 2015, we used the SICAD exchange rate to remeasure
our net monetary assets in Venezuela, except for certain other net monetary assets that we believed qualified
for the fixed exchange rate (including requests for remittance of dividends submitted to CENCOEX in certain
prior years at the fixed exchange rate and payables for imports of essential goods approved by CENCOEX).
During 2015, the results of our operations in Venezuela, which reflected the months of January through
August, were included in our Consolidated Statement of Income using a combination of the fixed exchange
and SICAD rates, as appropriate. As of the end of 2015, consistent with the end of the third quarter of 2015,
we did not consolidate the assets and liabilities of our Venezuelan subsidiaries in our Consolidated Balance
Sheet. Beginning in the fourth quarter of 2015, we no longer included the financial results of our Venezuelan
businesses in our Consolidated Statement of Income and our financial results only included revenue relating
to the sales of inventory to our Venezuelan entities to the extent cash was received for those sales. Any
dividends from our Venezuelan entities will be recorded as income upon receipt of the cash. We did not
receive any U.S. dollars in the fourth quarter of 2015 from our Venezuelan entities. Our ongoing contractual
commitments to our Venezuelan businesses are not material.
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Note 2 — Our Significant Accounting Policies
Revenue Recognition
We recognize revenue upon shipment or delivery to our customers based on written sales terms that do not
allow for a right of return. However, our policy for DSD and certain chilled products is to remove and replace
damaged and out-of-date products from store shelves to ensure that consumers receive the product quality
and freshness they expect. Similarly, our policy for certain warehouse-distributed products is to replace
damaged and out-of-date products. Based on our experience with this practice, we have reserved for
anticipated damaged and out-of-date products. For additional unaudited information on our revenue
recognition and related policies, including our policy on bad debts, see “Our Critical Accounting Policies”
in Management’s Discussion and Analysis of Financial Condition and Results of Operations.
We are exposed to concentration of credit risk from our major customers, including Wal-Mart. In 2015, sales
to Wal-Mart (including Sam’s) represented approximately 13% of our total net revenue, including concentrate
sales to our independent bottlers, which are used in finished goods sold by them to Wal-Mart. We have not
experienced credit issues with these customers.
Total Marketplace Spending
We offer sales incentives and discounts through various programs to customers and consumers. Total
marketplace spending includes sales incentives, discounts, advertising and other marketing activities. Sales
incentives and discounts are primarily accounted for as a reduction of revenue and include payments to
customers for performing merchandising activities on our behalf, such as payments for in-store displays,
payments to gain distribution of new products, payments for shelf space and discounts to promote lower
retail prices. It also includes support provided to our independent bottlers through funding of advertising and
other marketing activities. While most of these incentive arrangements have terms of no more than one year,
certain arrangements, such as fountain pouring rights, may extend beyond one year. Costs incurred to obtain
these arrangements are recognized over the shorter of the economic or contractual life, primarily as a reduction
of revenue, and the remaining balances of $321 million as of December 26, 2015 and $355 million as of
December 27, 2014 are included in prepaid expenses and other current assets and other assets on our balance
sheet. For additional unaudited information on our sales incentives, see “Our Critical Accounting Policies”
in Management’s Discussion and Analysis of Financial Condition and Results of Operations.
Advertising and other marketing activities, reported as selling, general and administrative expenses, totaled
$3.9 billion in 2015, 2014 and 2013, including advertising expenses of $2.4 billion in 2015, $2.3 billion in
2014 and $2.4 billion in 2013. Deferred advertising costs are not expensed until the year first used and consist
of:
• media and personal service prepayments;
• promotional materials in inventory; and
• production costs of future media advertising.
Deferred advertising costs of $40 million and $42 million as of December 26, 2015 and December 27, 2014,
respectively, are classified as prepaid expenses and other current assets on our balance sheet.
Distribution Costs
Distribution costs, including the costs of shipping and handling activities, are reported as selling, general
and administrative expenses. Shipping and handling expenses were $9.4 billion in 2015, $9.7 billion in 2014
and $9.4 billion in 2013.
Cash Equivalents
Cash equivalents are highly liquid investments with original maturities of three months or less.
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Software Costs
We capitalize certain computer software and software development costs incurred in connection with
developing or obtaining computer software for internal use when both the preliminary project stage is
completed and it is probable that the software will be used as intended. Capitalized software costs include
only (i) external direct costs of materials and services utilized in developing or obtaining computer software,
(ii) compensation and related benefits for employees who are directly associated with the software projects
and (iii) interest costs incurred while developing internal-use computer software. Capitalized software costs
are included in property, plant and equipment on our balance sheet and amortized on a straight-line basis
when placed into service over the estimated useful lives of the software, which approximate 5 to 10 years.
Software amortization totaled $202 million in 2015, $208 million in 2014 and $197 million in 2013. Net
capitalized software and development costs were $863 million and $944 million as of December 26, 2015
and December 27, 2014, respectively.
Commitments and Contingencies
We are subject to various claims and contingencies related to lawsuits, certain taxes and environmental
matters, as well as commitments under contractual and other commercial obligations. We recognize liabilities
for contingencies and commitments when a loss is probable and estimable. For additional information on
our commitments, see Note 9 to our consolidated financial statements.
Research and Development
We engage in a variety of research and development activities and continue to invest to accelerate growth
and to drive innovation globally. Consumer research is excluded from research and development costs and
included in other marketing costs. Research and development costs were $754 million, $718 million and
$665 million in 2015, 2014 and 2013, respectively, and are reported within selling, general and administrative
expenses.
See “Research and Development” in “Item 1. Business” for additional unaudited information about our
research and development activities.
Goodwill and Other Intangible Assets
Indefinite-lived intangible assets and goodwill are not amortized and are assessed for impairment at least
annually, using either a qualitative or quantitative approach. We perform this annual assessment during our
third quarter. Where we use the qualitative assessment, first we determine if, based on qualitative factors, it
is more likely than not that an impairment exists. Factors considered include macroeconomic, industry and
competitive conditions, legal and regulatory environment, historical financial performance and significant
changes in the brand or reporting unit. If the qualitative assessment indicates that it is more likely than not
that an impairment exists, then a quantitative assessment is performed.
In the quantitative assessment of indefinite-lived intangible assets, if the carrying amount of the indefinite-
lived intangible asset exceeds its estimated fair value, as determined by its discounted cash flows, an
impairment loss is recognized in an amount equal to that excess. Quantitative assessment of goodwill is
performed using a two-step impairment test at the reporting unit level. A reporting unit can be a division or
business within a division. The first step compares the carrying value of a reporting unit, including goodwill,
with its estimated fair value, as determined by its discounted cash flows. If the carrying value of a reporting
unit exceeds its estimated fair value, we complete the second step to determine the amount of goodwill
impairment loss that we should record, if any. In the second step, we determine an implied fair value of the
reporting unit’s goodwill by allocating the estimated fair value of the reporting unit to all of the assets and
liabilities other than goodwill (including any unrecognized intangible assets). The amount of impairment
loss is equal to the excess of the carrying value of the goodwill over the implied fair value of that goodwill.
The quantitative assessment, described above requires an analysis of several estimates including future cash
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flows or income consistent with management’s strategic business plans, annual sales growth rates, perpetuity
growth assumptions and the selection of assumptions underlying a discount rate (weighted average cost of
capital) based on market data available at the time. Significant management judgment is necessary to estimate
the impact of competitive operating, macroeconomic and other factors to estimate future levels of sales,
operating profit or cash flows. All assumptions used in our impairment evaluations for nonamortizable
intangible assets, such as forecasted growth rates and weighted-average cost of capital, are based on the best
available market information and are consistent with our internal forecasts and operating plans.
Amortizable intangible assets are only evaluated for impairment upon a significant change in the operating
or macroeconomic environment. If an evaluation of the undiscounted future cash flows indicates impairment,
the asset is written down to its estimated fair value, which is based on its discounted future cash flows.
For additional unaudited information on goodwill and other intangible assets, see “Our Critical Accounting
Policies” in Management’s Discussion and Analysis of Financial Condition and Results of Operations.
Other Significant Accounting Policies
Our other significant accounting policies are disclosed as follows:
• Basis of Presentation - See Note 1 - Basis of Presentation for a description of our policies regarding
use of estimates, basis of presentation and consolidation.
• Property, Plant and Equipment and Intangible Assets – Note 4.
•
Income Taxes – Note 5, and for additional unaudited information see, “Our Critical Accounting
Policies” in Management’s Discussion and Analysis of Financial Condition and Results of
Operations.
• Share-Based Compensation – Note 6.
• Pension, Retiree Medical and Savings Plans – Note 7, and for additional unaudited information, see
“Our Critical Accounting Policies” in Management’s Discussion and Analysis of Financial Condition
and Results of Operations.
• Financial Instruments – Note 10, and for additional unaudited information, see “Our Business Risks”
in Management’s Discussion and Analysis of Financial Condition and Results of Operations.
Inventories – Note 14. Inventories are valued at the lower of cost or market. Cost is determined using
the average; first-in, first-out (FIFO) or last-in, first-out (LIFO) methods.
•
• Translation of Financial Statements of Foreign Subsidiaries – Financial statements of foreign
subsidiaries are translated into U.S. dollars using period-end exchange rates for assets and liabilities
and weighted-average exchange rates for revenues and expenses. Adjustments resulting from
translating net assets are reported as a separate component of accumulated other comprehensive loss
within common shareholders’ equity as currency translation adjustment.
Recently Issued Accounting Pronouncements - Adopted
In 2015, the Financial Accounting Standards Board (FASB) issued guidance which requires that debt issuance
costs related to a recognized debt liability be presented on the balance sheet as a direct deduction from the
carrying amount of that debt liability. We adopted the provisions of this guidance as of the beginning of our
second quarter of 2015, and that adoption did not have a material impact on our financial statements.
Recently Issued Accounting Pronouncements - Not Yet Adopted
In 2016, the FASB issued guidance that generally requires companies to measure investments in other entities,
except those accounted for under the equity method, at fair value and recognize any changes in fair value in
net income. The standard is effective in 2018 and early adoption is not permitted. We are currently evaluating
the impact of this guidance on our financial statements.
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In 2015, the FASB issued guidance that requires companies to classify all deferred tax assets and liabilities
as noncurrent on the balance sheet. The standard is effective in 2017 with early adoption permitted. The
guidance is not expected to have a material impact on our balance sheet. We are evaluating the timing for
adoption of this guidance.
In 2015, the FASB issued guidance that requires entities to measure inventory at the lower of cost or net
realizable value. The guidance is effective in 2017 with early adoption permitted. The guidance is not expected
to have a material impact on our financial statements. We are evaluating the timing for adoption of this
guidance.
In 2014, the FASB issued guidance on revenue recognition, which provides for a single five-step model to
be applied to all revenue contracts with customers. The new standard also requires additional financial
statement disclosures that will enable users to understand the nature, amount, timing and uncertainty of
revenue and cash flows relating to customer contracts. We have an option to use either a retrospective approach
or a cumulative effect adjustment approach to implement the guidance. In 2015, the FASB issued a deferral
of the effective date of the guidance to 2018, with early adoption permitted in 2017. We are currently evaluating
the impact of this guidance on our financial statements and have not yet selected a transition approach.
Note 3 — Restructuring and Impairment Charges
A summary of our restructuring and impairment charges and other productivity initiatives is as follows:
2014 Productivity Plan
2012 Productivity Plan
Total restructuring and impairment charges
Other productivity initiatives
Total restructuring and impairment charges and other
productivity initiatives
$
$
2014 Multi-Year Productivity Plan
$
2015
169
61
230
90
$
2014
357
61
418
67
320
$
485
$
2013
53
110
163
—
163
The 2014 Productivity Plan includes the next generation of productivity initiatives that we believe will
strengthen our food, snack and beverage businesses by: accelerating our investment in manufacturing
automation; further optimizing our global manufacturing footprint, including closing certain manufacturing
facilities; re-engineering our go-to-market systems in developed markets; expanding shared services; and
implementing simplified organization structures to drive efficiency. The 2014 Productivity Plan is in addition
to the 2012 Productivity Plan and is expected to continue the benefits of that plan.
In 2015, 2014 and 2013, we incurred restructuring charges of $169 million ($134 million after-tax or $0.09
per share), $357 million ($262 million after-tax or $0.17 per share) and $53 million ($39 million or $0.02
per share), respectively, in conjunction with our 2014 Productivity Plan. All of these charges were recorded
in selling, general and administrative expenses and primarily relate to severance and other employee-related
costs, asset impairments (all non-cash), and other costs associated with the implementation of our initiatives,
including contract termination costs. Substantially all of the restructuring accrual at December 26, 2015 is
expected to be paid by the end of 2016.
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A summary of our 2014 Productivity Plan charges is as follows:
2015
2014
2013
$
FLNA (a)
QFNA
NAB
Latin America
ESSA
AMENA
Corporate (a)
18
—
10
2
26
2
1
Severance
and Other
Employee
Costs
Asset
Impairments
Other
Costs
Total
Severance
and Other
Employee
Costs
Asset
Impairments
Other
Costs
Total
$
(1) $
$
$
9
3
17
16
25
8
8
26
3
31
28
62
10
9
$
25
12
60
15
24
14
(2)
—
4
10
11
—
—
24
$
11
$
2
56
10
14
8
35
46
14
172
28
42
22
33
10
—
56
3
4
—
—
73
$
59
$
$
86
$
169
$
148
$
$ 136
$
357
$
Severance
and Other
Employee
Costs
Other
Costs
Total
$
11
$ — $
11
3
9
6
10
1
12
52
—
—
—
—
—
1
1
$
$
3
9
6
10
1
13
53
(a) Income amounts represent adjustments of previously recorded amounts.
A summary of our 2014 Productivity Plan activity is as follows:
Severance
and Other
Employee Costs
Asset
Impairments
Other Costs
Total
2013 restructuring charges
$
52
$
— $
Non-cash charges and translation
Liability as of December 28, 2013
2014 restructuring charges
Cash payments
Non-cash charges and translation
Liability as of December 27, 2014
2015 restructuring charges
Cash payments
Non-cash charges and translation
Liability as of December 26, 2015
$
2012 Multi-Year Productivity Plan
(22)
30
148
(56)
(33)
89
59
(76)
(11)
61
$
—
—
73
—
(73)
—
24
—
(24)
— $
$
1
—
1
136
(109)
(4)
24
86
(87)
(3)
20
$
53
(22)
31
357
(165)
(110)
113
169
(163)
(38)
81
The 2012 Productivity Plan included actions in every aspect of our business that we believe would strengthen
our complementary food, snack and beverage businesses by: leveraging new technologies and processes
across PepsiCo’s operations, go-to-market and information systems; heightening the focus on best practice
sharing across the globe; consolidating manufacturing, warehouse and sales facilities; and implementing
simplified organization structures, with wider spans of control and fewer layers of management. The 2012
Productivity Plan has enhanced PepsiCo’s cost-competitiveness and provided a source of funding for future
brand-building and innovation initiatives.
In 2015, 2014 and 2013, we incurred restructuring charges of $61 million ($50 million after-tax or $0.03 per
share), $61 million ($54 million after-tax or $0.04 per share) and $110 million ($90 million after-tax or $0.06
per share), respectively, in conjunction with our 2012 Productivity Plan. All of these charges were recorded
in selling, general and administrative expenses and primarily relate to severance and other employee-related
costs, asset impairments (all non-cash), and contract termination costs. We do not expect any further charges
associated with our 2012 Productivity Plan. Substantially all of the restructuring accrual at December 26,
2015 is expected to be paid by the end of 2016.
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A summary of our 2012 Productivity Plan charges is as follows:
2015
2014
2013
Severance
and Other
Employee
Costs
Asset
Impairments
Other
Costs
Total
Severance
and Other
Employee
Costs
Asset
Impairments
Other
Costs
Total
Severance
and Other
Employee
Costs
Asset
Impairments
Other
Costs
Total
$
— $
— $ — $ — $
(1) $
— $
3
$
2
$
4
$
— $
—
—
6
15
15
3
—
—
1
—
3
—
—
—
2
1
12
2
1
2
8
27
20
4
—
(3)
19
6
12
(2)
—
1
—
5
—
—
—
9
(19)
18
3
10
—
7
—
29
15
8
$
39
$
4
$
18
$ 61
$
31
$
6
$ 24
$ 61
$
—
8
5
36
21
—
74
4
1
13
—
12
2
$
8
1
21
7
50
25
—
—
2
2
2
—
(2)
(2)
$
6
$ 30
$ 110
FLNA (a)
QFNA
NAB (a)
Latin
America (a)
ESSA
AMENA
Corporate (a)
(a) Income amounts represent adjustments of previously recorded amounts.
A summary of our 2012 Productivity Plan activity is as follows:
Liability as of December 29, 2012
2013 restructuring charges
Cash payments
Non-cash charges and translation
Liability as of December 28, 2013
2014 restructuring charges
Cash payments
Non-cash charges and translation
Liability as of December 27, 2014
2015 restructuring charges
Cash payments
Non-cash charges and translation
Liability as of December 26, 2015
Other Productivity Initiatives
$
$
Severance
and Other
Employee Costs
91
74
(89)
(8)
68
31
(65)
(6)
28
39
(24)
(8)
35
$
Asset Impairments
$
Other Costs
Total
36
30
(44)
(5)
17
24
(36)
—
5
18
(21)
1
3
$
$
127
110
(133)
(19)
85
61
(101)
(12)
33
61
(45)
(11)
38
— $
6
—
(6)
—
6
—
(6)
—
4
—
(4)
— $
In 2015, we incurred pre-tax charges of $90 million ($66 million after-tax or $0.04 per share) related to other
productivity and efficiency initiatives outside the scope of the 2014 and 2012 Productivity Plans, including
$48 million in Latin America, $5 million in ESSA, $20 million in AMENA and $17 million in Corporate. In
2014, we incurred pre-tax charges of $67 million ($54 million after-tax or $0.04 per share) related to other
productivity and efficiency initiatives, including $11 million in Latin America, $26 million in ESSA and $30
million in AMENA. Non-cash charges in 2015 and 2014 were $10 million and $13 million, respectively.
Cash payments in 2015 and 2014 were $57 million and $3 million, respectively. All of these charges were
recorded in selling, general and administrative expenses and primarily reflect severance and other employee-
related costs and asset impairments (all non-cash). These initiatives were not included in items affecting
comparability. Substantially all of the restructuring accrual of $74 million at December 26, 2015 is expected
to be paid by the end of 2016. See additional unaudited information in “Results of Operations – Division
Review” in Management’s Discussion and Analysis of Financial Condition and Results of Operations.
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Note 4 — Property, Plant and Equipment and Intangible Assets
A summary of our property, plant and equipment is as follows:
Property, plant and equipment, net
Land
Buildings and improvements
Machinery and equipment, including fleet and software
Construction in progress
Accumulated depreciation
Depreciation expense
Average
Useful Life
(Years)
$
15 – 44
5 – 15
2015
2014
2013
1,184
8,061
24,764
1,738
35,747
$
1,288
8,114
25,146
1,752
36,300
(19,430)
(19,056)
$
$
16,317
2,248
$
$
17,244
2,441
$
2,472
Property, plant and equipment is recorded at historical cost. Depreciation and amortization are recognized
on a straight-line basis over an asset’s estimated useful life. Land is not depreciated and construction in
progress is not depreciated until ready for service.
A summary of our amortizable intangible assets is as follows:
2015
2014
2013
Amortizable intangible assets, net
Acquired franchise rights
Reacquired franchise rights
Brands
Other identifiable intangibles
Average
Useful Life
(Years)
56 – 60
5 – 14
20 – 40
10 – 24
$
Gross
820
105
1,298
526
Accumulated
Amortization
$
(92) $
(99)
(987)
(301)
Net
Gross
728
6
311
225
$
879
107
1,361
595
Accumulated
Amortization
$
(89) $
(95)
(1,004)
(305)
Net
790
12
357
290
$
2,749
$
(1,479) $
1,270
$ 2,942
$
(1,493) $ 1,449
Amortization expense
$
75
$
92
$
110
Amortization of intangible assets for each of the next five years, based on existing intangible assets as of
December 26, 2015 and using average 2015 foreign exchange rates, is expected to be as follows:
Five-year projected amortization
$
65
$
60
$
59
$
56
$
2016
2017
2018
2019
2020
55
Depreciable and amortizable assets are only evaluated for impairment upon a significant change in the
operating or macroeconomic environment. In these circumstances, if an evaluation of the undiscounted cash
flows indicates impairment, the asset is written down to its estimated fair value, which is based on discounted
future cash flows. Useful lives are periodically evaluated to determine whether events or circumstances have
occurred which indicate the need for revision. For additional unaudited information on our policies for
amortizable brands, see “Our Critical Accounting Policies” in Management’s Discussion and Analysis of
Financial Condition and Results of Operations.
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Nonamortizable Intangible Assets
We did not recognize any impairment charges for goodwill in each of the fiscal years ended December 26,
2015, December 27, 2014 and December 28, 2013. In 2015, we performed the impairment analysis for
goodwill for all of our reporting units using the qualitative approach and concluded that it was more likely
than not that the estimated fair values of our reporting units were greater than their carrying amounts. After
reaching this conclusion, no further testing was performed.
We recognized no material impairment charges for nonamortizable intangible assets in each of the fiscal
years ended December 26, 2015, December 27, 2014 and December 28, 2013. In 2014, we recognized pre-
tax impairment charges in ESSA for nonamortizable intangible assets of $23 million. Based on our year-end
assessment, the estimated fair values of our indefinite-lived reacquired and acquired franchise rights recorded
at NAB exceed their carrying values. However, there could be an impairment of the carrying value of NAB’s
reacquired and acquired franchise rights if future revenues and their contribution to the operating results of
NAB’s CSD business do not achieve our estimated future cash flows or if macroeconomic conditions result
in a future increase in the weighted-average cost of capital used to estimate fair value. We have also analyzed
the impact of the recent economic and political developments in Russia on the estimated fair value of our
indefinite-lived intangible assets in Russia and have concluded that there is no impairment as of December
26, 2015. However, a further deterioration in these conditions in Russia could potentially require us to record
an impairment charge for these assets in the future. For additional information on our policies for
nonamortizable intangible assets, see Note 2 to our consolidated financial statements.
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The change in the book value of nonamortizable intangible assets is as follows:
FLNA
Goodwill
Brands
QFNA
Goodwill
NAB
Goodwill
Reacquired franchise rights
Acquired franchise rights
Brands
Latin America (a)
Goodwill
Brands
ESSA (b)
Goodwill
Reacquired franchise rights
Acquired franchise rights
Brands
AMENA
Goodwill
Brands
Total goodwill
Total reacquired franchise rights
Total acquired franchise rights
Total brands
Balance,
Beginning
2014
Translation
and Other
Balance,
End of
2014
Translation
and Other
Balance,
End of
2015
$
$
$
305
29
334
175
(14) $
(2)
(16)
—
$
291
27
318
175
(24) $
(5)
(29)
—
9,894
7,281
1,551
108
18,834
709
244
953
5,027
760
230
4,071
10,088
503
127
630
16,613
8,041
1,781
4,579
31,014
(48)
(88)
(13)
—
(149)
(65)
(21)
(86)
(1,488)
(189)
(31)
(1,408)
(3,116)
(33)
(10)
(43)
9,846
7,193
1,538
108
18,685
644
223
867
3,539
571
199
2,663
6,972
470
117
587
(1,648)
(277)
(44)
(1,441)
(3,410) $
14,965
7,764
1,737
3,138
27,604
$
(92)
(151)
(31)
—
(274)
(123)
(86)
(209)
(497)
(83)
(9)
(451)
(1,040)
(52)
(12)
(64)
(788)
(234)
(40)
(554)
(1,616) $
$
267
22
289
175
9,754
7,042
1,507
108
18,411
521
137
658
3,042
488
190
2,212
5,932
418
105
523
14,177
7,530
1,697
2,584
25,988
(a) The change in 2015 includes a reduction of $41 million of nonamortizable brands arising from the Venezuela deconsolidation.
(b) The change in 2015 and 2014 primarily reflects the depreciation of the Russian ruble.
93
2015
2,879 $
4,563
7,442 $
2014
2,557 $
6,200
8,757 $
2013
3,078
5,813
8,891
2015
1,143 $
773
65
1,981
(14)
(32)
6
(40)
1,941 $
2014
1,364 $
851
210
2,425
(33)
(60)
(133)
(226)
2,199 $
2013
1,092
807
124
2,023
87
11
(17)
81
2,104
2013
35.0%
1.2
(8.8)
—
(2.4)
(1.3)
23.7%
Table of Contents
Note 5 — Income Taxes
The components of income before income taxes are as follows:
U.S.
Foreign
The provision for income taxes consisted of the following:
Current:
Deferred:
U.S. Federal
Foreign
State
U.S. Federal
Foreign
State
$
$
$
$
A reconciliation of the U.S. Federal statutory tax rate to our annual tax rate is as follows:
U.S. Federal statutory tax rate
State income tax, net of U.S. Federal tax benefit
Lower taxes on foreign results
Impact of Venezuela impairment charges
Tax settlements
Other, net
Annual tax rate
2015
35.0%
0.6
(10.5)
6.4
(3.1)
(2.3)
26.1%
2014
35.0%
0.6
(8.6)
—
—
(1.9)
25.1%
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Table of Contents
Deferred tax liabilities and assets are comprised of the following:
Deferred tax liabilities
Debt guarantee of wholly-owned subsidiary
Property, plant and equipment
Intangible assets other than nondeductible goodwill
Other
Gross deferred tax liabilities
Deferred tax assets
Net carryforwards
Share-based compensation
Retiree medical benefits
Other employee-related benefits
Pension benefits
Deductible state tax and interest benefits
Other
Gross deferred tax assets
Valuation allowances
Deferred tax assets, net
Net deferred tax liabilities
Deferred taxes are included within the following balance sheet accounts:
Assets:
Prepaid expenses and other current assets
Liabilities:
Deferred income taxes
A summary of our valuation allowance activity is as follows:
2015
842 $
$
2,023
3,920
299
7,084
1,279
240
343
547
424
186
933
3,952
(1,136)
2,816
4,268 $
2014
842
2,174
4,068
264
7,348
1,329
265
388
646
263
158
1,100
4,149
(1,230)
2,919
4,429
2015
2014
691 $
875
4,959 $
5,304
$
$
$
Balance, beginning of year
(Benefit)/provision
Other (deductions)/additions
Balance, end of year
2015
1,230 $
(26)
(68)
1,136 $
2014
1,360 $
(25)
(105)
1,230 $
2013
1,233
111
16
1,360
$
$
For additional unaudited information on our income tax policies, including our reserves for income taxes,
see “Our Critical Accounting Policies” in Management’s Discussion and Analysis of Financial Condition
and Results of Operations.
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Table of Contents
Reserves
A number of years may elapse before a particular matter, for which we have established a reserve, is audited
and finally resolved. The number of years with open tax audits varies depending on the tax jurisdiction. Our
major taxing jurisdictions and the related open tax audits are as follows:
Jurisdiction
United States
Mexico
United Kingdom
Canada (Domestic)
Canada (International)
Russia
Years Open to
Audit
2010-2014
2010-2014
2013-2014
2011-2014
2008-2014
2012-2014
Years Currently
Under Audit
None
None
None
2011-2013
2008-2013
2012-2014
While it is often difficult to predict the final outcome or the timing of resolution of any particular tax matter,
we believe that our reserves reflect the probable outcome of known tax contingencies. We adjust these
reserves, as well as the related interest, in light of changing facts and circumstances. Settlement of any
particular issue would usually require the use of cash. Favorable resolution would be recognized as a reduction
to our annual tax rate in the year of resolution. For further unaudited information on the impact of the resolution
of open tax issues, see “Other Consolidated Results” in Management’s Discussion and Analysis of Financial
Condition and Results of Operations.
In the fourth quarter of 2015, we reached an agreement with the IRS resolving substantially all open matters
related to the audits of taxable years 2010 and 2011 (two immaterial matters were still open as of December
26, 2015). The agreement resulted in a fourth quarter non-cash tax benefit totaling $230 million.
In 2013, we reached an agreement with the IRS resolving all open matters related to the audits for taxable
years 2003 through 2009. As a result, we made U.S. Federal net cash tax payments of $758 million, including
interest. The settlement reduced our 2013 net cash provided by operating activities and our reserves for
uncertain tax positions for the tax years 2003 through 2012 and resulted in a non-cash tax benefit of $209
million in 2013. In addition, payments for other U.S. Federal, state and local tax matters related to open tax
years totaling $226 million were made in 2013. See additional unaudited information in “Items Affecting
Comparability” in Management’s Discussion and Analysis of Financial Condition and Results of Operations.
As of December 26, 2015, the total gross amount of reserves for income taxes, reported in other liabilities,
was $1,547 million. We accrue interest related to reserves for income taxes in our provision for income taxes
and any associated penalties are recorded in selling, general and administrative expenses. The gross amount
of interest accrued, reported in other liabilities, was $144 million as of December 26, 2015, of which $14
million of expense was recognized in 2015. The gross amount of interest accrued, reported in other liabilities,
was $141 million as of December 27, 2014, of which $31 million of expense was recognized in 2014.
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Table of Contents
A rollforward of our reserves for all federal, state and foreign tax jurisdictions, is as follows:
Balance, beginning of year
Additions for tax positions related to the current year
Additions for tax positions from prior years
Reductions for tax positions from prior years
Settlement payments
Statutes of limitations expiration
Translation and other
Balance, end of year
Carryforwards and Allowances
2015
1,587 $
248
122
(261)
(78)
(34)
(37)
1,547 $
2014
1,268
349
215
(81)
(70)
(42)
(52)
1,587
$
$
Operating loss carryforwards totaling $10.9 billion at year-end 2015 are being carried forward in a number
of foreign and state jurisdictions where we are permitted to use tax operating losses from prior periods to
reduce future taxable income. These operating losses will expire as follows: $0.2 billion in 2016, $9.8 billion
between 2017 and 2035 and $0.9 billion may be carried forward indefinitely. We establish valuation
allowances for our deferred tax assets if, based on the available evidence, it is more likely than not that some
portion or all of the deferred tax assets will not be realized.
Undistributed International Earnings
As of December 26, 2015, we had approximately $40.2 billion of undistributed international earnings. We
intend to continue to reinvest earnings outside the U.S. for the foreseeable future and, therefore, have not
recognized any U.S. tax expense on these earnings. It is not practicable for us to determine the amount of
unrecognized U.S. tax expense on these reinvested international earnings.
Note 6 — Share-Based Compensation
Our share-based compensation program is designed to attract and retain employees while also aligning
employees’ interests with the interests of our shareholders. Stock options, restricted stock units (RSUs),
performance stock units (PSUs) and PepsiCo equity performance units (PEPunits) are granted to employees
under the shareholder-approved 2007 Long-Term Incentive Plan (LTIP). Each RSU represents our obligation
to deliver to the holder one share of PepsiCo common stock when the award vests at the end of the service
period. PSUs are awards where the number of shares delivered to the holder upon vesting at the end of the
service period depends on PepsiCo’s performance against specified targets. During the vesting period, RSUs
and PSUs accrue dividend equivalents that pay out in cash (without interest) if and when the applicable RSU
or PSU vests and becomes payable. PEPunits provide an opportunity to earn shares of PepsiCo common
stock with a value that adjusts based upon changes in PepsiCo’s absolute stock price as well as PepsiCo’s
Total Shareholder Return relative to the S&P 500 over a three-year performance period.
The Company may use authorized and unissued shares to meet share requirements resulting from the exercise
of stock options and the vesting of RSUs and PSUs as well as PEPunits.
As of December 26, 2015, 91 million shares were available for future share-based compensation grants.
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Table of Contents
The following table summarizes our total share-based compensation expense:
Share-based compensation expense
Restructuring and impairment charges/(credits)
Total
Income tax benefits recognized in earnings related to share-based
compensation
2015
295 $
4
299 $
2014
297
(3)
294
77 $
75
2013
303
—
303
76
$
$
$
$
$
$
As of December 26, 2015, there was $335 million of total unrecognized compensation cost related to
nonvested share-based compensation grants. This unrecognized compensation cost is expected to be
recognized over a weighted-average period of two years.
Method of Accounting and Our Assumptions
We account for our employee stock options under the fair value method of accounting using a Black-Scholes
valuation model to measure stock option expense at the date of grant. The fair value of RSUs is measured
at the market price of the Company’s stock on the date of grant. The fair value of PSUs is measured at the
market price of the Company’s stock on the date of grant with the exception of market-based awards, for
which we use the Monte-Carlo simulation option-pricing model to determine the fair value. The Monte-Carlo
simulation option-pricing model uses the same input assumptions as the Black-Scholes model; however, it
also further incorporates into the fair-value determination the possibility that the market condition may not
be satisfied. Compensation costs related to these awards are recognized regardless of whether the market
condition is satisfied, provided that the requisite service has been provided.
All stock option grants have an exercise price equal to the fair market value of our common stock on the
date of grant and generally have a 10-year term. We do not backdate, reprice or grant share-based compensation
awards retroactively. Repricing of awards would require shareholder approval under the LTIP.
The fair value of share-based award grants is amortized to expense over the vesting period, primarily three
years. Awards to employees eligible for retirement prior to the award becoming fully vested are amortized
to expense over the period through the date that the employee first becomes eligible to retire and is no longer
required to provide service to earn the award. Executives who are awarded long-term incentives based on
their performance may generally elect to receive their grant in the form of stock options or RSUs, or a
combination thereof. Executives who elect RSUs receive one RSU for every four stock options that would
have otherwise been granted. Certain executive officers and other senior executives do not have a choice
and, through 2015, were granted a combination of 60% PEPunits measuring both absolute and relative stock
price performance and 40% long-term cash based on achievement of specific performance operating metrics.
Beginning in 2016, certain executive officers and other senior executives will be granted 66% performance
stock units and 34% long-term cash, each of which will be subject to pre-established performance targets.
Certain executives are granted performance-based stock units which require the achievement of specified
financial and/or operational performance metrics. The number of shares may be increased to the maximum
or reduced to the minimum threshold based on the results of these performance metrics in accordance with
the terms established at the time of the award.
Our weighted-average Black-Scholes fair value assumptions are as follows:
Expected life
Risk-free interest rate
Expected volatility
Expected dividend yield
2015
7 years
1.8%
15%
2.7%
2014
6 years
1.9%
16%
2.9%
2013
6 years
1.1%
17%
2.7%
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Table of Contents
The expected life is the period over which our employee groups are expected to hold their options. It is based
on our historical experience with similar grants. The risk-free interest rate is based on the expected U.S.
Treasury rate over the expected life. Volatility reflects movements in our stock price over the most recent
historical period equivalent to the expected life. Dividend yield is estimated over the expected life based on
our stated dividend policy and forecasts of net income, share repurchases and stock price.
A summary of our share-based compensation activity for the year ended December 26, 2015 is as follows:
Our Stock Option Activity
Outstanding at December 27, 2014
Granted
Exercised
Forfeited/expired
Outstanding at December 26, 2015
Exercisable at December 26, 2015
Expected to vest as of December 26, 2015
Options(a)
38,857 $
1,884 $
(8,483) $
(786) $
31,472 $
24,609 $
6,365 $
Weighted-
Average
Exercise
Price
Weighted-
Average
Contractual
Life
Remaining
(years)
Aggregate
Intrinsic
Value(b)
64.06
98.19
59.51
77.73
66.98
62.20
83.60
4.38 $ 1,056,138
943,605
3.34 $
107,845
8.07 $
(a) Options are in thousands and include options previously granted under the PBG plan. No additional options or shares were granted under
the PBG plan after 2009.
(b) In thousands.
Our RSU and PSU Activity
Weighted-
Average
Grant-Date
Fair Value
Weighted-
Average
Contractual
Life
Remaining
(years)
Aggregate
Intrinsic
Value(a)
RSUs/PSUs(a)
Outstanding at December 27, 2014
Granted (b)
Converted
Forfeited
Actual performance change (c)
Outstanding at December 26, 2015 (d)
Expected to vest as of December 26, 2015
11,228 $
2,759 $
(3,920) $
(1,000) $
41 $
9,108 $
8,389 $
74.49
99.17
67.91
82.10
89.34
84.03
83.52
1.29 $
1.21 $
915,727
843,472
(a) In thousands.
(b) Grant activity for all PSUs are disclosed at target.
(c) Reflects the net number of PSUs above and below target levels based on actual performance measured at the end of the performance period.
(d) The outstanding PSUs for which the performance period has not ended as of December 26, 2015, at the threshold, target and maximum
award levels were zero, 0.5 million and 0.7 million, respectively.
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Table of Contents
Our PEPunit Activity
Weighted-
Average
Grant-Date
Fair Value
Weighted-
Average
Contractual
Life
Remaining
(years)
Aggregate
Intrinsic
Value(a)
PEPunits(a)
Outstanding at December 27, 2014
Granted (b)
Converted
Forfeited
Actual performance change (c)
Outstanding at December 26, 2015 (d)
Expected to vest as of December 26, 2015
$
953
300
$
(395) $
(109) $
$
72
$
821
$
763
61.04
68.94
64.36
60.22
64.81
62.77
62.95
1.19 $
1.19 $
82,546
76,751
(a) In thousands.
(b) Grant activity for all PEPunits are disclosed at target.
(c) Reflects the net number of PEPunits above and below target levels based on actual performance measured at the end of the performance
period.
(d) The outstanding PEPunits for which the performance period has not ended as of December 26, 2015, at the threshold, target and maximum
award levels were zero, 0.8 million and 1.4 million, respectively.
Other Share-Based Compensation Data
Stock Options
Total number of options granted (a)
Weighted-average grant-date fair value of options granted
Total intrinsic value of options exercised (a)
Total grant-date fair value of options vested (a)
RSUs/PSUs
Total number of RSUs/PSUs granted (a)
Weighted-average grant-date fair value of RSUs/PSUs granted
Total intrinsic value of RSUs/PSUs converted (a)
Total grant-date fair value of RSUs/PSUs vested (a)
PEPunits
Total number of PEPunits granted (a)
Weighted-average grant-date fair value of PEPunits granted
Total intrinsic value of PEPunits converted (a)
Total grant-date fair value of PEPunits vested (a)
(a) In thousands.
2015
2014
2013
3,416
1,884
10.80 $
2,868
8.14
$
$ 366,188 $ 423,251 $ 471,475
$ 21,837 $ 42,353 $ 88,750
8.79 $
4,379
80.39 $
2,759
99.17 $
4,231
76.30
$
$ 375,510 $ 319,820 $ 294,065
$ 257,831 $ 241,836 $ 236,688
300
68.94 $
$
$ 37,705 $
$ 22,286 $
387
50.95 $
— $
5,072 $
355
68.48
3,868
5,896
As of December 26, 2015 and December 27, 2014, there were approximately 293,000 and 324,000
outstanding awards, respectively, consisting primarily of phantom stock units that were granted under the
PepsiCo Director Deferral Program and will be settled in shares of PepsiCo common stock pursuant to the
LTIP at the end of the applicable deferral period, not included in the tables above.
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Table of Contents
Note 7 — Pension, Retiree Medical and Savings Plans
In the fourth quarter of 2014, the Company offered certain former employees who had vested benefits in our
U.S. defined benefit pension plans the option of receiving a one-time lump sum payment equal to the present
value of the participant’s pension benefit (payable in cash or rolled over into a qualified retirement plan or
IRA). In the fourth quarter of 2014, we made a discretionary contribution of $388 million to fund substantially
all of these payments. The Company recorded a pre-tax non-cash settlement charge of $141 million ($88
million after-tax or $0.06 per share) in 2014 as a result of this transaction. See additional unaudited information
in “Items Affecting Comparability” in Management’s Discussion and Analysis of Financial Condition and
Results of Operations.
During 2014, we revised our mortality assumptions to include the impact of the new set of mortality tables
issued by the Society of Actuaries, adjusted to reflect our experience and future expectations. This resulted
in an increase in the projected benefit obligation of our U.S. pension and retiree medical programs. We also
reviewed and revised other demographic assumptions to reflect recent experience. The net effect of these
changes and certain plan design changes resulted in an increase of approximately $150 million in the projected
benefit obligation at December 27, 2014.
The provisions of both the Patient Protection and Affordable Care Act and the Health Care and Education
Reconciliation Act are reflected in our retiree medical expenses and liabilities and were not material to our
financial statements.
Gains and losses resulting from actual experience differing from our assumptions, including the difference
between the actual return on plan assets and the expected return on plan assets, and from changes in our
assumptions are determined at each measurement date. If this net accumulated gain or loss exceeds 10% of
the greater of the market-related value of plan assets or plan liabilities, a portion of the net gain or loss is
included in expense for the following year based upon the average remaining service period of active plan
participants, which is approximately 11 years for pension expense and approximately 8 years for retiree
medical expense. The cost or benefit of plan changes that increase or decrease benefits for prior employee
service (prior service cost/(credit)) is included in earnings on a straight-line basis over the average remaining
service period of active plan participants.
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Table of Contents
Selected financial information for our pension and retiree medical plans is as follows:
Change in projected benefit liability
Liability at beginning of year
Service cost
Interest cost
Plan amendments
Participant contributions
Experience (gain)/loss
Benefit payments
Settlement/curtailment gain
Special termination benefits
Foreign currency adjustment
Liability at end of year
Change in fair value of plan assets
Fair value at beginning of year
Actual return on plan assets
Employer contributions/funding
Participant contributions
Benefit payments
Settlement
Foreign currency adjustment
Fair value at end of year
Funded status
Pension
Retiree Medical
U.S.
International
2015
2014
2015
2014
2015
2014
$
13,409
$
11,825
$
3,247
$
2,859
$
1,439
$
1,384
435
546
16
—
(583)
(808)
—
18
—
393
580
(122)
—
1,635
(349)
(577)
24
—
99
115
1
2
(221)
(89)
(19)
1
(264)
98
131
—
3
512
(86)
(25)
—
(245)
35
52
—
—
(115)
(102)
—
1
(10)
36
58
(125)
—
190
(101)
—
3
(6)
$
13,033
$
13,409
$
2,872
$
3,247
$
1,300
$
1,439
$
12,224
$
11,462
$
3,002
$
2,777
$
415
$
406
$
$
(85)
66
—
(808)
—
—
1,254
434
—
(349)
(577)
—
77
96
2
(89)
(16)
(249)
401
157
3
(86)
(24)
(226)
(2)
43
—
46
64
—
(102)
(101)
—
—
—
—
415
11,397
$
12,224
$
2,823
$
3,002
$
354
$
(1,636) $
(1,185) $
(49) $
(245) $
(946) $
(1,024)
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Table of Contents
Amounts recognized
Other assets
Other current liabilities
Other liabilities
Net amount recognized
Pension
Retiree Medical
U.S.
International
2015
2014
2015
2014
2015
2014
$
— $
97
$
56
$
37
$
— $
(47)
(42)
(1,589)
(1,240)
(1)
(104)
(1)
(281)
(63)
(883)
—
(57)
(967)
$
(1,636) $
(1,185) $
(49) $
(245) $
(946) $
(1,024)
Amounts included in accumulated other comprehensive loss (pre-tax)
Net loss/(gain)
Prior service cost/(credit)
Total
$
$
3,065
1
3,066
$
$
2,918
(18)
2,900
$
$
733
(7)
726
$
$
1,003
(7)
996
Components of the increase/(decrease) in net loss/(gain) included in accumulated other comprehensive loss
Change in discount rate
(150) $
(593) $
1,424
$
$
636
$
$
$
Employee-related assumption changes
Liability-related experience different from assumptions
Actual asset return different from expected return
Amortization and settlement of losses
Other, including foreign currency adjustments
Total
Accumulated benefit obligation at end of year
(35)
51
935
(205)
(6)
147
12,077
$
$
345
(104)
(470)
(316)
(30)
849
12,206
$
$
$
$
The components of benefit expense are as follows:
6
(77)
97
(77)
(69)
(112)
(12)
(225)
(61)
(72)
(270) $
154
$
(89) $
2,453
$
2,721
(138) $
(127)
(265) $
(49)
(166)
(215)
(42) $
(37)
(36)
29
(2)
(1)
98
58
34
(19)
4
(2)
173
Components of benefit expense
Service cost
Interest cost
Expected return on plan assets
Amortization of prior service (credit)/cost
Amortization of net loss/(gain)
Settlement/curtailment loss/(gain) (a)
Special termination benefits
Total
Pension
Retiree Medical
U.S.
International
2015
2014
2013
2015
2014
2013
2015
2014
2013
$ 435
546
(850)
(3)
205
333
—
18
$ 351
$ 393
580
(784)
21
175
385
141
24
$ 550
$ 467
527
(823)
18
289
478
(4)
22
$ 496
$
99
115
(174)
—
71
111
3
1
$ 115
$
98
131
(176)
—
53
106
7
—
$ 113
$ 111
118
(157)
1
66
139
7
—
$ 146
$
$
35
52
(27)
(39)
2
23
—
1
24
$
$
36
58
(27)
(28)
(4)
35
—
3
38
$
$
45
54
(27)
(23)
1
50
—
2
52
(a) U.S. includes a pension lump sum settlement charge of $141 million in 2014. See additional unaudited information in “Items Affecting
Comparability” in Management’s Discussion and Analysis of Financial Condition and Results of Operations.
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The estimated amounts to be amortized from accumulated other comprehensive loss into pre-tax expense in
2016 for our pension and retiree medical plans are as follows:
Net loss
Prior service credit
Total
Pension
Retiree Medical
U.S.
International
$
$
168
$
(1)
167
$
43
—
43
$
$
(2)
(37)
(39)
The following table provides the weighted-average assumptions used to determine projected benefit liability
and benefit expense for our pension and retiree medical plans:
Weighted-average assumptions
Liability discount rate
Expense discount rate
Expected return on plan assets
Liability rate of salary increases
Expense rate of salary increases
Pension
Retiree Medical
U.S.
International
2015
2014
2013
2015
2014
2013
2015
2014
2013
4.5%
4.2%
7.5%
3.1%
3.5%
4.2%
5.0%
7.5%
3.5%
3.7%
5.0%
4.2%
7.8%
3.7%
3.7%
4.0%
3.8%
6.5%
3.6%
3.6%
3.8%
4.7%
6.6%
3.6%
3.9%
4.7%
4.4%
6.6%
3.9%
3.9%
4.2%
3.8%
7.5%
3.8%
4.3%
7.5%
4.6%
3.7%
7.8%
The following table provides selected information about plans with accumulated benefit obligation and total
projected benefit liability in excess of plan assets:
Pension
Retiree Medical
U.S.
International
2015
2014
2015
2014
2015
2014
Selected information for plans with accumulated benefit obligation in excess of plan assets
Liability for service to date
Fair value of plan assets
$
$
(6,536) $
(661) $
(155) $
5,698
$
2
$
112
$
(333)
288
Selected information for plans with projected benefit liability in excess of plan assets
Benefit liability
Fair value of plan assets
$
$
(13,033) $
(7,385) $
(511) $
(2,865) $
(1,300) $
(1,439)
11,397
$
6,103
$
406
$
2,583
$
354
$
415
Of the total projected pension benefit liability at year-end 2015, $780 million relates to plans that we do not
fund because the funding of such plans does not receive favorable tax treatment.
Future Benefit Payments and Funding
Our estimated future benefit payments are as follows:
Pension
Retiree medical (a)
2016
755
120
$
$
2017
780
120
$
$
2018
835
120
$
$
2019
880
120
$
$
2020
2021-25
930
115
$
$
5,335
535
$
$
(a) Expected future benefit payments for our retiree medical plans do not reflect any estimated subsidies expected to be received under the
2003 Medicare Act. Subsidies are expected to be approximately $2 to $3 million for each of the years from 2016 through 2020 and
approximately $9 million in total for 2021 through 2025.
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These future benefit payments to beneficiaries include payments from both funded and unfunded plans.
In 2016, we expect to make pension and retiree medical contributions of approximately $215 million, with
approximately $65 million for retiree medical benefits.
Plan Assets
Our pension plan investment strategy includes the use of actively managed accounts and is reviewed
periodically in conjunction with plan liabilities, an evaluation of market conditions, tolerance for risk and
cash requirements for benefit payments. This strategy is also applicable to funds held for the retiree medical
plans. Our investment objective includes ensuring that funds are available to meet the plans’ benefit
obligations when they become due. Our overall investment policy is to prudently invest plan assets in a well-
diversified portfolio of equity and high-quality debt securities and real estate to achieve our long-term return
expectations. Our investment policy also permits the use of derivative instruments which are primarily used
to reduce risk.
For 2016 and 2015, our expected long-term rate of return on U.S. plan assets is 7.5%. Our target investment
allocations for U.S. plan assets are as follows:
Fixed income
U.S. equity
International equity
Real estate
2016
40%
33%
22%
5%
2015
40%
33%
22%
5%
Actual investment allocations may vary from our target investment allocations due to prevailing market
conditions. We regularly review our actual investment allocations and periodically rebalance our investments
to our target allocations.
The expected return on plan assets is based on our investment strategy and our expectations for long-term
rates of return by asset class, taking into account volatility and correlation among asset classes and our
historical experience. We also review current levels of interest rates and inflation to assess the reasonableness
of the long-term rates. We evaluate our expected return assumptions annually to ensure that they are
reasonable. To calculate the expected return on plan assets, our market-related value of assets for fixed income
is the actual fair value. For all other asset categories, we use a method that recognizes investment gains or
losses (the difference between the expected and actual return based on the market-related value of assets)
over a five-year period. This has the effect of reducing year-to-year volatility.
Contributions to our pension and retiree medical plans were as follows:
Discretionary (a)
Non-discretionary
Total
Pension
Retiree Medical
2015
— $
162
162
$
2014
407
184
591
$
$
2013
23
177
200
$
$
2015
2014
2013
— $
43
43
$
— $
64
64
$
—
62
62
$
$
(a) Includes $388 million in 2014 pertaining to pension lump sum payments.
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Plan assets measured at fair value as of fiscal year-end 2015 and 2014 are categorized consistently by level
in both years, and are as follows:
2015
Quoted Prices in
Active Markets for
Identical Assets
(Level 1)
Significant
Other
Observable
Inputs (Level 2)
Significant
Unobservable
Inputs (Level 3)
Total
2014
Total
$
$
$
U.S. plan assets (a)
Equity securities:
U.S. common stock (b)
U.S. commingled funds (c) (d)
International common stock (b)
International commingled fund (e)
Preferred stock (f)
Fixed income securities:
Government securities (f)
Corporate bonds (f) (g)
Mortgage-backed securities (f)
Other:
Contracts with insurance companies (h)
Real estate commingled funds (i)
Cash and cash equivalents
Sub-total U.S. plan assets
Dividends and interest receivable
Total U.S. plan assets
International plan assets
Equity securities:
U.S. common stock (b)
U.S. commingled funds (c)
International common stock (b)
International commingled funds (e)
Preferred stock (f)
Fixed income securities:
Government securities (f)
Corporate bonds (f)
Fixed income commingled funds (j)
Other:
Contracts with insurance companies (h)
Currency commingled fund (k)
Real estate commingled fund (i)
Cash and cash equivalents
Sub-total international plan assets
Dividends and interest receivable
Total international plan assets
$
$
$
$
$
1,415
2,369
1,203
1,113
9
1,181
3,191
207
7
735
267
11,697
54
11,751
4
198
148
1,142
—
433
439
308
32
—
100
12
2,816
7
2,823
1,415
—
1,203
—
—
—
—
—
—
—
267
2,885
4
—
148
—
—
—
—
—
—
—
—
12
164
$
— $
2,369
—
1,113
9
1,181
3,191
207
—
—
—
8,070
$
— $
198
—
1,142
—
433
439
308
—
—
—
—
2,520
$
$
$
$
— $
—
—
—
—
—
—
—
7
735
—
742
$
— $
—
—
—
—
—
—
—
32
—
100
—
132
$
966
3,437
1,488
876
22
1,279
3,338
274
6
629
267
12,582
57
12,639
5
373
171
918
1
454
320
517
36
87
92
21
2,995
7
3,002
(a) 2015 and 2014 amounts include $354 million and $415 million, respectively, of retiree medical plan assets that are restricted for purposes of
providing health benefits for U.S. retirees and their beneficiaries.
Includes one large-cap fund that represents 18% and 25% of total U.S. plan assets for 2015 and 2014, respectively.
(b) Based on quoted market prices in active markets.
(c) Based on the fair value of the investments owned by these funds that track various U.S. large, mid-cap and small company indices.
(d)
(e) Based on the fair value of the investments owned by these funds that track various non-U.S. equity indices.
(f) Based on quoted bid prices for comparable securities in the marketplace and broker/dealer quotes in active markets.
(g) Corporate bonds of U.S.-based companies represent 23% of total U.S. plan assets for both 2015 and 2014.
(h) Based on the fair value of the contracts as determined by the insurance companies using inputs that are not observable.
(i) Based on the appraised value of the investments owned by these funds as determined by independent third parties using inputs that are not observable.
(j) Based on the fair value of the investments owned by these funds that track various government and corporate bond indices.
(k) Based on the fair value of the investments owned by this fund that invests primarily in derivatives to hedge currency exposure.
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The changes in Level 3 plan assets are as follows:
Real estate commingled funds
Contracts with insurance companies
Total
Balance,
Beginning
2014
Return on
Assets
Held at
Year-End
Purchases
and Sales,
Net
Balance,
End of
2014
Return on
Assets
Held at
Year-End
Purchases
and Sales,
Net
Balance,
End of
2015
$
$
635
40
675
$
$
68
2
70
$
$
18
—
18
$
$
721
42
763
$
$
99
(3)
96
$
$
15
—
15
$
$
835
39
874
Retiree Medical Cost Trend Rates
Average increase assumed
Ultimate projected increase (a)
Year of ultimate projected increase (a)
2016
2015
6%
5%
6%
5%
2039
2025
(a) During 2015, we revised our retiree trend assumption to reflect our experience and future expectations for changes in the cost of medical coverage, including
a longer grade down period to the ultimate rate.
These assumed health care cost trend rates have an impact on the retiree medical plan expense and liability,
however the cap on our share of retiree medical costs limits the impact. A 1-percentage-point change in the
assumed health care trend rate would have the following effects:
2015 service and interest cost components
2015 benefit liability
Savings Plan
1%
Increase
1%
Decrease
$
$
4
40
$
$
(3)
(36)
Certain U.S. employees are eligible to participate in 401(k) savings plans, which are voluntary defined
contribution plans. The plans are designed to help employees accumulate additional savings for retirement,
and we make Company matching contributions for certain employees on a portion of eligible pay based on
years of service.
Certain U.S. salaried employees, who are not eligible to participate in a defined benefit pension plan, are
also eligible to receive an employer contribution to the 401(k) savings plan based on age and years of service
regardless of employee contribution.
In 2015, 2014 and 2013, our total Company contributions were $148 million, $130 million and $122 million,
respectively.
For additional unaudited information on our pension and retiree medical plans and related accounting policies
and assumptions, see “Our Critical Accounting Policies” in Management’s Discussion and Analysis of
Financial Condition and Results of Operations.
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Note 8 — Related Party Transactions
Our related party transactions in 2015, 2014 and 2013 were not material.
We coordinate, on an aggregate basis, the contract negotiations of raw material requirements, including
sweeteners, aluminum cans and plastic bottles and closures for us and certain of our independent bottlers.
Once we have negotiated the contracts, the bottlers order and take delivery directly from the supplier and
pay the suppliers directly. Consequently, these transactions are not reflected in our consolidated financial
statements. As the contracting party, we could be liable to these suppliers in the event of any nonpayment
by our bottlers, but we consider this exposure to be remote.
In addition, our joint ventures with Unilever (under the Lipton brand name) and Starbucks sell finished goods
(ready-to-drink teas and coffees, respectively) and concentrate to us and our noncontrolled bottling affiliates.
Consistent with accounting for equity method investments, our joint venture revenue is not included in our
consolidated net revenue.
Certain members of our Board of Directors also serve on the boards of certain vendors and customers. These
Board members do not participate in our vendor selection and negotiations nor in our customer negotiations.
Our transactions with these vendors and customers are in the normal course of business and are consistent
with terms negotiated with other vendors and customers. In addition, certain of our employees serve on the
boards of Pepsi Bottling Ventures LLC and other affiliated companies of PepsiCo and do not receive
incremental compensation for such services.
Note 9 — Debt Obligations and Commitments
The following table summarizes the Company’s debt obligations:
Short-term debt obligations
Current maturities of long-term debt
Commercial paper (0.3% and 0.1%)
Other borrowings (10.0% and 17.7%)
Long-term debt obligations
Notes due 2015 (1.4%)
Notes due 2016 (2.6% and 2.6%)
Notes due 2017 (1.2% and 1.6%)
Notes due 2018 (3.6% and 4.4%)
Notes due 2019 (3.7% and 3.7%)
Notes due 2020 (2.4% and 3.8%)
Notes due 2021-2046 (3.9% and 4.0%)
Other, due 2016-2021 (4.3% and 4.4%)
Less: current maturities of long-term debt obligations
Total
The interest rates in the above table reflect weighted-average rates at year-end.
108
2015
2014
$
$
3,109 $
770
192
4,071 $
4,096
746
234
5,076
$
— $
4,093
3,099
2,004
3,410
1,631
1,983
11,657
40
27,917
(4,096)
$ 29,213 $ 23,821
3,087
4,392
4,122
1,627
3,830
15,228
36
32,322
(3,109)
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In 2015, we issued the following senior notes:
Interest Rate
Floating rate
1.250%
1.850%
2.750%
Floating rate
1.125%
3.100%
3.500%
4.600%
Floating rate
1.000%
2.150%
4.450%
Maturity Date
April 2018 $
April 2018
April 2020
April 2025
July 2017
July 2017
July 2022
July 2025
July 2045
October 2017
October 2017
October 2020
April 2046
$
Amount
250
500
750
1,000
600
650
800
700
500
700
450
1,100
750
8,750 (a)
(a) Represents gross proceeds from issuances of long-term debt excluding debt issuance costs and discounts.
The net proceeds from the issuances of the above notes were used for general corporate purposes, including
the repayment of commercial paper.
In 2015, we entered into a new five-year unsecured revolving credit agreement (Five-Year Credit Agreement)
which expires on June 8, 2020. The Five-Year Credit Agreement enables us and our borrowing subsidiaries
to borrow up to $3.7225 billion, subject to customary terms and conditions. We may request that commitments
under this agreement be increased up to $4.5 billion. Additionally, we may, once a year, request renewal of
the agreement for an additional one-year period.
Also, in 2015, we entered into a new 364-day unsecured revolving credit agreement (364-Day Credit
Agreement) which expires on June 6, 2016. The 364-Day Credit Agreement enables us and our borrowing
subsidiaries to borrow up to $3.7225 billion, subject to customary terms and conditions. We may request that
commitments under this agreement be increased up to $4.5 billion. We may request renewal of this facility
for an additional 364-day period or convert any amounts outstanding into a term loan for a period of up to
one year, which would mature no later than the anniversary of the then effective termination date. The Five-
Year Credit Agreement and the 364-Day Credit Agreement together replaced our $3.7725 billion five-year
credit agreement dated as of June 9, 2014 and our $3.7725 billion 364-day credit agreement dated as of June
9, 2014. Funds borrowed under the Five-Year Credit Agreement and the 364-Day Credit Agreement may be
used for general corporate purposes. Subject to certain conditions, we may borrow, prepay and reborrow
amounts under these agreements. As of December 26, 2015, there were no outstanding borrowings under
the Five-Year Credit Agreement or the 364-Day Credit Agreement.
In addition, as of December 26, 2015, our international debt of $193 million was related to borrowings from
external parties including various lines of credit. These lines of credit are subject to normal banking terms
and conditions and are fully committed at least to the extent of our borrowings.
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Long-Term Contractual Commitments (a)
The following table summarizes our long-term contractual commitments by period:
`
Long-term debt obligations (b)
Interest on debt obligations (c)
Operating leases
Purchasing commitments (d)
Marketing commitments (d)
2021 and
beyond
15,064
6,349
433
114
423
22,383
(a) Based on year-end foreign exchange rates. Reserves for uncertain tax positions are excluded from the table above as we are unable to
Payments Due by Period
2017 –
2018
8,396 $
1,770
660
798
773
Total
$ 28,907 $
10,431
1,860
1,767
2,251
$ 45,216 $
2019 –
2020
5,447 $
1,325
380
220
627
7,999 $
2,437 $ 12,397 $
987
387
635
428
— $
2016
reasonably predict the ultimate amount or timing of any such settlements.
(b) Excludes $3,109 million related to current maturities of debt, $306 million related to the fair value adjustments for debt acquired in
acquisitions and interest rate swaps and $162 million related to unamortized discount.
(c) Interest payments on floating-rate debt are estimated using interest rates effective as of December 26, 2015.
(d) Primarily reflects non-cancelable commitments as of December 26, 2015.
Most long-term contractual commitments, except for our long-term debt obligations, are not recorded on our
balance sheet. Operating leases primarily represent building leases. Non-cancelable purchasing commitments
are primarily for oranges and orange juice. Non-cancelable marketing commitments are primarily for sports
marketing. Bottler funding to independent bottlers is not reflected in our long-term contractual commitments
as it is negotiated on an annual basis. Accrued liabilities for pension and retiree medical plans are not reflected
in our long-term contractual commitments. See Note 7 for additional information regarding our pension and
retiree medical obligations.
Off-Balance-Sheet Arrangements
It is not our business practice to enter into off-balance-sheet arrangements, other than in the normal course
of business. See Note 8 regarding contracts related to certain of our bottlers.
See “Our Liquidity and Capital Resources” in Management’s Discussion and Analysis of Financial Condition
and Results of Operations for further unaudited information on our borrowings.
Note 10 — Financial Instruments
Derivatives
We are exposed to market risks arising from adverse changes in:
•
•
•
commodity prices, affecting the cost of our raw materials and energy;
foreign exchange rates and currency restrictions; and
interest rates.
In the normal course of business, we manage commodity price, foreign exchange and interest rate risks
through a variety of strategies, including productivity initiatives, global purchasing programs and hedging.
Ongoing productivity initiatives involve the identification and effective implementation of meaningful cost-
saving opportunities or efficiencies, including the use of derivatives. Our global purchasing programs include
fixed-price contracts and purchase orders and pricing agreements.
Our hedging strategies include the use of derivatives. Certain derivatives are designated as either cash flow
or fair value hedges and qualify for hedge accounting treatment, while others do not qualify and are marked
to market through earnings. Cash flows from derivatives used to manage commodity price, foreign exchange
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or interest rate risks are classified as operating activities in the Consolidated Statement of Cash Flows. We
classify both the earnings and cash flow impact from these derivatives consistent with the underlying hedged
item. See “Our Business Risks” in Management’s Discussion and Analysis of Financial Condition and Results
of Operations for further unaudited information on our business risks.
For cash flow hedges, the effective portion of changes in fair value is deferred in accumulated other
comprehensive loss within common shareholders’ equity until the underlying hedged item is recognized in
net income. For fair value hedges, changes in fair value are recognized immediately in earnings, consistent
with the underlying hedged item. Hedging transactions are limited to an underlying exposure. As a result,
any change in the value of our derivative instruments would be substantially offset by an opposite change
in the value of the underlying hedged items. We do not use derivative instruments for trading or speculative
purposes. We perform assessments of our counterparty credit risk regularly, including reviewing netting
agreements, if any, and a review of credit ratings, credit default swap rates and potential nonperformance of
the counterparty. Based on our most recent assessment of our counterparty credit risk, we consider this risk
to be low. In addition, we enter into derivative contracts with a variety of financial institutions that we believe
are creditworthy in order to reduce our concentration of credit risk.
Commodity Prices
We are subject to commodity price risk because our ability to recover increased costs through higher pricing
may be limited in the competitive environment in which we operate. This risk is managed through the use
of fixed-price contracts and purchase orders, pricing agreements and derivative instruments, which include
swaps and futures. In addition, risk to our supply of certain raw materials is mitigated through purchases
from multiple geographies and suppliers. We use derivatives, with terms of no more than three years, to
economically hedge price fluctuations related to a portion of our anticipated commodity purchases, primarily
for agricultural products, metals and energy. Ineffectiveness for those derivatives that qualify for hedge
accounting treatment was not material for all periods presented. Derivatives used to hedge commodity price
risk that do not qualify for hedge accounting treatment are marked to market each period with the resulting
gains and losses recorded in corporate unallocated expenses as either cost of sales or selling, general and
administrative expenses, depending on the underlying commodity. These gains and losses are subsequently
reflected in division results when the divisions recognize the cost of the underlying commodity in operating
profit.
Our open commodity derivative contracts had a notional value of $1.0 billion as of December 26, 2015 and
$1.2 billion as of December 27, 2014.
Foreign Exchange
Our operations outside of the U.S. generated 44% of our net revenue in 2015, with Mexico, Russia, Canada,
the United Kingdom and Brazil comprising approximately 20% of our net revenue in 2015. As a result, we
are exposed to foreign exchange risks in the international markets in which our products are made,
manufactured, distributed or sold.
Additionally, we are exposed to foreign exchange risk from foreign currency purchases and foreign currency
assets and liabilities created in the normal course of business. We manage this risk through sourcing purchases
from local suppliers, negotiating contracts in local currencies with foreign suppliers and through the use of
derivatives, primarily forward contracts with terms of no more than two years. Exchange rate gains or losses
related to foreign currency transactions are recognized as transaction gains or losses in our income statement
as incurred.
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Our foreign currency derivatives had a total notional value of $2.1 billion as of December 26, 2015 and $2.7
billion as of December 27, 2014. Ineffectiveness for derivatives that qualify for hedge accounting treatment
was not material for all periods presented. For foreign currency derivatives that do not qualify for hedge
accounting treatment, all losses and gains were offset by changes in the underlying hedged items, resulting
in no material net impact on earnings.
Interest Rates
We centrally manage our debt and investment portfolios considering investment opportunities and risks, tax
consequences and overall financing strategies. We use various interest rate derivative instruments including,
but not limited to, interest rate swaps, cross-currency interest rate swaps, Treasury locks and swap locks to
manage our overall interest expense and foreign exchange risk. These instruments effectively change the
interest rate and currency of specific debt issuances. Certain of our fixed rate indebtedness has been swapped
to floating rates. The notional amount, interest payment and maturity date of the interest rate and cross-
currency interest rate swaps match the principal, interest payment and maturity date of the related debt. Our
Treasury locks and swap locks are entered into to protect against unfavorable interest rate changes relating
to forecasted debt transactions.
The notional values of the interest rate derivative instruments outstanding as of December 26, 2015 and
December 27, 2014 were $12.5 billion and $9.3 billion, respectively. Ineffectiveness for derivatives that
qualify for cash flow hedge accounting treatment was not material for all periods presented.
As of December 26, 2015, approximately 33% of total debt, after the impact of the related interest rate
derivative instruments, was exposed to variable rates, compared to approximately 25% as of December 27,
2014.
Available-for-Sale Securities
Investments in debt and marketable equity securities, other than investments accounted for under the equity
method, are classified as available-for-sale. All highly liquid investments with original maturities of three
months or less are classified as cash equivalents. Our investments in available-for-sale securities are reported
at fair value. Unrealized gains and losses related to changes in the fair value of available-for-sale securities
are recognized in accumulated other comprehensive loss within common shareholders’ equity. Unrealized
gains and losses on our investments in debt securities as of December 26, 2015 were not material. The pre-
tax unrealized gains on our investments in marketable equity securities were $115 million and $111 million
as of December 26, 2015 and December 27, 2014, respectively.
Changes in the fair value of available-for-sale securities impact net income only when such securities are
sold or an other-than-temporary impairment is recognized. We regularly review our investment portfolio to
determine if any security is other-than-temporarily impaired. In making this judgment, we evaluate, among
other things, the duration and extent to which the fair value of a security is less than its cost; the financial
condition of the issuer and any changes thereto; and our intent to sell, or whether we will more likely than
not be required to sell, the security before recovery of its amortized cost basis. Our assessment of whether
a security is other-than-temporarily impaired could change in the future due to new developments or changes
in assumptions related to any particular security. We recorded no other-than-temporary impairment charges
for the years ended December 26, 2015 and December 27, 2014.
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Tingyi-Asahi Beverages Holding Co. Ltd. Call Option
In connection with our transaction with Tingyi in the second quarter of 2012, we received a call option to
increase our holding in TAB to 20% that expired in the fourth quarter of 2015. During the third quarter of
2015, we concluded that the probability of exercising the option prior to its expiration was remote and,
accordingly, we recorded a pre- and after-tax charge of $73 million ($0.05 per share) to write off the value
of this call option. See “Items Affecting Comparability” in Management’s Discussion and Analysis of
Financial Condition and Results of Operations. The write-off of this call option did not impact the value of
our 5% indirect equity interest in TAB, which was $538 million as of December 26, 2015. We continue to
monitor the impact of economic and other developments on our investment in TAB.
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Fair Value Measurements
The fair values of our financial assets and liabilities as of December 26, 2015 and December 27, 2014 are
categorized as follows:
Available-for-sale securities:
Equity securities (b)
Debt securities (c)
Short-term investments (d)
Prepaid forward contracts (e)
Deferred compensation (f)
Derivatives designated as fair value hedging
instruments:
Interest rate (g)
Derivatives designated as cash flow hedging
instruments:
Foreign exchange (h)
Interest rate (g)
Commodity (i)
Derivatives not designated as hedging
instruments:
Foreign exchange (h)
Interest rate (g)
Commodity (i)
Total derivatives at fair value(j)
Total
2015
2014
Assets(a)
Liabilities(a)
Assets(a)
Liabilities(a)
127 $
7,231
7,358 $
193 $
27 $
— $
— $
—
— $
— $
— $
474 $
124 $
3,167
3,291 $
197 $
26 $
— $
—
—
—
—
—
504
129 $
12 $
140 $
—
76 $
—
—
76 $
8 $
44
12
64 $
269 $
7,847 $
6 $
311
7
324 $
10 $
56
141
207 $
543 $
1,017 $
76 $
1
3
80 $
12 $
57
18
87 $
307 $
3,821 $
12
117
10
139
13
75
166
254
393
897
$
$
$
$
$
$
$
$
$
$
$
$
(a) Unless otherwise noted, financial assets are classified on our Consolidated Balance Sheet within prepaid expenses and other current assets
and other assets. Financial liabilities are classified on our Consolidated Balance Sheet within accounts payable and other current liabilities
and other liabilities. Unless specifically indicated, all financial assets and liabilities are categorized as Level 2 assets or liabilities.
(b) Based on the price of common stock. Categorized as a Level 1 asset. These equity securities are classified as investments in noncontrolled
affiliates.
(c) Based on quoted broker prices or other significant inputs derived from or corroborated by observable market data. As of December 26,
2015, $4.5 billion and $2.7 billion of debt securities were classified as cash equivalents and short-term investments, respectively. As of
December 27, 2014, $0.8 billion and $2.4 billion of debt securities were classified as cash equivalents and short-term investments,
respectively. All of the Company’s available-for-sale debt securities have maturities of one year or less.
(d) Based on the price of index funds. Categorized as a Level 1 asset. These investments are classified as short-term investments and are used
to manage a portion of market risk arising from our deferred compensation liability.
(e) Based primarily on the price of our common stock.
(f) Based on the fair value of investments corresponding to employees’ investment elections.
(g) Based on LIBOR forward rates. As of December 26, 2015 and December 27, 2014, amounts related to non-designated instruments are
presented on a net basis on our Consolidated Balance Sheet.
(h) Based on recently reported market transactions of spot and forward rates.
(i) Based on recently reported market transactions, primarily swap arrangements.
(j) Unless otherwise noted, derivative assets and liabilities are presented on a gross basis on our Consolidated Balance Sheet. Amounts subject
to enforceable master netting arrangements or similar agreements which are not offset on the Consolidated Balance Sheet as of December 26,
2015 and December 27, 2014 were immaterial. Collateral received against any of our asset positions was immaterial.
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The carrying amounts of our cash and cash equivalents and short-term investments approximate fair value
due to their short-term maturity. The fair value of our debt obligations as of December 26, 2015 and
December 27, 2014 was $35 billion and $31 billion, respectively, based upon prices of similar instruments
in the marketplace, which are considered Level 2 inputs.
Pre-tax losses/(gains) on our derivative instruments are categorized as follows:
Fair Value/Non-
designated Hedges
Cash Flow Hedges
Losses/(Gains)
Recognized in
Income Statement(a)
2015
2014
$
$
(14) $
17
218
221
$
2 $
21
170
193 $
Losses/(Gains)
Recognized in
Accumulated Other
Comprehensive Loss
2015
(112) $
195
12
95 $
2014
(70) $
135
23
88 $
Foreign exchange
Interest rate
Commodity
Total
Losses/(Gains)
Reclassified from
Accumulated Other
Comprehensive Loss
into Income
Statement(b)
2015
(97) $
174
20
97 $
2014
(16)
233
32
249
(a) Foreign exchange derivative gains/losses are primarily included in selling, general and administrative expenses. Interest rate derivative
gains/losses are primarily from fair value hedges and are included in interest expense. These gains/losses are substantially offset by increases/
decreases in the value of the underlying debt, which are also included in interest expense. Commodity derivative gains/losses are included
in either cost of sales or selling, general and administrative expenses, depending on the underlying commodity.
(b) Foreign exchange derivative gains/losses are primarily included in cost of sales. Interest rate derivative gains/losses are included in interest
expense. Commodity derivative gains/losses are included in either cost of sales or selling, general and administrative expenses, depending
on the underlying commodity.
Based on current market conditions, we expect to reclassify net gains of $33 million related to our cash flow
hedges from accumulated other comprehensive loss into net income during the next 12 months.
Note 11 — Net Income Attributable to PepsiCo per Common Share
Basic net income attributable to PepsiCo per common share is net income available for PepsiCo common
shareholders divided by the weighted average of common shares outstanding during the period. Diluted net
income attributable to PepsiCo per common share is calculated using the weighted average of common shares
outstanding adjusted to include the effect that would occur if in-the-money employee stock options were
exercised and RSUs, PSUs, PEPunits and preferred shares were converted into common shares. Options to
purchase 1.5 million shares in 2015 and 0.6 million shares in 2013 were not included in the calculation of
diluted earnings per common share because these options were out-of-the-money. Out-of-the-money options
during 2014 were nominal. These out-of-the-money options had average exercise prices of $99.25 in 2015,
$82.25 in 2014 and $75.69 in 2013.
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The computations of basic and diluted net income attributable to PepsiCo per common share are as follows:
Net income attributable to PepsiCo
Preferred shares:
Dividends
Redemption premium
Net income available for PepsiCo
common shareholders
Basic net income attributable to
PepsiCo per common share
Net income available for PepsiCo
common shareholders
Dilutive securities:
2015
2014
2013
Income
$ 5,452
Shares(a)
Income
$ 6,513
Shares(a)
Income
$ 6,740
Shares(a)
(1)
(5)
(1)
(9)
(1)
(7)
$ 5,446
1,469 $ 6,503
1,509 $ 6,732
1,541
$
3.71
$
4.31
$
4.37
$ 5,446
1,469 $ 6,503
1,509 $ 6,732
1,541
Stock options, RSUs, PSUs,
PEPunits and Other
ESOP convertible preferred stock
Diluted
Diluted net income attributable to
PepsiCo per common share
—
6
$ 5,452
$
3.67
(a) Weighted-average common shares outstanding (in millions).
Note 12 — Preferred Stock
15
1
—
10
1,485 $ 6,513
17
1
—
8
1,527 $ 6,740
18
1
1,560
$
4.27
$
4.32
As of December 26, 2015 and December 27, 2014, there were 3 million shares of convertible preferred stock
authorized. The preferred stock was issued for an ESOP established by Quaker and these shares are redeemable
for common stock by the ESOP participants. Quaker made the final award to its ESOP in June 2001. The
preferred stock accrues dividends at an annual rate of $5.46 per share. As of December 26, 2015 and
December 27, 2014, there were 803,953 preferred shares issued and 135,053 and 145,453 shares outstanding,
respectively. The outstanding preferred shares had a fair value of $67 million as of December 26, 2015 and
$70 million as of December 27, 2014. Each share is convertible at the option of the holder into 4.9625 shares
of common stock. The preferred shares may be called by us upon written notice for redemption under certain
conditions, including, among other things, upon termination of the ESOP in accordance with the ESOP’s
terms, at the greater of $78 per share plus accrued and unpaid dividends or the fair market value of the
preferred stock.
Activities of our preferred stock are included in the Consolidated Statement of Equity.
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Note 13 — Accumulated Other Comprehensive Loss Attributable to PepsiCo
Comprehensive income is a measure of income which includes both net income and other comprehensive
income or loss. Other comprehensive income or loss results from items deferred from recognition into our
income statement. Accumulated other comprehensive income or loss is separately presented on our balance
sheet as part of common shareholders’ equity. Other comprehensive (loss)/income attributable to PepsiCo
was $(2,650) million in 2015, $(5,542) million in 2014 and $360 million in 2013. The accumulated balances
for each component of other comprehensive loss attributable to PepsiCo are as follows:
Currency translation adjustment (a) (b)
Cash flow hedges, net of tax
Unamortized pension and retiree medical, net of tax (c)
Unrealized gain on securities, net of tax
Other
2015
2014
2013
$
(11,080) $
(8,255) $
(3,247)
37
(2,329)
88
(35)
34
(2,500)
87
(35)
(76)
(1,861)
93
(36)
Accumulated other comprehensive loss attributable to PepsiCo
$
(13,319) $
(10,669) $
(5,127)
(a) The change from 2013 to 2014 primarily reflects depreciation of the Russian ruble.
(b) The change from 2014 to 2015 primarily reflects the depreciation of the Russian ruble, Brazilian real and the Canadian dollar.
(c) Net of taxes of $1,253 million in 2015, $1,260 million in 2014 and $945 million in 2013.
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The following table summarizes the reclassifications from accumulated other comprehensive loss to the
Consolidated Statement of Income:
Currency Translation:
Venezuelan entities
(Gains)/Losses on cash flow hedges:
Foreign exchange contracts
Foreign exchange contracts
Interest rate derivatives
Commodity contracts
Commodity contracts
Net losses before tax
Tax amounts
Net losses after tax
Pension and retiree medical items:
Amortization of net prior service credit (a)
Amortization of net losses (a)
Settlement/curtailment (a)
Net losses before tax
Tax amounts
Net losses after tax
Venezuelan entities
Tax amount
Net losses after tax
Total net losses reclassified for the year, net of tax
$
$
$
$
$
$
$
$
Amount Reclassified from
Accumulated Other
Comprehensive Loss
Affected Line Item in the
Consolidated Statement of
Income
2015
2014
2013
111
$
— $
— Venezuela impairment charges
(3) $
(94)
174
9
11
97
(47)
50
$
(41) $
281
6
246
(74)
172
$
20
(4)
16
$
$
— $
(16)
233
31
1
249
(95)
154
$
(6) $
226
149
369
(122)
247
$
— $
—
— $
— Net revenue
— Cost of sales
3
44 Cost of sales
Interest expense
Selling, general and
administrative expenses
(2)
45
(17)
28
(2)
357
(2)
353
(123)
230
— Venezuela impairment charges
—
—
349
$
401
$
258
(a) These items are included in the components of net periodic benefit cost for pension and retiree medical plans (see Note 7 for additional
details).
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Note 14 — Supplemental Financial Information
Supplemental information for accounts and notes receivable and inventories is summarized as follows:
Accounts and notes receivable
Trade receivables
Other receivables
Allowance, beginning of year
Net amounts charged to expense
Deductions (a)
Other (b)
Allowance, end of year
Net receivables
Inventories (c)
Raw materials
Work-in-process
Finished goods
2015
2014
2013
$
5,497
$
1,070
6,567
137
43
(27)
(23)
130
5,817
971
6,788
145
$
38
(27)
(19)
137
$
157
29
(34)
(7)
145
$
$
$
6,437
$
6,651
1,312
$
161
1,247
2,720
$
1,593
173
1,377
3,143
(a) Includes accounts written off.
(b) Includes adjustments related primarily to currency translation and other adjustments.
(c) Approximately 4% and 3% of the inventory cost in 2015 and 2014, respectively, were computed using the LIFO method. The differences
between LIFO and FIFO methods of valuing these inventories were not material.
Supplemental information for other assets and accounts payable and other current liabilities is summarized
as follows:
Other assets
Noncurrent notes and accounts receivable
Deferred marketplace spending
Pension plans (a)
Other
Accounts payable and other current liabilities
Accounts payable
Accrued marketplace spending
Accrued compensation and benefits
Dividends payable
Other current liabilities
(a) See Note 7 for additional information regarding our pension plans.
119
$
$
$
2015
2014
140
159
60
391
750
$
$
5,546
$
2,319
1,759
1,041
2,842
93
179
141
447
860
5,127
2,222
1,746
1,009
2,912
$
13,507
$
13,016
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The following table summarizes other supplemental information:
Other supplemental information
Rent expense
Interest paid
Income taxes paid, net of refunds
Note 15 — Divestitures
Suntory Holdings Limited
2015
2014
2013
$
$
$
696
952
1,808
$
$
$
707
925
1,847
$
$
$
639
1,007
3,076
During our second quarter of 2013, as part of the refranchising of our beverage business in Vietnam, we
completed a transaction with Suntory Holdings Limited. Under the terms of the agreement, we sold a
controlling interest in our Vietnam bottling operations. The alliance serves as the franchise bottler for both
companies. As a result of this transaction, we recorded a pre- and after-tax gain of $137 million (or $0.09
per share) in our 2013 results.
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To Our Shareholders:
Management’s Responsibility for Financial Reporting
At PepsiCo, our actions – the actions of all our associates – are governed by our Global Code of Conduct.
This Code is clearly aligned with our stated values – a commitment to deliver sustained growth through
empowered people acting with responsibility and building trust. Both the Code and our core values enable
us to operate with integrity – both within the letter and the spirit of the law. Our Code of Conduct is reinforced
consistently at all levels and in all countries. We have maintained strong governance policies and practices
for many years.
The management of PepsiCo is responsible for the objectivity and integrity of our consolidated financial
statements. The Audit Committee of the Board of Directors has engaged independent registered public
accounting firm, KPMG LLP, to audit our consolidated financial statements, and they have expressed an
unqualified opinion.
We are committed to providing timely, accurate and understandable information to investors. Our commitment
encompasses the following:
Maintaining strong controls over financial reporting. Our system of internal control is based on the control
criteria framework of the Committee of Sponsoring Organizations of the Treadway Commission published
in their report titled Internal Control – Integrated Framework (2013). The system is designed to provide
reasonable assurance that transactions are executed as authorized and accurately recorded; that assets are
safeguarded; and that accounting records are sufficiently reliable to permit the preparation of financial
statements that conform in all material respects with accounting principles generally accepted in the U.S.
We maintain disclosure controls and procedures designed to ensure that information required to be disclosed
in reports under the Securities Exchange Act of 1934 is recorded, processed, summarized and reported within
the specified time periods. We monitor these internal controls through self-assessments and an ongoing
program of internal audits. Our internal controls are reinforced through our Global Code of Conduct, which
sets forth our commitment to conduct business with integrity, and within both the letter and the spirit of the
law.
Exerting rigorous oversight of the business. We continuously review our business results and strategies.
This encompasses financial discipline in our strategic and daily business decisions. Our Executive Committee
is actively involved – from understanding strategies and alternatives to reviewing key initiatives and financial
performance. The intent is to ensure we remain objective in our assessments, constructively challenge our
approach to potential business opportunities and issues, and monitor results and controls.
Engaging strong and effective Corporate Governance from our Board of Directors. We have an active,
capable and diligent Board that meets the required standards for independence, and we welcome the Board’s
oversight as a representative of our shareholders. Our Audit Committee is comprised of independent directors
with the financial literacy, knowledge and experience to provide appropriate oversight. We review our critical
accounting policies, financial reporting and internal control matters with them and encourage their direct
communication with KPMG LLP, with our Internal Auditor, and with our General Counsel. We also have a
Compliance & Ethics Department, led by our Chief Compliance & Ethics Officer, to coordinate our
compliance policies and practices.
Providing investors with financial results that are complete, transparent and understandable. The
consolidated financial statements and financial information included in this report are the responsibility of
management. This includes preparing the financial statements in accordance with accounting principles
generally accepted in the U.S., which require estimates based on management’s best judgment.
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PepsiCo has a strong history of doing what’s right. We realize that great companies are built on trust,
strong ethical standards and principles. Our financial results are delivered from that culture of accountability,
and we take responsibility for the quality and accuracy of our financial reporting.
February 11, 2016
/s/ MARIE T. GALLAGHER
Marie T. Gallagher
Senior Vice President and Controller
/s/ HUGH F. JOHNSTON
Hugh F. Johnston
Vice Chairman, Executive Vice President and
Chief Financial Officer
/s/ INDRA K. NOOYI
Indra K. Nooyi
Chairman of the Board of Directors and
Chief Executive Officer
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Report of Independent Registered Public Accounting Firm
The Board of Directors and Shareholders
PepsiCo, Inc.:
We have audited the accompanying Consolidated Balance Sheets of PepsiCo, Inc. and Subsidiaries (“PepsiCo,
Inc.” or “the Company”) as of December 26, 2015 and December 27, 2014, and the related Consolidated
Statements of Income, Comprehensive Income, Cash Flows and Equity for each of the fiscal years in the
three-year period ended December 26, 2015. We also have audited PepsiCo, Inc.’s internal control over
financial reporting as of December 26, 2015, based on criteria established in Internal Control - Integrated
Framework (2013) issued by the Committee of Sponsoring Organizations of the Treadway Commission
(“COSO”). PepsiCo, Inc.’s management is responsible for these consolidated financial statements, 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 under Item 9A. Our responsibility is to express an opinion on these
consolidated financial statements and an opinion on the Company’s internal control over financial reporting
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 audits to obtain reasonable
assurance about whether the financial statements are free of material misstatement and whether effective
internal control over financial reporting was maintained in all material respects. Our audits of the consolidated
financial statements included examining, on a test basis, evidence supporting the amounts and disclosures
in the financial statements, assessing the accounting principles used and significant estimates made by
management, and evaluating the overall financial statement presentation. Our audit of internal control over
financial reporting included obtaining an understanding of internal control over financial reporting, assessing
the risk that a material weakness exists, and testing and evaluating the design and operating effectiveness of
internal control based on the assessed risk. Our audits also included performing such other procedures as we
considered necessary in the circumstances. We believe that our audits provide a reasonable basis for our
opinions.
A company’s internal control over financial reporting is a process designed to provide reasonable assurance
regarding the reliability of financial reporting and the preparation of financial statements for external purposes
in accordance with generally accepted accounting principles. A company’s internal control over financial
reporting includes those policies and procedures that (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.
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In our opinion, the consolidated financial statements referred to above present fairly, in all material respects,
the financial position of PepsiCo, Inc. as of December 26, 2015 and December 27, 2014, and the results of
its operations and its cash flows for each of the fiscal years in the three-year period ended December 26,
2015, in conformity with U.S. generally accepted accounting principles. Also in our opinion, PepsiCo, Inc.
maintained, in all material respects, effective internal control over financial reporting as of December 26,
2015, based on criteria established in Internal Control ? Integrated Framework (2013) issued by COSO.
/s/ KPMG LLP
New York, New York
February 11, 2016
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GLOSSARY
Acquisitions and divestitures: all mergers and acquisitions activity, including the impact of acquisitions,
divestitures and changes in ownership or control in consolidated subsidiaries and nonconsolidated equity
investees.
Bottler Case Sales (BCS): measure of physical beverage volume shipped to retailers and independent
distributors from both PepsiCo and our independent bottlers.
Bottler funding: financial incentives we give to our independent bottlers to assist in the distribution and
promotion of our beverage products.
Concentrate Shipments and Equivalents (CSE): measure of our physical beverage volume shipments to
independent bottlers, retailers and independent distributors.
Constant currency: financial results assuming constant foreign currency exchange rates used for translation
based on the rates in effect for the comparable prior-year period. In order to compute our constant currency
results, we multiply or divide, as appropriate, our current year U.S. dollar results by the current year average
foreign exchange rates and then multiply or divide, as appropriate, those amounts by the prior year average
foreign exchange rates.
Consumers: people who eat and drink our products.
CSD: carbonated soft drinks.
Customers: authorized independent bottlers, distributors and retailers.
Derivatives: financial instruments, such as futures, swaps, Treasury locks, cross currency swaps, options
and forward contracts that we use to manage our risk arising from changes in commodity prices, interest
rates and foreign exchange rates.
Direct-Store-Delivery (DSD): delivery system used by us and our independent bottlers to deliver snacks
and beverages directly to retail stores where our products are merchandised.
Effective net pricing: reflects the year-over-year impact of discrete pricing actions, sales incentive activities
and mix resulting from selling varying products in different package sizes and in different countries.
Free cash flow: net cash provided by operating activities less capital spending plus sales of property, plant
and equipment.
Hedge accounting: treatment for qualifying hedges that allows fluctuations in a hedging instrument’s fair
value to offset corresponding fluctuations in the hedged item in the same reporting period. Hedge accounting
is allowed only in cases where the hedging relationship between the hedging instruments and hedged items
is highly effective, and only prospectively from the date a hedging relationship is formally documented.
Independent bottlers: customers to whom we have granted exclusive contracts to sell and manufacture
certain beverage products bearing our trademarks within a specific geographical area.
Mark-to-market net gain or loss: change in market value for commodity derivative contracts that we
purchase to mitigate the volatility in costs of energy and raw materials that we consume. The market value
is determined based on prices on national exchanges and recently reported transactions in the marketplace.
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Organic: a measure that adjusts for impacts of acquisitions, divestitures and other structural changes,
including the Venezuela deconsolidation, and foreign exchange translation. This measure excludes the fourth
quarter 2014 results of our Venezuelan businesses, which were deconsolidated effective as of the end of the
third quarter of 2015. In excluding the impact of foreign exchange translation, we assume constant foreign
exchange rates used for translation based on the rates in effect for the comparable prior-year period. See the
definition of “Constant currency” for additional information.
Servings: common metric reflecting our consolidated physical unit volume. Our divisions’ physical unit
measures are converted into servings based on U.S. Food and Drug Administration guidelines for single-
serving sizes of our products.
Total marketplace spending: includes sales incentives and discounts offered through various programs to
our customers, consumers or independent bottlers, as well as advertising and other marketing activities.
Transaction gains and losses: the impact on our consolidated financial statements of exchange rate changes
arising from specific transactions.
Translation adjustment: the impact of converting our foreign affiliates’ financial statements into U.S. dollars
for the purpose of consolidating our financial statements.
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Item 7A. Quantitative and Qualitative Disclosures About Market Risk.
Included in “Item 7. Management’s Discussion and Analysis of Financial Condition and Results of Operations
– Our Business Risks.”
Item 8. Financial Statements and Supplementary Data.
See “Item 15. Exhibits and Financial Statement Schedules.”
Item 9. Changes in and Disagreements with Accountants on Accounting and Financial Disclosure.
Not applicable.
Item 9A. Controls and Procedures.
(a) Disclosure Controls and Procedures. As of the end of the period covered by this report, we carried out
an evaluation, under the supervision and with the participation of our management, including our Chief
Executive Officer and Chief Financial Officer, of the effectiveness of the design and operation of our disclosure
controls and procedures, as such term is defined in Rules 13a-15(e) and 15d-15(e) of the Securities Exchange
Act of 1934, as amended (the Exchange Act). Based upon that evaluation, our Chief Executive Officer and
Chief Financial Officer concluded that as of the end of the period covered by this report our disclosure controls
and procedures were effective to ensure that information required to be disclosed by us in reports we file or
submit under the Exchange Act is (1) recorded, processed, summarized and reported within the time periods
specified in Securities and Exchange Commission rules and forms, and (2) accumulated and communicated
to our management, including our Chief Executive Officer and Chief Financial Officer, as appropriate, to
allow timely decisions regarding required disclosure.
(b) Management’s Annual Report on Internal Control over Financial Reporting. Our management is
responsible for establishing and maintaining adequate internal control over financial reporting, as such term
is defined in Rule 13a-15(f) of the Exchange Act. Under the supervision and with the participation of our
management, including our Chief Executive Officer and Chief Financial Officer, we conducted an evaluation
of the effectiveness of our internal control over financial reporting based upon criteria established in Internal
Control – Integrated Framework (2013) by the Committee of Sponsoring Organizations of the Treadway
Commission. Based on that evaluation, our management concluded that our internal control over financial
reporting was effective as of December 26, 2015.
Attestation Report of the Registered Public Accounting Firm. KPMG LLP, an independent registered public
accounting firm, has audited the consolidated financial statements included in this Annual Report on Form
10-K and, as part of their audit, has issued their report, included herein, on the effectiveness of our internal
control over financial reporting.
(c) Changes in Internal Control over Financial Reporting. During our fourth fiscal quarter of 2015, we
continued migrating certain of our financial processing systems to an enterprise-wide systems solution. These
systems implementations are part of our ongoing global business transformation initiative, and we plan to
continue implementing such systems throughout other parts of our businesses over the course of the next
few years. In connection with these implementations and resulting business process changes, we continue to
enhance the design and documentation of our internal control over financial reporting processes to maintain
effective controls over our financial reporting.
Except as described above, there were no changes in our internal control over financial reporting during our
fourth fiscal quarter of 2015 that have materially affected, or are reasonably likely to materially affect, our
internal control over financial reporting.
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Item 9B. Other Information.
Not applicable.
Item 10. Directors, Executive Officers and Corporate Governance.
PART III
Information about our directors and persons nominated to become directors is contained under the caption
“Election of Directors” in our Proxy Statement for our 2016 Annual Meeting of Shareholders to be filed with
the SEC within 120 days of the fiscal year ended December 26, 2015 (the 2016 Proxy Statement) and is
incorporated herein by reference. Information about our executive officers is reported under the caption
“Executive Officers of the Registrant” in Part I of this report.
Information on beneficial ownership reporting compliance is contained under the caption “Ownership of
PepsiCo Common Stock – Section 16(a) Beneficial Ownership Reporting Compliance” in our 2016 Proxy
Statement and is incorporated herein by reference.
We have a written code of conduct that applies to all of our employees, including our Chairman of the Board
of Directors and Chief Executive Officer, Chief Financial Officer and Controller, and to our Board of Directors.
Our Global Code of Conduct is distributed to all employees and is available on our website at http://
www.pepsico.com. A copy of our Global Code of Conduct may be obtained free of charge by writing to
Investor Relations, PepsiCo, Inc., 700 Anderson Hill Road, Purchase, New York 10577. Any amendment to
our Global Code of Conduct and any waiver applicable to our executive officers or senior financial officers
will be posted on our website within the time period required by the SEC and New York Stock Exchange.
Information about the procedures by which security holders may recommend nominees to our Board of
Directors can be found in our 2016 Proxy Statement under the caption “Corporate Governance at PepsiCo
– Committees of the Board of Directors – The Nominating and Corporate Governance Committee –
Recommendations for Director Nominees” and is incorporated herein by reference.
Information concerning the composition of the Audit Committee and our Audit Committee financial experts
is contained in our 2016 Proxy Statement under the captions “Corporate Governance at PepsiCo – Committees
of the Board of Directors” and “Corporate Governance at PepsiCo – Committees of the Board of Directors
– The Audit Committee” and is incorporated herein by reference.
Item 11. Executive Compensation.
Information about director and executive officer compensation, Compensation Committee interlocks and the
Compensation Committee Report is contained in our 2016 Proxy Statement under the captions “2015 Director
Compensation,” “Executive Compensation,” “Corporate Governance at PepsiCo – Committees of the Board
of Directors – The Compensation Committee – Compensation Committee Interlocks and Insider
Participation” and “Executive Compensation – Compensation Committee Report” and is incorporated herein
by reference.
Item 12. Security Ownership of Certain Beneficial Owners and Management and Related Stockholder
Matters.
Information with respect to securities authorized for issuance under equity compensation plans can be found
under the caption “Executive Compensation – Securities Authorized for Issuance Under Equity Compensation
Plans” in our 2016 Proxy Statement and is incorporated herein by reference.
Information on the number of shares of PepsiCo Common Stock beneficially owned by each director and
named executive officer, by all directors and executive officers as a group and on each beneficial owner of
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more than 5% of PepsiCo Common Stock is contained under the caption “Ownership of PepsiCo Common
Stock” in our 2016 Proxy Statement and is incorporated herein by reference.
Item 13. Certain Relationships and Related Transactions, and Director Independence.
Information with respect to certain relationships and related transactions and director independence is
contained under the captions “Corporate Governance at PepsiCo – Related Person Transactions” and
“Corporate Governance at PepsiCo – Director Independence” in our 2016 Proxy Statement and is incorporated
herein by reference.
Item 14. Principal Accounting Fees and Services.
Information on our Audit Committee’s pre-approval policy and procedures for audit and other services and
information on our principal accountant fees and services is contained in our 2016 Proxy Statement under
the caption “Ratification of Appointment of Independent Registered Public Accounting Firm – Audit and
Other Fees” and is incorporated herein by reference.
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PART IV
Item 15. Exhibits and Financial Statement Schedules.
(a)1. Financial Statements
The following consolidated financial statements of PepsiCo, Inc. and its affiliates are included herein
by reference to the pages indicated on the index appearing in “Item 7. Management’s Discussion and
Analysis of Financial Condition and Results of Operations”:
Consolidated Statement of Income – Fiscal years ended December 26, 2015, December 27, 2014 and
December 28, 2013
Consolidated Statement of Comprehensive Income – Fiscal years ended December 26, 2015,
December 27, 2014 and December 28, 2013
Consolidated Statement of Cash Flows – Fiscal years ended December 26, 2015, December 27, 2014
and December 28, 2013
Consolidated Balance Sheet – December 26, 2015 and December 27, 2014
Consolidated Statement of Equity – Fiscal years ended December 26, 2015, December 27, 2014 and
December 28, 2013
Notes to Consolidated Financial Statements, and
Report of Independent Registered Public Accounting Firm.
(a)2. Financial Statement Schedules
These schedules are omitted because they are not required or because the information is set forth in
the financial statements or the notes thereto.
(a)3. Exhibits
See Index to Exhibits.
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SIGNATURES
Pursuant to the requirements of Section 13 or 15(d) of the Securities Exchange Act of 1934, PepsiCo has
duly caused this report to be signed on its behalf by the undersigned, thereunto duly authorized.
Dated: February 11, 2016
PepsiCo, Inc.
By: /s/ Indra K. Nooyi
Indra K. Nooyi
Chairman of the Board of Directors and
Chief Executive Officer
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Pursuant to the requirements of the Securities Exchange Act of 1934, this report has been signed below by
the following persons on behalf of PepsiCo and in the capacities and on the date indicated.
SIGNATURE
/s/ Indra K. Nooyi
Indra K. Nooyi
/s/ Hugh F. Johnston
Hugh F. Johnston
/s/ Marie T. Gallagher
Marie T. Gallagher
/s/ Shona L. Brown
Shona L. Brown
/s/ George W. Buckley
George W. Buckley
/s/ Ian M. Cook
Ian M. Cook
/s/ Dina Dublon
Dina Dublon
/s/ Rona A. Fairhead
Rona A. Fairhead
/s/ Richard W. Fisher
Richard W. Fisher
/s/ Alberto Ibargüen
Alberto Ibargüen
/s/ William R. Johnson
William R. Johnson
/s/ David C. Page
David C. Page
/s/ Robert C. Pohlad
Robert C. Pohlad
/s/ Lloyd G. Trotter
Lloyd G. Trotter
/s/ Daniel Vasella
Daniel Vasella
/s/ Alberto Weisser
Alberto Weisser
TITLE
Chairman of the Board of Directors and
Chief Executive Officer
DATE
February 11, 2016
Vice Chairman, Executive Vice President February 11, 2016
and Chief Financial Officer
February 11, 2016
February 11, 2016
February 11, 2016
February 11, 2016
February 11, 2016
February 11, 2016
February 11, 2016
February 11, 2016
February 11, 2016
February 11, 2016
February 11, 2016
February 11, 2016
February 11, 2016
February 11, 2016
Senior Vice President and Controller
(Principal Accounting Officer)
Director
Director
Director
Director
Director
Director
Director
Director
Director
Director
Director
Director
Director
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INDEX TO EXHIBITS
ITEM 15(a)(3)
The following is a list of the exhibits filed as part of this Form 10-K. The documents incorporated by
reference are located in the SEC’s Public Reference Room in Washington, D.C. in the SEC’s file no.
1-1183.
EXHIBIT
3.1
3.2
4.1
4.2
4.3
4.4
4.5
4.6
4.7
4.8
4.9
Articles of Incorporation of PepsiCo, Inc., as amended and restated, effective as of May 9,
2011, which are incorporated herein by reference to Exhibit 3.1 to PepsiCo, Inc.’s Current
Report on Form 8-K filed with the Securities and Exchange Commission on May 9, 2011.
By-laws of PepsiCo, Inc., as amended and restated, effective as of January 11, 2016, which
are incorporated herein by reference to Exhibit 3.2 to PepsiCo, Inc.’s Current Report on Form
8-K filed with the Securities and Exchange Commission on January 11, 2016.
PepsiCo, Inc. agrees to furnish to the SEC, upon request, a copy of any instrument defining
the rights of holders of long-term debt of PepsiCo, Inc. and all of its subsidiaries for which
consolidated or unconsolidated financial statements are required to be filed with the Securities
and Exchange Commission.
Indenture dated May 21, 2007 between PepsiCo, Inc. and The Bank of New York Mellon
(formerly known as The Bank of New York), as Trustee, which is incorporated herein by
reference to Exhibit 4.3 to PepsiCo, Inc.’s Registration Statement on Form S-3ASR
(Registration No. 333-154314) filed with the Securities and Exchange Commission on October
15, 2008.
Form of 5.00% Senior Note due 2018, which is incorporated herein by reference to Exhibit
4.2 to PepsiCo, Inc.’s Current Report on Form 8-K filed with the Securities and Exchange
Commission on May 21, 2008.
Form of 7.90% Senior Note due 2018, which is incorporated herein by reference to Exhibit
4.1 to PepsiCo, Inc.’s Current Report on Form 8-K filed with the Securities and Exchange
Commission on October 24, 2008.
Form of 4.50% Senior Note due 2020, which is incorporated herein by reference to Exhibit
4.3 to PepsiCo, Inc.’s Current Report on Form 8-K filed with the Securities and Exchange
Commission on January 13, 2010.
Form of 5.50% Senior Note due 2040, which is incorporated herein by reference to Exhibit
4.4 to PepsiCo, Inc.’s Current Report on Form 8-K filed with the Securities and Exchange
Commission on January 13, 2010.
Form of 3.125% Senior Note due 2020, which is incorporated herein by reference to Exhibit
4.2 to PepsiCo, Inc.’s Current Report on Form 8-K filed with the Securities and Exchange
Commission on October 25, 2010.
Form of 4.875% Senior Note due 2040, which is incorporated herein by reference to Exhibit
4.3 to PepsiCo, Inc.’s Current Report on Form 8-K filed with the Securities and Exchange
Commission on October 25, 2010.
Form of 0.950% Senior Notes due 2017, which is incorporated herein by reference to Exhibit
4.1 to PepsiCo, Inc.’s Current Report on Form 8-K filed with the Securities and Exchange
Commission on February 28, 2014.
4.10 Form of 3.600% Senior Notes due 2024, which is incorporated herein by reference to Exhibit
4.2 to PepsiCo, Inc.’s Current Report on Form 8-K filed with the Securities and Exchange
Commission on February 28, 2014.
4.11 Form of 1.750% Senior Notes due 2021, which is incorporated herein by reference to Exhibit
4.1 to PepsiCo, Inc.’s Current Report on Form 8-K filed with the Securities and Exchange
Commission on April 28, 2014.
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4.12 Form of 2.625% Senior Notes due 2026, which is incorporated herein by reference to Exhibit
4.2 to PepsiCo, Inc.’s Current Report on Form 8-K filed with the Securities and Exchange
Commission on April 28, 2014.
4.13 Form of 4.250% Senior Notes due 2044, which is incorporated herein by reference to Exhibit
4.1 of PepsiCo, Inc.’s Current Report on Form 8-K filed with the Securities and Exchange
Commission on October 22, 2014.
4.14 Form of Floating Rate Notes due 2018, which is incorporated herein by reference to Exhibit
4.1 to PepsiCo, Inc.’s Current Report on Form 8-K filed with the Securities and Exchange
Commission on April 30, 2015.
4.15 Form of 1.250% Senior Notes due 2018, which is incorporated herein by reference to Exhibit
4.2 to PepsiCo, Inc.’s Current Report on Form 8-K filed with the Securities and Exchange
Commission on April 30, 2015.
4.16 Form of 1.850% Senior Notes due 2020, which is incorporated herein by reference to Exhibit
4.3 to PepsiCo, Inc.’s Current Report on Form 8-K filed with the Securities and Exchange
Commission on April 30, 2015.
4.17 Form of 2.750% Senior Notes due 2025, which is incorporated herein by reference to Exhibit
4.4 to PepsiCo, Inc.’s Current Report on Form 8-K filed with the Securities and Exchange
Commission on April 30, 2015.
4.18 Form of Floating Rate Notes due 2017, which is incorporated herein by reference to Exhibit
4.1 to PepsiCo, Inc.’s Current Report on Form 8-K filed with the Securities and Exchange
Commission on July 17, 2015.
4.19 Form of 1.125% Senior Notes due 2017, which is incorporated herein by reference to Exhibit
4.2 to PepsiCo, Inc.’s Current Report on Form 8-K filed with the Securities and Exchange
Commission on July 17, 2015.
4.20 Form of 3.100% Senior Notes due 2022, which is incorporated herein by reference to Exhibit
4.3 to PepsiCo, Inc.’s Current Report on Form 8-K filed with the Securities and Exchange
Commission on July 17, 2015.
4.21 Form of 3.500% Senior Notes due 2025, which is incorporated herein by reference to Exhibit
4.4 to PepsiCo, Inc.’s Current Report on Form 8-K filed with the Securities and Exchange
Commission on July 17, 2015.
4.22 Form of 4.600% Senior Notes due 2045, which is incorporated herein by reference to Exhibit
4.5 to PepsiCo, Inc.’s Current Report on Form 8-K filed with the Securities and Exchange
Commission on July 17, 2015.
4.23 Form of Floating Rate Notes due 2017, which is incorporated herein by reference to Exhibit
4.1 to PepsiCo, Inc.’s Current Report on Form 8-K filed with the Securities and Exchange
Commission on October 14, 2015.
4.24 Form of 1.000% Senior Notes due 2017, which is incorporated herein by reference to Exhibit
4.2 to PepsiCo, Inc.’s Current Report on Form 8-K filed with the Securities and Exchange
Commission on October 14, 2015.
4.25 Form of 2.150% Senior Notes due 2020, which is incorporated herein by reference to Exhibit
4.3 to PepsiCo, Inc.’s Current Report on Form 8-K filed with the Securities and Exchange
Commission on October 14, 2015.
4.26 Form of 4.450% Senior Notes due 2046, which is incorporated herein by reference to Exhibit
4.4 to PepsiCo, Inc.’s Current Report on Form 8-K filed with the Securities and Exchange
Commission on October 14, 2015.
4.27 Board of Directors Resolutions Authorizing PepsiCo, Inc.’s Officers to Establish the Terms
of the 4.50% Senior Note due 2020, 5.50% Senior Note due 2040, 3.125% Senior Note due
2020 and 4.875% Senior Note due 2040, which are incorporated herein by reference to
Exhibit 4.1 to PepsiCo, Inc.’s Quarterly Report on Form 10-Q for the 24 weeks ended June 12,
2010.
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4.28 Form of 2.500% Senior Note due 2016, which is incorporated herein by reference to Exhibit
4.2 to PepsiCo, Inc.’s Current Report on Form 8-K filed with the Securities and Exchange
Commission on May 6, 2011.
4.29 Board of Directors Resolutions Authorizing PepsiCo, Inc.’s Officers to Establish the Terms
of the 2.500% Senior Note due 2016, the 3.000% Senior Note due 2021, the 2.750% Senior
Note due 2022, the 4.000% Senior Note due 2042, the 1.250% Senior Note due 2017, the
3.600% Senior Note due 2042 and the 2.500% Senior Note due 2022, which are incorporated
herein by reference to Exhibit 4.3 to PepsiCo, Inc.’s Current Report on Form 8-K filed with
the Securities and Exchange Commission on May 6, 2011.
4.30 Form of 3.000% Senior Note due 2021, which is incorporated herein by reference to Exhibit
4.2 to PepsiCo, Inc.’s Current Report on Form 8-K filed with the Securities and Exchange
Commission on August 25, 2011.
4.31 Form of 2.750% Senior Note due 2022, which is incorporated herein by reference to Exhibit
4.2 to PepsiCo, Inc.’s Current Report on Form 8-K filed with the Securities and Exchange
Commission on March 2, 2012.
4.32 Form of 4.000% Senior Note due 2042, which is incorporated herein by reference to Exhibit
4.3 to PepsiCo, Inc.’s Current Report on Form 8-K filed with the Securities and Exchange
Commission on March 2, 2012.
4.33 Form of 1.250% Senior Note due 2017, which is incorporated herein by reference to Exhibit
4.2 to PepsiCo, Inc.’s Current Report on Form 8-K filed with the Securities and Exchange
Commission on August 13, 2012.
4.34 Form of 3.600% Senior Note due 2042, which is incorporated herein by reference to Exhibit
4.3 to PepsiCo, Inc.’s Current Report on Form 8-K filed with the Securities and Exchange
Commission on August 13, 2012.
4.35 Form of 2.500% Senior Note due 2022, which is incorporated herein by reference to Exhibit
4.1 to PepsiCo, Inc.’s Current Report on Form 8-K filed with the Securities and Exchange
Commission on October 30, 2012.
Indenture dated as of October 24, 2008 among PepsiCo, Inc., Bottling Group, LLC and The
Bank of New York Mellon, as Trustee, which is incorporated herein by reference to Exhibit
4.2 to PepsiCo, Inc.’s Current Report on Form 8-K filed with the Securities and Exchange
Commission on October 24, 2008.
4.36
4.37 Form of Floating Rate Note due 2016, which is incorporated herein by reference to Exhibit
4.1 to PepsiCo, Inc.’s Current Report on Form 8-K filed with the Securities and Exchange
Commission on February 28, 2013.
4.38 Form of 0.700% Senior Note due 2016, which is incorporated herein by reference to Exhibit
4.2 to PepsiCo, Inc.’s Current Report on Form 8-K filed with the Securities and Exchange
Commission on February 28, 2013.
4.39 Form of 2.750% Senior Note due 2023, which is incorporated herein by reference to Exhibit
4.3 to PepsiCo, Inc.'s Current Report on Form 8-K filed with the Securities and Exchange
Commission on February 28, 2013.
4.40 Board of Directors Resolutions Authorizing PepsiCo, Inc.’s Officers to Establish the Terms
of the Floating Rate Note due 2016, the 0.700% Senior Note due 2016, the 2.750% Senior
Note due 2023, the 2.250% Senior Notes due 2019, the 0.950% Senior Notes due 2017, the
3.600% Senior Notes due 2024, the 1.750% Senior Notes due 2021, the 2.625% Senior Notes
due 2026, the 4.250% Senior Notes due 2044, the Floating Rate Notes due 2018, 1.250%
Senior Notes due 2018, the 1.850% Senior Notes due 2020, the 2.750% Senior Notes due
2025, the Floating Rate Notes due 2017, the 1.125% Senior Notes due 2017, the 3.100%
Senior Notes due 2022, the 3.500% Senior Notes due 2025, the 4.600% Senior Notes due
2045, the Floating Rate Notes due 2017, the 1.000% Senior Notes due 2017, the 2.150%
Senior Notes due 2020 and the 4.450% Senior Notes due 2046, which are incorporated herein
by reference to Exhibit 4.4 to PepsiCo, Inc.’s Current Report on Form 8-K filed with the
Securities and Exchange Commission on February 28, 2013.
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4.41 Form of 2.250% Senior Notes due 2019, which is incorporated herein by reference to Exhibit
4.2 to PepsiCo, Inc.’s Current Report on Form 8-K filed with the Securities and Exchange
Commission on July 30, 2013.
4.42 First Supplemental Indenture, dated as of February 26, 2010, among Pepsi-Cola Metropolitan
Bottling Company, Inc., The Pepsi Bottling Group, Inc., Bottling Group, LLC and The Bank
of New York Mellon to the Indenture dated March 8, 1999 between The Pepsi Bottling Group,
Inc., Bottling Group, LLC and The Chase Manhattan Bank, which is incorporated herein by
reference to Exhibit 4.1 to PepsiCo, Inc.’s Current Report on Form 8-K filed with the Securities
and Exchange Commission on March 1, 2010.
Indenture, dated as of March 8, 1999, by and among The Pepsi Bottling Group, Inc., as obligor,
Bottling Group, LLC, as guarantor, and The Chase Manhattan Bank, as trustee, relating to
$1,000,000,000 7% Series B Senior Note due 2029, which is incorporated herein by reference
to Exhibit 10.14 to The Pepsi Bottling Group, Inc.’s Registration Statement on Form S-1
(Registration No. 333-70291).
4.43
4.44 Second Supplemental Indenture, dated as of February 26, 2010, among Pepsi-Cola
Metropolitan Bottling Company, Inc., PepsiAmericas, Inc. and The Bank New York Mellon
Trust Company, N.A. to the Indenture dated as of January 15, 1993 between Whitman
Corporation and The First National Bank of Chicago, as trustee, which is incorporated herein
by reference to Exhibit 4.2 to PepsiCo, Inc.’s Current Report on Form 8-K filed with the
Securities and Exchange Commission on March 1, 2010.
4.45 First Supplemental Indenture, dated as of May 20, 1999, including the Indenture dated as of
January 15, 1993, between Whitman Corporation and The First National Bank of Chicago,
as trustee, which is incorporated herein by reference to Exhibit 4.3 to Post-Effective
Amendment No. 1 to PepsiAmericas, Inc.’s Registration Statement on Form S-8 (Registration
No. 333-64292) filed with the Securities and Exchange Commission on December 29, 2005.
4.46 Form of PepsiAmericas, Inc. 7.29% Note due 2026, which is incorporated herein by reference
to Exhibit 4.7 to PepsiCo, Inc.’s Quarterly Report on Form 10-Q for the quarterly period ended
March 20, 2010.
4.47 Form of PepsiAmericas, Inc. 7.44% Note due 2026, which is incorporated herein by reference
to Exhibit 4.8 to PepsiCo, Inc.’s Quarterly Report on Form 10-Q for the quarterly period ended
March 20, 2010.
4.48 First Supplemental Indenture, dated as of February 26, 2010, among Pepsi-Cola Metropolitan
Bottling Company, Inc., PepsiAmericas, Inc. and Wells Fargo Bank, National Association to
the Indenture dated as of August 15, 2003 between PepsiAmericas, Inc. and Wells Fargo Bank
Minnesota, National Association, as trustee, which is incorporated herein by reference to
Exhibit 4.3 to PepsiCo, Inc.’s Current Report on Form 8-K filed with the Securities and
Exchange Commission on March 1, 2010.
Indenture dated as of August 15, 2003 between PepsiAmericas, Inc. and Wells Fargo Bank
Minnesota, National Association, as trustee, which is incorporated herein by reference to
Exhibit 4 to PepsiAmericas, Inc.’s Registration Statement on Form S-3 (Registration
No. 333-108164) filed with the Securities and Exchange Commission on August 22, 2003.
4.49
4.50 Form of PepsiAmericas, Inc. 5.00% Note due 2017, which is incorporated herein by reference
to Exhibit 4.16 to PepsiCo, Inc.’s Quarterly Report on Form 10-Q for the quarterly period
ended March 20, 2010.
4.51 Form of PepsiAmericas, Inc. 5.50% Note due 2035, which is incorporated herein by reference
to Exhibit 4.17 to PepsiCo, Inc.’s Quarterly Report on Form 10-Q for the quarterly period
ended March 20, 2010.
Indenture, dated as of October 1, 2003, by and between Bottling Group, LLC, as obligor, and
JPMorgan Chase Bank, as trustee, which is incorporated herein by reference to Exhibit 4.1 to
Bottling Group, LLC’s Current Report on Form 8-K filed with the Securities and Exchange
Commission on October 3, 2003.
4.52
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4.53
Indenture, dated as of March 30, 2006, by and between Bottling Group, LLC, as obligor, and
JPMorgan Chase Bank, N.A., as trustee, which is incorporated herein by reference to
Exhibit 4.1 to The Pepsi Bottling Group, Inc.’s Quarterly Report on Form 10-Q for the quarter
ended March 25, 2006.
4.54 Form of Bottling Group, LLC 5.50% Senior Note due April 1, 2016, which is incorporated
herein by reference to Exhibit 4.2 to The Pepsi Bottling Group, Inc.’s Quarterly Report on
Form 10-Q for the quarter ended March 25, 2006.
4.55 Form of Bottling Group, LLC 5.125% Senior Note due January 15, 2019, which is incorporated
herein by reference to Exhibit 4.1 to Bottling Group, LLC’s Current Report on Form 8-K filed
with the Securities and Exchange Commission on January 20, 2009.
4.56 Form of PepsiCo Guarantee of Pepsi-Cola Metropolitan Bottling Company, Inc.’s 7.00% Note
due 2029, 7.29% Note due 2026, 7.44% Note due 2026, 5.00% Note due 2017, 5.50% Note
due 2035 and Bottling Group, LLC’s 5.50% Note due 2016 and 5.125% Note due 2019, which
is incorporated herein by reference to Exhibit 4.1 to PepsiCo, Inc.’s Current Report on Form
8-K filed with the Securities and Exchange Commission on October 5, 2010.
10.1 PepsiCo, Inc. 1994 Long-Term Incentive Plan, as amended and restated, effective October 1,
1999, which is incorporated herein by reference to Exhibit 10.6 to PepsiCo, Inc.’s Annual
Report on Form 10-K for the fiscal year ended December 25, 1999.*
10.2 PepsiCo Executive Income Deferral Program (Plan Document for the Pre-409A Program),
amended and restated effective July 1, 1997, which is incorporated herein by reference to
Exhibit 10.1 to PepsiCo, Inc.’s Quarterly Report on Form 10-Q for the fiscal quarter ended
September 6, 2008.*
10.3 PepsiCo, Inc. 2003 Long-Term Incentive Plan, as amended and restated effective September
12, 2008, which is incorporated herein by reference to Exhibit 10.4 to PepsiCo, Inc.’s Quarterly
Report on Form 10-Q for the fiscal quarter ended September 6, 2008.*
10.4 PepsiCo, Inc. Executive Incentive Compensation Plan, which is incorporated herein by
reference to Exhibit B to PepsiCo, Inc.’s Proxy Statement for its 2009 Annual Meeting of
Shareholders filed with the Securities and Exchange Commission on March 24, 2009.*
10.5 Form of Regular Performance-Based Long-Term Incentive Award Agreement, which is
incorporated herein by reference to Exhibit 99.1 to PepsiCo, Inc.’s Current Report on Form
8-K filed with the Securities and Exchange Commission on January 28, 2005.*
10.6 Form of Regular Long-Term Incentive Award Agreement, which is incorporated herein by
reference to Exhibit 99.2 to PepsiCo, Inc.’s Current Report on Form 8-K filed with the
Securities and Exchange Commission on January 28, 2005.*
10.7 Form of Non-Employee Director Stock Option Agreement, which is incorporated herein by
reference to Exhibit 99.6 to PepsiCo, Inc.’s Current Report on Form 8-K filed with the
Securities and Exchange Commission on January 28, 2005.*
10.8 Form of PepsiCo, Inc. Director Indemnification Agreement, which is incorporated herein by
reference to Exhibit 10.20 to PepsiCo, Inc.’s Annual Report on Form 10-K for the fiscal year
ended December 25, 2004.*
10.9 Severance Plan for Executive Employees of PepsiCo, Inc. and Affiliates, which is incorporated
herein by reference to Exhibit 10.5 to PepsiCo, Inc.’s Quarterly Report on Form 10-Q for the
fiscal quarter ended September 6, 2008.*
10.10 Form of Annual Long-Term Incentive Award Agreement, which is incorporated herein by
reference to Exhibit 99.1 to PepsiCo, Inc.’s Current Report on Form 8-K filed with the
Securities and Exchange Commission on February 2, 2006.*
10.11 Form of Performance-Based Long-Term Incentive Award Agreement, which is incorporated
herein by reference to Exhibit 99.2 to PepsiCo, Inc.’s Current Report on Form 8-K filed with
the Securities and Exchange Commission on February 2, 2006.*
10.12 Form of Pro Rata Performance-Based Long-Term Incentive Award Agreement, which is
incorporated herein by reference to Exhibit 99.3 to PepsiCo, Inc.’s Current Report on Form
8-K filed with the Securities and Exchange Commission on February 2, 2006.*
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10.13 Form of Stock Option Retention Award Agreement, which is incorporated herein by reference
to Exhibit 99.4 to PepsiCo, Inc.’s Current Report on Form 8-K filed with the Securities and
Exchange Commission on February 2, 2006.*
10.14 PepsiCo Executive Income Deferral Program (Plan Document for the 409A Program),
amended and restated effective as of January 1, 2005, which is incorporated herein by reference
to Exhibit 10.2 to PepsiCo, Inc.’s Quarterly Report on Form 10-Q for the fiscal quarter ended
September 6, 2008.*
10.15 PepsiCo Director Deferral Program, amended and restated effective as of January 1, 2005
with revisions through September 19, 2012, which is incorporated herein by reference to
Exhibit 10.1 to PepsiCo, Inc.’s Quarterly Report on Form 10-Q for the fiscal quarter ended
September 8, 2012.*
10.16 Amendments to the PepsiCo, Inc. 2003 Long-Term Incentive Plans, the PepsiCo, Inc. 1994
Long-Term Incentive Plan, the PepsiCo, Inc. 1995 Stock Option Incentive Plan, the PepsiCo
SharePower Stock Option Plan, the PepsiCo, Inc. 1987 Incentive Plan effective as of December
31, 2005, which are incorporated herein by reference to Exhibit 10.31 to PepsiCo, Inc.’s Annual
Report on Form 10-K for the fiscal year ended December 31, 2005.*
10.17 Amendments to the PepsiCo, Inc. 2003 Long-Term Incentive Plan, the PepsiCo SharePower
Stock Option Plan, the PepsiCo, Inc. 1995 Stock Option Incentive Plan, the Quaker Long-
Term Incentive Plan of 1999, the Quaker Long-Term Incentive Plan of 1990 and the PepsiCo,
Inc. Director Stock Plan, effective as of November 17, 2006, which are incorporated herein
by reference to Exhibit 10.31 to PepsiCo, Inc.’s Annual Report on Form 10-K for the fiscal
year ended December 30, 2006.*
10.18 Form of Non-Employee Director Long-Term Incentive Award Agreement, which is
incorporated herein by reference to Exhibit 10.2 to PepsiCo, Inc.’s Quarterly Report on Form
10-Q for the fiscal quarter ended September 9, 2006.*
10.19 Form of Annual Long-Term Incentive Award Agreement, which is incorporated herein by
reference to Exhibit 10.2 to PepsiCo, Inc.’s Current Report on Form 8-K filed with the
Securities and Exchange Commission on February 7, 2007.*
10.20 Form of Performance-Based Long-Term Incentive Award Agreement, which is incorporated
herein by reference to Exhibit 10.3 to PepsiCo, Inc.’s Current Report on Form 8-K filed with
the Securities and Exchange Commission on February 7, 2007.*
10.21 Amendment to the PepsiCo, Inc. 1994 Long-Term Incentive Plan, the PepsiCo, Inc. 1995
Stock Option Incentive Plan, the PepsiCo SharePower Stock Option Plan and the PepsiCo,
Inc. 1987 Incentive Plan, effective as of February 2, 2007, which is incorporated herein by
reference to Exhibit 10.41 to PepsiCo, Inc.’s Annual Report on Form 10-K for the fiscal year
ended December 30, 2006.*
10.22 Form of Pro Rata Long-Term Incentive Award Agreement, which is incorporated herein by
reference to Exhibit 10.2 to PepsiCo, Inc.’s Current Report on Form 8-K filed with the
Securities and Exchange Commission on May 8, 2007.*
10.23 Form of Stock Option Retention Award Agreement, which is incorporated herein by reference
to Exhibit 10.3 to PepsiCo, Inc.’s Current Report on Form 8-K filed with the Securities and
Exchange Commission on May 8, 2007.*
10.24 PepsiCo, Inc. 2007 Long-Term Incentive Plan, as amended and restated March 12, 2010,
which is incorporated herein by reference to Exhibit 10.1 to PepsiCo, Inc.’s Current Report
on Form 8-K filed with the Securities and Exchange Commission on May 11, 2010.*
10.25 Form of Annual Long-Term Incentive Award Agreement, which is incorporated herein by
reference to Exhibit 10.1 to PepsiCo, Inc.’s Current Report on Form 8-K filed with the
Securities and Exchange Commission on February 7, 2008.*
10.26 Form of Performance-Based Long-Term Incentive Award Agreement, which is incorporated
herein by reference to Exhibit 10.2 to PepsiCo, Inc.’s Current Report on Form 8-K filed with
the Securities and Exchange Commission on February 7, 2008.*
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10.27 Form of Annual Long-Term Incentive Award Agreement, which is incorporated herein by
reference to Exhibit 10.1 to PepsiCo, Inc.’s Current Report on Form 8-K filed with the
Securities and Exchange Commission on February 11, 2009.*
10.28 Form of Performance-Based Long-Term Incentive Award Agreement, which is incorporated
herein by reference to Exhibit 10.2 to PepsiCo, Inc.’s Current Report on Form 8-K filed with
the Securities and Exchange Commission on February 11, 2009.*
10.29 Form of Pro Rata Long-Term Incentive Award Agreement, which is incorporated herein by
reference to Exhibit 10.3 to PepsiCo, Inc.’s Current Report on Form 8-K filed with the
Securities and Exchange Commission on February 11, 2009.*
10.30 Form of Stock Option Retention Award Agreement, which is incorporated herein by reference
to Exhibit 10.4 to PepsiCo, Inc.’s Current Report on Form 8-K filed with the Securities and
Exchange Commission on February 11, 2009.*
10.31 Form of Restricted Stock Unit Retention Award Agreement, which is incorporated herein by
reference to Exhibit 10.5 to PepsiCo, Inc.’s Current Report on Form 8-K filed with the
Securities and Exchange Commission on February 11, 2009.*
10.32 PepsiCo Pension Equalization Plan (Plan Document for the 409A Plan), January 1, 2005
Restatement, As Amended Through December 31, 2008, which is incorporated herein by
reference to Exhibit 10.46 to PepsiCo, Inc.’s Annual Report on Form 10-K for the fiscal year
ended December 27, 2008.*
10.33 Form of Aircraft Time Sharing Agreement, which is incorporated herein by reference to Exhibit
10 to PepsiCo, Inc.’s Quarterly Report on Form 10-Q for the fiscal quarter ended March 21,
2009.*
10.34 PepsiCo Pension Equalization Plan (Plan Document for the Pre-Section 409A Program),
January 1, 2005 Restatement, As Amended Through December 31, 2008, which is
incorporated herein by reference to Exhibit 10.1 to PepsiCo, Inc.’s Quarterly Report on Form
10-Q for the fiscal quarter ended June 13, 2009.*
10.35 PBG 2004 Long Term Incentive Plan, which is incorporated herein by reference to Exhibit
99.1 to PepsiCo, Inc.’s Registration Statement on Form S-8 as filed with the Securities and
Exchange Commission on February 26, 2010 (Registration No. 333-165107).*
10.36 PBG Long Term Incentive Plan, which is incorporated herein by reference to Exhibit 99.3 to
PepsiCo, Inc.’s Registration Statement on Form S-8 as filed with the Securities and Exchange
Commission on February 26, 2010 (Registration No. 333-165107).*
10.37 PBG Stock Incentive Plan, which is incorporated herein by reference to Exhibit 99.6 to
PepsiCo, Inc.’s Registration Statement on Form S-8 as filed with the Securities and Exchange
Commission on February 26, 2010 (Registration No. 333-165107).*
10.38 Amendments to PBG 2002 Long Term Incentive Plan, PBG Long Term Incentive Plan, The
Pepsi Bottling Group, Inc. 1999 Long Term Incentive Plan and PBG Stock Incentive Plan
(effective February 8, 2007), which are incorporated herein by reference to Exhibit 99.7 to
PepsiCo, Inc.’s Registration Statement on Form S-8 as filed with the Securities and Exchange
Commission on February 26, 2010 (Registration No. 333-165107).*
10.39 Amendments to PBG 2004 Long Term Incentive Plan, PBG 2002 Long Term Incentive Plan,
The Pepsi Bottling Group, Inc. Long Term Incentive Plan, The Pepsi Bottling Group, Inc.
1999 Long Term Incentive Plan, PBG Directors’ Stock Plan and PBG Stock Incentive Plan
(effective February 19, 2010), which are incorporated herein by reference to Exhibit 99.8 to
PepsiCo, Inc.’s Registration Statement on Form S-8 as filed with the Securities and Exchange
Commission on February 26, 2010 (Registration No. 333-165107).*
10.40 PepsiAmericas, Inc. 2000 Stock Incentive Plan (including Amendments No. 1, No. 2 and No.
3 thereto), which is incorporated herein by reference to Exhibit 99.9 to PepsiCo, Inc.’s
Registration Statement on Form S-8 as filed with the Securities and Exchange Commission
on February 26, 2010 (Registration No. 333-165107).*
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10.41 Amendment No. 4 to PepsiAmericas, Inc. 2000 Stock Incentive Plan (effective February 18,
2010), which is incorporated herein by reference to Exhibit 99.10 to PepsiCo, Inc.’s
Registration Statement on Form S-8 as filed with the Securities and Exchange Commission
on February 26, 2010 (Registration No. 333-165107).*
10.42 Amendment to the PepsiCo Executive Income Deferral Program Document for the 409A
Program, adopted February 18, 2010, which is incorporated herein by reference to Exhibit
10.11 to PepsiCo, Inc.’s Quarterly Report on Form 10-Q for the quarterly period ended March
20, 2010.*
10.43 Amendment to the PepsiCo Pension Equalization Plan Document for the 409A Program,
adopted February 18, 2010, which is incorporated herein by reference to Exhibit 10.12 to
PepsiCo, Inc.’s Quarterly Report on Form 10-Q for the quarterly period ended March 20,
2010.*
10.44 Specified Employee Amendments to Arrangements Subject to Section 409A of the Internal
Revenue Code, adopted February 18, 2010 and March 29, 2010, which is incorporated herein
by reference to Exhibit 10.13 to PepsiCo, Inc.’s Quarterly Report on Form 10-Q for the
quarterly period ended March 20, 2010.*
10.45 Form of Performance-Based Long-Term Incentive Award Agreement, which is incorporated
herein by reference to Exhibit 10.1 to PepsiCo, Inc.’s Current Report on Form 8-K filed with
the Securities and Exchange Commission on April 16, 2010.*
10.46 Amendment to the PepsiCo Executive Income Deferral Program Document for the 409A
Program, adopted June 28, 2010, which is incorporated herein by reference to Exhibit 10.1
to PepsiCo, Inc.’s Quarterly Report on Form 10-Q for the quarterly period ended September
4, 2010.*
10.47 Amendment to the PepsiCo Pension Equalization Plan (Plan Document for the 409A Program
and Plan Document for the Pre-409A Document), effective as of January 1, 2011, which is
incorporated herein by reference to Exhibit 10.63 to PepsiCo, Inc.’s Annual Report on Form
10-K for the fiscal year ended December 25, 2010.*
10.48 PBG Pension Equalization Plan (Plan Document for the 409A Program), as amended, which
is incorporated herein by reference to Exhibit 10.65 to PepsiCo, Inc.’s Annual Report on Form
10-K for the fiscal year ended December 25, 2010.*
10.49 PBG Pension Equalization Plan (Plan Document for the Pre-409A Program), as amended,
which is incorporated herein by reference to Exhibit 10.66 to PepsiCo, Inc.’s Annual Report
on Form 10-K for the fiscal year ended December 25, 2010.*
10.50 PBG Executive Income Deferral Program (Plan Document for the 409A Program), as
amended, which is incorporated herein by reference to Exhibit 10.67 to PepsiCo, Inc.’s Annual
Report on Form 10-K for the fiscal year ended December 25, 2010.*
10.51 PBG Executive Income Deferral Program (Plan Document for the Pre-409A Program), as
amended, which is incorporated herein by reference to Exhibit 10.68 to PepsiCo, Inc.’s Annual
Report on Form 10-K for the fiscal year ended December 25, 2010.*
10.52 Amendment to the PBG Pension Equalization Plan (Plan Document for the 409A Program
and Plan Document for the Pre-409A Program), effective as of January 1, 2011, which is
incorporated herein by reference to Exhibit 10.1 to PepsiCo, Inc.’s Quarterly Report on Form
10-Q for the quarterly period ended September 3, 2011.*
10.53 The PepsiCo International Retirement Plan Defined Benefit Program, as amended and restated
effective as of January 1, 2010, which is incorporated herein by reference to Exhibit 10.68 to
PepsiCo, Inc.’s Annual Report on Form 10-K for the fiscal year ended December 31, 2011.*
10.54 Amendment to the PepsiCo International Retirement Plan Defined Benefit Program, effective
as of January 1, 2011, which is incorporated herein by reference to Exhibit 10.69 to PepsiCo,
Inc.’s Annual Report on Form 10-K for the fiscal year ended December 31, 2011.*
10.55 PepsiCo Automatic Retirement Contribution Equalization Plan, effective as of January 1,
2011, which is incorporated herein by reference to Exhibit 10.70 to PepsiCo, Inc.’s Annual
Report on Form 10-K for the fiscal year ended December 31, 2011.*
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10.56 Amendment to the PepsiCo Pension Equalization Plan (both the Plan Document for the 409A
Program and Plan Document for the Pre-409A Program) and the PBG Pension Equalization
Plan (both the Plan Document for the 409A Program and Plan Document for the Pre-409A
Program), generally, effective January 1, 2011 and merging the PBG Pension Equalization
Plan into the PepsiCo Pension Equalization Plan as of the end of the day on December 31,
2011, which is incorporated herein by reference to Exhibit 10.71 to PepsiCo, Inc.’s Annual
Report on Form 10-K for the fiscal year ended December 31, 2011.*
10.57 Form of Annual Long-Term Incentive Award Agreement, which is incorporated herein by
reference to Exhibit 10.1 to PepsiCo, Inc.’s Quarterly Report on Form 10-Q for the quarterly
period ended March 24, 2012.*
10.58 Amendment to the PepsiCo Pension Equalization Plan (both the Plan Document for the 409A
Program and Plan Document for the Pre-409A Program), effective as of December 1, 2012,
which is incorporated herein by reference to Exhibit 10.75 to PepsiCo, Inc.’s Annual Report
on Form 10-K for the fiscal year ended December 29, 2012.*
10.59 Form of Annual Long-Term Incentive Award Agreement, which is incorporated herein by
reference to Exhibit 10.1 to PepsiCo, Inc.’s Current Report on Form 8-K filed with the
Securities and Exchange Commission on February 11, 2013.*
10.60 Form of Annual Long-Term Incentive Award Agreement, which is incorporated herein by
reference to Exhibit 10.1 to PepsiCo, Inc.’s Current Report on Form 8-K filed with the
Securities and Exchange Commission on March 18, 2013.*
10.61 Amendment to the PepsiCo Pension Equalization Plan (both the Plan Document for the 409A
Program and Plan Document for the Pre-409A Program), generally effective as of January 1,
2013, which is incorporated herein by reference to Exhibit 10.77 to PepsiCo, Inc.’s Annual
Report on Form 10-K for the fiscal year ended December 28, 2013.*
10.62 PepsiCo, Inc. 2007 Long-Term Incentive Plan, as amended and restated March 13, 2014,
which is incorporated herein by reference to Exhibit 10.1 to PepsiCo, Inc.’s Current Report
on Form 8-K filed with the Securities and Exchange Commission on March 14, 2014.*
10.63 PepsiCo, Inc. Executive Incentive Compensation Plan, as amended and restated effective
February 7, 2014, which is incorporated herein by reference to Exhibit B to PepsiCo, Inc.’s
Proxy Statement for its 2014 Annual Meeting of Shareholders filed with the Securities and
Exchange Commission on March 21, 2014.*
10.64 Amendment to the PepsiCo Pension Equalization Plan (the Plan Document for the 409A
Program), effective as of October 1, 2014, which is incorporated herein by reference to Exhibit
10.77 to PepsiCo, Inc.’s Annual Report on Form 10-K for the fiscal year ended December 27,
2014.*
10.65 Amendment to the PepsiCo Pension Equalization Plan (both the Plan Document for the 409A
Program and the Plan Document for the Pre-409A Program), effective as of January 1, 2014
unless otherwise noted therein, which is incorporated herein by reference to Exhibit 10.79 to
PepsiCo, Inc.’s Annual Report on Form 10-K for the fiscal year ended December 27, 2014.*
10.66 Amendment to the PepsiCo International Retirement Plan Defined Benefit Program, effective
as of January 1, 2015, which is incorporated herein by reference to Exhibit 10.78 to PepsiCo,
Inc.’s Annual Report on Form 10-K for the fiscal year ended December 27, 2014.*
10.67 The PepsiCo International Retirement Plan Defined Contribution Program, as amended, which
is incorporated herein by reference to Exhibit 10.1 to PepsiCo, Inc.’s Quarterly Report on
Form 10-Q for the quarterly period ended March 21, 2015.*
10.68 Five-Year Credit Agreement, dated as of June 8, 2015, among PepsiCo, Inc., as borrower, the
lenders named therein, and Citibank, N.A., as administrative agent, which is incorporated
herein by reference to Exhibit 10.1 to PepsiCo, Inc.’s Current Report on Form 8-K filed with
the Securities and Exchange Commission on June 10, 2015.
10.69 Amendment to the PepsiCo International Retirement Plan Defined Benefit Program and the
PepsiCo International Retirement Plan Defined Contribution Program, effective as of January
1, 2016.*
141
Table of Contents
12
21
23
24
31
10.70 Form of Annual Long-Term Incentive Award Agreement, which is incorporated herein by
reference to Exhibit 10.1 to PepsiCo, Inc.’s Current Report on Form 8-K filed with the
Securities and Exchange Commission on February 5, 2016.*
Computation of Ratio of Earnings to Fixed Charges.
Subsidiaries of PepsiCo, Inc.
Consent of KPMG LLP.
Power of Attorney.
Certification of our Chief Executive Officer and our Chief Financial Officer pursuant to Section
302 of the Sarbanes-Oxley Act of 2002.
Certification of our Chief Executive Officer and our Chief Financial Officer pursuant to Section
906 of the Sarbanes-Oxley Act of 2002.
The following materials from PepsiCo, Inc.’s Annual Report on Form 10-K for the fiscal year
ended December 26, 2015 formatted in XBRL (eXtensible Business Reporting Language):
(i) the Consolidated Statement of Income, (ii) the Consolidated Statement of Comprehensive
Income, (iii) the Consolidated Statement of Cash Flows, (iv) the Consolidated Balance Sheet,
(v) the Consolidated Statement of Equity and (vi) Notes to Consolidated Financial Statements.
101
32
* Management contracts and compensatory plans or arrangements required to be filed as exhibits pursuant to Item 15
(a)(3) of this report.
142
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Reconciliation of
GAAP and Non-GAAP
Information
Organic, core and constant currency results, as well as free cash flow
excluding certain items, are non-GAAP financial measures as they
exclude certain items noted below. However, we believe investors
should consider these non-GAAP measures in evaluating our results
as they are indicative of our ongoing performance and reflect how
management evaluates our operational results and trends. These
measures are not, and should not be viewed as, a substitute for U.S.
GAAP reporting measures.
Commodity Mark-To- Market Net Impact
In the year ended December 26, 2015, we recognized $11 mil-
lion of mark-to- market net gains on commodity hedges in
corporate unallocated expenses. In the years ended December 27,
2014, December 28, 2013 and December 29, 2012, we recognized
$68 million and $72 million of mark-to- market net losses and
$65 million of mark-to- market net gains, respectively, on commod-
ity hedges in corporate unallocated expenses. We centrally manage
commodity derivatives on behalf of our divisions. These commod-
ity derivatives include agricultural products, metals and energy.
Commodity derivatives that do not qualify for hedge accounting
treatment are marked to market each period with the resulting
gains and losses recorded in corporate unallocated expenses, as
either cost of sales or selling, general and administrative expenses,
depending on the underlying commodity. These gains and losses
are subsequently reflected in division results when the divisions
recognize the cost of the underlying commodity in operating profit.
Restructuring and Impairment Charges
2014 Multi-Year Productivity Plan
In the year ended December 26, 2015, we incurred restructuring
charges of $169 million in conjunction with the 2014 Productivity
Plan. In the years ended December 27, 2014 and December 28, 2013,
we incurred restructuring charges of $357 million and $53 million,
respectively, in conjunction with our 2014 Productivity Plan. The
2014 Productivity Plan includes the next generation of productivity
initiatives that we believe will strengthen our food, snack and bev-
erage businesses by: accelerating our investment in manufacturing
automation; further optimizing our global manufacturing footprint,
including closing certain manufacturing facilities; re- engineering
our go-to- market systems in developed markets; expanding shared
services; and implementing simplified organization structures to
drive efficiency. The 2014 Productivity Plan is in addition to the
2015 ANNUAL REPORT(cid:2) 143
2012 Productivity Plan and is expected to continue the benefits of
that plan.
2012 Multi-Year Productivity Plan
In the year ended December 26, 2015, we incurred restructuring
charges of $61 million in conjunction with the 2012 Productivity
Plan. In the years ended December 27, 2014, December 28, 2013 and
December 29, 2012, we incurred restructuring charges of $61 million,
$110 million and $279 million, respectively, in conjunction with our
2012 Productivity Plan. The 2012 Productivity Plan included actions
in every aspect of our business that we believe would strengthen
our complementary food, snack and beverage businesses by: lever-
aging new technologies and processes across PepsiCo’s operations,
go-to- market and information systems; heightening the focus on
best practice sharing across the globe; consolidating manufactur-
ing, warehouse and sales facilities; and implementing simplified
organization structures, with wider spans of control and fewer layers
of management. The 2012 Productivity Plan has enhanced PepsiCo’s
cost- competitiveness and provided a source of funding for future
brand- building and innovation initiatives.
Pension- Related Settlements
In the year ended December 26, 2015, we recorded pension- related
settlement benefits of $67 million in the NAB segment associ-
ated with the settlement of pension- related liabilities from
previous acquisitions. In the years ended December 27, 2014 and
December 29, 2012, we recorded pension lump sum settlement
charges of $141 million and $195 million, respectively, related to pay-
ments for pension liabilities to certain former employees who had
vested benefits.
Restructuring and Other Charges Related to the
Transaction with Tingyi
In the year ended December 26, 2015, we recorded a charge of
$73 million in the AMENA segment related to a write-off of the
recorded value of a call option to increase our holding in TAB to 20%.
In the year ended December 29, 2012, we recorded restructuring
and other charges of $150 million in the AMENA segment related to
the transaction with Tingyi.
Venezuela Impairment Charges
In the year ended December 26, 2015, we recorded charges of
$1.4 billion in the Latin America segment related to the impairment
of investments in our wholly-owned Venezuelan subsidiaries and
beverage joint venture.
Venezuela Remeasurement Charges
In the year ended December 27, 2014, we recorded a $105 million
net charge related to our remeasurement of the bolivar for certain
144(cid:2) PEPSICO
net monetary assets of our Venezuelan businesses. $126 million
of this charge was recorded in corporate unallocated expenses,
with the balance (equity income of $21 million) recorded in our
Latin America segment. In the year ended December 28, 2013, we
recorded a net charge of $111 million related to the devaluation
of the bolivar for our Venezuelan businesses. $124 million of the
2013 charge was recorded in corporate unallocated expenses, with
the balance (equity income of $13 million) recorded in our Latin
America segment.
Merger and Integration Charges
In the year ended December 28, 2013, we incurred merger and
integration charges of $10 million related to our acquisition of WBD
recorded in the ESSA segment. In the year ended December 29,
2012, we incurred merger and integration charges of $16 million
related to our acquisition of WBD, including $11 million recorded in
the ESSA segment and $5 million recorded in interest expense.
Tax Benefi ts
In the year ended December 26, 2015, we recognized a non-cash
tax benefit of $230 million associated with our agreement with the
IRS resolving substantially all open matters related to the audits
for taxable years 2010 through 2011, which reduced our reserve
for uncertain tax positions for the tax years 2010 through 2011. In
the year ended December 28, 2013, we recognized a non-cash tax
benefit of $209 million associated with our agreement with the
IRS resolving all open matters related to the audits for the taxable
years 2003 through 2009, which reduced our reserve for uncer-
tain tax positions for the tax years 2003 through 2012. In the year
ended December 29, 2012, we recognized a non-cash tax benefit of
$217 million associated with a favorable tax court decision related to
the classification of financial instruments.
Free Cash Flow (excluding certain items)
Free cash flow (excluding certain items) is the primary measure
management uses to monitor cash flow performance. This is not a
measure defined by U.S. GAAP. Since net capital spending is essential
to our product innovation initiatives and maintaining our opera-
tional capabilities, we believe that it is a recurring and necessary use
of cash. As such, we believe investors should also consider net cap-
ital spending when evaluating our cash from operating activities.
Additionally, we consider certain other items in evaluating free cash
flow that we believe investors should consider in evaluating our
free cash flow results. See pages 70–71 “Our Liquidity and Capital
Resources — Free Cash Flow” in Management’s Discussion and
Analysis for a reconciliation to the most directly comparable finan-
cial measure for each reportable year in accordance with U.S. GAAP.
Core Net Return on Invested Capital
Management uses ROIC to monitor the profitability of utilized capi-
tal and core net ROIC to compare our performance over various
reporting periods on a consistent basis, because it removes from
our operating results the impact of items that are not indicative of
our ongoing performance and reflects how management evaluates
our operating results and trends. Core net ROIC is not a measure
defined by U.S. GAAP. We believe the calculation of core net ROIC
provides useful information to investors and is an additional rel-
evant comparison of our performance to consider when evaluating
our capital allocation discipline. See below and pages 71–72 “Our
Liquidity and Capital Resources — Net Return on Invested Capital”
in Management’s Discussion and Analysis for reconciliations to the
most directly comparable financial measure in accordance with
U.S. GAAP.
Net Revenue Growth Reconciliation
12/26/15
Year Ended
12/27/14
12/28/13
Reported Revenue Growth
Impact of Foreign Exchange Translation
Impact of Acquisitions and Divestitures
Impact of Venezuela Deconsolidation(a)
Organic Revenue Growth
(5)%
10
–
1
5%
–%
3
–
–
4%
1%
2
1
–
4%
(a) Represents the impact of the exclusion of the fourth quarter 2014 results of our Venezuelan
businesses, which were deconsolidated effective as of the end of the third quarter of 2015.
Gross Margin Growth Reconciliation
Reported Gross Margin Growth
Commodity Mark-to- Market Net Impact
Core Gross Margin Growth
Year Ended
12/26/15
130 bps
8
138 bps
Growth
2012–2015
277 bps
7
283 bps
Operating Margin Growth Reconciliation
Reported Operating Margin Growth
Commodity Mark-to- Market Net Impact
Restructuring and Impairment Charges
Pension- Related Settlement (Benefits)/Charges
Restructuring and Other Charges Related to the
Transaction with Tingyi
Venezuela Impairment Charges
Venezuela Remeasurement Charges
Merger and Integration Charges
Core Operating Margin Growth
Year Ended
12/26/15
(112) bps
Growth
2012–2015
(67) bps
(12)
(26)
(32)
12
215
(16)
–
29 bps
8
(6)
(41)
(11)
215
–
(1.5)
98 bps
Note – Certain amounts above may not sum due to rounding.
Return on Invested Capital (ROIC) Growth Reconciliation
2015 ANNUAL REPORT(cid:2) 145
Year Ended
12/26/15
(13) bps
Growth
2012–2015
(55) bps
Reported ROIC Growth(b)
Impact of:
Cash, Cash Equivalents and Short-Term
Investments
Interest Income After Tax
Commodity Mark-to- Market Net Impact
Restructuring and Impairment Charges
Pension- Related Settlement (Benefits)/
Charges
Restructuring and Other Charges Related to
the Transaction with Tingyi
Venezuela Impairment Charges
Venezuela Remeasurement Charges
Tax Benefits
Merger and Integration Charges
68
2
(11)
(25)
(24)
16
270
(20)
(51)
–
Core Net ROIC Growth(c)
212 bps
260
4
5
(9)
(37)
(18)
270
(3)
–
13
430 bps
(b) The impact of all other reconciling items to reported ROIC round to zero.
(c) Core Net ROIC represents core net income attributable to PepsiCo plus after-tax core net
interest expense, divided by a quarterly average of invested capital less cash, cash equiva-
lents and short-term investments adjusted for non-core items.
Diluted EPS Growth Reconciliation
Reported Diluted EPS
Commodity Mark-to- Market Net Impact
Restructuring and Impairment Charges
Pension- Related Settlement (Benefits)/Charges
Charges Related to the Transaction with Tingyi
Venezuela Impairment Charges
Venezuela Remeasurement Charges
Merger and Integration Charges
Tax Benefits
Core Diluted EPS
Impact of Foreign Exchange Translation
Core Constant Currency Diluted EPS Growth
Year Ended
12/26/15
$ 3.67
–
0.12
(0.03)
0.05
0.91
–
–
(0.15)
$ 4.57
12/27/14
$ 4.27
0.03
0.21
0.06
–
–
0.07
–
–
$ 4.63
12/28/13
$ 4.32
0.03
0.08
–
–
–
0.07
0.01
(0.13)
$ 4.37
12/29/12
$ 3.92
(0.03)
0.14
0.08
0.11
–
–
0.01
(0.14)
$ 4.10
2015
Growth
2014
(14)%
(1)%
2013
10%
(1)
11
10%
6
3
9%
7
2
9%
Total Operating Profi t Reconciliation
Reported Operating Profit
Commodity Mark-to- Market Net Impact
Restructuring and Impairment Charges
Charge Related to the Transaction with
Year Ended
12/26/15
$ 8,353
(11)
230
12/27/14
$ 9,581
68
418
Growth
(13)%
Tingyi
73
–
Pension- Related Settlement (Benefits)/
Charge
Venezuela Impairment Charges
Venezuela Remeasurement Charges
Core Operating Profit
(67)
1,359
–
$ 9,937
141
–
105
$ 10,313
Note – Certain amounts above may not sum due to rounding.
(4)%
146(cid:2) PEPSICO
Forward- Looking
Statements
This Annual Report contains statements reflecting our views
about our future performance that constitute “ forward- looking
statements” within the meaning of the Private Securities Litigation
Reform Act of 1995 (Reform Act). Statements that constitute
forward- looking statements within the meaning of the Reform
Act are generally identified through the inclusion of words such as
“aim,” “anticipate,” “believe,” “drive,” “estimate,” “expect,” “expressed
confidence,” “forecast,” “future,” “goal,” “guidance,” “intend,” “may,”
“objective,” “outlook,” “plan,” “position,” “potential,” “project,” “seek,”
“should,” “strategy,” “target,” “will” or similar statements or variations
of such words and other similar expressions. All statements address-
ing our future operating performance, and statements addressing
events and developments that we expect or anticipate will occur
in the future, are forward- looking statements within the meaning
of the Reform Act. These forward- looking statements are based
on currently available information, operating plans and projections
about future events and trends. They inherently involve risks and
uncertainties that could cause actual results to differ materially from
those predicted in any such forward- looking statement. These risks
and uncertainties include, but are not limited to, those described
in “Item 1A. Risk Factors” on pages 11–25 of our Annual Report on
Form 10-K and “Item 7. Management’s Discussion and Analysis of
Financial Condition and Results of Operations — Our Business —
Our Business Risks” of our Annual Report on Form 10-K included
herewith. Investors are cautioned not to place undue reliance on
any such forward- looking statements, which speak only as of the
date they are made. We undertake no obligation to update any
forward- looking statement, whether as a result of new information,
future events or otherwise.
2015 ANNUAL REPORT(cid:2) 147
Comparison of (cid:2)Cumulative Total Shareholder Return
The graph below compares PepsiCo Inc.’s cumulative five-year total shareholder return
on common stock with the cumulative total returns of the S&P 500 index and the S&P
Average of Industry Groups index.* The graph tracks the performance of a $100 invest-
ment in our common stock and in each index (with the reinvestment of all dividends)
from 12/31/2010 to 12/31/2015.
in U.S. dollars
PepsiCo, Inc.
S&P 500
S&P Avg. of Ind. Groups*
200
175
150
125
100
2010
2011
2012
2013
2014
2015
PepsiCo, Inc.
S&P 500
S&P Avg. of Industry Groups*
12/10
$100
$100
$100
12/11
$105
$102
$112
12/12
$111
$118
$122
12/13
$139
$157
$154
12/14
$163
$178
$174
12/15
$177
$181
$198
* The S&P Average of Industry Groups is derived by weighting the returns of two applicable S&P Industry Groups (Soft Drinks
and Packaged Foods) based on the relative contribution of PepsiCo’s sales in its beverage and food businesses.
The returns on PepsiCo common stock, the S&P 500 Index and the S&P Average of Industry Groups are calculated through
December 31, 2015. Past performance is not necessarily indicative of future returns on investments in PepsiCo common stock.
Common Stock
Information
Stock Trading Symbol(cid:2)—(cid:2)PEP
Stock Exchange Listings
The New York Stock Exchange is the
principal market for PepsiCo common
stock, which is also listed on the Chicago
Stock Exchange and SIX Swiss Exchange.
Dividend Policy
Dividends are usually declared in February,
May, July and November and paid at the
end of March, June and September and
the beginning of January. On February 4,
2016, the Board of PepsiCo declared a
quarterly dividend of $0.7025 per share
payable March 31, 2016 to sharehold-
ers of record on March 4, 2016. For the
remainder of 2016, the dividend record
dates for these payments are expected to
be June 3, September 2 and December 2,
2016, subject to approval by the Board of
Directors. We have paid consecutive quar-
terly cash dividends since 1965.
Annualized Cash Dividends Declared
Per Share (in $)
Shareholder Information
15
14
13
12
11
2.7625
2.5325
2.2400
2.1275
2.0250
Year-End Market Price of Stock
Based on calendar year-end (in $)
100
75
50
25
0
11
12
13
14
15
The closing price for a share of PepsiCo
common stock on the New York Stock
Exchange was the price as reported by
Bloomberg for the years ending 2011–2015.
Past performance is not necessarily indica-
tive of future stock price performance.
Annual Meeting
The Annual Meeting of Shareholders will be held at the North Carolina History Center at
Tryon Palace, 529 South Front Street, New Bern, North Carolina 28562, on Wednesday,
May 4, 2016, at 9:00 a.m. local time. Proxies for the meeting will be solicited by an indepen-
dent proxy solicitor. This Annual Report is not part of the proxy solicitation.
Inquiries Regarding Your Stock Holdings
Registered Shareholders (shares held by you in your name) should address communi-
cations concerning transfers, statements, dividend payments, address changes, lost
certificates and other administrative matters to:
Computershare Inc.
P.O. Box 30170
College Station, TX 77845-3170
Telephone: 800-226-0083
201-680-6578 (outside the U.S.)
Website: www.computershare.com/investor
Online inquiries: www-us.computer
share.com/investor/contact
or
Manager, Shareholder Relations
PepsiCo, Inc.
700 Anderson Hill Road
Purchase, NY 10577
Telephone: 914-253-3055
E-mail: investor@pepsico.com
In all correspondence or telephone inquiries, please mention PepsiCo, the name in which
your shares are registered, your holder ID, your address and your telephone number.
PepsiCo Values
Our Commitment: To deliver SUSTAINED
GROWTH through EMPOWERED
PEOPLE acting with RESPONSIBILITY and
building TRUST.
Guiding Principles
We must always strive to: Care for custom-
ers, consumers and the world we live in. Sell
only products we can be proud of. Speak
with truth and candor. Balance short term
and long term. Win with diversity and inclu-
sion. Respect others and succeed together.
© 2016 PepsiCo, Inc.
Environmental Profi le
This Annual Report was printed with
Forest Stewardship Council® (FSC®)–
certified paper, the use of 100% certified
renewable wind power resources and soy
ink. PepsiCo continues to reduce the costs
and environmental impact of annual report
printing and mailing by utilizing a distribu-
tion model that drives increased online
readership and fewer printed copies. You
can learn more about our environmental
efforts at www.pepsico.com.
148(cid:2) PEPSICO
SharePower Participants (associates
with SharePower Options) should address
all questions regarding your account,
outstanding options or shares received
through option exercises to:
Corporate
Information
Merrill Lynch
1400 Merrill Lynch Drive
MSC NJ2-140-03-17
Pennington, NJ 08534
Telephone: 800-637-6713 (U.S.,
Puerto Rico and Canada)
609-818-8800 (all other locations)
In all correspondence, please provide your
account number (for U.S. citizens, this is
your Social Security number), your address
and your telephone number, and mention
PepsiCo SharePower. For telephone inqui-
ries, please have a copy of your most recent
statement available.
Associate Benefi t Plan Participants
PepsiCo 401(k) Plan
The PepsiCo Savings & Retirement
Center at Fidelity
P.O. Box 770003
Cincinnati, OH 45277-0065
Telephone: 800-632-2014
(Overseas: Dial your country’s AT&T
Access Number + 800-632-2014. In the
U.S., access numbers are available by
calling 800-331-1140. From anywhere in
the world, access numbers are available
online at www.att.com/traveler).
Website: www.netbenefits.com/pepsico
PepsiCo Stock Purchase Program
Fidelity Investments
P.O. Box 770001
Cincinnati, OH 45277-0002
Telephone: 800-632-2014
Website: www.netbenefits.com/pepsico
Please have a copy of your most recent state-
ment available when calling with inquiries.
Corporate Headquarters
PepsiCo, Inc.
700 Anderson Hill Road
Purchase, NY 10577
Telephone: 914-253-2000
PepsiCo Website
www.pepsico.com
Independent Auditors
KPMG LLP
345 Park Avenue
New York, NY 10154-0102
Telephone: 212-758-9700
Direct Stock Purchase
Interested investors can make their initial
purchase directly through Computershare,
transfer agent for PepsiCo and Administrator
for the Plan. Please contact our transfer
agent for more information:
Computershare Inc.
P.O. Box 30170
College Station, TX 77845-3170
Telephone: 800-226-0083
201-680-6578 (outside the U.S.)
Website: www.computershare.com/investor
Online inquiries: www-us.computer
share.com/investor/contact
Other services include dividend reinvest-
ment, direct deposit of dividends, optional
cash investments by electronic funds
transfer or check drawn on a U.S. bank,
sale of shares, online account access and
electronic delivery of shareholder materials.
Additional Information
PepsiCo’s Annual Report contains many
of the valuable trademarks owned and/
or used by PepsiCo and its subsidiaries
and affiliates in the U.S. and internation-
ally to distinguish products and services of
outstanding quality. All other trademarks
featured herein are the property of their
respective owners.
2015 Performance Highlights
$8.1B
free cash fl ow, excluding
certain items1
5%
organic revenue growth1
10%
core constant currency
earnings per share growth1
140BPS
core gross margin improvement1
$9B
returned to our shareholders
through share repurchases
and dividends
210BPS
improvement in core net return
on invested capital1
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PepsiCo has 22 brands in its
portfolio that each generated
$1 billion or more in estimated
annual retail sales in 2015
2015 Diversity Statistics
Contribution Summary (in millions)
% Women
% People of Colora
Board of Directors
Senior Executivesb
Executives (U.S.)
All Managers (U.S.)
All Employees (U.S.)
29
27
32
34
18
29
36
23
28
37
PepsiCo Foundation
Corporate Contributions*
Division Contributions
Division Estimated In-Kind
Total
The data in this chart is as of December 31, 2015, and, other than the Board of Directors, this
chart reflects full-time employees only.
a) U.S. only; primarily based on completed self-identification forms.
b) Composed of PepsiCo Executive Officers subject to Section 16 of the Securities
Exchange Act of 1934.
*Corporate Contributions includes estimated in-kind donations of $0.4 million.
2015
$ 37.1
8.2
11.5
53.7
$110.5
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