He's held various roles in PepsiCo International, including Region President for Latin America Beverages, as well as in PepsiCo's corporate division, where he led Corporate Strategy & Development. This included a double-digit increase in advertising and marketing spend, additional plant, warehouse and distribution center capacity, and additional routes, racks and selling resources. We'll begin with some brief prepared comments from Ramon and Hugh, and then open up the call to your questions. And there's obviously innovation, there's brand building, there's visibility, there's value, there's many levers that we play in that playbook. We migrated our organizational structure closer to the market in order to improve speed, increase accountability and become more locally focused. But fundamentally, more than that, which is also important, is that there are clearly different consumption patterns, different trends, different food cultures between, I would say, the group of countries centered around China and the group of countries centered around the Middle East and Africa. Bryan Douglass Spillane -- Bank of America -- Analyst. Innovation played a very important role at PBNA this year with Gatorade Zero, bubly and Mountain Dew Game Fuel having cumulatively delivered more than $1 billion in measured retail sales. Headquarters. hbspt.cta.load(3951034, 'e84dcc94-6e63-48f1-b2ac-0381ec9f447a', {}); Getting Employees to Take Ownership of Safety Policies, Water Contamination In Hydraulic & Lubrication Oils, A General Discussion, 3 Approaches to Ultrasound Assisted Lubrication, How to Cost Justify a Lubrication Program, PepsiCo Americas Foods (PAF), which includes Frito-Lay North America, Quaker and all Latin American food and snack businesses, including the Sabritas and Gamesa businesses in. A couple of comments on that. Jobs. We've made very good progress against these initiatives, and I'm pleased to report that we met or exceeded each of the full year financial targets that we communicated to you about a year ago. We recently introduced Zero Sugar variants of Mountain Dew and Mountain Dew Game Fuel, which offer the same bold taste as the originals without the sugar. So that's how we're thinking about this new organization, enabling a more sustainable and focused growth in those two parts of the world. organizational culture, and transformed our cost management. Good morning Laurent. Please check your download folder. In Europe, we grew organic revenue 5.5% for the full year, with very good growth both in snacks and beverages. But the beauty of our Frito-Lay portfolio and the same would apply to our PBNA portfolio, is that we're trying to grow both our classic brands, large brands that are well established, trying to modernize them, keep them very attractive to the consumers and then innovate into future spaces where the consumer might move at a different speed in different parts of the country as they decide to change their consumer habit. So we feel very strong about the way we're driving growth for PBNA. So we see Pepsi as well driving sustainable growth. But we're also we're innovating in those spaces ourselves. Great. There's some global volatility. These aims highlight PepsiCos mission and vision statements. We continue to see very strong performance in our coffee business, and our partnership with Starbucks is as more robust than ever. We have Doritos, I would say, in 75% of our international markets maybe, that's the number. Thank you. It's growing very well, as I said in my remarks. We decided to split the organizational structure of our prior AMENA division into AMESA, which includes Africa, Middle East and South Asia; and APAC, which includes Asia Pacific, Australia, and New Zealand and China. Mitigating the impact of climate change by reducing absolute greenhouse gas emissions across PepsiCo's value chain by 20% by 2030. “Hugh Johnston has a track record of delivering excellent results across virtually the entire corporation: in the Frito-Lay field organization; as a Pepsi-Cola Franchise development executive; as head of Corporate M&A and Strategy; as CFO of North America Beverages and Food; and as global head of Procurement, IT, and business transformation. Lauren Rae Lieberman -- Barclays -- Analyst. So we accelerated the highest level, I think, in the last seven years, so overall, a very good year. Hey guys. So we've seen the consumer continue to go back to our classics, Lay's and Doritos and Cheetos and Tostitos. If you use our chart images on your site or blog, we ask that you provide attribution via a "dofollow" link back to this page. Now let me discuss our operating results. "I am confident this organizational structure will help us deliver strong top-line performance and consistent double-digit profit growth in the years ahead," Nooyi said. PepsiCo Beverages North America delivered 3% organic revenue growth in 2019 with a sequential acceleration in the fourth quarter, which represented its fastest rate of organic revenue growth in four years. PepsiCo Board of Directors comprises 15 members with Indra K. Nooyi serving as Chairman of the Board and Chief Executive Officer. To complement our Faster, Stronger and Better initiatives, we also made investments to fortify our portfolio for future growth. Performance & security by Cloudflare, Please complete the security check to access. Thanks. Specifically, we invested in our SodaStream business, which grew net revenue more than 20% last year in order to capture an incremental growth opportunity. At the same time, our kind of more permissible portfolio, our premium portfolio, that segment of our range is growing about 2 times the average of the company. So how does are you seeing anything there at all? We have a good playbook on especially in the snack business, on how do we develop the category and what are the levers that we need to play in every market to deliver the per cap growth that we normally deliver in the markets. I was hoping you could review a bit your visibility around the 4% corporate organic sales growth top line target for 2020. We see Pepsi, as I said, with sustainable growth. Your next question comes from the line of Andrea Teixeira of JPMorgan. Interactive chart of PepsiCo (PEP) annual worldwide employee count from 2006 to 2020. In 2019, we delivered in excess of $1 billion in productivity savings and plan to deliver this amount annually through 2023. Members. And this better execution, obviously, comes from more focus on execution. Completing the CAPTCHA proves you are a human and gives you temporary access to the web property. We're going to be activating our brands with more local relevance. That's good. And I think obviously, we're looking at long-term trends of the consumer and trying to adjust the portfolio to those trends. By 2025, we intend to increase recycled content in our plastics packaging to 25% and reduce 35% of virgin plastic content across all our beverage portfolio.
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