PepsiCo_2010_Sustainability_Summary

Performance
with Purpose
The Promise of PepsiCo
Sustainability Summary 2010

Contents
Introduction 1
Defining Performance with Purpose 2
CEO Letter 4
About This Report 5
About PepsiCo 6
Select Goals and Commitments 8
World Challenges and Opportunities 10
Case Stories 16
Awards & Recognition 32
GRI/UNGC Index Inside Back Cover
Corporate Information Back Cover

Good for all
is good for business.
At PepsiCo, Performance with Purpose means
delivering sustainable growth by investing in a
healthier future for people and our planet.
support and invest in the local communities where
we operate, by hiring local people, creating products
designed for local tastes and partnering with local
farmers, governments and community groups.
Because a healthier future for all people and our
planet means a more successful future for PepsiCo.
This is our promise.
As a global food and beverage company with brands
that stand for quality and are respected household
names—Pepsi-Cola, Lay’s, Quaker Oats, Tropicana
and Gatorade to name but a few—we will continue
to build a portfolio of enjoyable and healthier foods
and beverages, find innovative ways to reduce the use
of energy, water and packaging, and provide a great
workplace for our associates. Additionally, we respect,
1
Introduction

Defining
Performance
with Purpose
At PepsiCo, we believe that what is
good for society and what is good for
business can and should be the same.
When we first launched Performance
with Purpose, we were clear that
our long-term profitable growth was
linked inextricably to our ability to
deliver our sustainability objectives.
We defined them as Performance—a promise to strive to
deliver superior, sustainable financial performance; Human
Sustainability—addressing global and complex nutrition needs;
Environmental Sustainability—being a good steward of our
planet’s natural resources; and Talent Sustainability—creating
employment opportunities and developing associates while
fostering a diverse and inclusive workplace. Today we are as
committed to these objectives as ever.
As our business continues to grow and develop around the world,
we continue to evolve our thinking around Performance with
Purpose. Over the past two years, as we have worked to embed
our sustainability objectives firmly into our business model, we
have learned a great deal—about what we are capable of, about
the impact of our actions, and about the priority areas that the
business must focus on in order to continue to grow and serve
the global community for the next decade.
2
PepsiCo Sustainability Summary 2010

3

businesses is a nutrition business, focused on fruit,
vegetables, grains and dairy, that is nearly.$13 billion
and growing.
As the world’s second-largest food and beverage
business, our ability to have a positive impact
on the world is vast. We believe that building a
healthier future for people and our planet is good
for PepsiCo’s financial success and good for the
world. This is the cornerstone of our Performance
with Purpose mission: that our long-term profitable
growth (our Performance) is linked intrinsically to
our ability to deliver on our social and environmental
objectives (our Purpose).
From a business standpoint, this is about both the
short term and the long term, today and tomorrow.
On the one hand, Performance with Purpose
has helped PepsiCo be competitive and profitable
today: in 2010 alone, our net revenue grew by
33 percent* and our core division operating profit
rose 23 percent*—both on a constant currency
basis—which enabled us to return $8 billion to our
shareholders. On the other hand, Performance with
Purpose keeps us ahead of the global challenges
shaping our industry—which are articulated in the
pages that follow—setting us up for market leader-
ship and profitable growth into the next decade.
As this report demonstrates through four case
studies, Performance with Purpose is not a stand-
alone initiative. Instead, our sustainability goals,
across the four planks—Performance, Human,
Environmental and Talent sustainability—are woven
into the fabric of our brands, guiding how they do
business, while generating significant sourcing,
operational, and consumer impacts that improve
both our top and bottom lines.
We’ve made progress. As you will see, in some areas,
we have made more progress than others—but we
are moving in the right direction. Based on what
we have learned in this challenging process, we
are also determining how to best focus our efforts,
in order to have the greatest impact. As with any
complex initiative, it’s important to be flexible
and responsive to a changing world. As part of this
learning process, we are working to create better
measurements to track our progress; invest in
long-term research and development to expand
our innovation; and build new partnerships to help
achieve our Performance with Purpose goals.
The Promise of PepsiCo is not about altruism. It is
not about environmentalism. It is, instead, about
enlightened self interest: we believe these are the
benchmarks that PepsiCo must meet to succeed in
today’s economy while ensuring, as we said in 1968,
a continuing climate in which PepsiCo can prosper.
John Kennedy once said that “the problems of the
world cannot possibly be solved by skeptics whose
horizons are limited by the obvious realities. We
need people who can dream of things that never
were.” I look forward to working together, building
together and dreaming together in the days ahead
to build an even bigger and better PepsiCo.
IndraK.Nooyi
Chairman and Chief Executive Officer
Dear Fellow Stakeholders
By any standard, this is an inspiring paragraph
to read in an annual report: “To ensure a continu-
ing climate in which it can prosper, the modern
company…must take an active role in civic, cultural
and community programs. While results in this area
are less tangible and harder to measure than sales
or profits, they are no less important.”
The idea that ethics and growth are connected is
a broadly shared understanding in today’s business
world. But these words appeared in the PepsiCo
Annual Report back in 1968—just three years
after the Pepsi-Cola Company and the Frito-Lay
Company merged to form PepsiCo. It is a testa-
ment to how long we have treasured the belief that
corporate capabilities and corporate character are
not just integrated, but inseparable. Back then,
it led PepsiCo to become early corporate leaders
on everything from civil rights to scholarships to
recycling, while growing our beloved brands in
markets around the world.
Today, PepsiCo is a $60 billion global food and
beverage powerhouse offering consumers a wide
range of choices. Our global beverage business
is large and highly profitable, with brands that
stand for quality and are respected household
names—including Pepsi and Diet Pepsi, Pepsi Max,
Mountain Dew, Sierra Mist, Gatorade, Lipton Iced Tea
and popular local brands such as Mirinda in Europe
and Nimbooz in India. Meanwhile, our global snack
business is driven by equally iconic and delicious
brands, such as Lay’s, Ruffles, Doritos, Fritos, Cheetos,
Walkers in the UK, Fandangos in Brazil and Gamesa in
Mexico. And nested within our snack and beverage
CEO Letter
* Core results and core results on a constant currency basis are non-GAAP measures that exclude certain items. Please see page 108 in our
2010 Annual Report at www.pepsico.com for a reconciliation to the most directly comparable financial measures in accordance with GAAP.4

As our shareholders and stakeholders increasingly seek infor-
mation on a wider range of topics, we strive to adhere to the
highest standards of transparency and accountability. As such,
we articulate our challenges, risks and opportunities to show the
effort required to deliver on our promises. Being a member of
the Ceres network, we strongly believe in the value of engaging
in a dialogue with our stakeholders and soliciting feedback for
continued progress.
This report covers our strategy of maximizing shareholder value
(Performance), providing customers with a variety of product
choices and information to help them live balanced and healthier
lives (Human), implementing efficient technologies and processes
to minimize our use of natural resources (Environmental), and
helping our associates and the communities where we do business
succeed (Talent).
Performance with Purpose is woven into everything we do
at PepsiCo. The four case studies of PepsiCo brands in this
report—Lay’s potato chips, Pepsi-Cola, Quaker Oats and
Tropicana juice—illustrate how our sustainability initiatives
As a leading food and beverage
company that’s both global and
local,PepsiCohasconsiderable
inﬂuence to address world issues,
such as affordable health, good
nutrition,wateravailability,climate
change, sustainable agriculture
and sustainable packaging, within
our businesses and communities.
About This Report
are realized in every part of our global business, and demonstrate
how we creatively and collaboratively make progress toward our
sustainability ambitions.
As a large company with frequent acquisitions, it is important
to develop consistent, reliable data around the world on our prod-
ucts and operations. Performance with Purpose includes goals
that are time-bound and measurable and commitments that
are not time-bound, but still critical to our business. We continue
to define and measure our success against these, as we refine and
prioritize Performance with Purpose to make the greatest impact
with the resources we have.
This year, our online report has incorporated the Global Reporting
Initiative (GRI) protocol, specifically the Food Processing Sector
Supplement. To view our GRI self-reported Application Level B
report, please go to www.pepsico.com/purpose.
5
About This Report

Global Net Revenue Mix 2010 Product Portfolio Net Revenue Mix
International
2005 39%
2010 47%
2005 21%
EmergingMarkets
2010 30%
37%
46%
17%
Good/Better-For-You
Beverages and Snacks
Fun-For-You
Beverages
Fun-For-You
Snacks
PepsiCo is the largest food and
beverage business in North America
and the second-largest in the world.
Our brands include Pepsi-Cola, Lay’s, Quaker Oats, Tropicana
and Gatorade, as well as Naked, Aquafina, Cheetos, 7UP (outside
the U.S.), Sabra and Izze, to name a few. We also have a variety of
strong international brands in our key markets, such as Mirinda in
Europe and Gamesa in Latin America. Within these markets, we
offer products that satisfy local tastes, including Quaker Congee
in China, Sabritas in Mexico and Kurkure in India.
PepsiCo is a company of approximately 294,000 dedicated people
who work in 700 facilities around the world, including manufactur-
ing sites, research and development facilities, distribution centers
and offices. We sell our products in more than 200 countries and
territories, and have a presence through our supply chain and part-
nerships in countless communities around the world.
Perhaps most importantly, PepsiCo is a company of diverse people
and wide-ranging expertise, so we are able to respond quickly to
our markets and customers, as well as the evolving needs of the
countries, cultures and communities in which we operate. From
forming research partnerships with leading scientific minds on
innovations in sustainable farming…to collaborating with small
businesses in local markets to identify local needs…to focusing
our innovation efforts to provide greater choice to consumers…
to establishing community improvement initiatives where our
people live and work…PepsiCo and our people are always
focused on making a positive impact.
It all starts with Performance.
Our long-term profitable growth is linked inextricably to our ability to deliver our
sustainability objectives, and our strong performance both enables and is enabled by
Performance with Purpose.
2010FinancialHighlights
PepsiCo, Inc. and Subsidiaries
(in millions except per share data; all per share amounts assume dilution)
Summary of Operations 2010 2009 Change
Total net revenue $57, 838 $43, 232 34%
Core division operating profit* $10, 626 $ 8, 647 23%
Core total operating profit* $ 9, 773 $ 7, 856 24%
Core net income attributable to PepsiCo* $ 6, 675 $ 5, 846 14%
Core earnings per share attributable to PepsiCo* $ 4.13 $ 3.71 12%
* Core results and core results on a constant currency basis are non-GAAP measures that exclude certain items. Please see pages 64 and 108 in
our 2010 Annual Report at www.pepsico.com for a reconciliation to the most directly comparable financial measures in accordance with GAAP.
About PepsiCo
6

2010 Overall Revenue Mix
Outside U.S.
53%
47%
U.S.
Source: PepsiCo’s 2010 Annual Report
Grow international
revenues at two times real
global GDP growth rate.
In 2010, our revenues outside the U.S.
grew approximately 30 percent, well
ahead of our goal to grow at double
the rate of real global GDP growth.
In 2010, we announced goals and commitments
under the headings of Performance, Human
Sustainability, Environmental Sustainability
and Talent Sustainability.
Reduce the average
amount of added sugar
per serving in key global
beverage brands, in key
countries, by 25 percent
by 2020, compared to a
2006 baseline.
Reducing added sugar is a big
challenge because consumers love
the taste, but also because sugar
alternatives face complex regulatory
hurdles. We’re making solid progress
with the international growth of
Pepsi Max; the successful launch
of Tropicana’s Trop50, which delivers
the benefits of orange juice with
50 percent less sugar and fewer
calories; Gatorade’s G2, a low-calorie
Reduce the average
amount of saturated
fat per serving in key
global food brands, in key
countries, by 15 percent
by 2020, compared to a
2006 baseline.
By aggressively pursuing the use of
alternative cooking oils for our savory
snacks, we have begun to make prog-
ress in reducing saturated fat in our
products. Using sunflower oil in the
U.K. and rice bran oil in India has
reduced saturated fat by more than
15 percent and 39 percent, respectively.
In Latin America, we’re also working
with suppliers to develop new domes-
tic sources of healthier oils.
sports drink; SoBe, an all-natural
and zero-calorie drink; and Lipton
Naturals, which has reduced sugar
by half. We’re meeting consumers’
desire for lower-calorie drinks, juices,
waters and teas that are reflective of
their lifestyles and increased focus on
healthier options. We’re also investing
in alternative lower-calorie sweeten-
ers, while maintaining the great taste
our brands are known for.
Reduce the average
amount of sodium per
serving in key global food
brands, in key countries,
by 25 percent by 2015, com-
pared to a 2006 baseline.
We have focused on reducing sodium
in our key brands since 2006. This year,
Frito-Lay in the U.S. will reduce sodium
by nearly 25 percent, on average,
across its entire flavored potato chip
portfolio, including Lay’s.
Increase the amount
of whole grains, fruits,
vegetables, nuts, seeds
and low-fat dairy in our
global product portfolio.
Our strategy has been to increase the
number (and reach) of healthy prod-
ucts we offer by expanding existing
Good-For-You brands in new markets
and through acquisitions such as
Lebedyansky juice and Wimm-Bill-
Dann dairy businesses in Russia.
Select Goals and Commitments
8

Continue to lead the industry by
incorporating at least 10 percent
recycled polyethylene terephthalate
(rPET) in our primary soft drink
containers in the U.S., and broadly
expand the use of rPET across key
international markets.
We’re committed to the recyclability of our
packaging and continue to lead the industry
in the use of recycled PET in the U.S. In fact, we
are the largest user of recycled resin of any single
soft drink manufacturing company in the U.S.
Improve our water-use
efficiency by 20 percent per
unit of production by 2015.
With five years left, we have almost
achieved our target, improving
our overall water-use efficiency
by 18.3 percent for manufacturing
operations through 2010. These
conservation efforts translate to
a global water savings of nearly
13.8 billion liters compared with
the 2006 baseline. PepsiCo’s goal
to improve water-use efficiency
by 20 percent per unit of produc-
tion by 2015 against a 2006 baseline
applies to global manufacturing
operations in our network in 2006.
Reduce our fuel-use
intensity by 25 percent per
unit of production by 2015.
We are well on our way to achieving
this important energy-related goal.
Through 2010, we have achieved
an average combined reduction of
12 percent in per-unit use of thermal
energy in our food and beverage
plants. A specific example of the
kind of progress we have made can
be found in our Casa Grande facility,
a “net zero” plant that runs almost
entirely on renewable fuels and recy-
cled water. PepsiCo’s goal to improve
fuel-use intensity by 25 percent per
unit of production by 2015 against a
2006 baseline applies to global manu-
facturing operations in our network.
Foster diversity and
inclusion by developing
a workforce that reﬂects
local communities.
Diversity and inclusion (D&I) is
part of the fabric of our culture, as a
global and multicultural company.
That’s why PepsiCo is regularly rec-
ognized by numerous organizations
and publications for its diversity and
inclusion programs. Case in point: in
2010, DiversityBusiness.com Magazine
ranked PepsiCo among the Top 50
Organizations for Diversity. In China,
females in the executive ranks have
reached 38.9 percent in total as of
December 2010.
Ensure a safe workplace
by continuing to reduce
lost-time injury rates,
while striving to improve
otheroccupationalhealth
andsafetymetricsthrough
best practices.
We are continually working across
our businesses to prevent occu-
pational injuries and illnesses, and
striving for an incident-free work-
place through regular and rigorous
safety training, strong oversight
by the PepsiCo Health and Safety
Leadership Council to make sure best
practices are being used globally. In
2010, we reduced our Lost-Time Injury
Rate by more than 30 percent in our
global manufacturing operations.
For more information, please go to
www.pepsico.com/purpose/talent.
For a full version of this report, please visit www.pepsico.com.
9
Select Goals and Commitments

Resource Risk
10

Key Challenge 1
We are sharing our knowledge about best
sustainable agricultural practices to increase the
supply of affordable crops and improve efficiency.
We are investing in, applying and scaling new
technology, researching and testing hearty new
varietals of crops used in our products, such as
potatoes and oats that can thrive in unforgiving
climates, and providing sustainability training and
business support to farmers.
Corporations have a particular responsibility to
utilize resources efficiently. And large companies
like PepsiCo must balance this responsibility with
delivering profitable growth to shareholders,
while also considering the integrated impacts on
nutrition, the environment and agriculture in all
business activities.
By2050,theworld’spopulationisexpectedtonumbernine billion.Thispopulationgrowth
presentscomplexchallengesandtrade-offsforboththehealthofpeopleandtheplanet.
Evenby2030,it’spredictedthatenergyandfooddemandwillbe45percentand50percent
higher,respectively,andtwo-thirdsoftheearth’spopulationwillliveinwater-stressedcountries.
As populations become wealthier, their consump-
tion patterns are likely to change with an increase
in protein sourced from meat and dairy. These
require significant resources to produce, and
contribute to climate change and other environ-
mental issues when not managed sustainably. At
the same time, there are currently almost one billion
people with insufficient food, and billions more
with micronutrient deficiencies. These numbers
will also increase by 2050.
It is clear that the health of the planet and the health
of people are becoming increasingly intertwined.
Progress in achieving some of our environmental
and health goals requires complex trade-offs to
ensure that one set of goals doesn’t advance at the
cost of others.
As a food and beverage company that both depends
on food production for our raw materials and seeks
to deliver nutritious, delicious foods and beverages
to our consumers, we need to integrate and balance
our goals in human and environmental sustainability
in order to manage future resource risk.
Water stewardship is one area where that balance
is critical for our business. We’re proud to be among
the first companies to make a commitment to the
Human Right to Water. We’re also working with
partners such as Water.org, Safe Water Network,
Earth Institute and Save the Children to bring this
commitment to life by providing funding and on-
the-ground support to make clean water available
to more people. And we’re working with The Nature
Conservancy and Conservation International to
make sure the best water management practices are
being used, including water risk assessments, water
footprinting and watershed protection activities.
11
World Challenges and Opportunities

Global Health
12

We have invested behind innovative agricultural
partnerships to expand our ability to deliver health-
ier products in low- and middle-income countries.
PepsiCo is one of the first private-sector compa-
nies to participate in one of the Inter-American
Development Bank’s (IDB) regional trust funds for
development activities. The inaugural agriculture
project of the partnership will expand commercial
sunflower crop production in Mexico and create a
sustainable market for sunflower production.
PepsiCo will also launch a small agriculture pilot in
2011 in Ethiopia to develop best practices in the culti-
vation of chickpea, a nutritious, protein-rich legume
with environmental benefits as a nitrogen-fixing crop.
Improvements in cultivation, storage and primary
processing of chickpeas will likely benefit PepsiCo’s
commercial business in Sabra hummus (a joint ven-
ture with Strauss Food Group), and Ethiopian farmer
communities. The project will also help The World
Food Programme’s development of a complementary
feeding product to meet nutrition needs of under-
nourished children in Ethiopia and other countries.
Economic progress in the developing world has sparked a mass movement from rural areas
to urban centers. Half the world’s population now lives in cities, a ﬁgure that is expected to
rise to 70 percent by 2050.
As a consequence, physical farm labor is being
replaced by a more sedentary lifestyle that goes
with urban living. And the rise of urban living has
increased the demand for affordable snacks and
convenient foods. One of the results of this trans-
formation is a changing global health profile. Fewer
people are dying from infectious diseases, and for
the first time in human history, noncommunicable
diseases are responsible for more deaths than
any other causes.
According to the World Health Organization, diets
high in salt, fat and sugar, combined with a lack
of physical activity, are key risk factors for a range of
chronic diseases. As a global leader in the food and
beverage industry, PepsiCo is taking aggressive
steps to address these problems.
First and foremost, we are broadening our range
of products to offer consumers a wider variety of
healthier choices that include more whole grains,
fruits, vegetables and dairy, and less sodium, added
sugar and saturated fat. We have taken a leadership
position in making sure school vending machines
provide healthier snacks and beverages, along
with maintaining higher standards on advertising
by only promoting our healthier products such
as Tropicana and Quaker Oats to children.
And we continue to work with partners around
the world to educate consumers about the benefits
of a healthy lifestyle as we work to create healthier
food and beverage choices. In Latin America, we
support Vive Saludable Escuelas, a proven initiative
that teaches children how to add physical activity
to their daily lives.
Given our high-profile brands, we also believe
that we can play a critical role in promoting health
through sharing our expertise and developing
partnerships involving governments, consumers
and advocacy groups with an interest in these
issues. PepsiCo is currently involved in partnerships
that span nutrition, agriculture and science, such
as working with Scientists Without Borders on a
challenge to address maternal and infant health.
Key Challenge 2
13

Gender Diversity,
Inclusion and Equality
14

need continue their high school education, while
PepsiCo Europe’s partnership with the Trestle Group
Foundation helps female entrepreneurs in emerging
markets by providing them with a specially selected
female PepsiCo executive as a mentor.
Within our company, our commitment to diversity
and inclusion encompasses the goal of achieving
parity between women and men in our manage-
ment and leadership ranks. We have made progress.
Thirty-three percent of our Board members
and 31 percent of our executives in the U.S. are
women. While we are proud of the progress we
have made, we remain focused on supporting the
advancement of women at PepsiCo to achieve
even greater gains.
Economies need educated and skilled workforces to ensure their economic health. Since women
account for one-half of the potential talent base, it follows that a nation’s growth depends on
whether and how it educates and utilizes its female talent. Economies in both developed and
developing countries will never fully leverage their power to achieve sustainable growth until
every woman has an equal right to learn, earn and succeed.
Equal opportunity for women and girls, however, is
still a vision and not a reality. More than 70 countries
haven’t even achieved gender parity in primary
education. The gap between women and men in
economic participation also remains wide in the
business community. A review of Fortune 500 com-
panies published in May 2011 by Catalyst found that
only 14.4 percent of executive officers, 7.6 percent
of top earners and 2.4 percent of CEOs are women.
In every society, women’s educational development
and professional growth must be championed
in a deliberate and purposeful way. To encourage
corporate leadership for gender equity, PepsiCo’s
Chairman and CEO Indra Nooyi has signed a CEO
statement of support for the Women’s Empowerment
Principles—Equality Means Business. The Principles
offer guidance to companies on how to empower
women in the workplace, marketplace and com-
munity. As the CEO statement recognizes, “a broad
concept of sustainability and corporate responsibil-
ity that embraces women’s empowerment as a key
goal will benefit us all.”
PepsiCo Foundation grants focused on clean water,
sanitation, food security and health are helping
to create enabling environments in which women
and girls in developing countries can advance.
For example, 95 percent of the beneficiaries of
WaterCredit loans through Water.org are women.
PepsiCo’s businesses, along with our employees,
are also helping women and girls to empower
themselves. Frito-Lay Turkey’s “Kizlarimiz Okuyor”
project, for example, helps girls in economic
Key Challenge 3
15

16 PepsiCo Sustainability Summary 2010

Case Story One
Potato Chips
PepsiCo is one of the leading
purchasers of potatoes
in the world, and a
dedicated global partner
on sustainable agriculture and
responsible sourcing.
Find out how PepsiCo’s
sustainability strategy has affected
the way we grow, make and
sell our savory snacks to benefit
people and our planet.
17 Case Stories

Making our plants greener
is recognized internationally.
The company’s ability to reduce emissions and energy
use is reflected in Existing Buildings Gold Certifications
from the U.S. Green Building Council Leadership in
Energy and Environmental Design (LEED). All together,
PepsiCo has 27 LEED-certified facilities, including seven
Frito-Lay sites in the U.S., its first in Russia and three
certified facilities in China.
Working with partners
to restore and increase
water availability.
For the second consecutive year, PepsiCo’s operations in
India achieved positive water balance, enabling us to give
back to society more water than we used to manufacture
our products. To expand this achievement to other water-
distressed areas where we have a presence, we began
working with The Nature Conservancy, with a focus on
selected watersheds in China, Mexico, Europe, India and
the U.S. We plan to pilot the development of a locally
focused, multifaceted assessment tool that will allow any
of our global sites, including our potato chip manufactur-
ing facilities, to identify its level of risk as well as watershed
restoration strategies that are appropriate in that site’s
specific physical, economic and community context.
Using savvy software to
reduce farmers’ emissions and
save water and money.
With 350 British farmers, we launched an initiative in
2010 to cut carbon emissions and reduce the impact of
applied water on U.K. farms by 50 percent over five years.
We’re exploring a host of innovations with our growers,
including i-crop “precision farming” technology to
reduce applied water and The Cool Farm Tool software
for measuring carbon emissions.
Helping to build sustainability
in emerging economies.
In 2010, we announced numerous investments that
will support emerging economies, including $2.5 billion
in China over the next three years (in addition to the
company’s $1 billion investment announced in 2008),
and $250 million in Vietnam over the next three years.
PepsiCo is also investing $3 million in Peru to create the
Agricultural Development Center of Peru, the first of
its kind for PepsiCo in Latin America, which will focus on
new varieties of potatoes and other tubers and roots,
with the goal of creating new products, and new income
opportunities for Peruvian farmers.
Saving fuel through
manufacturing equipment
and vehicle efficiency.
In 2010, we deployed high-efficiency heat exchangers
to plants in the U.K., Portugal, Spain and India, that
significantly improve heat transfer and recapture
heat lost in the potato chip frying process. Frito-Lay’s
Topeka, Kansas, facility has reduced its natural gas
consumption per pound of product by 40 percent since
1999 by installing high-efficiency oven burners and a
biomass boiler. Meanwhile, in South America, our Green
Stamp Program is optimizing vehicle efficiency through
preventive maintenance, regular vehicle inspections,
and guidance for truck drivers and route sales people
on improving fuel-efficiency procedures. To date,
approximately 80 percent of PepsiCo’s fleet in Peru,
Ecuador, Chile, Colombia, Argentina and Venezuela
has participated in the program.
Reducing sodium
through innovation.
In the U.K., Walkers has significantly reduced sodium
by 25 to 55+ percent in its products since 2005. In 2011,
Frito-Lay in the U.S. expects to reduce sodium by nearly
25 percent, on average, across its entire flavored potato
chip portfolio, including Lay’s. We continue to invest in
new approaches to reduce sodium in our savory snacks
that deliver great taste with a very significant reduction
in sodium.
Walkers
reduced sodium
from 25 to 55+%
Sourcing Impacts
We rely on the earth’s natural resources to create the potato chips that people enjoy around the
world. As we expand our agricultural footprint in developed and developing markets, we are
committed to minimizing the impact that our business has on the environment with practices that
are socially responsible, scientifically based and economically sound.
Operational Impacts
Improving our potato chips means making them healthier. And improving
potato chip manufacturing means producing them in ways that use less water,
fuel and electricity than before.
Using less fertilizer yields
more uniform chips and lowers
carbon footprint.
Our Global Sustainable Agriculture Policy is designed
to encourage all of us to operate in a way that protects
and nourishes land and communities. Case in point:
we are trialing the use of low-carbon fertilizers on pota-
toes, which will not only reduce the company’s carbon
footprint, but has the potential to produce potatoes that
are more uniform in size and yield more chips per acre.
Breeding potatoes to reduce
environmental impact.
PepsiCo has its own potato breeding program, based
in Rhinelander, Wisconsin, to develop new varieties of
potatoes that have better disease resistance and storage
lifetimes, leading to improved yields and solids. This can
mean less land, water, pesticides, fertilizer and/or fuel
needed to grow the same amount of potatoes. The better,
longer storage lifetimes also mean we have to ship fewer
potatoes over fewer miles.

Using heart-healthy oils to
reduce saturated fats.
After removing nearly all trans fats from our U.S. product
portfolio and many of our global products, we’re com-
mitted to reducing the saturated fat content of our key
global food brands. One way is to use heart-healthy
oils such as sunflower oil and rice bran oil. In India, for
example, blended rice bran oil has led to a 39 percent
decrease in saturated fat in leading products such as
Lay’s potato chips.
Improving children’s
health through exercise
and better nutrition.
In the U.S., PepsiCo Foundation is cofounder of and a
major contributor to the Healthy Weight Commitment
Foundation—a coalition of businesses, nonprofit organi-
zations and athletes committed to reducing obesity
through a public education campaign for moms and kids,
as well as school-based programs. PepsiCo also continued
to support the YMCA of the USA to improve the health
and nutrition of underserved African-American and Latino
populations—a collaborative program that has reached
nearly 40,000 people in 85 communities. And with the
help of Frito-Lay associates, PepsiCo launched “Food for
Good” in Dallas, Texas, in 2009. In the summer of 2010,
Food for Good’s flagship initiative—a summer mobile
feeding program that delivers healthy meals to children
who depend on meals from school during the year—
served more than 320,000 healthy meals, engaged more
than 10,000 children in physical activities and created
more than 100 jobs in Dallas and Chicago.
Consumer Impacts
As a leading consumer products company, we’re always looking for ways to better serve the people
who buy our snacks. Increasingly, that’s being done by responding to the health needs of
consumers and helping families understand the importance of good nutrition.
Increasing market share
by responding to demand for all-
natural ingredients.
We’re committed to introducing new product options
in markets where consumers are looking for a variety of
choices while maintaining great taste. In 2011, to build
on Lay’s status as the number one snack brand in the U.S.,
50 percent of all Frito-Lay’s snacks are expected to be
made with all-natural ingredients, meeting the increasing
needs of consumers for all-natural products.
Helping consumers manage their
diets with smaller packages.
Since 2007, Frito-Lay North America has offered many
portion-controlled options, including 100-calorie packs,
singles and multipacks of several products, to help
consumers manage their caloric intake.
19 Case Stories

Case Story Two
Pepsi-Cola
Pepsi-Cola, the company’s ﬂagship
brand, is known and enjoyed all over
the world. PepsiCo also makes
and markets avariety of other iconic
beverages, including Gatorade,
Mountain Dew, 7UP, Mirinda,
Aquaﬁna, Sierra Mist and Lipton Teas.*
Find out what PepsiCo is doing to
manage the economic, environmental
and health impacts of its beverages
through its procurement,
operations and consumer initiatives,
and to help communities through
its Pepsi Refresh Project.
*LiptonTeasmadeinpartnershipwithUnilever.21 Case Stories

Sourcing Impacts
Reducing the impact of packaging on the environment through new bottle
technologies and recycling, and reducing added sugar to improve health,
are important initiatives for Pepsi.
Developing bottles out of
plants that can be recycled
with regular plastic.
PepsiCo has developed the world’s first 100 percent
plant-based bottle—a 100 percent resin, zero-
percent petroleum bottle that will help dramatically
reduce our carbon footprint. The new bottle meets
stringent performance requirements for our beverages
and is fully recyclable with current PET streams. We
will be scaling up the technology in 2011 for a pilot test
market in 2012.
Leading the U.S. industry in
reuse of plastic bottle resin.
We’ve been an industry leader in the innovative use
of food-grade rPET in beverage containers in the U.S.
market. In 2010, we continued to meet our commitment
by including an average of 10 percent rPET in our primary
soft drink containers in the U.S.
rPET IN PRIMARY
SOFT DRINK CONTAINERS
Conserving water in our
bottling operations.
The China Beverage Industry Association honored
15 bottling plants in PepsiCo’s Greater China Region (GCR)
with the 2010 Excellent Water-Saving Enterprises award,
which is given by a panel of industry experts. Of a total of
44 award recipients, the 15 PepsiCo awardees represent
65 percent of PepsiCo GCR bottling plants.
Operational Impacts
From reducing the caloric content of our beverages to reducing the weight
of our packaging, our operations are on a perpetual “diet” to reduce or eliminate
our environmental impacts.
Helping consumers make
easier choices on calories.
In countries where we’ve already provided basic
nutritional information, we’re working toward an addi-
tional goal—displaying calorie or energy counts on
the fronts of packages. We have already implemented
front-of-package labeling on a variety of our foods and
beverages in many European countries, as well as in
Australia. And we are rapidly expanding implementation
in other countries, including the U.S., Canada, Mexico
and Brazil.
Reducing packaging weight
with lightweight closures.
We continued to reduce the weight of our beverage
containers in 2010 with the rollout of short-neck and
lightweight closures for beverage packaging in sizes
ranging from 355ml–2L. By the end of 2010, about
60 percent of our North American system (U.S. and
Canada) converted to the new lighter-weight design,
which reduced total packaging weight by more than
40 million pounds (equal to 1,664 million 500ml Eco-Fina
10.9g bottles). Conversion will be completed by the end
of 2011. Similar success was achieved in Mexico, Peru and
Argentina, as well as markets in Asia, the Middle East
and Africa, which collectively reduced plastic resin use
an estimated incremental 12 million pounds.
Developing sweeteners
with fewer calories.
Pepsi Max, containing no sugar but with a full flavor,
is our fastest-growing beverage brand internationally
since 2008, with significant product launches across the
Middle East and China in 2010. Pepsi ONE, with only one
calorie, is another successful brand. Pepsi Next, with
60 percent less sugar, will launch in test markets in the
U.S. in 2011, and through our continued R&D investment,
we will develop additional lower-calorie products.
10%

Finding new uses for waste
keeps landﬁlls from ﬁlling.
In 2010, PepsiCo, including Pepsi-Cola facilities, generated
an estimated 1.25 million metric tons of solid waste from
our manufacturing facilities in the U.S. and U.K. Of that
total, only 15.4 percent was discarded to a landfill, and
84.6 percent of waste generated was sent off-site for
beneficial use, such as recycling.
MORE THAN
40million
POUNDS OF PACKAGING
WEIGHT REDUCED
Creating products for
changing tastes grows liquid
refreshment share.
Pepsi-Cola has been a leading brand for decades, and
we continually look for ways to expand the Pepsi line to
meet the needs of a broader variety of consumers. Sierra
Mist Natural, for example, launched in 2010, is made with
nothing artificial—no preservatives, no artificial flavors
and no caffeine—a reinvention of traditional lemon-lime
soda made with only five simple and natural ingredients.
We are also using an all-natural sweetener innovation in
Gatorade, the number one sports drink brand in the U.S.,
to produce G2 Gatorade, which delivers the same elec-
trolytes as Gatorade to help maintain hydration, but with
only 20 calories per eight-ounce serving. And Mirinda,
a popular soft drink around the world, is available in a
range of fruit varieties, including orange, grapefruit, apple,
strawberry, raspberry, pineapple, banana, passionfruit,
lemon, hibiscus, tangerine and grape.
Giving back to the community
through the Pepsi brand.
Launched in the U.S. and Canada in 2010, the Pepsi Refresh
Project provided more than $20 million to fund a wide
variety of projects across the U.S.—everything from
building playgrounds, to providing musical instruments
to students, to supporting energy-efficiency installations.
In 2010, 84 million votes were cast for thousands of ideas,
and 400 grants were awarded as Pepsi Refresh Project
grantees were estimated to have touched more than
one million people across the country. The Pepsi Refresh
Project is going global in 2011.
Consumer Impacts
When it comes to popular beverages, we must and will do more to
encourage recycling as we find product options that satisfy changing tastes.
Partnering on the Dream Machine
expands bottle and can recycling.
To improve can and plastic bottle recycling, the Dream
Machine recycling initiative is introducing recycling
kiosks and bins at popular public locations across North
America. Since its launch in 2010, we have installed almost
500 kiosks, placed roughly 2,000 bins, and created recy-
cling programs in more than 550 schools in 32 states. We
also collected approximately nine million units and more
than 450,000 pounds of plastic bottles and aluminum
cans. The campaign is a PepsiCo partnership with Waste
Management, Greenopolis and Keep America Beautiful.
The kiosks are computerized receptacles that include a
personal reward system, which allows consumers to earn
points for every bottle or can they recycle in the kiosk.
Those points can then be redeemed for local discounts
on entertainment, dining and travel.
Developing sports-performance
beverages supported by science.
Available in 80 countries, the Gatorade brand is backed
by the Gatorade Sports Science Institute, which provides
hydration and nutrition expertise, as well as extensive
research on sports nutrition and exercise science, for
health professionals, athletes and other active consumers.
The leading facility of its kind, the Institute tests athletes
in the lab and in the field of play to understand the
unique challenges of maintaining optimal performance.
With this perspective, Gatorade introduced in 2010 the
G Series, a new line of tailored sports beverages that go
beyond hydration to provide fuel, fluid and nutrients
before, during and after intense exercise.
23 Case Stories

Case Story Three
Quaker Oats Products
Quaker Oats are good
for heart health, adaptable
to local tastes and easy
to prepare. Oats can also be
grown with minimal
environmental impact.
Find out how PepsiCo is promoting
sustainable agriculture and more
food choices with this healthy grain.
25 Case Stories

Sourcing Impacts
While growing oats is a relatively efficient agricultural enterprise,
we still do what we can to reduce our impact with safer techniques
that use fewer harmful insecticides and less water.
Promoting “no till” techniques
helps sow more oats.
While oats consume considerably less fertilizer than
many other crops, we’re actively using and encouraging
the use of safer agricultural chemicals and the recycling
of agrochemical containers and packaging around
the world, to minimize their negative impact on the
environment. We’ve also promoted “no till,” a way of
growing crops from year to year without disturbing the
soil through excessive use of cultivation practices in
the production of oats.
Reducing water-use
intensity in manufacturing.
Water and energy efficiencies have long been an
environmental focus at PepsiCo. Through 2010, PepsiCo
has improved water-use efficiency by 18.7 percent for
foods manufacturing, and 17.8 percent for beverage
manufacturing. These conservation efforts translate
to a water savings of nearly 13.8 billion liters compared
with the 2006 baseline.
Reducing natural gas use
with steam boilers.
Our Quaker Oats facility in Bridgeview, Illinois, installed
two high-efficiency gas-fired steam boilers, which have
reduced the facility’s natural gas use by 16 percent in
2010 compared with previous technologies, a savings of
approximately $60,000 a year.
Operational Impacts
Packaging and energy consumption go hand in hand.
Since one influences the other, we strive to reduce
or eliminate the use of both.
Redesigning packaging lowers
emissions and fuel consumption.
Beginning in 2008, we reduced CO2 emissions by replacing the PVC tamper-band film with a PLA corn-based
biopolymer film on all 18-ounce Quaker oatmeal and grits canisters. Since then, this change has removed 262.5 tons
of PVC from the waste stream, which is equivalent to the CO2 emissions generated from 127,026 gallons of gasoline.
This PLA film is made from a renewable resource and is certified to be compostable and biodegradable under
certain conditions.

Drawing attention to our
high-ﬁber, low-sodium and
low-cholesterol products.
Three grams of soluble fiber daily from oatmeal, in a
diet low in saturated fat and cholesterol, helps improve
heart health. That’s why, in Canada, where consumers are
looking for whole-grain foods, the company is elevating
the entire Quaker portfolio, transforming more than
25 products by adding whole grain and reducing sodium
and sugar. These changes are being signaled on Quaker
packaging, as well. Meanwhile, Quaker Oats products
are being offered as a healthy breakfast alternative in
such leading food retail establishments as McDonald’s
and Starbucks.
Consumer Impacts
Health-conscious consumers and consumer advocates, who seek
more enjoyable and healthier food choices while striving for environmental
sustainability, are increasingly a large and powerful force in our world.
Helping kids get a good start on
the day with a healthy breakfast.
We know that Quaker Oats is a nutritious way to start the
day. So we’ve worked with Magic Breakfast since 2007
to donate Quaker Oats and Tropicana orange juice to
primary schools in the poorest parts of the U.K., where
one in four children live in poverty and thousands go to
school without having eaten breakfast. Magic Breakfast
aims to provide a free, nutritious breakfast to each child
who would otherwise start the school day too hungry
to learn. By the end of 2010, the partnership supported
172 schools, up from 51 a year earlier, feeding more
than 5,000 children each day in locations that include
London, Birmingham and Manchester. Our target is to
feed healthy breakfasts to 10,000 children daily by 2012.
Creating biomass from oat hulls
helps power a university.
The Quaker Oats Cedar Rapids plant supplies oat hulls,
a milling byproduct, to the University of Iowa as an alter-
native energy source. Oat hulls represent approximately
20 percent of the fuel consumed at the University of Iowa
power plant and 14 percent of its total purchased energy
(fuel and electric).
Educating Chinese consumers
through a cholesterol challenge.
In China, increased sales of our Quaker products have
been a driver behind a 10 percent decrease in saturated
fat per serving across our foods portfolio. The China
Cholesterol Education Program, which launched a Quaker
30-Day Cholesterol Challenge Program, invites consumers
with elevated blood cholesterol levels to participate. The
program raised public awareness of the risks of high blood
cholesterol and highlighted the importance of a healthy
diet, along with regular exercise, to reduce cholesterol.
27 Case Stories

Case Story Four
Juices & Other Non-Carbonated Beverages
We’re growing our offering of
great-tasting, nutritious,
convenient and affordable juices
and other non-carbonated
beverages for consumers seeking
variety and healthy options.
Find out how PepsiCo is sustainably
expanding its portfolio of fruit juices,
water and athlete-targeted G Series
beverages from Gatorade that
provide a range of health benefits.
29 Case Stories

Piloting low-carbon
fertilizers to lower the
orange-growing footprints.
With almost 40 percent of the carbon footprint of orange
juice production coming from farming—the main con-
tributor is the manufacture of standard fertilizers—we
launched a three-year, 7,200-tree pilot project in Florida in
2010, which is designed to compare low-carbon fertilizers
with standard fertilizer and measure the impact on tree
and soil health and juice quality. If successful, the greener
fertilizers could lower the carbon footprint of PepsiCo’s
citrus growers by as much as 50 percent and reduce the
total carbon footprint of Tropicana Pure Premium orange
juice by up to 20 percent.
Cleaning bottles with air saves
billions of liters of water.
In the U.S., a technique for cleaning new Gatorade
bottles with purified air, instead of water, has been so
successful, we’re extending this and other conservation
techniques to bottling plants around the world, with
the opportunity to save billions of liters of water a year.
The Aquafina brand also uses an innovative method to
save water during its packaging process—by feeding
the pre-forms of bottles directly onto a blow molder. This
technique produces a sanitary bottle and fills it directly,
so there is no need to rinse the bottles with water.
Making a statement with a
100 percent recycled bottle.
Naked juice became the first nationally distributed brand
to transition to a 100 percent post-consumer recycled-
PET plastic bottle. We use about 98 million pounds of
bottle-grade post-consumer recycled-PET resin in our
U.S. packaging portfolio—the largest by any soft drink
manufacturing company in the U.S. It’s important to note
that PepsiCo would use recycled plastic in all of its quali-
fied bottles, if the supply of food-grade recycled-PET resin
was available.
Using less plastic
to distribute more juice.
In the U.S., we are an industry leader in the innovative use
of food-grade recycled PET in beverage containers. Our
Naked juice is now in a 100 percent rPET RenewBottle in
the U.S., and we are expanding use globally in 2011. In the
third quarter of 2010, we began to sell 1.5-liter Tropicana
containers made with 50 percent recycled PET in France,
one of our busiest Tropicana markets. This change repre-
sents an annual savings of approximately 1.1 million
pounds of resin. In 2011, we have plans to expand our
use of recycled PET in countries outside the U.S. by more
than 2.5 million pounds.
Certifying the impact of the
orange juice product life cycle.
Tropicana Pure Premium orange juice became the first
consumer brand in North America to be independently
certified by the Carbon Trust. To measure its footprint,
Tropicana partnered with third-party experts at the
Columbia Earth Institute and the Carbon Trust to study
every facet of the product life cycle—from growing and
squeezing oranges to the packaging end-of-life recycling
or disposal. We’ve also studied the components of our
water footprint for Tropicana packaged in Belgium and
produced with oranges from Brazil, to better understand
the local impacts of our water use.
Operational Impacts
By using recyclable bottle materials and expanding our reach
internationally, we are strengthening our leadership position in the
healthy juice market worldwide.
Sourcing Impacts
We have invested in improvements to our systems and facilities across
our juice-making business, resulting in less waste to landfills,
more sustainable packaging, lower carbon footprints, lower energy
and water use and improved operational efficiencies.
100% Recycled

Providing rewards to juice
drinkers for active pursuits
and to the planet.
The Juicy Rewards program was a first for Tropicana in
2010. Consumers who purchased participating Tropicana
products entered codes at juicyrewards.tropicana.com
for savings on thousands of healthy and family-friendly
pursuits. In 2010, PepsiCo consumers redeemed 522,000
healthy rewards, which included everything from fitness
equipment to a trip to a national park. In addition, through
a partnership with Cool Earth, Tropicana consumers
helped protect more than 341 million square feet of rain
forest in Peru (juicyrewards.tropicana.com/rainforest).
Dropping calories with Trop50
without dropping natural taste.
Tropicana’s Trop50, the juice industry’s most successful
launch in recent years, offers 50 percent less sugar and
fewer calories by using a zero-calorie, all-natural sweet-
ener. In March 2011, Trop50 was named one of the Top 10
food and beverage brands in 2010, by sales, according
to the SymphonyIRI Group.
Acquiring the biggest
juice maker in Europe spreads
healthy choices.
With our acquisition of Lebedyansky in 2008, we not only
became the number one juice company across Europe,
but we sold more than 230 million servings of 100 percent
juice in Russia in 2010, increasing the amount of whole-
some foods and beverages we provide around the world.
Creating custom juices
for digestion, energy and
medicinal herbs.
In Russia, our Lebedyansky juice business has developed
Tonus Active Plus, a new line of juices for health-conscious
consumers. We are also growing our beverage portfolio
in China with a variety of locally designed and developed
products—Xian Guo Li seasonal juices and Cao Ben Le
(“happy herb”) drinks, which incorporate familiar Chinese
medicinal herbs such as red dates and chrysanthemums.
Championing sustainable
agriculture in support of
human health.
One such example where we are integrating health,
environment and agriculture is the sustainability-
certification program we are developing for work
with our suppliers, including our orange growers.
This program is built on, and will fully integrate,
three pillars: environmental, social and economic
sustainability. The program brings growers along on the
sustainability journey; it doesn’t presume that one day
they’re unsustainable and the next they’re golden. And,
most critically, participation in this program will help
to let our growers know that sustainability is all about
integrating multiple concerns.
Consumer Impacts
We believe in providing people with choices—
a variety of enjoyable and healthier foods, to improve their
health and encourage them to become physically active.
31 Case Stories

Ranked 1st in the Dow Jones
Sustainability World Index
Food and Beverage Sector
Listed for the 4th time to the
Dow Jones Sustainability
World Index
Listed for the 5th time to the
Dow Jones Sustainability
North America Index
Honored with ENERGY
STAR’s “Sustained Excellence
Award” in the U.S.
Awarded Mexico’s Social
Responsibility Award for
the 5th year
Acknowledged by Black
Enterprise as one of the Best
40 Companies for Diversity
Listed in Ethisphere’s
World’s Most Ethical
Companies
Ranked 5th by Reputation
Institute CSRI of Boston
College Center for Corporate
Citizenship
Ranked 5th in America’s
Most Respected Companies
by Reputation Institute
Ranked 28th by Fast Company
as one of the World’s Most
Innovative Companies
Recognized by 2010 Global
Water Awards with
“Environmental Contribution
of the Year” Award
Acknowledged by Latina Style
magazine as one of its Top 50
Companies
Scored 100 percent on the
Corporate Equality Index, for
seven consecutive years, for
the Human Rights Campaign
for our LGBT efforts
Ranked 2nd in World’s Most
Admired Companies and 1st in
50 Most Powerful Women in
Business by Fortune
Placed 3rd in Newsweek’s
Green Rankings
Ranked 3rd in CR Magazine’s
100 Best Corporate Citizens
Ranked 49th in FT Bowen
Craggs Index by Financial
Times UK
Ranked 23rd in Best Global
Brands by Interbrand
Ranked 35th in Asia 200 of
Wall Street Journal Asia
Acknowledged by
Working Mother as one
of the Best Companies for
Multicultural Women
Awards & Recognition
32

GRI/UNGC Index
Self-Checked Application Level B
Profile Disclosures
Strategy and Analysis
1.1 p. 4 CEO letter
1.2 p. 10–15 Key impacts, risks and opportunities
Organizational Profile
2.1 Cover Name of the organization
2.2 p. 6 Primary brands, products and services
2.3 W Operational structure of PepsiCo
2.4 W Headquarters location
2.5 W Countries where PepsiCo operates
2.6 W Nature of ownership and legal form
2.7 p. 6 Markets served
2.8 p. 6 Scale of PepsiCo
2.9 W Significant changes during the reporting period
2.10 p. 32 Awards received
Report Parameters
3.1 FY2010 Reporting period
3.2 FY2009 Date of most recent previous report
3.3 Annual Reporting cycle
3.4 performancewithpurpose Sustainability contact point
@pepsico.com
3.5 p. 5 Process for defining report content
3.6 W Boundary of the report
3.7 W Specific limitations on the scope or boundary
of the report
3.8 W Basis for reporting on joint ventures, subsidiaries
and other entities
3.9 W Data measurement techniques and the
bases of calculations
3.10 W Explanation of the effect of any re-statements of
information provided in earlier reports, and the
reasons for such re-statement
3.11 W Significant changes from previous reporting
periods in the scope, boundary or measurement
3.12 W Table identifying the location of the
Standard Disclosures
3.13 W Policy and current practice for report
external assurance
Governance, Commitments and Engagement
4.1–4.3 (UNGC 1–10) W Governance structure
4.4 (UNGC 1–10) W Mechanisms for shareholders and employees to
provide feedback to the board
4.5 (UNGC 1–10) DEF14A, p. 24 Pay-for-performance policy
4.6 (UNGC 1–10) W Processes in place for the board to ensure
conflicts of interest are avoided
4.7 (UNGC 1–10) W Process for determining the qualifications and
expertise of the members of the board for
guiding PepsiCo’s sustainability program
4.8 (UNGC 1–10) W Internally developed statements of mission or
values, codes of conduct and principles relevant
to sustainability
4.9 (UNGC 1–10) W Procedures of the board for overseeing PepsiCo’s
identification and management of sustainability
performance
4.10 (UNGC 1–10) W Processes for evaluating the board’s
sustainability performance
4.11 (UNGC 7) W Addressing precautionary approach by PepsiCo
4.12 (UNGC 1–10) W Externally developed sustainability charters,
principles or other initiatives that PepsiCo
endorses
4.13 (UNGC 1–10) W Memberships in associations
4.14–17 W Stakeholder identification, selection and
engagement
Performance Indicators
Economic
EC1 W Financial highlights and community investments
EC2 (UNGC 7) W Financial implications and other risks and
opportunities for the organization’s activities due
to climate change
EC3 AR, p. 44–45 Coverage of PepsiCo’s defined benefit plan
obligations
EC6 W Spending on locally based suppliers at
significant operational sites
EC7 (UNGC 6) W Procedures for local hiring and proportion of
senior management hired from the local
community at significant operational sites
EC8 W Development and impact of infrastructure
investments and services provided primarily for
public benefit
EC9 W Significant indirect economic impacts
Environmental
EN1 & 2 (UNGC 8–9) p. 22 Materials used and recycled input materials
EN3 & 4 (UNGC 8) W Direct and indirect energy consumption
EN5 & 7 (UNGC 8–9) p. 18, W Energy reduction initiatives
EN11–14 (UNGC 8) W Managing biodiversity
EN16–18 (UNGC 7–9) p. 18 and 26 GHG emissions and reduction initiatives
EN22 (UNGC 8) p. 23 Waste and disposal method
EN29 (UNGC 8) p. 18 Transporting products and other
operational impacts
Labor Practices and Decent Work
LA3 W Benefits provided to full-time employees
LA7 (UNGC 1) W LTIR and fatalities
LA8 (UNGC 1) W Programs to assist workforce members, families
and community members regarding serious
diseases
LA10–12 W Employee training hours and career
development programs and reviews
LA13 (UNGC 1 & 6) W Composition of governance bodies and
workforce diversity
Human Rights
HR1 (UNGC 1–6) W Significant investment agreements that include
human rights clauses or undergo screening
HR3 (UNGC 1–6) W Employee training on human rights
Society
SO3 (UNGC 10) W Percentage of employees trained in
organization’s anti-corruption policies and
procedures
SO4 (UNGC 10) W Actions taken in response to incidents of
corruption
SO5 (UNGC 1–10) W Public policy positions and participation
SO6 (UNGC 10) W Political contributions
Product Responsibility
PR1 (UNGC 1) W Life cycle stages in which health and safety
impacts of products and services are assessed
for improvement
PR3 (UNGC 8) p. 22 Products and service information required by
procedures, and subject to such information
requirements
PR5 W Customer satisfaction practices and results
PR6 W Programs for adherence to laws, standards and
voluntary codes related to marketing
communications
Food Processing
FP4 p. 27 Programs and practices that promote healthy
lifestyles; the prevention of chronic disease;
access to healthy, nutritious and affordable food;
and improved welfare for communities in need
FP6 p. 6 Products that are lowered in saturated fat, trans
fats, sodium and sugars
FP7 p. 6 Products that contain increased fiber, vitamins,
minerals, phytochemicals or functional food
additives
W – Website AR – Annual Report DEF14A – Proxy Statement
Design:Addisonwww.addison.comPrinting:SandyAlexanderInc.

Corporate Headquarters
PepsiCo, Inc.
700 Anderson Hill Road
Purchase, NY 10577
PepsiCo Website
www.pepsico.com
© 2011 PepsiCo, Inc.
PepsiCo’s sustainability summary contains many
of the valuable trademarks owned and/or used
by PepsiCo and its subsidiaries and affiliates in the
United States and internationally to distinguish
products and services of outstanding quality.
All other trademarks featured herein are the
property of their respective owners.
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 customers, 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 inclusion.
Respect others and succeed together.
Environmental Proﬁle
This sustainability summary paper is certified by
the Forest Stewardship Council (FSC), which
promotes environmentally appropriate, socially
beneficial and economically viable management
of the world’s forests. This report was printed
with the use of 100 percent certified renewable
wind power resources, preventing approximately
2,280.80 pounds of carbon dioxide greenhouse
gas emissions from reaching the environment.
This amount of wind-generated electricity
is equivalent to approximately 1,978.85 miles
not driven in an automobile or approximately
155.16 trees being planted.
All of the inks used in this sustainability summary
were formulated with soy-based products. Soy ink is
naturally low in VOCs (volatile organic compounds,
chemical compounds that evaporate and react to
sunlight) and its usage can reduce emissions causing
air pollution.
PepsiCo continues to reduce the costs and
environmental impact of sustainability report
printing and mailing by utilizing a distribution model
that drives increased online readership and fewer
printed copies.
We hope you can agree that this is truly Performance
with Purpose in action. You can learn more about
our environmental efforts at www.pepsico.com.
QR Code
A QR (Quick Response) code is a two-dimensional
code that directs users to a specific Web destination,
video or application. Readers should scan the
code using the camera on their smartphone and
an application specific to the phone’s operating
system. Here are a few QR code readers we recom-
mend: www.scanlife.com, www.i-nigma.com,
www.neoreader.com.

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