Scope, boundaries and assurance
We've taken our Health Report through a rigorous internal and external engagement and audit process to ensure that we publish to the highest possible standards.
Stakeholder engagement on this report
From April to October 2009 we shared early drafts of this report with over 50 senior representatives from NGOs, academia, government, professional bodies and retail customers at four stakeholder workshops, facilitated by the Oxford Health Alliance. These stakeholders provided a series of recommendations both for our reporting in this, our first report, and for our future reporting and strategy. We responded to many of their recommendations for this report, including:
- Greater focus on short-term action as well as medium - long-term transformation
- Clear future vision - what kind of company we want to be, what kind of products we want to sell
- Greater specificity and clarity on pledges - clearer timelines, scope and nutritional definitions - so we can be held to account
- Pledges covering what we can influence, as well as what we can control - for example widening the retail availability of our healthier products.
Stakeholder feedback was critical in strengthening our report. We sincerely thank all those who generously gave us their time, and look forward to continued dialogue to shape our approach. There was also feedback we couldn't action immediately. For example the ask from one academic that we stop selling regular Pepsi immediately, or the suggestion that we adopt front of pack traffic light labelling. Our position on those questions is highlighted in the Report, for example see "Labelling and health claims" and our Health Q&A.
Performance against previous targets
From the mid-2000s, PepsiCo adopted internal nutrition criteria to drive the renovation of our portfolio in the UK and around the world. These combined both absolute and relative nutritional metrics. Between 2005 and 2007 the proportion of the PepsiCo UK food and juice portfolio meeting the "Good For You" absolute criteria rose from 22% to 31%, driven by growth in both Quaker and Tropicana. During the same time period the proportion of our portfolio that saw relative improvements in its nutritional profile, for example the reduction in saturated fat of up to 80% in Walkers crisps and snacks, rose from 5% to 50%.
A strong system of internal governance, based on nutritional scorecards, was used to drive improvements through the strategies of our individual brands and business units. These focused both on reductions to the levels of added sugar, fat, saturated fat and salt and on increasing the level of fibre and key vitamins and nutrients and functional ingredients.
These targets and scorecards helped drive both our reformulation strategy, our marketing, consumer engagement and new product launches.
GRI Reporting Index and this Report
Our Health Report is presented with reference to the Global Reporting Initiative (GRI) reporting framework. The GRI metrics are currently open for consultation and the reference is made to the existing reporting framework. (See table below).
Download a PDF of this Global Reporting Initiative framework table
Download PepsiCo Health Report GRi reporting index (512KB, pdf)
In this section
Basis of reporting
Our basis of reporting outlines the reporting period, entities covered, and the scope and quality of the data.
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Assurance statement from Deloitte
Independent assurance statement by Deloitte LLP ('Deloitte') to PepsiCo International Limited on selected information included in the PepsiCo UK ('PUK') Health Report 2010.
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Our pledges: barriers and challenges
Many of the commitments and targets in this Report are challenging and require us to use our influence with consumers, retailer customers, suppliers and within the product categories we operate to drive change.
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President's vision
Richard Evans sets out his health vision for PepsiCo UK.
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