Procter & Gamble Company (the) · NYSE:PG
Procter & Gamble Company (the) — Proxy Contest (September 2017)
41 slides from Procter & Gamble Company (the)'s proxy contest presentation, Sep 19, 2017
Slide 1: Building a Better Company
Building a Better Company
Slide 2: P&G is a very different company today
P&G is a very different company today than we were just a few years ago. We’re making the changes needed to deliver balanced growth and value creation that leads to winning total shareholder return.
Slide 3: A Simpler, More Focused Company
A Simpler, More Focused Company In just over two years, we’ve divested, discontinued, or consolidated 105 brands.
Slide 4: Portfolio organized around category-based business units and 65 brands
Our portfolio is now organized around 10 category-based business units and 65 brands. These are categories where P&G has leading market positions, and where we are positioned to win.
Slide 5: Portfolio transformation and productivity have simplified P&G
The portfolio transformation we’ve been through, along with the productivity journey we’ve been on, have led to a significant simplification of P&G.
Slide 6: We are a focused, efficient company.
We are a focused, efficient company.
Slide 7: Accelerating Sales Growth
Accelerating Sales Growth We’re working to accelerate organic sales growth by strengthening and extending the advantages we’ve created with our products and packages, improving the execution of our consumer communication and on-shelf and online presence, and ensuring our brands offer a superior cons
Slide 8: Products so good consumers don't want to part with them
This creates impactful, meaningful advantages that earn trial and repurchase, grow markets, and build market share. We’re striving for products that are so good, consumers don’t want to part with them after use… to the point where they consider their old product inferior.
Slide 9: Tide PODS meet the higher bar
We have many products that meet or exceed this higher bar, like Tide PODS. Using Tide PODS changed consumers’ laundry detergent expectations. After four weeks of use, they lowered their assessment of their previous detergent by more than 10 points.
Slide 10: Tide PODS and Gain Flings drive 90% of category growth
Since their introduction, Tide PODS and Gain Flings have driven 90% of U.S. laundry detergent category growth.
Slide 11: Improving Productivity and Cost
Improving Productivity and Cost Achieving this higher standard of performance more consistently requires investment, which leads to continuously raising the bar on productivity.
Slide 12: Productivity is the fuel for growth
Productivity is the fuel for growth — providing savings for investment in sales growth, as well as for margin expansion to grow earnings per share.
Slide 13: Productivity savings in four areas
Our planned productivity savings are focused in four areas: cost of goods sold, marketing spending, trade spending, and overhead spending.
Slide 14: $10 billion saved from fiscal 2012 through 2016
From fiscal year 2012 through fiscal year 2016, we saved $10 billion across these four elements.
Slide 15: Plans to save up to an additional $10 billion
And now, we have plans to save up to an additional $10 billion from fiscal year 2017 through fiscal year 2021.
Slide 16: Empowering Our Organization and Culture
Empowering Our Organization and Culture All of this work is underpinned by an organization that is experienced, agile, accountable, committed to change, and committed to win.
Slide 17: Strengthening organization, design, culture, and accountability
We’re strengthening our organization, design, culture, and accountability by moving resources closer to consumers and customers, driving deeper mastery and accountability, and designing our structures to enable greater speed and agility.
Slide 18: Moving people into regions and countries
We continue to move people into regions and countries where they can better learn from, innovate for, and serve local consumers.
Slide 19: End-to-end accountability in large markets
We’ve implemented an end-to-end accountability approach in large markets, like the U.S and China, and we’re expanding the model.
Slide 20: Category business leaders own full profit and loss
This gives category business leaders—who own full profit and loss responsibilities—holistic decision-making authority starting with innovation… all the way through to the customer. We’re keeping people in dedicated categories longer… to develop category mastery and apply it to win. We’re aligning in
Slide 21: Empowering P&G people
We are empowering P&G people with the mastery, flexibility, speed, and accountability needed to drive strong business results.
Slide 22: Raising the Bar
Raising the Bar At P&G, we’re raising the bar to a higher standard of performance: superior products, packaging, and commercial execution… fueled by strong cost savings and continued strengthening of our organization and culture.
Slide 23: Today's P&G is a different company
Today’s P&G IS a different company… a company unified and driven to deliver balanced growth and value creation… and winning total shareholder return.
Slide 24: A New Standard of Excellence
A New Standard of Excellence
Slide 25: Accelerating Sales Growth
Accelerating Sales Growth We’re working to accelerate organic sales growth by strengthening and extending the advantages we’ve created with our products and packages, improving the execution of our consumer communication and on-shelf and online presence, and ensuring our brands offer a superior cons
Slide 26: A Focused Portfolio
A Focused Portfolio
Slide 27: P&G is a very different company today
P&G is a very different company today than we were just a few years ago. We’re making the changes needed to deliver balanced growth and value creation that leads to winning total shareholder return. Balanced Growth & Value Creation Total Shareholder Return
Slide 28: A Simpler, More Focused Company
A Simpler, More Focused Company In just over two years, we’ve divested, discontinued, or consolidated 105 brands.
Slide 29: Positioned to Win
Our portfolio is now organized around 10 category-based business units and 65 brands. These are categories where P&G has leading market positions, and where we are positioned to win. Positioned to Win
Slide 30: Empowering Culture
Empowering Culture
Slide 31: Strengthening organization, design, culture, and accountability
We’re strengthening our organization, design, culture, and accountability by moving resources closer to consumers and customers, driving deeper mastery and accountability, and designing our structures to enable greater speed and agility.
Slide 32: Moving people into regions and countries
We continue to move people into regions and countries where they can better learn from, innovate for, and serve local consumers.
Slide 33: End-to-end accountability in large markets
We’ve implemented an end-to-end accountability approach in large markets, like the U.S and China, and we’re expanding the model.
Slide 34: Category business leaders own full profit and loss
This gives category business leaders—who own full profit and loss responsibilities—holistic decision-making authority starting with innovation… all the way through to the customer.
Slide 35: Investing in Growth focused on productivity
Investing in Growth focused on productivity
Slide 36: Improving Productivity and Cost
Improving Productivity and Cost Achieving this higher standard of performance more consistently requires investment, which leads to continuously raising the bar on productivity.
Slide 37: Productivity is the fuel for growth
Productivity is the fuel for growth — providing savings for investment in sales growth, as well as for margin expansion to grow earnings per share.
Slide 38: Productivity savings in four areas
Our planned productivity savings are focused in four areas: cost of goods sold, marketing spending, trade spending, and overhead spending.
Slide 39: $10 billion saved from fiscal 2012 through 2016
From fiscal year 2012 through fiscal year 2016, we saved $10 billion across these four elements.
Slide 40: Plans to save up to an additional $10 billion
And now, we have plans to save up to an additional $10 billion from fiscal year 2017 through fiscal year 2021.
Slide 41: Empowering Our Organization and Culture
Empowering Our Organization and Culture All of this work is underpinned by an organization that is experienced, agile, accountable, committed to change, and committed to win. Forward-Looking Statements Certain statements in this release or presentation, other than purely historical information, incl