Pepsi 2010 Annual Report Download - page 58

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Canadian dollar and Brazilian real, partially oset by depre-
ciation of the Venezuelan bolivar. Currency declines against
the U.S.dollar which are not oset could adversely impact our
futureresults.
In addition, we continue to use the ocial exchange rate to
translate the financial statements of our snack and beverage
businesses in Venezuela. We use the ocial rate as we cur-
rently intend to remit dividends solely through the government-
operated Foreign Exchange Administration Board (CADIVI).
As of the beginning of our 2010 fiscal year, the results of our
Venezuelan businesses were reported under hyperinflation-
ary accounting. This determination was made based upon
Venezuela’s National Consumer Price Index (NCPI) which indi-
cated cumulative inflation in Venezuela in excess of 100% for
the three-year period ended November 30, 2009. Consequently,
the functional currency of our Venezuelan entities was changed
from the bolivar fuerte (bolivar) to the U.S.dollar. Eective
January 11, 2010, the Venezuelan government devalued the
bolivar by resetting the ocial exchange rate from 2.15 bolivars
per dollar to 4.3 bolivars per dollar; however, certain activities
were permitted to access an exchange rate of 2.6 bolivars per
dollar. Eective June 2010, the Central Bank of Venezuela began
accepting and approving applications, under certain conditions,
for non-CADIVI exchange transactions at the weighted-average
implicit exchange rate obtained from the Transaction System
for Foreign Currency Denominated Securities (SITME). As
of December25, 2010, this rate was 5.3 bolivars per dollar. We
continue to use all available options, including CADIVI, SITME
and bond auctions, to obtain U.S.dollars to meet our operational
needs. In 2010, the majority of our transactions were remeasured
at the 4.3 exchange rate, and as a result of the change to hyper-
inflationary accounting and the devaluation of the bolivar, we
recorded a one-time net charge of $120million in the first quarter
of 2010. In 2010, our operations in Venezuela comprised 4% of our
cash and cash equivalents balance and generated less than 1% of
our net revenue. As of January 1, 2011, the Venezuelan govern-
ment unified the country’s two ocial exchange rates (4.3 and
2.6 bolivars per dollar) by eliminating the 2.6 bolivars per dollar
rate, which was previously permitted for certain activities. This
change did not, nor is expected to, have a material impact on our
financial statements.
Exchange rate gains or losses related to foreign currency
transactions are recognized as transaction gains or losses in
our income statement as incurred. We may enter into deriva-
tives, primarily forward contracts with terms of no more than
two years, to manage our exposure to foreign currency trans-
action risk. Our foreign currency derivatives had a total face
value of $1.7billion as of December25, 2010 and $1.2billion
as of December 26, 2009. The contracts that qualify for hedge
accounting resulted in net unrealized losses of $15million as
of December25, 2010 and $20million as of December 26, 2009.
At the end of 2010, we estimate that an unfavorable 10% change
in the exchange rates would have increased our net unrealized
losses by $119million. The contracts that do not qualify for hedge
accounting resulted in net losses of $6million in 2010 and a net
gain of $1million in 2009. All losses and gains were oset by
changes in the underlying hedged items, resulting in no net mate-
rial impact on earnings.
Interest Rates
We centrally manage our debt and investment portfolios con-
sidering 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 for-
eign exchange risk. These instruments eectively 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 swaps match the prin-
cipal, 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.
Assuming year-end 2010 variable rate debt and investment
levels, a 1-percentage-point increase in interest rates would have
increased net interest expense by $43million in 2010.
Risk Management Framework
The achievement of our strategic and operating objectives will
necessarily involve taking risks. Our risk management pro-
cess is intended to ensure that risks are taken knowingly and
purposefully. As such, we leverage an integrated risk manage-
ment framework to identify, assess, prioritize, manage, monitor
and communicate risks across the Company. This framework
includes:
• The PepsiCo Risk Committee (PRC), comprised of a cross-
functional, geographically diverse, senior management group
which meets regularly to identify, assess, prioritize and
address strategic and reputational risks;
• Division Risk Committees (DRCs), comprised of cross-
functional senior management teams which meet regularly to
identify, assess, prioritize and address division-specific oper-
ating risks;
• PepsiCo’s Risk Management Oce, which manages the overall
risk management process, provides ongoing guidance, tools
and analytical support to the PRC and the DRCs, identifies and
assesses potential risks and facilitates ongoing communication
between the parties, as well as to PepsiCo’s Audit Committee
and Board of Directors;
• PepsiCo Corporate Audit, which evaluates the ongoing eec-
tiveness of our key internal controls through periodic audit
and review procedures; and
• PepsiCo’s Compliance Department, which leads and coordi-
nates our compliance policies and practices.