About P&G - Company Strategy | Procter & Gamble Investor Relations

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“Fiscal year 2024 was another year of strong results for P&G,” said Jon Moeller, Chairman of the Board, President and Chief Executive Officer. “The team met or exceeded our going-in plans for organic sales growth, core EPS growth, cash generation and cash returned to shareowners in a challenging economic and geopolitical environment. As we look forward to fiscal 2025, we expect to deliver strong organic sales growth, EPS growth and free cash flow productivity – each in-line with our long-term growth algorithm. We remain committed to our integrated strategy – a focused product portfolio of daily use categories where performance drives brand choice, superiority (of product performance, packaging, brand communication, retail execution and consumer and customer value), productivity, constructive disruption and an agile and accountable organization – all aimed at delivering sustainable, balanced growth and value creation.”

JON MOELLER

P&G CHAIRMAN OF THE BOARD, PRESIDENT & CEO

Our strategy has enabled us to build and sustain strong momentum, and remains the right strategy to deliver balanced growth and value creation. The model is dynamic and sustainable. It adapts to the changing needs of consumers and society and is focused on growing markets – creating versus taking business – the most sustainable and most profitable way to grow.

Focused
PORTFOLIO
in 10 categories—daily use products where performance drives brand choice.

Extending our margin of competitive
SUPERIORITY
Product, package, brand communication, retail execution, and value.

We’re driving
PRODUCTIVITY
improvements in cost and cash to fund these investments and improve profitability.

We’re leading the
CONSTRUCTIVE DISRUPTION
across the value chain in our industry in order to meet challenges

More focused, agile, accountable
ORGANIZATION
operating at the speed of market.

P&G’s 10-Category Portfolio

P&G has a focused portfolio of daily-use products in categories where performance plays a significant role in brand choice.
Our focus is on delivering superior products with the best performance, in every price tier in which we compete.

HEALTH CARE	BEAUTY	GROOMING
Personal Health Care Oral Care	Hair Care Skin & Personal Care	Grooming

HEALTH CARE

BEAUTY

GROOMING

FABRIC AND HOME CARE	BABY, FEMININE AND FAMILY CARE
Fabric Care Home Care	Baby Care Feminine Care Family Care

Superiority to Win with Consumers

We have taken a deliberate step to invest in and advance the superiority of products and packages, brand communication, retail execution and consumer & customer value. Together, these five elements drive category growth, prevent commoditization and provide the basis to build sustainable competitive advantage.

Superior products

Products so good, consumers recognize the difference.
Superior products raise expectations for performance in the category

Superior packaging

Packaging that attracts consumers, conveys brand equity, helps consumers select the best product for their needs, and delights consumers during use

Superior brand communication

Advertising that reaches consumers and communicates the superiority of the brand’s product and packaging benefits — attracting consumers to the brand and driving brand and category growth.

Superior retail execution

In-store: with the right store coverage, product forms, sizes, price points, shelving and merchandising. Online: with the right content, assortment, ratings, reviews, search and subscription offerings

Superior consumer and customer value

For consumers: all these elements presented in a clear and shoppable way at a compelling price. For customers: margin, penny profit, trip generation, basket size, and category growth

Productivity

Productivity is now as integral to our culture as innovation and helps to fuel our investments in superiority and drive margin expansion.

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Materials

Manufacturing icon
Manufacturing

The icon of overhead
Overhead

Ad spend and promotion icon
Ad Spend & Promotion

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Working Capital

Constructive Disruption

To win in today’s dynamic world, we must lead the constructive disruption of our industry across all areas of the value chain: innovation, brand building, supply, and digitization & data analytics.

LEAN INNOVATION	BRAND BUILDING	SUPPLY CHAIN	DIGITALIZATION & DATA ANALYTICS

Organization & Culture

Our organization is increasingly more empowered, agile and accountable, seamlessly supporting each other to deliver against our priorities around the world.

Five industry-based SBUs icon
Operating through five industry-based SBUs

The icon of clarity on responsibilities and reporting lines
Provide greater clarity on responsibilities & reporting lines

Strengthen leadership accountability

Growth & value creation icon
Enable P&G people to accelerate growth & value creation

Our four focus areas - supply chain, environmental sustainability, digital acumen, employee value equation

Balancing the needs of all stakeholders

We see success in environmental, social and governance areas, what we call Citizenship, as an opportunity to create competitive advantage that can drive shareowner value creation.

To learn more about our work visit us at pginvestor.com/esg

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Consumer