Pepsi 2015 Annual Report Download - page 59
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Table of Contents
42
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.