1 Pepsi Way Somers, NY 10589 2003 ANNUAL www.pbg.com REPORT THE PEPSI BOTTLING GROUP,THE PEPSI BOTTLING INC. 2003 REPORT ANNUAL • MOMENTS OF TRUTH OUR MISSION The Pepsi Bottling Group, Inc. We have absolute clarity MOMENTS OF TRUTH is the world’s largest manufacturer, around what we do: seller and distributor of carbonated and non-carbonated Pepsi-Cola Moments of Truth typically refer We Sell Soda. beverages. to the precise moments when Outside our salespeople come in contact We commit ourselves to USA USA Total with a customer, producing an these operating principles: Number impression or interaction that of Plants: 48 51 99 makes or breaks the sale. In Rules of the Road reality, all PBG employees have Number of 1. Drive Local Market Success. Distribution the power to impact the customer Centers: 254 260 514 in what they do. They can and 2. Act Now. Do It Today. Get Results. do have moments of truth – 3. Set Targets. Keep Score. Win. Number of Employees 33,300 32,700 66,000 when their decisions and actions 4. Respect Each Other. affect the business. Examples Percentage of those moments are depicted of Volume: 61 39 100 Our success will ensure: in this year’s Annual Report. Customers Build Their Business. On our cover is the ultimate Employees Build Their Futures. moment of truth and the Shareholders Build Their Wealth. culmination of all of PBG’s efforts: consumers choosing to purchase Pepsi products. U.S. Brand Mix Trademark Pepsi Trademark Mountain Dew Sierra Mist Aquafina Frappuccino Lipton SoBe Other Corporate Dr Pepper Other Non-Corporate Mexico Brand Mix TABLE OF CONTENTS Trademark Pepsi Financial Highlights 1 Letter to Shareholders 2 Manzanita Sol Review of Operations 4 Mirinda Board of Directors 14 Squirt Senior Leadership Team 15 Other CSDs Glossary of Terms 16 Financial Review 17 Bottled Water Jug Water Shareholder Information 64 DESIGN: PHOTOGRAPHY: / NYC PRINCIPAL ASSOCIATES ADDITIONAL PHOTOGRAPHY: STEVE FENN DAVIDOFF REID HORN PRINTING: PRESS PACE FINANCIAL HIGHLIGHTS $ in millions, except per share data 2003 2002 2001 Net Revenues $10,265 $9,216 $8,443 Pro Forma Net Revenues 1 $10,265 $8,926 $8,165 Operating Income $10,956 $8,898 $8,676 Diluted EPS $101.50 $81.46 $81.03 Pro Forma Diluted EPS 2 $101.56 $81.46 $81.26 Net Cash Provided by Operations $$1,084 $1,014 $8,882 Capital Expenditures $10,644 $8,623 $8,593 Net Cash Provided by Operations, less Capital Expenditures $10,440 $8,391 $8,289 1 Fiscal years 2002 and 2001 have been adjusted to reflect the adoption of Emerging Issues Task Force Issue No. (EITF) 02-16. For reconciliation of pro forma Net Revenues to reported Net Revenues, see page 44. 2 Fiscal year 2003 diluted EPS of $1.50 was adjusted by adding $0.04 for the impact of a Canadian tax law change and $0.02 for the cumulative effect of change in accounting principle (impact of adoption of EITF 02-16). Fiscal year 2001 diluted EPS of $1.03 was adjusted by adding $0.31 to reflect the adoption of SFAS 142 and subtracting $0.08 for the impact of a Canadian tax law change. For additional information on the impact of EITF 02-16, see page 44. For additional information on the impact of SFAS 142, see page 43. For additional information on the Canadian tax law changes, see page 54. Stock Price Performance* * The following performance graph compares the cumulative total return of PBG’s common stock to the S&P Stock Index and to an index of peer companies selected by the company (“The Bottling Group Index”). ** Bottling Group Index includes Coca-Cola Amatil Limited, Coca-Cola Bottling Co. Consolidated, Coca-Cola Enterprises, Inc., Coca-Cola FEMSA ADRs and PepsiAmericas, Inc. Pro Forma Diluted Earnings Per Share 1 CHAIRMAN’S LETTER Dear Fellow Shareholders, • Diluted earnings per share were Addressing Consumer Needs $1.56, before an accounting change The first issue that has changed the At PBG, hundreds of thousands of and the effect of Canadian tax law landscape for the beverage industry transactions occur every day. We look changes. That was 7 percent above over the past several years is the on these opportunities to make a sale prior year, but still below our consumer desire for more variety and and bring a smile to a consumer’s face expectations. convenience. No longer happy with as our “moments of truth.” Creating a few choices to quench their thirst, preference for our products and • Our return on invested capital was consumers are showing their enthusi- providing the best service in the 7.5 percent. asm for new flavors, new packages business are the goals that get us up and new places to purchase. This has in the morning. And keep us on the driven a multitude of changes across job 24 hours a day, seven days a week. However, net cash provided by the beverage industry. They’re at the heart of what motivates operations remained a strong positive. employees at PBG. And, ultimately, Growing concern about health and these countless opportunities are • Our cash provided by operations weight control has fueled the growth what make this business so dynamic after capital investments was $440 of diet soft drinks, non-carbonated and exciting. million in 2003, an increase of products and water. Lifestyle trends 13 percent. We have delivered an such as meals consumed away from The year 2003 saw the convergence of impressive 33% compounded annual home, portability of beverages, and several trends that affect our industry. growth rate in this measure in the size of servings are also increasingly Some of these trends have been nearly five years since our IPO. important. At PBG, one of our most building over time, moving hand important priorities is to work in hand with changing consumer alongside our partners at PepsiCo demographics. Some were brought Since October 1999 with the launch of to provide a broad portfolio of to the fore by sluggish economic our stock repurchase program, we have products in a variety of package conditions in several of the markets returned considerable cash to our configurations and to increase our where we do business. Others are shareholders. With the addition of the points of distribution – all to ensure the result of the quickening pace of $483 million we spent to buy back that we are capturing every possible customer consolidation, brought on our shares in 2003, to date we have sales opportunity. by the drive to gain scale and improve returned more than $1 billion dollars efficiency. All of them are areas of to our shareholders. In 2003, PepsiCo provided a number focus for PBG in our continuing of exciting product launches and drive to be the best at what we do – But numbers alone don’t tell the story. promotions, and at PBG, we took selling soda. And falling short of our goals was a them to the finish line by ramping strong motivational force for an up our focus on execution. The Numbers organization that prides itself on One of the most important moments results. I am proud of how PBG We enjoyed some notable successes, of truth for us at PBG is meeting our people across the globe assessed the including: own and your expectations. Despite situation, faced reality and then took all our effort in 2003, we fell short appropriate actions to get us back on • the rollout of Sierra Mist, PepsiCo’s in several key areas, and that was a track. And, at the end of the year, lemon-lime, across all our U.S. disappointment for all of us. our final results showed share gains markets, which resulted in 11% against our major competitor in all growth of lemon-lime year over year. • Our U.S. volume was down two of our regions. percent and our worldwide volume • the addition of Pepsi Vanilla, both was flat on a constant territory basis. regular and diet, to our lineup, which grew to two percent of our mix in just four short months. 2 • PBG’s first “in-and-out” product Moving Ahead positioning with the orange-flavored The challenges we faced in 2003 Mountain Dew LiveWire, which encouraged us to recalibrate our goals lifted the overall trademark by four and strategies in light of the changing percent during its 20 weeks in the marketplace circumstances. Our revised marketplace. outlook, completed before year end, is a clear and realistic view of what Defining Consumer Value we expect to deliver long term. Delivering value to our consumers is always essential, but never more than In 2004, we are confident we will in tight economic conditions, as was improve PBG’s topline by balancing the case in 2003 in many of our situational pricing opportunities with markets. With less spending power, a strong focus on achieving our consumers became more price volume targets. We expect operating sensitive. In a few markets, new profit growth in the mid-single digits, competitors emerged and had an earnings per share of $1.62 to $1.70 initial burst of success by capitalizing and an increase in our operating on those dynamics. In the U.S., we cash flow, after capital spending, faced a lackluster economy and of 10 percent. reduced foot traffic in stores. In Mexico City, we saw the rapid rise Our teams across the company are of the “B brands”, spurred by general Bringing Solutions to Our energized by our plans. Our employees economic weakness, the devaluation Customers’ Biggest Issues have a desire to win that is second to of the peso, and reduced consumer Our customers in the U.S.