Table of Contents

Table of Content

Dedication

Aknowlegement

Preface

Executive Summary

Overview

Highlights

Product line(billion dollar brands)

Mission

Purpose

Industry Pioneers

Organization hierarchy

Introduction to P&G

Our history in pakistan

Product Information

Purpose, Values and principal

The power of purpose

Heritage

Core Strength

Global operations

Corporate Structure

Corporate Governance

Social responsibility

External recognition

Board of Directors

DEDICATION

Dedicated to my Loving Parents, Brothers,

respected teachers and Supporting Friends

who always helped out?

In times of woe and Distress

&

Taught me to follow the Path of Truth,

Justice, Honesty and Sincerity

Proctor and Gamble

Company overview

Highlights

World’s largest maker and distributer of household items and consumer goods

Some of Proctor & Gamble’s “super brands”. Super brand means the product does more than $1 billions in sales in a year. P&G has 21 of these brands.

Product linesBillion dollars brand

Beauty Care – 23% of sales Always, Head & Shoulders Olay, Pantene, Wella

Fabric & Home Care – 28% Ariel, Dawn, Downey, Tide

Baby & Family Care – 16% Bounty, Charmin, Pampers

Health Care – 17% Actonel, Crest, Oral B

Pet Health & Snacks – 6% Iams, Pringles

Grooming – 10% Gillette, Mach 3

Batteries & Electrical Devices Braun, Duracell

Mission Statement

To provide branded products and services of superior quality and value that improve the lives of the world’s consumers. As a result, consumers will reward us with leadership sales, profit, and value creation, allowing our people, our shareholders, and the communities in which we live and work to prosper.

Purpose

.

Industry Pioneers

Created the concept of "soap opera" by sponsoring radio and television dramas targeting women

First Fluoride-based toothpaste, Crest Tide was a revolutionary synthetic detergent First disposable diaper, Pampers

Organization Hierarchy

Customer Business Development

(CBD)

District North Manager(DDM)

UM

Organization Hierarchy in Multan

UM

Sheikh shahid Nadeem

Introduction to P&G

District South Manager(DDM)

UM

ASO+TSO(10)

ASO+TSO(10)

Our History in Pakistan

Procter & Gamble Pakistan, headquartered in Karachi, commenced operations in Pakistan in 1991. Our goal was to become the finest global consumer goods company operating locally in Pakistan. To fulfill this goal, we are serving Pakistani consumers with

premium quality brands including Head & Shoulders, Pantene, Ariel, Safeguard, Pampers and Always that strive to make everyday lives better.

With commitment came growth, and in 1994 we acquired a soap-manufacturing facility sprawling seven acres of land at Hub, Balochistan. In 2002, the plant tripled its soap-manufacturing capacity with an investment of $3 million. In 2004, with an initial investment of about half a million U.S. dollars, a PUR facility was set up with a production capacity of 50 million sachets of the water purifier annually. The P&G Hub plant is the first of its kind in the world. It provides people access to safe drinking water and is able to export millions of liters across the globe. Today, the Hub plant is equipped with state-of-the-art manufacturing technologies and quality assurance processes and systems, reflecting the company's values of safe, hygienic and ethical manufacturing practices.

P&G Pakistan headquarters are consistently upgraded to the company's progressive values. Investments of $ 1.6 million have taken place in the work-space environment to date. The P&G Pakistan head office today hosts high-speed digital networks and advanced systems and facilities.

As a company with vast global experience, P&G has always believed in the potential Pakistan has as a country. Since 1989, the total amount invested by P&G Pakistan in assets, working capital and market development is approximately $ 100 million. In addition, Procter & Gamble contributed Rs 4.3 billion to the national exchequer in the form of taxes and duties in 07/08, increasing 22 percent over the previous year.

Strengthening its commitment to invest further in Pakistan, P&G recently

broke ground for its second manufacturing facility in Pakistan. The launch of this manufacturing facility is testimony of P&G’s successful history in the country and symbolizes P&G’s confidence that Pakistan will continue to provide a stable and conducive business environment over the long-term. This project involves an investment of about US$100 million and is P&G’s largest single investment in the country to date.The facility is expected to improve local industrialization prospects by creating tremendous potential opportunity of business over the next few years. With the plant occupying only one-third of the total 25 acres of land acquired, provision has been built in for future expansion projects.

P&G has attracted outstanding individuals since the day it began operations in Pakistan. The company presently employs more than 300 people, 99 percent of which are Pakistanis and creates more than 4,000 jobs indirectly in Pakistan. All this makes P&G a more locally focused company.

Product Information

We are committed to providing products of consistently excellent quality and standards — products that have a positive effect on the lives of the world's consumers. As we continue to succeed in this aim, we can keep growing as a marketing community.

All products marketed by Procter & Gamble Pakistan (Pvt) Ltd are fully compliant with local regulations and laws

Brands

Pampers

Pampers is the world’s top-selling brand ofbaby diapers.

For more than 40 years, Pampers has been helping to improve life for babies, toddlers, and the parents who care for them through a complete line of diapers, training pants, and wipes designed for every stage of baby’s development. As many of the researchers at Pampers are parents themselves, they take great care in developing products that benefit both mom and baby, and are committed to making a difference in babies’ lives.

Thanks to four decades of research, hard work, and dedication to families across the globe, Pampers has also been at the forefront of new diaper technology. The brand has debuted such product features as re-sealable tabs and high stretch to create convenience and value for mom and great comfort for baby.

Gillette

The Best a Man Can Get

Gillette has been at the heart of men’s grooming for more than 100 years. Across the world, everyday men prepare to be their best. Gillette understands that when men look good, they feel good and they perform well. This means that grooming plays an increasingly important role in a man’s day.

For many men, shaving is at the heart of the grooming process—the razor is the key that unlocks their day. But today’s men are looking beyond shaving to skin care, hair care and body grooming. They are spending more money and time on grooming and are increasingly seeking information and advice to ensure they have the best products available to help them look and feel their best.

With the number of men engaging in facial and body grooming on a daily, weekly or monthly basis, one thing is clear: Men have carved out their own niche in the beauty industry and they demand products and services tailored to their specific needs.

Head & Shoulders is the world's #1 dandruff shampoo. It is the only shampoo with the revolutionary ActiZinc formula that works directly on the scalp, making it healthy and removing 100% dandruff.

Also the fact that only Head & Shoulders is approved by the renowned P&G Egham Research Center, England, makes Head & Shoulders your definite choice for dandruff - beyond doubt!

     Safeguard is an anti-bacterial soap that provides superior longer lasting germ protection. Safeguard helps protect your family from germs which are found everywhere even on apparently clean surfaces.

For more details on the Safeguard lineup view:

Pure White    Lemon    Aloe Vera    Vitamin E    Honey    

Safeguard and Save The Children launched a new campaign in Oct 2009 to build sanitation facilities in 100 Schools in Pakistan in 100 Days

Aerial

Ariel EnzyMax

    New Ariel (EnzyMax) gives you the best cleaning results as it is designed to remove tough, dried-in greasy stains, which competition can not remove, even when fresh

That’s because Ariel contains a unique stain removing enzyme complex, EnzyMax.

For more details on the Ariel lineup view:

Original    Jasmine

Always

Always Fresh provides you superior protection with a lasting feeling of freshness that allows you to live life freely. Always Ultra’s top sheet quickly absorbs wetness and AGM converts it into gel and locks it inside. Top and bottom surface stays dry so your clothes don’t stain.

Dry Weave Top Sheet (also in Plus and Super Plus) AGM (absorbent gel material) Flexible and longer Wings. Plastic Back Sheet (also in Plus and Super Plus) Individual Wrapping Revolutionary Thin Pad

Thick series are conventional pads that provide protection and are bulky in nature

Duracell

Trusted everywhere, Duracell has been meeting the power needs of people around the world for more than 40 years.

Duracell is the world’s leading manufacturer of high-performance alkaline batteries. Our products serve as the heart of devices that keep people connected, protect their families, entertain them, and simplify their increasingly mobile lifestyles.

The Duracell name—originally coined as a shortened form of “durable cell”—is synonymous with innovation. The brand has made advances in single-use, renewable, and personal device-charging technologies, while marketing general-purpose flashlights and the advanced Daylite® LED flashlights.

Purpose,values and principal

Purpose & People

The Power of Purpose

Companies like P&G are a force in the world. Our market capitalization is greater than the GDP of many countries, and we serve consumers in more than 180 countries. With this stature comes both responsibility and opportunity. Our responsibility is to be an ethical corporate citizen—but our opportunity is something far greater, and is embodied in our Purpose.

P&G’s Purpose Statement articulates a common goal that inspires us daily:

Our Purpose works to unify us in a common cause and growth strategy. It is powerful because it promotes a simple idea to improve the lives of the world’s consumers every day. P&G grows by touching and improving more consumers’ lives in more parts of the world...more completely. While this statement defines our commercial opportunity, our culture reflects the broader opportunity of improving lives through and beyond our branded products and services.

The simple, inspiring way to think about this opportunity is that P&G brands serve about four billion of the six and a half billion people on the planet today. Before P&G can serve the remaining two and a half billion profitably, we can reach them altruistically. We can improve their lives in ways that enable them to thrive, to increase their quality of living and, over time, to join the population of consumers we serve with P&G brands. Through our overall Live, Learn & Thrive™ cause program, initiatives such as Children’s Safe Drinking Water and Pampers 1 Pack = 1 Vaccine are examples of how we are improving the lives of millions of people every day.

Our shared Purpose attracts and unites an extraordinary group of people, P&Gers, around the world—the most diverse workforce in P&G history. Together, we represent around 140 nationalities. Our recruiting and development philosophy to “build from within” fosters a strong culture of trust and shared experiences. Our diversity, our shared culture and our unified Purpose are the defining elements that enable P&G to touch lives and improve life every day.

Heritage

In touch

1887

P&G institutes a pioneering profit-sharing program that gives employees an ownership stake in the Company. This significant innovation helps employees connect their vital roles with the Company’s success.

1924

P&G becomes the first company to conduct deliberate, data-based market research with consumers. This forward-thinking approach enables us to improve consumer understanding, anticipate consumer needs and respond with products that improve their everyday life.

2005

High Frequency Stores common in developing markets emerge as our largest customer channel. Consisting of nearly 20 million stores across the world, HFS represents a particular opportunity in fast-growing, low-income markets. Through HFS, we connect to consumers with affordable products and packaging specially designed for their needs.

In the lead

1961

P&G answers the age-old need to reduce leaks, mess and rashes caused by wetness of cloth baby diapers by introducing Pampers, the first affordable, successful disposable diaper. Today, more babies around the globe experience the comfort and dryness of Pampers than any other diaper brand.

1996

P&G earns the U.S. Government’s National Medal of Technology. The honor recognizes the Company for creating, developing and applying advanced technologies to consumer products that have helped improve the quality of life for billions of consumers worldwide.

Improving lives everyday

1901

King C Gillette patents the KC Gillette Razor, an alternative to the straight razor that offers men a safe, convenient and inexpensive way to shave. This shaving breakthrough features a permanent handle and disposable double-edge razor blade. Gillette joined P&G in 2005.

1952

P&G establishes the Procter & Gamble Fund to coordinate the distribution of money globally to charitable organizations in communities where we have a concentration of employees. Today the Fund, through its corporate philanthropy program Live, Learn and Thrive™, works to improve the lives of more than 50 million children around the world each year.

2006

To address the global crisis of unsafe drinking water, P&G creates the Children’s Safe Drinking Water program, which uses P&G’s unique PUR water purification sachets. This program reflects the company’s commitment to doing the right thing for the long term, and is improving life in some of the poorest countries in the world.

Core Strengths

P&G focuses on five core strengths required to win in the consumer products industry. We are designed to lead in each of these areas.

Consumer Understanding

No company in the world has invested more in consumer and market research than P&G. We interact with more than five million consumers each year in nearly 60 countries around the world. We conduct over 15,000 research studies every year.

We invest more than $350 million a year in consumer understanding. This results in insights that tell us where the innovation opportunities are and how to serve and communicate with consumers.

Innovation

P&G is the innovation leader in our industry. Virtually all the organic sales growth we’ve delivered in the past nine years has come from new brands and new or improved product innovation. We continually strengthen our innovation capability and pipeline by investing two times more, on average, than our major competitors. In addition, we multiply our internal innovation capability with a global network of innovation partners outside P&G. More than half of all product innovation coming from P&G today includes at least one major component from an external partner. The IRI New Product Pacesetter Report ranks the best-selling new products in our industry in the U.S. every year. Over the past 14 years, P&G has had 114 top 25 Pacesetters—more than our six largest competitors combined. In the last year alone, P&G had five of the top 10 new product launches in the U.S. and 10 of the top 25.

Brand-Building

P&G is the brand-building leader of our industry. We’ve built the strongest portfolio of brands in the industry with 22 billion-dollar brands and 20 half-billion-dollar brands. Eleven of the billion-dollar brands are the #1 global market share leaders of their categories. The majority of the balance are #2.

Go-to-Market Capabilities

We’ve established industry-leading go-to-market capabilities. P&G is consistently ranked by leading retailers in industry surveys as a preferred supplier and as the industry leader in a wide range of capabilities including clearest company strategy, brands most important to retailers, strong business fundamentals and innovative marketing programs.

Scale

Over the decades, we have also established significant scale advantages as a total company and in individual categories, countries and retail channels. P&G’s scale advantage is driven as much by knowledge-sharing, common systems and processes, and best practices as it is by size and scope. These scale benefits enable us to deliver consistently superior consumer and shareholder value.

*Financial information in this 8-K has been updated to reflect the results of the global pharmaceuticals business as discontinued operations, consistent with current presentation. All other material on this page has not been updated to be consistent with the Company's current presentation of financial results. For up to date information, please refer to this 8-K filed with the SEC on January 29, 2010.

Global operations

Corporate Structure

Strength in Structure

We have made P&G’s organization structure an important part of our capability to grow. It combines the global scale benefits of a $79 billion global company with a local focus to win with consumers and retail customers in each country where P&G products are sold.

P&G’s structure has removed many of the traditional overlaps and inefficiencies that plague many large companies.

Global Business Units (GBUs) focus solely on consumers, brands and competitors around the world. They are responsible for the innovation pipeline, profitability and shareholder returns from their businesses.

Market Development Organizations (MDOs) are charged with knowing consumers and retailers in each market where P&G competes and integrating the innovations flowing from the GBUs into business plans that work in each country.

Global Business Services (GBS) utilizes P&G talent and expert partners to provide best-in-class business support services at the lowest possible costs to leverage P&G’s scale for a winning advantage.

Lean Corporate Functions ensure ongoing functional innovation and capability improvement.

We have been utilizing this structure for over a decade, and continue to see faster global expansion of new innovations, better in-market execution and increased savings from purchasing scale and outsourcing partnerships.

Corporate Governance

Management, Shareholders and the Board Working Together

Corporate Governance is the interaction of the management, shareholders and Board of Directors to help ensure that all investors—both shareholders and creditors—are protected against managers acting solely in their own best interest. Corporate Governance consists of laws, policies, procedures and, most importantly, practices that ensure the well-being of the assets of the Company. Corporate Governance is at its highest levels when management acts as if they are long-term investors in the Company.

The policies, procedures and practices spelled out in this section demonstrate that Procter & Gamble takes Corporate Governance very seriously. Our management acts as long-term investors of the Company because they, like most Procter & Gamble employees at all levels, are in fact long-term investors.

Employees Are Long-Term Investors

In 1887, before P&G was even a publicly traded company, William Cooper Procter introduced a profit-sharing program for employees. At the time he said, “We should let the employees share in the firm’s earnings. That will give them an

incentive to increase earnings.” He revised that program in 1903 to have the profit sharing be awarded in the form of actual P&G stock. He reasoned that as employees became stockholders, their economic interests and those of the Company would be bound more closely together.

That program still exists today with a large part of each U.S. employee’s retirement consisting of P&G stock. Additionally, virtually all employees own P&G stock or stock rights via various investment programs. Because of that fact, employees’ economic interests are aligned to those of the Company.

Further, our Executive Share Ownership Program requires senior executives to own shares of Company stock and/or restricted stock units valued at eight times base salary for the Chief Executive Officer, and five times base salary for the other senior executives. Non-employee directors must own Company stock and/or restricted stock units worth six times their annual cash retainer. These compensation programs help to ensure the alignment of the interests of our senior executives and directors with shareholders.

A Foundation of Integrity, Control and Stewardship

P&G has a strong history of operating with integrity throughout the Company—at all levels, in all countries, both internally and externally. Our actions and the actions of all our employees are governed by our Purpose, Values and Principles. The basis for every decision we make at P&G can be found in our Purpose, Values and Principles—our PVPs. The clarity and constancy of the Company’s PVPs is the one factor above all others that has driven the Company’s growth over generations. Our commitment to operate responsibly is reflected in the steps we have in place to ensure rigorous financial discipline and Corporate Governance.

We have an active, capable and diligent Board of Directors that meets the required standards of independence, with members who understand their role in providing strong Corporate Governance. Our Audit Committee is comprised exclusively of independent directors, with significant financial knowledge and experience. The Audit Committee also meets regularly in private session with the Company’s independent auditors, Deloitte & Touche LLP.

We maintain a strong internal control environment. Our rigorous business process controls include written policies and procedures, segregation of duties and the careful selection and development of employees. The system is designed to provide reasonable assurance that transactions are executed as

authorized and appropriately recorded, that assets are safeguarded and that accounting records are sufficiently reliable to permit the preparation of financial statements conforming in all material respects with accounting principles generally accepted in the U.S. We monitor these internal controls through an ongoing program of audit self-assessment and internal and external audits.

We maintain disclosure controls and procedures designed to ensure that information required to be disclosed is recorded, processed, summarized and reported in a timely and accurate manner. Our Disclosure Committee is comprised of senior-level executives responsible for evaluating disclosure implications of significant business activities and events.

We execute financial stewardship by maintaining specific programs and activities to ensure that employees understand their fiduciary responsibilities to shareholders. This ongoing effort encompasses financial discipline in strategic and daily business decisions and brings particular focus to maintaining accurate financial reporting and effective controls. In addition, our Global Leadership Council is actively involved in rigorous oversight of the business.

We reinforce key employee responsibilities through the Company’s Worldwide Business Conduct, which details management’s and the Board of Directors’ commitment to conduct the Company’s business affairs with high ethical standards. Every employee is required to be trained on the Company’s Worldwide Business Conduct Manual, and every employee is held personally accountable for compliance. Portions of the Worldwide Business Conduct Manual comprise P&G’s Code of Ethics for SEC and New York Stock Exchange Regulatory Purposes, as further described in the Manual.

Doing What’s Right

P&G’s reputation is earned by our conduct: what we say, what we do, the products we make, the services we provide and the way we act and treat others. As conscientious citizens and employees, we want to do what is right. For P&G, and our global operations, this is the only way to do business.

Social responsibility

At P&G, we believe in giving back to the communities we live in. Corporate social responsibility is close to P&G’s heart. P&G Pakistan has developed and runs several initiatives and programs in line with our global cause Live, Learn and Thrive, aimed at helping improve lives of children in need.

Keeping the HOPE Alive Safe Schooling for Building the Future P&G Home at SOS Children’s Villages Employee Volunteerism at P&G

External Recognition

P&G is recognized as a leading global company and a company committed to creating a diverse workplace.

Ranked #6 among the “World’s Most Admired Companies” Ranked #2 among “Top Companies for Leaders” Consistent #1 ranking within industry on “Most Admired” list for 24 of 25

total years and for 12 years in a row

Ranked #3 on the “World’s Most Respected Companies List”

Ranked #12 among the “World’s Most Innovative Companies”

Named to worldwide survey of Top 20 Best Companies for Leaders

Named to list of the Global 100 Most Sustainable Corporations in the World, with top rankings from 2000–2009

Recognized by the National Association for Female Executives as one of the Top 10 Companies for Executive Women

Recognized as one of the 100 Best Companies for Working Mothers and Top 20 Best Companies for Multicultural Women

Recognized as one of the 40 Best Companies for Diversity

Recognized as one of the Top 50 Companies for Diversity Ranked #3 among the Top 10 Companies for Global Diversity

Supplier diversity is a fundamental business strategy at P&G. In 2009, P&G spent more than $2 billion with minority- and women- owned businesses. Since 2005,

P&G has been a member of the Billion Dollar Roundtable, a forum of 16 corporations that spend more than $1 billion annually with diverse suppliers

Building Diversity in the Organization

At P&G, we believe in taking advantage of all the unique and special differences that our employees possess and leveraging them to the fullest. Since diversity is a business strategy for P&G, our efforts are focused on bringing in people from different ethnic and cultural backgrounds with remarkably diverse lives and career experiences. Organizations that are in touch are far more capable of understanding consumers from all walks of life. They are far more capable of understanding, appreciating and leveraging their own diversity. They are more capable of tapping the diversity of outside partners.

Our recruiting efforts target universities all over Pakistan and are aimed at bringing in people with different leadership and thinking styles. Today, our organization draws from more than 30 schools and universities.

We also focus on gender diversity by targeting women at universities for females and holding diversity sessions for female students on campuses. Women offer a different perspective that is crucial to our success. We aim to balance not only organizational diversity but also diversity within the various departments. Women make up about 25 percent of the workforce at P&G Pakistan.

To stress this goal to our employees, P&G Pakistan has introduced many initiatives. To avoid defining our diversity objectives too narrowly and limiting them to percentages and representations of certain groups, P&G has made tremendous recruiting efforts and has launched programs such as flexible work arrangements and the day-care center.

Diversity is respected and required across all levels of the company. In fact, diversity action plans are developed in each region of the world to give local diversity strategies the best chance of success.

Developing Skills and Nurturing Talent

At P&G, developing skills in the workplace and nurturing talent are two of our highest priorities. Since people are our biggest strength, we continually invest in their development. People are part of the foundation on which we build and grow our business. Independent, Web-based training and instructor-led trainings are most effective when content delivery matches student learning styles. At P&G, knowledgeable instructors lead courses that correspond to every level of ability. Lifelong learning, career advancement, certification and personal development are made easy and convenient by combining industry experience and educational excellence.

At P&G one is faced with new and diverse challenges every single day, where growth is measured through skills, interests and performance with the opportunity to work in different countries. The flexible approach and people-first culture ensure that the strengths of our employees are nurtured and their talents enhanced.

Our training is regarded as the best in the business, where employees rely on an extensive support network of professionals from across the organization. Additionally, training programs are tailored to individual needs as well as specific functions.

Helping our employees continually grow and improve puts us on the fast track to success. That is why we promote from within and why excellent training is vital to our mutual improvement.

“The quality of the classes was impressive. The instructors were knowledgeable, the time was well spent and there was just the right mix of explanations and practice.” (Zehra Haider, External Relations)

Providing Quality Assurance, Meeting Safety Standards

At P&G, we believe in the philosophy of quality assurance, ensuring that products of superior quality delight the world's consumers and effectively provide our businesses and operations with continually improved quality systems and culture.In accordance with our aim of providing consumers with premium quality

products, our manufacturing plant at Hub strives to achieve high-quality manufacturing standards. We are also committed to providing responsible care to all our employees, our community and the environment.

We measure our quality assurance capability by gauging our systems and processes on a scale of 19 key elements, starting with leadership, training programs and a supply chain, to handling consumer complaints. These key elements are the foundation of our quality system and ensure that the products we send to our consumers are defect-free, safe, pure and effective.

P&G strongly believes in safeguarding the health and safety of its employees and workers. Four values provide the foundation for our safety program:

Nothing we do is worth getting hurt for Health, safety and the environment can be managed Every defect could and should have been prevented (e.g., injury,

equipment, time) Health, safety and the environment are everyone's responsibility

These values drive our six Health, Safety & Environment (HS&E) key elements, starting with leadership, commitment, behavior observation and feedback, all of which control performance management. By routinely assessing the efficacy of our key elements, we effectively achieve HS&E results and ultimately minimize incidents.

Superior products, the health of our employees, safety in the workplace and caring for the environment we work and live in are imperative to the long-term success of P&G Pakistan. In accordance with these safety and quality assurance benchmarks, P&G plants across the globe operate on established global standards.

P&G Port Qasim Authority Plant Site reaches Safety Milestone

Setting New Standards for Construction Safety and Sustainability

On Oct 26th 2009, a new safety milestone was achieved in accordance with P&G’s health and safety benchmarks. Our upcoming plant facility at Port Qasim Authority (PQA) near Karachi, has so far amassed more than

500,000 safe construction hours without recordable injury. This achievement has been in a period of straight 12 months since the start of plant construction. This project is raising the bar for construction safety standards in Pakistan and P&G efforts in the region. This result reflects the tremendous efforts by the project team and their use of P&G Global Construction safety experts. Safety is our top priority and the team is committed to deliver an incident free project in constructing a green field plant in Pakistan.

P&G places great emphasis on providing responsible care to all its employees, the community and the environment with a long-standing commitment to sustainability. This stems from P&G’s Statement of Purpose – to provide branded products and services of superior quality and value that improve the lives of the world consumers, now and for generation to come. At P&G, sustainability is viewed as a significant responsibility as well as a continuous source of opportunity. This is why, from its products to its operations, sustainability is embedded in everything that P&G does.

The new manufacturing site at PQA is also a great example of incorporating an economical and sustainable design that reflects world class sustainability practices and embraces local cultural norms. Sustainability will be incorporated by providing a productive and pleasing work environment. Responsible, innovative solutions for conditioning and ventilating indoor spaces will take on the challenge of promoting healthy indoor and outdoor environments.

The scope of this project has been reviewed with the world renowned sustainability experts from William McDonough & Partners. Moreover, the entire plant organization has been already trained on sustainability with the objective to ensure a sustainability culture from day one. This new Pakistan manufacturing site is another step towards meeting P&G’s global sustainable goals and commitment to improving lives now and for generations to come.

Board of director

Board Composition

The Board of Directors at P&G consists of men and women who are leaders in the fields of business, government, law, medicine and education.

The Board has general oversight responsibility for the Company’s affairs pursuant to Ohio’s General Corporation Law, the Company’s Amended Articles of Incorporation and Code of Regulations and the Board of Directors’ By Laws. In exercising its fiduciary duties, the Board of Directors represents and acts on behalf of the Company’s shareholders.  Additional details regarding the role and structure of the Board are contained in the Board’s Corporate Governance Guidelines.

Angela F. Braly

Director since 2009Ms. Braly is Chairman of the Board, President and Chief Executive Officer of Wellpoint, Inc. (a healthcare insurance company). Ms. Braly was appointed to the Board on December 8, 2009. Age 48.

Member of the Audit and Governance & Public Responsibility Committees.

Kenneth I. Chenault

Director since 2008Mr. Chenault is Chairman and Chief Executive Officer of American Express Company (a financial services company). He is also Director of International Business Machines Corporation. Age 58.

Member of the Audit and Compensation & Leadership Development Committees.

Scott D. Cook

Director since 2000Mr. Cook is Chairman of the Executive Committee of the Board of Intuit Inc. (a software and Web services firm). He is also a Director of eBay Inc. Age 57.

Chair of the Innovation & Technology Committee and member of the Compensation & Leadership Development Committees.

Rajat K. Gupta

Director since 2007Mr. Gupta is a Senior Partner Emeritus at McKinsey & Company (international consulting). He is also a Director of American Airlines, Genpact, Ltd., Goldman Sachs Group, Inc., Harman International Industries, Inc. and Sberbank. Age 60.

Member of the Audit and Innovation & Technology Committees.

Robert A. McDonald

Director since 2009Mr. McDonald is the Chairman of the Board, President and Chief Executive Officer of the Company. He was appointed to the Board effective July 1, 2009. He is also a Director of Xerox Corporation. Age 56.

W. James McNerney, Jr.

Director since 2003Mr. McNerney is Chairman of the Board, President and Chief Executive Officer of The Boeing Company (aerospace, commercial jetliners and military defense systems). Age 59.

Presiding Director, Chair of the Compensation & Leadership Development Committee and member of the Governance & Public Responsibility Committee.

Johnathan A. Rodgers

Director since 2001Mr. Rodgers is President and Chief Executive Officer of TV One, LLC (media and communications). He is also a Director of Nike, Inc. Age 63.

Member of the Innovation & Technology Committee.

Maggie Wilderotter

Director since 2009Ms. Wilderotter is Chairman of the Board, President and Chief Executive Officer of Frontier Communications Corporation (a communications company specializing in providing services to rural areas and small and medium-sized towns and cities).

Ms. Wilderotter was appointed to the Board on August 11, 2009. She is also a Director of Xerox Corporation and Yahoo! Inc. Age 54.

Member of the Compensation & Leadership Development and Governance & Public Responsibility Committees.

Patricia A. Woertz

Director since 2008Ms. Woertz is Chairman, Chief Executive Officer and President of Archer Daniels Midland Company (agricultural processors of oilseeds, corn, wheat and cocoa). Age 56.

Chair of the Audit Committee and member of the Audit and Governance & Public Responsibility Committees.

Ernesto Zedillo

Director since 2001Dr. Zedillo is the former President of Mexico, Director of the Center for the Study of Globalization and Professor in the field of International Economics and Politics at Yale University. He is also a Director of Alcoa Inc. Age 57.

Chair of the Governance & Public Responsibility Committee and member of the Innovation & Technology Committee.