Zein Abdalla President

Leveraging Our Global Scale Barclays Capital Back-to-School Consumer Conference

September 4, 2013

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Information

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Glossary

Please refer to the Glossary and attachments to PepsiCo’s 8-K filed with the Securities and Exchange Commission on September 4, 2013

available at www.pepsico.com for the definitions of core, constant currency, organic and certain other terms used herein.

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Zein Abdalla

President, PepsiCo

PepsiCo Europe CEO

Various PepsiCo general management roles

including: • GM European beverages

• GM Tropicana Europe

• Franchise VP Pakistan and the Gulf Region

Various roles in sales / marketing /

general management at Mars Incorporated

Today

2009 - 2012

1995 - 2009

Pre-1995

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PEP: Portrait of a consistent, durable CPG

Revenue $65B

Core Operating Margin 15%

10 Year EPS CAGR 9%

10 Year Dividends per Share CAGR 14%

Organic Revenue Growth 5%

Core Net ROIC 15%

10 Year Cumulative Cash returns $53B

Note: All figures are for the year 2012. Certain of the above items represent non-GAAP financial measures that exclude certain items. Please refer to the “Reconciliation of GAAP and

Non-GAAP Information” attachment posted on September 4, 2013 under the "Investors - Investor Presentations” section on PepsiCo’s website at www.pepsico.com to find disclosure and

a reconciliation of the above non-GAAP financial measures.

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Portfolio of complementary businesses with

expanding global footprint

2012 Net Revenue: $65B

Business

Developing

& Emerging

35%

Developed

65%

Beverages

49% Food

51%

Geography

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Strong portfolio of iconic brands

22 $1B Brands Over 40 $250MM - $1B Brands

6 PepsiCo Confidential

Our brands have leading global positions

in attractive categories

SALTY

SNACKS

HOT

CEREALS

#1 #1

SPORTS

DRINKS

CARBONATED

SOFT DRINKS

JUICE & JUICE

DRINKS

#1 #2 #2

Source: Euromonitor 2012

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Our brands cover most of consumer demand

DAYPARTS

COHORTS

NEEDSTATES

OCCASIONS

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A truly global footprint

Both Snacks only Beverages only No presence

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Leading positions in key strategic markets

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Source: Euromonitor, 2012 food and beverage retail sales

US Russia Saudi Egypt India UAE

UK Mexico

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Scale of our partners strengthens our business

Partners Provide Added ‘System’ Scale

PepsiCo Strategic Partnership

Note: “System” refers to the network by which PepsiCo and non-PepsiCo beverage products are distributed by us and our partners.

Source: Euromonitor, 2012 food and beverage retail sales

UK

China

Brazil

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Portfolio is logical and complementary

Branded, Impulse, High Velocity Categories

Consumers

Customers

Markets

Capabilities

Sh

are

d C

hara

cte

risti

cs

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Cost

Leverage

Capability

Sharing

Commercial

Benefits

Significant synergies from integrated portfolio

$800 million to $1 billion in annual synergies

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From

PepsiCo transformation journey

Business

Geography

Culture

Fun-for-You

Decentralized

Developed

market strength

To

Balanced portfolio

including Better-for-You

and Good-for-You

Connected

autonomy

More balanced

global footprint

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We are focused on 5 priorities,

taking full advantage of our global scale

Increase Cash Returns to Shareholders

To From

Glocal Campaigns Local Campaigns

Refresh, Reframe &

Breakthrough Refresh

Global Best Practices Locally Optimized

Freeing Trapped Dollars Every Penny a Prisoner

Brand Building

Innovation

Execution

Productivity

Cash Returns

1

2

3

4

5

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Global brand positioning Brand

Building 1

GLOBAL CONSISTENCY

GLOBAL CAMPAIGNS

GLOBAL LEVERAGE

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Balanced global scorecard Brand

Building 1

Share of voice

Example Metrics

Innovation pipeline

Short Term ROI

Long Term Equity

Inp

uts

O

utp

uts

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Global framework for consumer demand Innovation 2

EXAMPLE DEMAND SPACES

Prepare

Jump Start

Perform

On-the-go Uplift

Home

Alone

Enjoy & Indulge

Home

Alone

Young & Hungry

Not Home

Alone

Family Fun

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Benefits Initiatives

Global innovation approach and benefits Innovation 2

Global portfolio pipeline Fewer,

Bigger,

Better

Global platforms

Global stage-gate process

Source: PepsiCo R&D

“Lift & Shift/Adapt”

Scale

Investments

Global capabilities Advantaged

Know-how

1

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We “lift & adapt” innovations across the world

Lay’s “Do-Us-A-Flavor”

UK – Australia – US

Trop 50

US – Canada – UK

Innovation 2

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Scalable innovation platforms Innovation 2

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Quaker Real Medleys

Mtn Dew Kickstart

Doritos Locos Tacos

Tropicana Farmstand

Pepsi Next

Pipeline of innovation successes

TROP 50

Innovation 2

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Leveraging Scale / Capabilities Across Value Chain Execution 3

Plan/Buy

Global leverage of

procurement scale

Make

Global best

practices via

benchmarking

and process

improvement

Move

Choice of

distribution system

right for category

across DSD,

warehouse, 3PL

Sell

Important partner to

customers given

scale and shared

capabilities/

infrastructure

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Foods Beverages

#1 Food & Beverage Business in Russia

Russia: Full integration for “Power of One” Execution 3

23 Source: Euromonitor 2012 retail sales

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#1 Food & Beverage business with >2x scale advantage

vs. nearest competitor

10 of 25 top food & beverage brands – >2x more than

nearest competitor

Power of One drove over $100 million of productivity in

2012

Highest contributor to growth at retail in 2012

Russia: Full integration for “Power of One” Execution 3

Source: Euromonitor, 2012 and Nielsen, 2012

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China: Bring Happiness Home Execution 3

Chinese New Year Video with 700 million views

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Expected to Generate ~$1B per annum Productivity 4

Cumulative Productivity

$3B productivity

in 3 years (2012-'14)

~$3B

~$2B

$1B

2014

2013

2012

Opportunity

Operations:

‘driving to zero’

Commodities:

‘innovating for

productivity’

A&M:

‘spending more

and better’

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Proven track record of

returning cash to shareholders

Cash

Returns 5

Cumulative cash returned to

shareholders of more than $53B over ten years

33

2008

31

2007

23

2006

53

2011

47

2010

41

2009

3

17

2005

12

2004

7

2003 2012

Dividends Share Repurchase

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Driving even higher ROIC and Cash Returns Cash

Returns 5

Target ~50 bps of Annual ROIC Improvement

Invest in the business ‒ Capital spending of no more than 5% of net revenue

Pay dividends ‒ Increased dividend for 41 consecutive years

Strengthen positions through tuck-in acquisitions ‒ Generally less than $500 MM/year

Return additional cash through share repurchases ‒ While maintaining access to debt capital markets at attractive rates

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2

3

4

Capital Allocation Priorities

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We are positioned to deliver top-tier

long-term performance

Top Tier TSR

• Revenue Growth

MSD, mostly Organic

• Balanced offerings

between FFY, BFY,

GFY

• Increased Developing

& Emerging Market

Footprint

• Leading Brand Building, Innovation and Design Capability

• Flexible, Low-Cost Supply Chains that are Environmentally

Sustainable

• World-Class Talent Development

• Leveraging Power of One

Supporting

Fundamentals:

• Core, Constant

Currency EPS HSD

• Operating Margin

+30-50 bps/year

• ROIC 50+ bps/year

• Core MOCF growth

= Net Income growth

• Strong returns to

shareholders

(dividends and share

repurchases)

Long-Term Goals

Note - Certain of the above items represent Non‐GAAP financial measures that exclude certain items. Please refer to the “Reconciliation of GAAP and Non‐GAAP Information”

attachment posted on September 4, 2013 under the "Investors ‐ Investor Presentations” section on PepsiCo’s website at www.pepsico.com to find disclosure and a reconciliation of the

above non‐GAAP financial measures

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Takeaways from leveraging our global scale

Leverage our global presence and people

without sacrificing execution and entrepreneurial culture

Build global brands and accelerate global innovation

through global positioning, platforms and processes

Drive greater efficiency across the business

with very high capital discipline

Use the Power of One of our complementary F&B portfolio to gain

cost advantage, transfer capability and deliver commercial benefits

Increased Shareholder Value