117 search results for what brands does pepsi own

2013 Sustainability Report

the assessments and decisions of stakeholders, or what the GRI Sustainability Reporting Guidelines define, , or a program owned by a dedicated team. But PepsiCo has shown how a clear, focused sustainability agenda can, . Performance with Purpose means just what it says. It is delivering results in the right way, issues begin and end? What distinguishes sustainability performance from financial performance? When does sustainable business become “business as usual?” At PepsiCo, they are one and the same. And we

→ https://www.pepsico.com/docs/album/sustainability-report/2013-csr/pep_2013_sustainability_report.pdf?sfvrsn=558e2ea3_4
2009 Annual Report

. For consumers, this translates into receiving value, both economic and social, from trusted brands. For govern, and responsibility. We have instilled this fundamental belief into all of our brands—Quaker Oats, Tropicana, Sabritas, Walkers, Lay’s, Gatorade and Pepsi-Cola, to name a few— to ensure we ofer consumers, to bring together what is good for society and what is good for business. It encourages us to think, for people and our planet. As a global food and beverage company with brands that stand for quality

→ https://www.pepsico.com/docs/album/annual-reports/2009_pepsico_ar.pdf?sfvrsn=1d7b9474_4
2011 Annual Report

global food brand, and Pepsi is one of the world’s leading consumer brands. We will con- tinue, power- ful and iconic beverage brandsPepsi, Mountain Dew, Sierra Mist, 7UP (outside, various beverage brands including Pepsi, Gatorade, Mountain Dew, Diet Pepsi, Aquafna, 7UP (outside, syrups and fnished goods under various beverage brands including Pepsi, Pepsi Max, 7UP , Diet Pepsi, syrups and fnished goods, under various beverage brands including Pepsi, Mirinda, 7UP , Mountain Dew

→ https://www.pepsico.com/docs/album/annual-reports/pep_ar11_2011_annual_report.pdf?sfvrsn=cabdeabf_4
pepsico_braclays_transcript_2015

in our brands, our core brands; our Walkers, Tropicana, Naked, Quaker and Pepsi brands and scaling, , you'll see we have a lot of global brands; Lay's, Pepsi, Lipton, Ad-Rush. We have a lot of local, . What I'll show you over the course of the next couple of slides is why we think we're well, business and then, second, on the Frito-Lay business. What are the advantages that we bring that we think we can sustain the value creation? Number one, it's our brands. We've got 22 brands of $1

→ https://www.pepsico.com/docs/album/investors/pepsico_braclays_transcript_2015.pdf?sfvrsn=854c072b_4
q2-2021-pep_transcript_4qc1o6udy8lz1st6

of the brands, improve the execution, improve the organizational focus, et cetera. We're very pleased with the performance of all our brands. If you think about Mountain Dew, Pepsi, Gatorade, all our large brands are growing very nicely. And then on top of that, our, let's say, smaller-, medium-sized brands like Starbucks or Pure Leaf or bubly, others are also growing at a very nice pace. So, I, brands and the investments that we've made in supplying our customers I think is what enables us

→ https://www.pepsico.com/docs/album/investors/q2-2021/q2-2021-pep_transcript_4qc1o6udy8lz1st6.pdf?sfvrsn=fc396c9d_2
PEP-USQ_Transcript_2019-05-01

in the birthplace of Pepsi-Cola. Let me begin by -- the meeting by introducing our Board members who are here, President of Global Communications and President of the PepsiCo Foundation. Let me say also what, guys what you do for our partnership and growing our business consistently. And thank you to everyone, in attractive and growing categories with leading brands and a broad product portfolio. We have a global, . We'll become Stronger by transforming our capabilities and our culture. We have already introduced what

→ https://www.pepsico.com/docs/album/investors/pep-usq_transcript_2019-05-01.pdf?sfvrsn=42416fe2_2
2017 CDP Climate Change Submission

, driven by a complementary food and beverage portfolio that includes Frito-Lay, Gatorade, Pepsi-Cola, Quaker and Tropicana, including 22 brands that generate more than $1 billion each in estimated, answered a CDP information request. (This does not apply if you have been offered and selected, is not integrated into your business strategy CC2.2c Does your company use an internal price, Funding research organizations Other CC2.3a On what issues have you been engaging directly

→ https://www.pepsico.com/docs/album/esg-topics-policies/cdp_climate_change_2017_information_request_pepsico_final_submission-2.pdf?sfvrsn=d0608346_6
2010 Annual Report

and beverage company with brands that stand for quality and are respected household names — Pepsi, liquid refreshment beverage company with a portfolio of much-loved brands, from the iconic Pepsi, of the valuable trademarks owned and/or used by PepsiCo and its subsidiaries and afliates in the United, trademarks featured herein are the property of their respective owners. PepsiCo Values Our commitment, taste and convenience that are expected of our great brands. 2 PepsiCo, Inc. 2010 Annual Report

→ https://www.pepsico.com/docs/album/annual-reports/pepsico_annual_report_2010_full_annual_report.pdf?sfvrsn=784d8498_4
2012 Annual Report

to strengthen our key global beverage brands, which include Pepsi, Mountain Dew, Sierra Mist, 7UP, in Russia, with global brands such as Lay’s, Pepsi and 7UP . Our strong local brands include Chudo, . Our iconic beverage brands, including Pepsi, Mirinda, Gatorade and Tropicana, are now brought, and more competi- tive over the long term. That’s what we did in 2012—we refreshed and refueled, signifcantly behind our brands. We changed the operating model of our company from a loose federation

→ https://www.pepsico.com/docs/album/annual-reports/pep_annual_report_2012.pdf?sfvrsn=3ba3b1bf_4
2005 Annual Report

www.pepsico.com Frito-Lay North America Ñ www.fritolay.com Pepsi-Cola North America Ñ www.pepsiworld.com, of Pepsi-Cola Company and Frito-Lay, Inc. A $1,000 investment in our stock made on December 31, 2000, of the valuable trademarks owned and/or used by PepsiCo and its subsidiaries and affiliates, , REVENGE OF THE SITH, YODA and DARTH VADER are trademarks owned by Lucasfilm Ltd. XBOX 360 is a trademark of Microsoft Corporation. TREASURYVISION is a service mark owned by Citicorp Corporation

→ https://www.pepsico.com/docs/album/annual-reports/2005-annual-english.pdf?sfvrsn=62a761d4_4
2017 CDP Forest Submission

, Pepsi-Cola, Quaker and Tropicana, including 22 brands that generate more than $1 billion each, : Current State Page: F1. Context F1.1 How does your organization use your selected commodities? Please, materials. PepsiCo is working to realize zero deforestation in our company-owned and -operated, company-owned and -operated activities and global supply chains from direct supplier to source, -owned and -operated activities and global supply chains from direct supplier to source by the end

→ https://www.pepsico.com/docs/album/esg-topics-policies/cdp-forest-2017-information-request-pepsico-final-submission.pdf?sfvrsn=67135e5d_8
2017 CDP Water Submission

and beverage portfolio that includes Frito-Lay, Gatorade, Pepsi-Cola, Quaker and Tropicana, including 22 brands that generate more than $1 billion each in estimated annual retail sales. At the heart, at all company-owned plants, with 89% of sites reporting full compliance with core WASH elements, data by source, across your operations Source Quantity (megaliters/year) How does total water, the same We supply water from company owned wells in many locations. Groundwater - non- renewable 0

→ https://www.pepsico.com/docs/album/esg-topics-policies/cdp_water_2017_information_request_pepsico_final_submission.pdf?sfvrsn=b2765411_6
q1-2020-transcript-pre-recorded-management-discussion_a5ew3wiifavjpzj8

of large, trusted brands in growing categories with expandable consumption trades. Our organic, strong net revenue growth across its large mainstream and premium brands. Our Quaker Food business, performed well, with trademark Pepsi increasing its net revenue for the 7th consecutive quarter, double-digit growth with broad-based strength across nearly all brands. However, our profitability, in the quarter as we benefited from a very successful Super Bowl, which featured many of our big brands, combined

→ https://www.pepsico.com/docs/album/investors/q1-2020/q1-2020-transcript-pre-recorded-management-discussion_a5ew3wiifavjpzj8.pdf?sfvrsn=c9b04a38_4
test-prepared-management-remarks_R4JHkDLnK4ynhY6X

of large, trusted brands in growing categories with expandable consumption trades. Our organic, strong net revenue growth across its large mainstream and premium brands. Our Quaker Food business, performed well, with trademark Pepsi increasing its net revenue for the 7th consecutive quarter, double-digit growth with broad-based strength across nearly all brands. However, our profitability, in the quarter as we benefited from a very successful Super Bowl, which featured many of our big brands, combined

→ https://www.pepsico.com/docs/album/investors/loadtest/test-prepared-management-remarks_r4jhkdlnk4ynhy6xbcb1abd46c674e14a9c6cd529a997b77.pdf?sfvrsn=1dd6e5b7_2
test-prepared-management-remarks_R4JHkDLnK4ynhY6X

of large, trusted brands in growing categories with expandable consumption trades. Our organic, strong net revenue growth across its large mainstream and premium brands. Our Quaker Food business, performed well, with trademark Pepsi increasing its net revenue for the 7th consecutive quarter, double-digit growth with broad-based strength across nearly all brands. However, our profitability, in the quarter as we benefited from a very successful Super Bowl, which featured many of our big brands, combined

→ https://www.pepsico.com/docs/album/investors/loadtest/test-prepared-management-remarks_r4jhkdlnk4ynhy6x49b38cc909754f3991c2d966fb838395.pdf?sfvrsn=99c6c365_2
test-prepared-management-remarks_R4JHkDLnK4ynhY6X

of large, trusted brands in growing categories with expandable consumption trades. Our organic, strong net revenue growth across its large mainstream and premium brands. Our Quaker Food business, performed well, with trademark Pepsi increasing its net revenue for the 7th consecutive quarter, double-digit growth with broad-based strength across nearly all brands. However, our profitability, in the quarter as we benefited from a very successful Super Bowl, which featured many of our big brands, combined

→ https://www.pepsico.com/docs/album/investors/loadtest/test-prepared-management-remarks_r4jhkdlnk4ynhy6x748715c0ade9478c9399a8e9316f937c.pdf?sfvrsn=716e5230_2
test-prepared-management-remarks_R4JHkDLnK4ynhY6X

of large, trusted brands in growing categories with expandable consumption trades. Our organic, strong net revenue growth across its large mainstream and premium brands. Our Quaker Food business, performed well, with trademark Pepsi increasing its net revenue for the 7th consecutive quarter, double-digit growth with broad-based strength across nearly all brands. However, our profitability, in the quarter as we benefited from a very successful Super Bowl, which featured many of our big brands, combined

→ https://www.pepsico.com/docs/album/investors/loadtest/test-prepared-management-remarks_r4jhkdlnk4ynhy6x6d1a9a49daec4c25937db3aa39cb56e9.pdf?sfvrsn=4f6d685_2
test-prepared-management-remarks_R4JHkDLnK4ynhY6X

of large, trusted brands in growing categories with expandable consumption trades. Our organic, strong net revenue growth across its large mainstream and premium brands. Our Quaker Food business, performed well, with trademark Pepsi increasing its net revenue for the 7th consecutive quarter, double-digit growth with broad-based strength across nearly all brands. However, our profitability, in the quarter as we benefited from a very successful Super Bowl, which featured many of our big brands, combined

→ https://www.pepsico.com/docs/album/investors/loadtest/test-prepared-management-remarks_r4jhkdlnk4ynhy6x90dbaff7898e40e0a8addc3f8b2f256d.pdf?sfvrsn=c555ef7a_2
test-prepared-management-remarks_R4JHkDLnK4ynhY6X

of large, trusted brands in growing categories with expandable consumption trades. Our organic, strong net revenue growth across its large mainstream and premium brands. Our Quaker Food business, performed well, with trademark Pepsi increasing its net revenue for the 7th consecutive quarter, double-digit growth with broad-based strength across nearly all brands. However, our profitability, in the quarter as we benefited from a very successful Super Bowl, which featured many of our big brands, combined

→ https://www.pepsico.com/docs/album/investors/loadtest/test-prepared-management-remarks_r4jhkdlnk4ynhy6xb2f1bcd5b75e4c29aa4555ae7f97e512.pdf?sfvrsn=50aff0ee_2
test-prepared-management-remarks_R4JHkDLnK4ynhY6X

of large, trusted brands in growing categories with expandable consumption trades. Our organic, strong net revenue growth across its large mainstream and premium brands. Our Quaker Food business, performed well, with trademark Pepsi increasing its net revenue for the 7th consecutive quarter, double-digit growth with broad-based strength across nearly all brands. However, our profitability, in the quarter as we benefited from a very successful Super Bowl, which featured many of our big brands, combined

→ https://www.pepsico.com/docs/album/investors/loadtest/test-prepared-management-remarks_r4jhkdlnk4ynhy6x523851263b874dda962de8070c131eda.pdf?sfvrsn=81bf1c26_2

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