Contents

Introduction

20152020 Goals Progress

P&G Profile

Sustainability Report

Environmental Sustainability

Social Responsibility

GRI Index

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Introduction

2020 Goals Progress

P&G Profile

Environmental Sustainability

Social Responsibility

GRI Index

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Environmental and social responsibility are partof everyone’s job at P&G. They are integrated
into our daily work and business operations.
DAVID S. TAYLOR
President and Chief Executive Officer
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ABOUT OUR 17TH ANNUAL SUSTAINABILITY REPORTThis is the 17th Sustainability Report for Procter & Gamble’s worldwide operations. Data in this report cover the period from July 1, 2014, through June 30, 2015. Financial information is
given in U.S. dollars. This report was prepared using the Global Reporting Initiative’s (GRI’s) G3 Reporting Guidelines. The mission of the GRI is to promote international harmonization in thereporting of relevant and credible corporate economic, environmental and social performance information to enhance responsible decision making. The GRI has not verified the contents ofthis report, nor does it take a position on the reliability of information reported herein.

F or further information about the GRI,
please visit: www.globalreporting.org

F or the latest P&G news, in-depth information on P&G’s brands, andshareholder and career information, please visit: www.pg.com

Contents

Introduction

2020 Goals ProgressContents. . . . . . . . . . . . . . . . . . . . . . . . . . . .  3
Introduction. . . . . . . . . . . . . . . . . . . . . . . . .  4
Leadership Statement. . . . . . . . . . . . . . . . . . .  4
Our Goals. . . . . . . . . . . . . . . . . . . . . . . . . . . .  52020 Goals Progress . . . . . . . . . . . . . . . . .  11
P&G Profile. . . . . . . . . . . . . . . . . . . . . . . . .  12
Our Purpose, Values and Principles. . . . . . . .  13
Our Principles. . . . . . . . . . . . . . . . . . . . . . . .  14
P&G — A Company of Leading Brands . . . . .  15
P&G at a Glance. . . . . . . . . . . . . . . . . . . . . .  16
Acquisitions . . . . . . . . . . . . . . . . . . . . . . . . .  17
Proceeds from Asset Sales. . . . . . . . . . . . . . . 17
Global Purchases . . . . . . . . . . . . . . . . . . . . .  17
Economic Development . . . . . . . . . . . . . . . .  17
Shareholder Information. . . . . . . . . . . . . . . .  17
Organizational Structure. . . . . . . . . . . . . . . .  18
Manufacturingand Outsourcing. . . . . . . . . . . . . . . . . . . . . .  19
Countries where P&G has
manufacturing operations include:. . . . . . . .  19
Governance . . . . . . . . . . . . . . . . . . . . . . . . .  20
Political Involvement. . . . . . . . . . . . . . . . . . .  21
Principal Industry andBusiness Associations. . . . . . . . . . . . . . . . . .  21
Business Continuity. . . . . . . . . . . . . . . . . . . .  21
Product Safety . . . . . . . . . . . . . . . . . . . . . . .  22

www.pg.com/sustainability

P&G Profile

Environmental Sustainability

Environmental Sustainability . . . . . . . . . . .  23
Climate Change . . . . . . . . . . . . . . . . . . . . . .  24
Greenhouse Gas Emissions . . . . . . . . . . .  25
Energy Conservation . . . . . . . . . . . . . . .  26
Renewable Energy. . . . . . . . . . . . . . . . . .  27
Truck Transportation. . . . . . . . . . . . . . . .  29
Natural-Gas Trucking . . . . . . . . . . . . . . .  30
Cold-Water Washing. . . . . . . . . . . . . . . .  31
Conservation of Resources. . . . . . . . . . . . . .  32
Packaging Reduction. . . . . . . . . . . . . . . .  32
Post-Consumer Resin. . . . . . . . . . . . . . . .  33
Packaging Recyclability. . . . . . . . . . . . . .  34
Water. . . . . . . . . . . . . . . . . . . . . . . . . . .  35
Water Risk Assessments . . . . . . . . . . . . .  36
Provide 1 Billion People with
Access to Water-Efficient Products . . . . .  37
Provide 15 Billion Liters ofClean Drinking Water to Those
Who Need It Most by 2020. . . . . . . . . . .  37
Renewable Resources. . . . . . . . . . . . . . . . . .  38
Renewable Materials. . . . . . . . . . . . . . . .  38
Sustainable Forestry . . . . . . . . . . . . . . . .  39
Responsible Forest Managementin Our Wood Pulp Supply Chains. . . . . . .  40
Pulp for Our Tissue/Towel andAbsorbent Hygiene Products. . . . . . . . . .  40
Paper Packaging. . . . . . . . . . . . . . . . . . .  42
Palm Oil . . . . . . . . . . . . . . . . . . . . . . . . .  43
Update on Our Progress . . . . . . . . . . . . .  44
Worth from Waste. . . . . . . . . . . . . . . . . . . .  45
Zero Manufacturing Waste to Landfill. . .  45
Consumer Waste. . . . . . . . . . . . . . . . . . .  47
2015 Resource and Waste Summary Table. .  48

Social Responsibility

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Social Responsibility. . . . . . . . . . . . . . . . . .  49
Social Responsibility Programs . . . . . . . . . . .  50
Comforts of Home . . . . . . . . . . . . . . . . .  50
Health and Hygiene. . . . . . . . . . . . . . . . .  51
Social Responsibility Policies and Practices . .  52
Human Rights Policies,
Practices and Due Diligence Systems. . . .  53
Human Resources. . . . . . . . . . . . . . . . . .  53
Diversity & Inclusion . . . . . . . . . . . . . . . .  54
Global Medical. . . . . . . . . . . . . . . . . . . .  56
Worldwide Health, Safety
and Environment Systems. . . . . . . . . . . .  58
Compliance with Laws and Regulations. .  61
Notices of Violation. . . . . . . . . . . . . . . . . 61
Air Emissions. . . . . . . . . . . . . . . . . . . . . .  61
Stakeholder Engagement . . . . . . . . . . . .  62
Advertising and Promoting
to Consumers Appropriately. . . . . . . . . .  63
Eliminating Research Involving Animals. .  63
Sustainability Guidelines forExternal Business Partners . . . . . . . . . . .  64
Supplier Diversity. . . . . . . . . . . . . . . . . . .  65
Personal Information Privacy. . . . . . . . . .  65
Policies and Management Systems. . . . . . .  66
2020 Goal Measurement Systems . . . . . . . .  67
GRI Index. . . . . . . . . . . . . . . . . . . . . . . . . .  68

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Leadership Statement

At P&G, sustainability is integrated into
the way we do business, but we know
there is much more we can do.
In this report, we highlight how we areworking against our specific near-term goals
on our way to our ambitious long-term vision
to power all our plants with 100% renewableenergy, to use 100% renewable or recycledmaterial for all products and packaging, and tohave zero consumer and manufacturing waste
go to landfills. Put simply, our objective is todesign products that delight consumers while
maximizing the preservation of resources. We
want our brands to help consumers makemore sustainable choices.
We have been dedicated to driving change
within our own Company by partneringwith others to drive industry standards andpractices that make a difference. We havea long track record of doing the right thing,from pioneering industry breakthroughs suchas compaction, integrating recycled content
into packaging and supply chain innovation.

This report captures our efforts overthe past year and highlights some of ourbiggest achievements. Our focus areas
remain the same:with multiple stakeholders to help us better
understand how we can recover greater value
from post-consumer waste and ultimately
help eliminate solid waste to landfill.

• Preservation of resources — We are focusedon our energy usage, including our need tohelp drive consumer behavior change withinitiatives such as our Cold Water washingcampaign, reduced packaging, reduced water
usage and increased recycled content inour packaging.

• Social programs — As a good corporate
citizen, we have a long history of giving backto those in need. We do this through the
P&G Children’s Safe Drinking Water (CSDW)
Program, our disaster relief efforts and ourbrand programs such as Pampers’ partnershipwith UNICEF.

• Renewable resources — Our focus is to bringmore renewable energy into our plants, tofind substitutes for petroleum-derived raw
materials, and to ensure responsible andsustainable sourcing for renewable materials,
including palm oil (PO), wood pulp andpaper packaging.

We are focused in these areas, and we knowthat protecting the earth and giving back tothose in need is a responsibility and abusiness opportunity. We plan to accelerate
our delivery of these objectives by ensuring
the full integration of sustainability initiatives
within the strategies and plans of our 10 corebusinesses. Progress versus our goals is owned
by our business leaders. We will also support
each of our key brands in making their• Worth from Waste — We continue ourefforts toward eliminating manufacturing
waste to landfill and exploring partnerships

sustainability vision and actions accessible toconsumers and other stakeholders. We lookforward to sharing further updates on thepositive impact of these important efforts.
I want to thank our employees and external
partners who have been involved in this work
for making the stories in this report possible.
Your efforts represent important progressthat inspires us all to do more.

MARTIN RIANTGroup President,
Executive Sponsor for Sustainability

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Our Goals

We’ve made important progressin our efforts to address climate change.
The environmental focus of this year’s reportis on impacting climate change. We’ve mademeaningful progress, but there is still much
more to do. P&G recognizes the scientificconsensus linking greenhouse gas (GHG)
emissions and climate change. As a global
citizen, we are concerned about the negative
consequences of climate change, and webelieve prudent and cost-effective action by
governments, industry and consumers to reduce
emissions to the atmosphere is necessary.
We announced in September that we will
reduce the absolute GHG emissions of ouroperations by 30% by 2020. We plan toachieve this by driving energy efficiencies inour own facilities and moving to renewable
fuel sources. In addition, we will help
consumers reduce their own GHG emissions
when they use our products through productand packaging innovations that enable more
efficient product use and energy consumption,
as well as continued consumer education.

In order to be successful, we will also need topartner with external stakeholders to reduce
GHG emissions in our supply chain by ensuring
our sourcing of renewable commodities does
not contribute to deforestation and by
developing renewable material replacementsfor petroleum-derived raw materials.
Ensuring that palm is grown and harvested
without the further clearing and burningof natural forests, which can impact GHG
emissions, climate change and biodiversity, isa priority for the industry. While we are not a
big user of PO, we do use ingredients derived
from palm kernel oil (PKO) in some of our
products, and we are committed to sourcing
it sustainably. We have made progress in thisarea through:• Traceability — At the end of FY 14/15, 89%of our PO and PKO was tracked to the PO
mill and PKO mill level. We are on track toreach our 100% PO and PKO traceability goalby the end of 2015.

• No-deforestation plan — We have reviewed
the initial no-deforestation plans from ourpalm suppliers and are working together toensure robust, time-bound policies andsystems are in place to meet ourrequirements. We are also partnering withindustry experts to develop new approaches
to help the many thousands of smallholders
in our supply chain comply with our
no-deforestation objectives.
• Certification — Currently 100% of our PO
and PO derivatives are either Roundtable on
Sustainable Palm Oil (RSPO) mass-balance
certified or covered by Green Palmcertificates. We have reviewed the initial
no-deforestation plans from our palm
suppliers and are working together to ensurethat robust, time-bound policies and systems
are in place to meet our requirements.

Furthermore, we achieved our goal of having
100% of the virgin wood fiber used in our
tissue/towel and absorbent hygiene products
third-party certified. We also maintained our
focus on Forest Stewardship Council® (FSC)
certification and achieved 51% FSC®-certified
material in our tissue/towel products.
I have every confidence we will meet ourlong- and short-term goals outlined in thisreport, and as I reminisce on how far we’ve
come, I am inspired by the many people
who have been part of the program andthose continuing the efforts. It has been an
unbelievably fulfilling experience.

LEN SAUERS
Vice President, Global Sustainability

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2020 Goals Progress

P&G Profile

Environmental Sustainability

We became a member of
Climate Savers, a program tohelp leadership companies
accelerate their efforts toward
addressing climate change.

Social Responsibility

We joined RE100 to engage,
support and showcase
influential companies
who’ve committed to using
100% renewable power.

At P&G, we’re committed to reducing
greenhouse gas emissions impacting climatechange. We’ve taken several steps to increase
our commitment to renewable energy.
We joined the Corporate
Renewable Energy Buyers’
Principles in collaboration
with peers to deliver more
affordable, clean energy
today and in the future.

We signed the American
Business Act on Climate Change
to reinforce our commitments
and encourage others to takeaction on climate.

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Environmental Sustainability

We want people who choose P&G brands to knowthat our products are created with a commitment
to sustainability. From formulation to manufacturing
to package design and shipment, our products are
made responsibly and without trade-offs inperformance or value.
RENEWABLE ENERGY

RENEWABLE ENERGY

WASTE

PACKAGING

Biomass Plant

Wind Farm

Zero Waste to Landfill

Packaging Improvement

To advance progress against our 100% renewableenergy vision, we announced in February that
we are partnering with Constellation to build a50-megawatt biomass plant at our Albany, Ga.,
plant, one of P&G’s largest U.S. facilities where
we make Charmin and Bounty products. Thisfacility will produce 100% of the steam and up
to 70% of the total energy for the site fromrenewable sources and, along with the Tylers
Bluff wind farm in Texas (see story that follows),
will nearly double our global use of renewableenergy. Constellation will build, own and operate
the $200 million cogeneration plant that is
expected to begin commercial operations in June
2017. P&G and Constellation also proactively
developed fuel-procurement standards to ensure
the incoming scrap wood used at the plant is
responsibly and sustainably sourced.

We announced we are going to partner with
EDF RE to build a wind farm that will produce
enough wind power electricity to manufacture
100% our Fabric and Home Care products
such as Tide, Downy, Febreze and Cascadein the U.S. and Canada by the end of 2016.
To accomplish this, the wind farm in Texas willbring 100 megawatts of renewable power
online. This is the equivalent of eliminating
200,000 metric tons of GHG emissions per year,
demonstrating P&G’s commitment to support
new sources of renewable energy and reduce
GHG emissions.

Currently, 68 sites have achieved zero
manufacturing waste to landfill (ZMWTL), which
is nearly half of our global sites. In addition, we
now have four countries where 100% of the
manufacturing sites within the country haveachieved ZMWTL — Germany, Japan, Poland andVietnam. As a result of these actions, we havegenerated more than $1.6 billion in value for theCompany through savings and revenue creation.

In most parts of Western Europe, Pampers
eliminated boxes for some of our large packs
and started using bags only. This change
resulted in more than an 80% reduction inpackaging material in weight per diaper. This
saved more than 6,000 tons of packaging(the equivalent of 4,000 mid-sized cars).
We also used nearly 10% less plastic, which
saved 900 tons of plastic. Because of thispackaging improvement, we were able toship more diapers on each pallet using
about 14,000 fewer pallets, resulting in morethan 400 fewer trucks on the road. This also
saved more than 160 tons of CO2 emissions.
Consumers also told us they like the new bags
because they are easier to transport and store.

The Albany biomass plant and the
Tylers Bluff wind farm will nearly double
our global use of renewable energy.

This important progress is a direct result of theinternal and external partnerships being led by
our Global Asset Recovery & Purchases (GARP)
team, our manufacturing plants, our distribution
centers and our recycling vendors.

68 sites$

1.6 billion

have achieved zero
manufacturing waste
to landfill

generated in value

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Environmental Sustainability (cont.)
P&G is committed toZERO
deforestation in ourpalm supply chain.

RESPONSIBLE SOURCINGPRODUCT FORMULATION

TRANSPORTATIONPACKAGING

Palm Oil

No Prewash Needed

Optimizing Distribution

At P&G, we are unequivocally committed toachieving zero deforestation in our palm supply
chain and using our innovation strength to drive
positive change in the industry. We have been
driving progress via a three-pillar approach. First,
we are working with suppliers to ensure theymeet our traceability and no-deforestation
requirements. Second, our small-farmers
program is working to improve practices andlivelihoods for smallholders in the PKO supply
chain. Finally, we are working with the industry
and nongovernmental organizations (NGOs) to
set standards and methodologies. We continue
to connect and collaborate with multiple
stakeholders to drive harmonized industry
standards and approaches to advance P&G
and industry-wide PO efforts.

In the U.S., Cascade Platinum Action Pacs
clean stuck-on food in just one wash, withno prewash needed. This enables P&G to help
consumers reduce their water use with every
pot, plate or pan they put in the dishwasher.
In fact, for each person who skips the prewash,
up to 2,600 gallons of water can be saved in ahousehold per year (based on an average of
12.5 gallons of prewashing water used and an
average of four loads per week). This innovativetechnology is getting us closer to our goal ofproviding 1 billion people around the world withaccess to water-efficient products by 2020.

In 2013, P&G made a stretching commitment
to move 20% of our North America truck
transportation to cleaner-burning natural
gas within two years. The intent was to spur
innovation and additional infrastructure thatwould benefit both P&G and other natural-gas
users. We have more than tripled our amountof active compressed natural-gas (CNG) lanes
since last year and have realized several million
dollars in fuel savings. This year, we have logged
more than 14 million miles and have contracts
in place that will enable us to move 25% of our
North America truck transportation to natural
gas by next year.

Driving Progress on
Recycling

2,600 gallons
of water can be saved when
prewash is skipped

Last year, we announced that P&G joined
forces with several large, multi-national
companies to form the Closed Loop Fund (CLF),
a social impact investment fund providing cities
with access to the capital required to build
comprehensive recycling programs. This year,
CLF announced its first three investments
totaling $7.8 million in capital, which in turnunlocked an additional $17 million fromother public and private co-investors. P&G has
also joined The Recycling Partnership (TRP), anational recycling non-profit organization with afocus on supporting public-private partnershipsthat serve to improve residential recycling in the
U.S. Innovative partnerships such as these willplay a key part in increasing the availability ofrecycled materials and ultimately help move us
closer to our vision of zero waste to landfill.

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Social Sustainability

For more than 175 years, doing the right thinghas been at the core of P&G’s purpose, values
and principles. This includes investing in thecommunities where we live, work and serve.

P&G Children’s Safe
Drinking Water
This year, the P&G CSDW Program celebrated its
10th anniversary of sharing the power of cleanwater with families who need it most. With
more than 175 years of experience developing
cleaning technologies, P&G scientists invented
P&G Purifier of Water, which was based on
research behind our laundry detergents. This
packet puts the power of clean water into asmall sachet the size of a tea bag. Working withmore than 150 partners, the CSDW Program has
shared 8.9 billion liters of clean water in morethan 75 countries, helping to save lives andprevent illness to keep people healthy, enable
access to education and create economic
opportunities that help families to thrive.
This year P&G distributed more than 130 million
P&G packets to emergency relief anddevelopment programs around the world, and
CSDW expanded operations in 20 countries,
including Argentina, Indonesia and Kenya,
where the recipient of the 8 billionth liter was

Disaster Relief
Boniface O. and his family, who live near
Kisumu in western Kenya. Through a community
program with P&G partner CARE International,
Boniface learned how to purify water with P&G
packets at his school. In the past, he used to getsick and miss school from drinking dirty water,
but now he is healthy, strong and able to attend
class. He and his classmates share the packets
and healthy hygiene habits with their families,
which has helped transform the health of thelocal community.
P&G is committed to playing its part to help
end the global water crisis. With the supportof our leading brands and our partners, wehave committed to delivering 15 billion litersof clean drinking water through the CSDW
Program by 2020. We will continue to use
our global marketing reach to raise awarenessof the global water crisis, engaging consumers
to get involved and help save lives through thepower of clean water.

The P&G Disaster Relief program is committed
to helping rebuild lives after widespread disasters
by providing the comforts of home that people
need. In FY 14/15, P&G responded by providing
in-kind product and monetary donations to morethan 25 disasters globally. These included support
for the Ebola outbreak in West Africa, families
displaced by conflict in Ukraine, earthquake
relief in China, Panama floods and the tropical
cyclone in Vanuatu. The biggest response thisyear was to help those affected by a devastating
7.8 magnitude earthquake that struck Nepal in
April 2015. In the days and weeks that followed,
a massive humanitarian aid effort was organized
to help respond to the critical need for food,water, shelter and other necessities. In theimmediate aftermath, P&G provided productdonations from brands such as Whisper andVicks and monetary donations to some of its
long-standing emergency relief partnerorganizations, including AmeriCares, CARE,

International Medical Corps, Save the Children
and World Vision. Through the P&G CSDW
Program, we helped to distribute enough packets
to provide 20 million liters of clean drinking
water in collaboration with our partners CARE,
DayOne Response, HOPE, IMC, PSI, Thai Red
Cross, Vishal Group, World Vision and World
Wildlife Fund. Employees also generously
donated to a global P&G matching disaster relief
fund for Nepal.

20 million
liters of clean drinking
water in the aftermath of
the Nepal earthquake

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Social Sustainability (cont.)

AlwaysSafeguard

PanteneSecret

For the last 30 years, Always, the leader in global
feminine care, has accompanied and empoweredyoung girls through better understanding of theirbodies and the complex, transformative time ofpuberty. Always’ puberty education program
reaches up to 20 million girls a year in 65
countries. In 2014, new Always research revealed
that girls experience a drop in confidence at thestart of puberty with their first period. Stopping
the drop in confidence became Always’ mission.
In June 2014, Always launched the #LikeAGirlcampaign with a film that shows how harmful
words can contribute to lower self-confidence.
The film has been viewed more than 90 million
times across the globe, demonstrating the
profound effect the phrase “like a girl” can haveon girls’ self-confidence. Millions of girls aroundthe world have rallied to change #LikeAGirl tomean amazing things. This massive engagement
has started to change public perception: while
only 19% of girls had a positive association withthe phrase “like a girl” before the campaign, 76%
agree they no longer view the phrase as an insult
after watching the Always #LikeAGirl film.*

Safeguard knows that clean hands save lives
and make families healthy and happy. It isclinically proven that washing hands with soap
and water can prevent almost 4 million children
per year from dying before their 5th birthday.
In FY 14/15, Safeguard reached over 6.8 million
children through school education. Safeguard iscommitted to teaching school children goodhygiene habits that will keep them healthy andfree from preventable illnesses such as diarrhea,
coughs and colds through school programs andan online hub with resource materials for moms
and teachers alike. Safeguard’s superhero,
Commander Safeguard, teaches healthy
hand-washing habits though school visits,
videos, animations, story books and games.

Pantene Beautiful Lengths provides free,real-hair wigs to women who have lost their
hair due to cancer treatments. Since 2006, morethan 800,000 ponytails have been donated and42,000 wigs have been created. The wigs are
distributed through American Cancer Society wig
banks at no cost to cancer patients. Many of thewomen helped say that putting on a wig makes
them feel like themselves again. In 2014, thePantene Beautiful Lengths Fund was establishedin partnership with the Greater Cincinnati
Foundation, enabling people who are unable todonate their hair to get involved in the program
and to help create more wigs than ever before.

Secret’s Mean Stinks program exists toencourage girls to put an end to girl-to-girlbullying. Bullying in social media is increasing,with 55% of teens having witnessed bullying
online. Secret’s “Gang of Good” has generated
over 2 million acts of nice by putting the power
directly in girls’ hands. Last year, Mean Stinks
held the Biggest Assembly Ever, viewed by
2,000 schools across the nation, where thebrand discussed the negative effects of bullying
and how to end it. Secret also developed ananti-bullying curriculum with Cincinnati Children’s
Hospital (GirlsGuideToEndBullying.org) thathas been proven to decrease the experiencesof being bullied through tips, activities andadvice that girls can apply to their lives. In theupcoming year, Secret will partner with Teen
Vogue to encourage girls to take a pledge andshare how they will end bullying on social media.

*Always Puberty & Confidence Wave II Study, 2015

800,000 42,000
donated ponytails

wigs createdContents

Introduction

2020 Goals Progress
We are working toward
our long-term vision of:• Powering all our plants with
100% renewable energy• Using 100% renewable or recycledmaterials for all products andpackaging• Having zero consumer andmanufacturing waste go tolandfills• Designing products that delight
consumers while maximizing theconservation of resources

We have established specific goals
to demonstrate we are making
progress against our long-term
vision. The table at right updates
progress against our goals.

2020 Goals Progress

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Environmental Sustainability

GOAL

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RESULT

Conservation of Resources• Reduce energy use at P&G facilities by 20% per unit of production by 2020.*• Since 2010, we have reduced our energy usage by about 15%.

• Reduce absolute GHG emissions by 30% by 2020.*• Since 2010, we have reduced our absolute GHG emissions by 4%.

• Ensure 70% of all washing machine loads are washed in cold water.

• Our data indicates the percentage of global washing machine loads washed in cold
water increased from 38% to 56%.

• Reduce truck transportation kilometers by 20% per unit of production.*• We reduced our truck transportation by approximately 25% per unit of production,exceeding our goal.

• Reduce water use in manufacturing facilities by 20% per unit of production
with conservation focused on water-stressed regions.*• We have reduced water usage by about 21%, exceeding our goal.

• Provide 1 billion people with access to water-efficient products.

• In FY 14/15, we estimate that approximately 140 million consumers had access towater-efficient products.

• Reduce packaging by 20% per consumer use.*• Since 2010, we have reduced packaging by approximately 10% per consumer use.

• Double use of recycled resin in plastic packaging.*• This year, we used approximately 29,200 tons of post-consumer resin (PCR) in our plastic
packaging, which represents an increase of approximately 12% vs. baseline.

• Ensure 90% of product packaging is either recyclable or programs are in place
to create the ability to recycle it.

• In FY 14/15, approximately 85% of our packaging was considered recyclable.

Renewable Resources• Ensure plants are powered by 30% renewable energy.

• Our use of renewable energy is approximately 9%. We continue to evaluate andexpand our portfolio of energy sources.

• Create technologies by 2020 to substitute top petroleum-derived raw materials withrenewable materials, as cost and scale permit.

• The capability to substitute plastic resins has been demonstrated while work on otherkey material classes continues.

• Ensure traceability of PO and PKO to our supplier mills by December 31, 2015, andto plantations by 2020 to ensure zero deforestation in our PO supply chain, with acommitment to working with small farmers.

• We will achieve our 2015 traceability goal by December 31, 2015, and continue to makeprogress on our smallholder efforts.

• Have 100% of the virgin wood fiber used in our tissue/towel and absorbent hygiene
products be third-party certified by 2015.

• This year we met our goal of having 100% of the virgin wood fiber used in our tissue/towel
and absorbent hygiene products be third-party certified.

• Have 100% of our paper packaging contain either recycled or third-party-certified
virgin content by 2020.

• Approximately 97% of materials surveyed this year were either recycled or third-party-certified
virgin content.

Worth from Waste• Conduct pilot studies in both the developed and developing world to understand how toeliminate landfilled/dumped solid waste.

• We are involved in a number of waste-reduction pilot projects in both developed anddeveloping regions including participation in the Closed Loop Fund (CLF), The Recycling
Partnership (TRP) and our Waste to Worth pilot program in the Philippines.

• Continued progress on ZMWTL.

• 68 sites, which accounts for nearly 50% of our manufacturing sites, have reached zero
manufacturing waste to landfill (ZMWTL).

Social Programs•Improve the lives of 50 million people each year through our social sustainability programs. • This year, we estimate P&G has benefited more than 50 million people through programs
like P&G CSDW, Always #LikeAGirl, Pantene Beautiful Lengths, Safeguard Hand Washingand Disaster Relief around the world.**• Provide 15 billion liters of clean drinking water by 2020.
* Using 2010 as a baseline.
** The number of people reached is an estimate based on
self-reporting in collaboration with charitable partners.

• The P&G CSDW Program has delivered more than 9 billion liters of clean drinking waterand is on track to meeting the 2020 goal.

For more detailed information on our goals, please see the environmental and social sections of our full Sustainability Report.

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Introduction

2020 Goals Progress

P&G Profile

P&G Profile
P&G serves consumers aroundthe world with one of the strongest
portfolios of trusted, quality,
leadership brands, including
Always,® Ambi Pur,® Ariel,® Bounty,®
Charmin,® Crest,® Dawn,® Downy,®
Fairy,® Febreze,® Gain,® Gillette,®
Head & Shoulders,® Lenor,® Olay,®
Oral-B,® Pampers,® Pantene,® SK-II,®
Tide,® Vicks ® and Whisper.®
Our products are sold in morethan 180 countries and territories
around the world, primarily throughmass merchandisers, grocery stores,
membership club stores, drug stores,
department stores, distributors,
e-commerce, high-frequency storesand pharmacies.

The P&G community includes
operations in approximately
70 countries worldwide andapproximately 110,000 employees.
P&G is a publicly traded company.
Its stock is listed and traded on
the New York Stock Exchange and
NYSE Euronext – Paris.

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Our Purpose,
Values and Principles
Taken together, our Purpose, Values andPrinciples are the foundation for P&G’s
unique culture. Throughout our historyof over 175 years, our business has grown
and changed while these elements haveendured, and will continue to be passed
down to generations of P&G people
to come.
Our Purpose unifies us in a common cause andgrowth strategy of improving more consumers’
lives in small but meaningful ways each day.
It inspires P&G people to make a positive
contribution every day.
Our Values reflect the behaviors that shape thetone of how we work with each other and with
our partners.

Our Values

Ownership

Trust

P&G is its people and the values by which welive. We attract and recruit the finest people
in the world. We build our organization fromwithin, promoting and rewarding people
without regard to any difference unrelated
to performance. We act on the conviction thatthe men and women of Procter & Gamble will
always be our most important asset.

• We accept personal accountability to meetbusiness needs, improve our systems and help
others improve their effectiveness.

• We respect our P&G colleagues, customers
and consumers, and treat them as we want
to be treated.

• We all act like owners, treating the Company’s
assets as our own and behaving with theCompany’s long-term success in mind.

• We have confidence in each other’scapabilities and intentions.

Integrity• We are determined to be the best at
doing what matters most.

• We always try to do the right thing.
• We are honest and straightforwardwith each other.
• We operate within the letter and spiritof the law.

And Our Principles articulate P&G’s uniqueapproach to conducting work every day.

• We uphold the values and principles of
P&G in every action and decision.

Our Purpose• We are data-based and intellectuallyhonest in advocating proposals, including
recognizing risks.

We will provide branded products and servicesof superior quality and value that improve thelives of the world’s consumers, now and forgenerations to come.
As a result, consumers will reward us withleadership sales, profit and value creation,
allowing our people, our shareholders, andthe communities in which we live and work
to prosper.

• We believe that people work best when
there is a foundation of trust.

• We have a healthy dissatisfaction withthe status quo.
• We have a compelling desire to improveand to win in the marketplace.

CONSUMERSP&G Values
Integrity, Leadership,
Ownership,“Passion for Winning,”
Trust

Leadership• We are all leaders in our area of
responsibility, with a deep commitment
to delivering leadership results.

P&G
BRANDSP&G
PEOPLE• We have a clear vision of where we are going.
• We focus our resources to achieve leadershipobjectives and strategies.
• We develop the capability to deliver our
strategies and eliminate organizational barriers.

www.us.pg.com/sustainability

Passion for Winning

P&G Brands and P&G People are
the foundation of P&G’s success.
P&G People bring the values tolife as we focus on improving the
lives of the world’s consumers.

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Environmental Sustainability

Social Responsibility

Our Principles
These are the Principles and supporting
behaviors that flow from our Purpose
and Values.

We Show Respect for All Individuals• We believe that all individuals can and wantto contribute to their fullest potential.
• We value differences.
• We inspire and enable people to achieve highexpectations, standards and challenging goals.
• We are honest with people about theirperformance.

The Interests of the Company
and the Individual Are Inseparable• We believe that doing what is right for thebusiness with integrity will lead to mutual
success for both the Company and theindividual. Our quest for mutual successties us together.
• We encourage stock ownership andownership behavior.

We Are Strategically Focused on
Our Work• We operate against clearly articulated andaligned objectives and strategies.
• We only do work and only ask for work that
adds value to the business.
• We simplify, standardize and streamline ourcurrent work whenever possible.

www.us.pg.com/sustainability

Innovation Is the Cornerstoneof Our Success• We place great value on big, newconsumer innovations.
• We challenge convention and reinvent
the way we do business to better win in
the marketplace.

We incorporate sustainability
into our products, packaging
and operations.
We Are Externally Focused• We develop superior understandingof consumers and their needs.
• We create and deliver products, packaging
and concepts that build winning brand equities.
• We develop close, mutually productive
relationships with our customers andour suppliers.
• We are good corporate citizens.
• We incorporate sustainability into our
products, packaging and operations.

We Value Personal Mastery• We believe it is the responsibility of all
individuals to continually develop themselves
and others.
• We encourage and expect outstanding
technical mastery and executional excellence.

We Seek to Be the Best• We strive to be the best in all areas ofstrategic importance to the Company.
• We benchmark our performance rigorously
versus the very best internally and externally.
• We learn from both our successes andour failures.

Mutual Interdependency
Is a Way of Life
• We work together with confidence and trust
across business units, functions, categories
and geographies.
• We take pride in results from reapplying
others’ ideas.
• We build superior relationships with all
the parties who contribute to fulfilling our
Corporate Purpose, including our customers,
suppliers, universities and governments.
T o learn more about our Purpose,
Values and Principles, please go to:www.pg.com/en_US/company/purpose_people/pvp.shtml

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P&G — A Company of Leading Brands

P&G — A Company of Leading Brands

P&G is focusing on 10 product categories with about 65 brands. These 10 categories
have been growing faster, and their operating margins are higher than those of the total
Company. P&G is the leader in seven of these categories and is #2 in the remaining
three, with significant growth potential in all of them. They play to P&G’s core strengths:
consumer understanding, innovation, productivity, branding, go-to-market execution
and leveraging Company scale and scope.

We are well positioned to build consumer trial and create value in these categories, anddrive category market growth, which creates value for our retail customers and suppliers.

BABY, FEMININE AND FAMILY CARE

BEAUTY20.2 billion$

BABY CARE

FAMILY CAREFEMININE CARE

Subcategories: Baby Wipes,
Diapers and Pants

Subcategories: Paper Towels,
Tissues, Toilet Paper

Subcategories: Adult
Incontinence, Feminine Care

Across the 10 categories, P&G has 21 brands with annual sales of $1 billion to about$10 billion, and 11 brands with sales of $500 million to $1 billion – many of those withbillion-dollar potential.

12.6 billion$

NET SALES†NET SALES†FABRIC AND HOME CAREHEALTH AND GROOMING

22.3 billion$

NET SALES†FABRIC CARE

HOME CARE

Subcategories: Fabric Enhancers,
Laundry Additives, Laundry
Detergents

Subcategories: Air Care,
Dish Care, P&G Professional,
Surface Care

15.2 billion$

HAIR CARESKIN AND PERSONAL CARE

Subcategories: Hair Care

Subcategories: Antiperspirant
and Deodorant, Personal
Cleansing, Skin Care

ORAL CAREPERSONAL HEALTH CARESHAVE CARE

Subcategories: Toothbrush,
Toothpaste, Other Oral Care

Subcategories: Gastrointestinal,
Rapid Diagnostics, Respiratory,
Vitamins/Minerals/Supplements,
Other Personal Health Care

Subcategories: Electronic Hair
Removal, Female Blades andRazors, Male Blades andRazors, Pre- and Post-Shave
Products, Other Shave Care

NET SALES†

Results for all sectors exclude net sales in Corporate.

†

www.us.pg.com/sustainability

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P&G at a Glance
Financial Highlights (unaudited)2015 Net Sales: $70.7 Billion(4) (5)2015 (1)

2014

2013

2012

2011

Net Sales$70,749$74,401$73,910$73,138$70,464

Operating Income

11,04913,91013,051

12,495

13,849Net Earnings Attributable to Procter & Gamble

7,036

11,643

11,312

10,756

11,797Net Earnings Margin from Continuing Operations

11.7%

14.3%

14%

12.1%

14.9%

$  2.84$  3.63$  3.50$  2.97$  3.46

2.44

4.01

3.86

3.66

3.93

$  2.59

2.45

2.29

2.14

1.97

Amounts in millions, except per share amounts

Diluted Net Earnings per Common Share from Continuing Operations (1)Diluted Net Earnings per Common Share (2)Dividends per Common ShareBy Business Segment
10%

32%

24%

9%

Billion-Dollar Brands

BEAUTY

18%

20%

Skin and Personal Care (Antiperspirant and Deodorant,
Personal Cleansing, Skin Care); Hair Care

Head & Shoulders,Olay, Pantene, SK-II

GROOMING

10%

17%

Shave Care (Female Blades & Razors, Male Blades & Razors, Pre- andPost-Shave Products, Other Shave Care); Electronic Hair Removal

Fusion, Gillette,
Mach3, Prestobarba

HEALTH CARE

11%

11%

Personal Health Care (Gastrointestinal, Rapid Diagnostics, Respiratory,
Vitamins/Minerals/Supplements, Other Personal Health Care); Oral Care
(Toothbrush, Toothpaste, Other Oral Care)

Crest, Oral-B, Vicks

10% 8%

Asia Pacific
EuropeGreater China
India, Middle East
and Africa (IMEA)
Latin America
North America

By Market Maturity
Developed
Developing
39%

FABRIC AND HOME CARE

32%

25%

Fabric Care (Laundry Additives, Fabric Enhancers, Laundry Detergents);
Home Care (Air Care, Dish Care, P&G Professional, Surface Care)

Ariel, Dawn, Downy,
Febreze, Gain, Tide

BABY, FEMININE AND FAMILY CARE

29%

27%

Baby Care (Baby Wipes, Diapers and Pants); Feminine Care (Adult
Incontinence, Feminine Care); Family Care (Paper Towels, Tissues, Toilet
Paper)

Always, Bounty,
Charmin, Pampers(3) Percent of net sales and net earnings from continuing operations for the year ended June 30, 2015 (excluding results held in Corporate).

F or more financial details, please refer to the P&G investor relations website:www.pg.com/en_US/investors/financial_reporting/annual_reports.shtml
As part of P&G’s initiative to optimize resources to fit a growing global business and accelerate innovation and growth, the Company operates its
business as described under Organizational Structure on page 18. This organizational structure accounts for why P&G does not provide employee data,
sales or profits by individual countries. Some countries may provide this data in reports other than this one.
www.us.pg.com/sustainability

8%

41%

(2) Basic net earnings per common share and diluted net earnings per common share are calculated based on net earnings attributable to Procter & Gamble.

% of% of NetNet Sales(3) Earnings(3) Global Business Units (Categories)

18%

Baby, Feminineand Family Care
BeautyFabric Care andHome Care
Health Care
Grooming

By Geographic Region(1) Our 2015 net sales were negatively impacted by approximately $4.4 billion of unfavorable foreign exchange fluctuation compared to 2014. Net earnings attributable to Procter & Gamble in 2015
were negatively impacted by approximately $1.4 billion due to foreign exchange, $2.1 billion of non-cash impairment charges related to the Batteries business reported in discontinued operations anda $2.1 billion Venezuelan deconsolidation charge. These impacts are discussed more fully in “Summary of 2015 Results” and “Results of Operations” of the MD&A (Exhibit 99.2).

Reportable Segment

29%

11%

61%

(4) Results exclude sales for several Beauty categories P&G plans
to exit, as the Company announced on July 9, 2015. Please see
www.pginvestor.com for the informational 8-K furnished on
September 8, 2015, and the revised Form 10-K for FY 14/15
furnished on October 26, 2015, which provide more details of the
impacts to the Company’s financial results due to this change.
(5) These results exclude net sales in Corporate.

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Acquisitions

Global Purchases

Economic Development

Shareholder Information

Acquisition activity was not material
in 2014 and 2015.

In FY 14/15, P&G spent approximately $55
billion with over 70,000 external business
partners in more than 70 countries. This isspread across raw and packing materials,
equipment and services.

Innovation is a fundamental driver of P&G’s
growth. We invest about $2 billion a year inresearch and development (R&D). This level ofinvestment is multiplied by our global networkof external innovation partners, which leads toan effective investment in innovation that far
exceeds the reported spending.

P&G trades on the New York Stock Exchange
and NYSE Euronext – Paris under the stock
symbol PG. There were approximately 2.6
million common stock shareowners, including
shareowners of record, participants in the P&G
Shareholder Investment Program, participants in
P&G stock ownership plans, and beneficial
owners with accounts at banks and brokeragefirms, as of June 30, 2015.

Proceeds from
Asset Sales
Proceeds from asset sales in 2015 contributed$4.5 billion in cash, primarily from the sale of
our Pet Care business, the sale of our Chinese
battery venture and other minor branddivestitures. Proceeds from asset sales
contributed $570 million in cash in 2014
mainly due to minor brand divestiture activities,
including MDVIP, the Pert business in Latin
America and the bleach business in Europe,
IMEA and Latin America.

Our External Business Development group andthe Connect + Develop organization manage
thousands of active connections with othercompanies and institutions. These include awide variety of partnership structures, including
licensing, sales, technology development, joint
ventures and more. P&G’s goal is to be thepartner of choice in working with others to
improve the lives of the world’s consumers.
For more information, please visit:www.pgconnectdevelop.com

Contact
The Computershare Trust Company serves astransfer and dividend paying agent for P&G
Common Stock and Administrator of the Procter& Gamble Shareholder Investment Program.
Registered shareowners and Program participantsneeding account assistance with share transfers,
plan purchases/sales, lost stock certificates, etc.,
should contact Computershare at:• Website: www.pgshareholder.com• E-mail: P&G@computershare.com

2$ billion
invested in researchand development

www.us.pg.com/sustainability• Phone: (M-F, 8am-8pm Eastern):
1-800-742-6253; 1-781-575-4399(outside U.S. and Canada)

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Organizational Structure• Beauty• Fabric and Home Care
• Health and Grooming
Our Selling and Market Operations (SMOs) areresponsible for developing and executing
go-to-market plans at the local level – andincludes dedicated retail customer, tradechannel and country-specific teams. Their focus
is effective and efficient selling, distribution,
shelving, pricing execution and merchandisingfor consumers, channels, customers and markets
in six regions:• Asia Pacific• Europe• Greater China• India, the Middle East and Africa (IMEA)• Latin America• North America

www.us.pg.com/sustainability

Lean Corporate Functions ensure ongoing
functional innovation and capability
improvement.
T o learn more about ourorganizational structure, please go to:www.pg.com/en_US/company/global_
structure_operations/corporate_
structure.shtml

rate Functipohar e d S e r vic

Fabric &Home Care

Se

llin
g

es

GBS also supports P&G business units andemployees in areas such as accounting andfinancial reporting, information technology,
purchases, payroll and benefits administration,and facilities management.

Baby,Feminine &Family Careson

• Baby, Feminine and Family Care

BeautyS

Our GBUs are organized into industry-based
sectors, which share common technologies,
competitors and consumer benefits. GBUs are
responsible for developing overall brandstrategy, new product upgrades and innovations
and marketing plans.

GBS provides technology, processes and standard
data tools to enable the GBUs and the SMOs tobetter understand the business and better serve
consumers and customers. The GBS organizationis responsible for providing world-class solutions
at a low cost and with minimal capital investment.

Cor

Our organizational structure is composed of
Global Business Units (GBUs), Selling and Market
Operations, Global Business Services (GBS), andCorporate Functions. It combines global scale
benefits with a local focus on consumers andretail customers in each country where P&G
products are sold.

Health &Groomingon& Market OperatisContents

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2020 Goals Progress

P&G Profile

Environmental Sustainability

Manufacturingand Outsourcing
P&G has approximately 130 manufacturing
facilities in over 35 countries. These facilities
handle the majority of P&G’s production.
Our primary focus is delighting consumers.
To ensure that our products deliver superiorvalue and quality, our manufacturing facilities
must provide the most efficient option for theCompany. We conduct regular reviews to ensurethat our facilities are highly competitive, and thisprocess includes benchmarking versus third-party
manufacturers. P&G strives to eliminate losses
across our end-to-end supply chain, which often
results in local or regional manufacturing facilities
to support our approximately 5 billion consumers
around the world.
When it makes sense for the business and it is
the most competitive solution, we may decide
to use contract manufacturers. For example,
when entering a new market, introducing a
new product or accessing a technology orprocess we don’t currently have, we may rely
on contract manufacturing prior to investingin new capacity at a P&G facility.

GRI Index

Countries where P&G has manufacturing
operations include:
Sometimes we use contract manufacturers
on a longer-term basis for reasons of costeffectiveness. In these instances, we are usually
manufacturing in the region and for the region,as almost all of our third-party manufacturers
are regional. In addition, many of our products
simply do not lend themselves to shipping long
distances. The exception to this would be whereunique manufacturing capability exists in one
region and we are able to economically ship
across regions.
The percentage of P&G production supplied bycontract manufacturers varies according to theneeds of the business and the ability of P&G
facilities to compete and win production basedon providing the best value. Currently, our plants
do this extremely well, and we rely on thirdparty manufacturers for only 10% to 15% of our
total manufacturing volume.

COUNTRY

COUNTRY

Argentina

Singapore

BelgiumSouth Africa

BrazilSouth Korea

Canada

Spain

Chile

ThailandChina

TurkeyColombia

UkraineCzech Republic

United Arab Emirates

Egypt

United Kingdom

FranceUnited States

Germany

Venezuela

Hungary

VietnamIndia
Indonesia
IrelandItaly
Japan
Malaysia~130

manufacturing
sites in more than35

countries

MexicoMoroccoNigeria
Pakistan
Peru
Philippines
PolandRomania
RussiaSaudi Arabia

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GovernanceEverything we do is done with ourcommitment to doing the right thingin mind.
We believe that good governance practices
contribute to better results for shareholders.
Our objective is to maintain corporate
governance principles, policies and practices
that support the management’s and the Boardof Directors’ accountability. These are in the bestinterest of the Company and our shareholders,
and they are consistent with the Company’s
Purpose, Values and Principles.

www.us.pg.com/sustainability

Management’s Responsibility for
Financial Reporting
At The Procter & Gamble Company, we takegreat pride in our long history of doing what’s
right. If you analyze what’s made our Company
successful over the years, you may focus on
our brands, our marketing strategies, ourorganization design and our ability to innovate.
But if you really want to get at what drives ourCompany’s success, the place to look is ourpeople. Our people are deeply committed
to our Purpose, Values and Principles. It is thiscommitment to doing what’s right that unites us.

This commitment to doing what’s right isembodied in our financial reporting. Highquality financial reporting is our responsibility,
one we execute with integrity and within boththe letter and spirit of the law. High-quality
financial reporting is characterized by accuracy,
objectivity and transparency. Management is
responsible for maintaining an effective system
of internal controls over financial reporting todeliver those characteristics in all material
respects. The Board of Directors, through its
Audit Committee, provides oversight. We haveengaged Deloitte & Touche LLP to audit our
Consolidated Financial Statements, on which
they have issued an unqualified opinion.

T o learn more about our governancestructure, policies and procedures,
please go to: www.pg.com/en_US/
company/global_structure_operations/
governance/index.shtml
T o learn more about our commitment
to providing timely, accurate andunderstandable information, pleasesee our Annual Report, available at:www.pg.com/en_US/investors/
index.shtml

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P&G Profile

Environmental Sustainability

Political Involvement

Business Continuity

Guided by our Purpose, Values and Principles,P&G participates in the political process tohelp shape public policy and legislation. This
engagement ensures that the interests of ouremployees, consumers and shareholders are
fairly represented at all levels of government
around the world. We are committed tobeing transparent about our politicalinvolvement globally.

P&G’s Global Business Continuity Program
ensures that all critical sites and work processes
evaluate their risk mitigation programs, exposure
to catastrophic events at P&G sites and sites ofour key suppliers and service providers that
could significantly interrupt business operations,as well as the business impact of such events.
Site and business unit leaders then develop
contingency plans to minimize businessinterruption if a disabling event should occur.
Crisis Management team structures are defined
to manage business recovery using thepredefined contingency plans. Tests are
conducted annually to ensure that thecontingency plans are sufficient and up-to-date.

 ou can read more about our effortsY
here: www.pg.com/en_US/company/
global_structure_operations/governance/
governance_political.shtml

Principal Industry andBusiness Associations
P&G holds membership in many industry,business and environmental associations whose
activities are related to the Company’s. These
include the associations listed in the following
link: Associations List

www.us.pg.com/sustainability

Business Continuity Plans are audited regularly,
and a report of the Business Continuity
Program’s status is made periodically to the
Audit Committee.

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Product Safety
Our Commitment to Your Safety
Begins with You

Being Safe, Feeling Safe andIngredient Choices

Since Procter & Gamble was founded over
175 years ago, ensuring the safety of people
who use our products, and the safety of theworld we all live in, has been at the heart ofwhat we do. This commitment to safety isboth our heritage and our future, so we haveapproximately 700 in-house experts devoted
globally to human and environmental safety andregulatory compliance of all our products
and ingredients.

Safety is at the heart of everything we
do – ensuring our products are safe for theirintended use before they go to market. Simply
put, that is being safe.

Our safety standards for all of our products
and ingredients are the same throughout
the world. We ensure that our products aresafe for their intended use before they go
to market – complying with all laws andregulations where they are sold.

Constant Diligence
Our commitment to safety doesn’t stop
once our products go to market. We remain
diligent in ensuring your safety by continuallyinvestigating new scientific information andcollaborating with external scientists andregulatory agencies on new safety methods. We
also listen to the people who use our products
to confirm they are performing as expected.

www.us.pg.com/sustainability

But feeling safe can be a different matter
altogether. We carefully consider new
information on ingredients that we may have in
our products. The following are the steps wetake to review new information:

ListenListen to the people who use our products,
other external sources and new scientificinformation.

Evaluate
Consider all options and possibilities.

Act
Remove or replace an ingredient, provide an
option without it and/or continue its use if
supported by science.

 e also work to help you feel safeW
by openly sharing information about
ingredients where you may havequestions, or on ingredients we havedecided to no longer use. For more
information on these ingredients andP&G’s approach for ingredient-related
decisions, please visit the product safetysection on: www.pg.com

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Environmental Sustainability

Environmental
Sustainability
P&G’s sustainability objective is tocreate industry-leading value with
consumer-preferred brands andproducts while conserving resources,
protecting the environment andimproving the social conditions
for those who need it most.
In this section we provide an update
on our environmental sustainability
efforts across three core focus areas:• Conservation of Resources• Renewable Resources• Worth from Waste
We also highlight our efforts on
climate change to better acknowledge
and celebrate some our key accomplishments over the last year.
T o learn more about our commitment
to operate sustainably, please go to:www.pg.com/en_US/sustainability/
policies_practices/enviroquality.shtml
www.us.pg.com/sustainability

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2020 Goals Progress

P&G Profile

Environmental Sustainability

Climate Change

Social Responsibility

GRI Index

Driving Science-Based Goals

Guided by our Climate Change Policy, P&G has been taking action to address
climate change for several years. As the world’s attention focuses on climatechange and the COP21 meetings in December 2015, we wanted to highlightsome of the recent actions we have taken and share progress versus key
climate-related goals.

Over the course of FY 14/15, we collaborated with World Wildlife Fund (WWF)to develop a new science-based goal for GHG emissions. Our new goal of a
30% absolute reduction in Scope 1 and 2 GHG emissions by 2020 versus 2010is aligned with climate science and will help ensure that P&G is supporting global
efforts to prevent temperature increases from exceeding two degrees Celsius.
T o learn more about science-based targets, see:www.sciencebasedtargets.org“We recognize P&G for its leadership in setting a reduction
target that is grounded in climate science. This is a significant
commitment that will lead to measurable reductions in P&G’s
greenhouse gas emissions while inspiring other companies tostep up and take action.”— S uzanne Apple, senior vice president, private sector engagement,
World Wildlife Fund“We set this goal with the firm belief that it will be good for theenvironment and good for our business. Energy conservationand increasing renewable energy will not only drive emission
reductions, but will decrease costs and help create innovative
solutions that will help our brands win with consumers.”—M artin Riant, Group President, Executive Sponsor
for Global Sustainability, P&G

Miniature windmills are set up to represent Tide and Dawn bottles near the U.S. Capitol buildingin Washington, D.C. This supported P&G’s announcement that it will procure 100% renewableelectricity from wind power equivalent to the amount of electricity needed to manufacture all our
Fabric and Home Care products in the U.S. and Canada and coincided with P&G signing
the American Business Act on Climate Pledge at the White House..

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Introduction

Greenhouse Gas Emissions
In 2015, we announced a new science-based
goal to reduce our absolute Scope 1 and 2
GHG emissions by 30% by 2020 versus a 2010
baseline. We continue to increase production
volume without increasing GHG emissions. Since
2010, our production volumes have increased
approximately 13% while Scope 1 and 2 GHG
emissions have reduced 4% over the same time
period. Our focus on energy conservation,
combined heat and power, and renewableenergy have all helped deliver this result.

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Partnering to Power Progress
The challenges posed by climate change are bigger than any one company,
which is why we believe collaboration with like-minded companies andstakeholders will be key to driving progress at scale. This year, we were oneof the corporate sponsors for NYC Climate Week, a global forum that brought
together influential figures from the worlds of business, government andsociety who are leading the low-carbon transition.
www.climateweeknyc.org
We are also participating in several partnership efforts, including:
WWF Climate Savers
A WWF program to enable leading companies to collaborate and accelerate
their efforts to address climate change.
http://climatesavers.org
RE100
A program run by the Climate Group to recognize and support companies thathave made commitments to move toward 100% renewable energy.
www.there100.org

Technical Centers

Distribution Centers

Health Care

BeautyGrooming

Baby, Feminine andFamily Care

Fabric and Home Care

www.us.pg.com/sustainability

Corporate Renewable Energy Buyers’ Principles
In collaboration with WWF and WRI, a group of large energy buyers, including
P&G, developed the Buyers’ Principles to spur progress on renewable energy andto add their perspective to the future of the U.S. energy and electricity system.
www.buyersprinciples.org

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Introduction

2020 Goals Progress

P&G Profile

Environmental Sustainability

Overall, P&G has achieved a 15% reduction inenergy use per unit of production and is wellahead of schedule to achieve our 2020 goal toreduce energy intensity by 20% versus 2010.
Over the last four years, P&G’s improvements inthe use of energy have yielded over $350 million
in savings. In 2015 alone, our energy use perunit of production was 5% lower than in 2014.

Distribution Centers

Health Care

BeautyGrooming

Baby, Feminine andFamily Care

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In 2015, with support from WWF, P&G launched the Power of 5 – Race to $100
million. This global campaign engaged 100% of our manufacturing employees
in reducing energy at our sites and in their homes. The program was designed
to be fun and engaging in order to fully leverage the in-depth knowledge of ourmost important asset – our employees. One element of the program, an Ideas
campaign, generated over $25 million of new energy savings opportunities thatP&G intends to execute over the next two to three years.

Sylvia Jiang, and others from the Xiqing Beauty
Care site in China, participated in the Power of 5
campaign by submitting innovative savings ideas.

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GRI Index

Harnessing the Power of P&G People

Energy Conservation

Technical Centers

Social Responsibility

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Introduction

2020 Goals Progress

P&G Profile

Environmental Sustainability

Social Responsibility

Renewable Energy
In 2010, P&G announced a compelling vision to
power our plants with 100% renewable energy.
We understand that this may take decades toaccomplish, so we have put in place a shortterm goal to obtain 30% of our total energy
from renewable sources by 2020. We developed
aggressive strategies and are making progress
toward that goal. Over the last five years, wehave implemented or begun construction ona diverse portfolio of projects, including:• An upgrade of our existing onsite biomass inNorth America to a large-scale combined heatand power operation• An agreement to build a large-scale offsite
wind farm in the U.S. as well as smaller wind
PPAs in China and Mexico• Five onsite solar photovoltaic (PV) projects
across multiple regions• An onsite geothermal well in China• Powering several sites in Europe with
100% renewable electricity from windand hydropower
On each of the above projects, our teams
have found innovative approaches to deliver bothsustainability and cost savings, driving reductions
in our overall footprint while at the same timecreating financial savings for our shareholders.
P&G is currently using approximately 9%
renewable energy. This includes renewableelectricity provided as part of the grid generationmix (approximately 4% is provided via grid
generation mix). With the recent announcements
to expand our current biomass operation in
Albany, Ga., and procure power from alarge-scale wind farm, we expect our use ofrenewable energy to approximately double whenthese facilities come online in 2017. We continue
to actively develop additional options that will
put us on track to achieve 30% by 2020.
www.us.pg.com/sustainability

Our Huangpu plant in China partnered with a local
utility supplier to install solar panels on the plant’s
rooftop. This is the first P&G manufacturing plant in
Asia to host solar PV panels. Electricity from theinstallation will eliminate 600 metric tons of CO2
emissions annually from the local community.

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Albany Plant to Receive 100% Renewable Steam from Scrap Wood
P&G aims to one day run all our
manufacturing facilities on renewableenergy. In February, we took a big
stride in that direction by announcing
an agreement with Constellation
to develop an onsite 50-megawattbiomass plant that will help run ourpaper facility in Albany, Ga.
The biomass plant will turn scrap
wood into steam and electricity,
providing 100% of the steam thatP&G needs to make Bounty paper
towels and Charmin toilet tissue at
our Albany plant. What’s more, theincoming biomass will provide up to
70% of the overall energy neededby the site. When it opens in 2017,
the biomass plant will significantly
increase our use of renewable energy
and move us closer to our goal of
obtaining 30% of our total energy
from renewable sources by 2020. We
currently get approximately 9% of
our energy from renewable sources,
including wind, solar, geothermaland biomass. This new project willbring an additional 5% to 7%, andalong with the Tyler Bluff wind farm
will get us nearly halfway to our goal.

“As this project enables us to operate
one of our largest global plants witha renewable energy source, it will
reduce the environmental footprintof two leading brands, Bounty andCharmin. We see this as a win for ourbusiness, consumers, partners and theenvironment,” said Martin Riant, Group
President, Executive Sponsor for Global
Sustainability at P&G.
The project, which has been in
the works for nearly two years, iswell under way with foundations,footings and structural steel,putting us on track for a June 2017
startup. A $200 million plant, it
will be built, owned and operated
by Constellation, a leading retailsupplier of power, natural gas andenergy products and services and a
subsidiary of the Exelon Corporation.
In addition to steam for P&G, theplant also will create electricity
that Constellation will sell to local
utility Georgia Power. Several local,
state and federal officials and othercompanies also supported the project.

As with our other projects,
sustainable sourcing is one of ourpriorities, so as part of the initialplanning for the facility, P&G and
Constellation outlined sustainable“procurement standards” for the
project. The plant’s fuel supply will
come from biomass that would
otherwise have been left to decay,burned or potentially sent to landfill,including discarded treetops, limbs,

Artist rendering of the newConstellation renewable energy facility.

www.us.pg.com/sustainability

branches and scrap wood fromlocal forestry operations, crop
residuals such as pecan shells andpeanut hulls, and mill waste suchas sawdust. These standards follow
current Green-E renewable energy
standards and complement P&G’s
responsible wood fiber procurement
policy for its tissue/towel andabsorbent hygiene business.

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Introduction

Truck Transportation
As one of the world’s largest consumer products
companies, we ship a significant amount of
product. To help ensure we are driving
efficiency, our 2020 goal is to reduce truck
transportation kilometers by 20% per unit ofproduction versus our 2010 baseline. Our global
teams have made great progress and we have
reduced over-the-road truck transportation byapproximately 25% since 2010 by improving
vehicle fill rate, optimizing distribution routes
and driving increased use of multi-modaltransportation.
As P&G completes work on significant supply
chain transformations in North America, andinnovative efficiency projects in other regions,
we will look for additional opportunities toimprove our transportation footprint.

~25%
reduction intruck transportation
kilometers2020 Goals Progress

P&G Profile

Environmental Sustainability

Social Responsibility

New Intermodal Network Approach
One example of improvement is P&G’s
innovative New Intermodal Network
Approach (NINA) program in Europe.
P&G launched a focused group of
projects in 2008 with an ambitious goalof moving 30% of our Western Europe
freight transportation from over-the-roadtrucks to intermodal rail and shippinglines by 2015. The team worked tofind or often create new rail networks
between our manufacturing plants anddistribution centers across the region,
reducing both emissions and congestion
on local roads.

Some of our newest partnerships include:• A high-frequency connection for customer
deliveries along the main Italian North-South
trade axis. This collaborative approach with
ECR Europe provides enough volume for up to
five intermodal trains per day, making transit
and delivery times competitive with traditional
over-the-road options while providing lower
emissions per case.

• An innovative overnight shuttle train between
our main manufacturing and distribution hubs
in France and the U.K. using the Eurotunnel
and available capacity on the U.K. High Speed(HS1) line. This highly efficient approach isone of our most sustainable and fastest rail
connections to date, combining freight andreducing emissions for P&G and othercompanies.

The regional program exceeded our
initial target, reaching its 30% goal two
years early in 2013. To continue building
on our progress, we have expanded ourintermodal rail networks across Europe.
To drive efficiency, we also continue
to add additional manufacturing andtransportation partners to improve
collaboration and amplify thesustainability impact to not only P&G,
but also other companies in the area.

SWEDENHELSINGBORG
DENMARKLITHUANIAHULLUNITED
KINGDOM

PRUSZKOWDAVENTRYBARKING

PURFLEETNETHERLANDSDUISBURGZEEBRUGGEKOLNBELGIUM

DOURGESPOLANDGERMANYEUSKIRCHENLUXEMBOURG
BETTEMBOURGCZECH REP.

COMPIEGNEPARISCRAILSHEIMFRANCE

SWITZERLANDMILAN DCSSEGRATEITALYPERPIGNAN

BARCELONA

Map Key
National Lanes
International Lanes
New intermodal shipping routes
implemented as part of the NINA program.

BUDAPESTHUNGARYCURTICISLOVENIATRIESTECROATIABOSNIAAND
HERZ.

LIVORNA
MONTAUBANSLOVAKIA
AUSTRIA

LIECHTENSTEIN

LYON

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POMEZIASERBIAMONTENEGRO
MACEDONIAALBANIASPAINGREECEATHENS

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Introduction

Natural-Gas Trucking
In addition to optimizing our distribution
networks, in 2013 P&G announced an ambitious
goal to work across our transportation carriers
to convert up to 20% of our North America
truckloads to natural-gas vehicles. The intent
was to spur innovation and additional
infrastructure that would benefit both P&G andother natural-gas users. We have more thantripled our amount of active CNG lanes since lastyear (more than 14 million miles) and have put
in place transportation contracts that will takeus to approximately 25% moving forward. Thatis 14 million truck miles using cleaner-burning
CNG instead of diesel, while at the same timedelivering several million dollars in fuel savings
since the program began.
As P&G and others build momentum within thisspace, more natural-gas filling stations and moreadvanced trucking technologies are becoming
available, enabling broader distribution lanes.
P&G is installing onsite CNG filling stations atsome of our high-volume sites or, in most othercases, working with external CNG companies as
an anchor tenant for new stations along key
shipping lanes.

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Environmental Sustainability

Social Responsibility

Mehoopany Onsite CNG Filling Station
The new CNG filling station at our Mehoopany, Penn., U.S. facility is now fully
operational. This onsite filling station enables over 60 trucks per day to utilize
lower-emissions natural gas to deliver Bounty, Charmin, Pampers and other
P&G products to the Northeast market.

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Introduction

Cold-Water Washing
The impact of the energy used during machine
washing of laundry is the single biggest impact
on our corporate GHG emissions footprint. That
is why we have established a goal to have 70%of all machine wash loads done in cold waterby 2020.
Since 2010, we have seen an estimatedincrease in cold-water loads from 38% to 56%.
Another encouraging and relevant trend in
consumer habits is an accelerating shift tomore sustainable high-efficiency (HE) washingmachines with low-energy cycles. As both trends
contribute to the objective of reducing energy
consumption during machine washing, we havestarted in 2014 to track not only cold cycles (i.e.,dial set to cold setting), but also HE, low-energy
cycles, as they have comparable energy savingsand help us meet the objective of decreasingenergy consumption during machine washing.
To ensure best possible results in low-energy
cycles of HE machines, we launched Tide HE
Turbo-Clean earlier this year. Tide HE TurboClean is specifically designed to work optimallyin HE machines, helping enable the significant
energy savings (up to 65% versus traditional
machines) and water savings (up to 50%) of HE
machines. This is an outstanding success, withHE Turbo-Clean now in 23% of U.S. households.
Additionally, 4% more U.S. households are using
Tide HE products than before the launch.

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2020 Goals Progress

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Environmental Sustainability

Besides having designed a detergent that works
at its best in HE machines, we also continue topartner with washing machine manufacturers
to place information about the benefits ofcold-water washing on new washing machines,
reaching millions of consumers, and to encourage
the use of quick cycles (time saving is a great
consumer motivator to switch to this cycle,
which is by default at lower temperatures).
In the coming fiscal year, we will maintain our
focus on R&D efforts to continue to further
extend product performance in cold-water,
quick and HE cycles.

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Introduction

2020 Goals Progress

P&G Profile

Environmental Sustainability

Conservationof Resources
In addition to our work on climatechange, we continue to drive broader
progress on resource conservation. Our
work in conservation is simply about
doing more with less. We are trying to
reduce the amount of energy, water andmaterials that go into the making and useof our products, while still delivering thehigh-quality product performance ourconsumers expect.

Packaging Reduction
Our goal is to reduce packaging by 20%
per consumer use by 2020. Since announcing
this goal, we have continued to make steadyprogress on increasing our packaging efficiency
and, in turn, reducing our packaging. From2010 to 2014, we have been able to reduce
our packaging by 10% per consumer use.

• Reduce packaging by 20% per consumer use

While this puts us slightly ahead of schedule
to meet our 20% reduction goal by 2020,
we know that we still have a lot of work to do
to make sure our packaging is as efficient as
possible and that consumers see value in using
our most efficient products and packaging. In
fact, our consumers have helped us considerably
in driving packaging efficiency by moving to
products that utilize more efficient packaging.
For example, products like our Cascade Action
Pacs packaged in a stand-up pouch combine
the efficiency of a highly compacted productwith an engineered film that provides asignificant reduction in packaging. Meeting
consumer needs with products and packages
that deliver sustainability benefits but don’t
require trade-offs in performance or cost willcontinue to be a key to driving future progress.

• Double our use of recycled resin inplastic packaging

Percent reduction in packaging
per consumer use

Packaging Stewardship
Packaging plays a critical role in enabling us
to meet consumer needs, including protecting
products during shipment and providing
important safety and use information to
consumers. We continually strive to optimize
the design of our packaging such that it candeliver against key performance criteria while
minimizing life-cycle impacts of packaging
choices. To help demonstrate and measureprogress, we are working against three
2020 packaging stewardship goals:• Ensure 90% of our packaging is recyclable
or there are programs in place to develop
the ability to recycle it(vs. 2010 baseline)

11/12
12/13
13/14

5%
7%
10%

Packaging data are reported one year in arrears, so this represents
progress through end of FY 13/14

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Introduction

Post-Consumer Resin
Our goal is to double our use of PCR in ourplastic packaging by 2020 versus a 2010
baseline. This means that by 2020, we willneed to use 52,000 metric tons of PCR.
In FY 14/15, we used approximately 29,200 tonsof PCR in our plastic packaging. This PCR was
primarily used in our Fabric Care and Home Careand Hair Care categories, with the vast majority
being used in North America. Looking ahead,our plans include increasing PCR usage in North
America, as well as developing new capability
and capacity to use PCR in other regions. In fact,
this year we announced plans to introduce PCR
into 230 million bottles for Fabric and Home Carebottles in Europe, which will increase our PCR use
by approximately 3,800 tons.
We also know that we will need continued help
from the entire recycling value chain to achieve
our goal, and we are seeking ongoing support
from existing and new industry partners, tradeorganizations and others. We recognize thevalue of external partnerships in driving progress
and greatly appreciate the efforts of ourpartners to date.

2020 Goals Progress

P&G Profile

Environmental Sustainability

Social Responsibility

GRI Index“P&G leads the industry throughtheir actions and by forming
long-term partnerships throughout
the sometimes fragile supply chainof MRFs, communities, collectors,
industry groups, recyclers andconverters. Our 27+ year partnershipon recycling and use of PCR
materials is just one example ofindustry-leading collaborations.”— Tom Busard, chief procurement &product supply officer, Plastipak“P&G’s commitment to partnership
focuses on the growth andexpansion of the entire plastics
recycling industry so that it canbetter meet the challenges of theentire marketplace. Theircommitment in supporting plastics
recycling is unsurpassed in theindustry segment.”— Steve Alexander, executive director,
Association of Plastic Recyclers
P&G will introduce PCR into 230 million bottles
in Europe – enough to go from the North Pole to
the South Pole.

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Introduction

Packaging Recyclability
Last year, we announced a 2020 goal to ensurethat 90% of our product packaging is recyclable
or that programs are in place to create theability to recycle them. Over the last year, wecollected packaging information to understandwhat percentage of our packaging is recyclable
today. For purposes of tracking progress against
our goal, a package is considered recyclable
when there is an in-market, at-scale recycling
system in place for that material type(i.e., collection, sortation, processing for end
use, an established end market for collectedmaterial). Using this definition, approximately
85% of our packaging would be considered
recyclable today. This relatively high baselinereflects the fact that the vast majority of ourcurrent packaging is materials and forms thatare readily recyclable (e.g., corrugated boxes,
cartons, high-density polyethylene [HDPE] bottles,
polyethylene terephthalate [PET] bottles).
While we were pleased that a majority ofour packaging is recyclable, we know that wehave work to do get to our 90% goal. Films,
including single-material films and multi-material
laminates, are our biggest opportunity. Films are
an important part of our sustainability strategy,
as they offer several benefits such as reducing
package weight and increasing packaging
efficiency. However, we also acknowledge that
there are some current challenges to collecting
and sorting this type of material. We recently
joined the Flexible Film Recycling Group (FFRG)

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2020 Goals Progress

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Environmental Sustainability

as an initial step to try to help drive thecollection and recycling of films and plan tocontinue to work on ways to increase therecovery of this type of packaging.
While we will work to find solutions for
packaging that is not recyclable today, we arealso focused on trying to increase the recoveryof all types of packaging. In order to do this weneed to ensure that the packaging we produce
continues to be designed to drive maximum
collection efficiency for companies involved in
the recycling infrastructure. We work closelywith external organizations like The Associationof Plastic Recyclers (APR) and PAC NEXT to
make sure we understand how to design our
packaging for recyclability. We also collaborateclosely with them when our packaging cannot
meet their guidelines to try to drive toward
solutions that meet everyone’s needs.
Consumers also play an important role when it
comes to recycling. Even if our package is 100%
recyclable, we depend on the consumer to put
it in the correct bin so that it can be recycled.
This year Dawn became the first P&G brand toannounce their participation in the Sustainable
Packaging Coalition’s (SPC’s) How2Recycle label.
This label will make it simpler for our U.S.
consumers when it comes to deciding what to dowith packaging after the product has been used.

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Innovative Solutions for Film Recycling
This year P&G joined the American
Chemistry Council’s FFRG. Films are
an important part of our packaging
portfolio, as they can enablesignificant source reduction, butthere are opportunities to increase
both recovery and recycling offilms. The FFRG is focused on
driving increased recovery of films,
wraps and bags by driving increased
consumer awareness and supporting
pilot programs across the U.S.

Store
Drop-off“We are extremely pleased to beworking with P&G. National efforts
to educate consumers about therecyclability of bags and wraps are
already paying off, and having P&G
on board will help extend our reacheven further.”—  Shari Jackson, director, film recycling,
American Chemistry CouncilT o learn more about the FFRG, go to:www.plastics.americanchemistry.com/
Product-Groups-and-Stats/FFRG

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Introduction

2020 Goals Progress

P&G Profile

P&G is committed to sustainable water
management. Our corporate water stewardshipprogram focuses on three key areas where webelieve we can have most immediate impact:

One example of the breakthroughwork our teams are driving is
improved filtration and recycling. Afterseveral years of close collaboration
with the EU consortium E4WATER,
a new to the world industrial water
recycling technology has entered thedemonstration phase and is ready tohelp a broad range of manufacturing
plants reuse water.

1. Reduce water use in manufacturing
facilities by 20% per unit of production,with conservation focused on waterstressed regions
2. Provide 1 billion people with accessto water-efficient products by 2020
3. Provide 15 billion liters of clean drinking
water to those who need it most by 2020
This past year, we made solid progress towardmeeting our water goals.

Manufacturing Water Conservation
Technical Centers

Distribution Centers

Health Care

BeautyGrooming

Baby, Feminine andFamily Care

Fabric and Home CareAs one of the early industrial
partners, P&G has agreed to pilot ademonstration unit at our Taicang,
China, Fabric and Home Caremanufacturing plant. Along withthe site’s other water treatment
infrastructure, this state-of-the-art
European technology is enabling thesite to beneficially recycle 100% of its
process washwater.

E4WATER consortium members observe thebreakthrough water recycling technology
at our Rakona, Czech Republic, site.

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Improved Filtration and Recycling

Water

Internally, water conservation and loss
elimination at our global facilities have beena key focus area for over a decade. Although
we did not have an external target, our internalteams were actively working to reduce theirwater footprint every year. Last year weformalized our goals externally, including ourgoal to reduce water use in manufacturing by
20% per unit of production by 2020 versus a2010 baseline. Five years into our goal window,
our manufacturing sites have risen to thechallenge, delivering an outstanding 21%
reduction since 2010. We plan to continue our
focus on water conservation and will evaluate
future targets and goals over the course of ournext fiscal year.

Environmental Sustainability

Based on positive initial results, P&G
has plans to work with E4WATER
to expand this technology into two
more sites – Rakona, Czech Republic,
and Louveira, Brazil – for testing, witha long-term goal to apply acrossmultiple sites and business units.
P&G recently hosted the E4WATER
consortium meeting at its production
facility in Rakona, Czech Republic,
where water experts from acrossvarious industries and academia wereable to review and benchmark the
new technology. Because water isa global issue, knowledge from thisopen innovation approach has thepotential to help not only P&G,
but also other companies aroundthe world.

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Introduction

Water Risk Assessments
As part of our goal to reduce water use in
manufacturing, we recognize the importanceof focusing on sites located in water-stressedregions. This year, we finalized the Tier 1 resultsof our water risk assessment process. Working
with our external NGO partners, we found thatthe majority of our sites (over 70%) are inlower-risk regions of the world. The remaining
sites (less than 30%) will move into Tier 2 of theassessment process. Looking forward, thisknowledge has allowed us to better inform ourmanufacturing teams while at the same time
focusing efforts where they are needed the most.
Many Tier 2 sites are developing new watersaving approaches along with reapplying
best-in-class ideas from P&G sites across theglobe. Our Beauty site in Mariscala, Mexico, forexample, found innovative ways to use steam toclean out equipment instead of hot water. Thishas helped them save more than 100 million
liters of water per year in a local water basinthat can use every extra drop. This innovation incleaning is actively being reapplied to other P&G
sites in similar situations.
While we continue to advance progress at ourexisting sites, we also want to make sure thatnew sites are built to the highest waterefficiency standards. In addition to P&G’s
commitment to meet LEED Silver certification
for all new sites, we also challenge our design
teams to deliver against best-in-class targets
within their product category while looking forways to pilot new technologies.

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2020 Goals Progress

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Environmental Sustainability

One example of this is our new liquid detergent
production module in Louveira, Brazil, close toSão Paulo. From day one, managing the water
footprint was part of the success criteria for the
new production module. The site has been
designed to recycle as much water as possible.

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As a result, more than 90% of all wastewater
will be recycled back into the process, leaving
only a small fraction of mainly sanitary
wastewater that will need to be treated anddischarged. The system will go online within
the next year.

P&G Water Risk Assessment Framework

1

Water Risk Screening
Identify risk level of sites based on:• Baseline Water Stress Score — World Resource Institute(WRI)• Gross National Income per Capita — World Bank
• P&G Site Water Use per Year — P&G

ALL SITES SCREENED~70% of sites inlower-risk regions• Access to Water — WHO/UNICEF

2
3

P&G Tailored Site Questionnaire
Prioritize sites based on outcome of responses• The P&G questionnaire was built upon the facility
questionnaire in WWF’s Water Risk Filter

PRIORIT Y SITES FROM 1~30% of sites have entered
the Tier 2 process

In-Depth Site Water Analysis
Prioritize risks for mitigation and develop a site-specificsustainable water management plan
• GEMI Local Water tool or equivalent

PRIORIT Y SITES FROM TIER 2

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Introduction

Provide 1 Billion People with
Access to Water-Efficient Products
Life-cycle assessments show us that for manyof our categories, the consumer use phase isoften the most water intensive. While we cannot
directly control the amount of water consumers
choose to use in their homes, we can ensurethat consumers have the tools they need toreduce their water use while using our products
without having to compromise on performance.
In light of this knowledge, last year P&G set
a goal to provide 1 billion people access towater-efficient products by 2020. At the end of
FY 14/15, we estimate that approximately 140
million consumers had access to water-efficient
products. At right, we highlight two examples:2020 Goals Progress

P&G Profile

Environmental Sustainability

Social Responsibility

Cascade Unit Dose

Downy Single Rinse

In the U.S., Cascade Platinum Action Pacs
clean stuck-on food in just one wash, withno prewash needed. This enables P&G to help
consumers reduce their water use with every
pot, plate or pan they put in the dishwasher.
In fact, for each person who skips the prewash,
up to 2,600 gallons of water can be saved in ahousehold per year.1 Cascade is working hardto educate consumers about skipping the
prewash when using this unit dose productso that everyone can start saving water while
doing their dishes. Over 100 million U.S.
consumers currently have access to thiswater-efficient product.

Fabric softeners are a staple on laundry day formany families in developing markets, but inmany of these regions, water is often in scarce
supply. Downy teams worked for three and ahalf years with an external partner to develop
Downy Single Rinse, a breakthrough technologythat enables consumers to rinse just once versus
three or four times, saving 30% to 50% in eachwashing.2 This technology enables them toeffectively soften and freshen their clothes while
also saving water. At least 40 million people
have access to this water-efficient product.
Over the next year, we will look to advance ourefforts on water-efficient products and refine
our data tracking systems to better reflect thefull reach of our water-efficient products.

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Provide 15 Billion Liters ofClean Drinking Water to Those
Who Need It Most by 2020
As highlighted within the social sections of thisreport, over a decade ago, P&G established the
CSDW Program to help provide clean drinking
water to millions of people around the world.
With the help of our wide range of partners,
P&G has provided nearly 9 billion liters of clean
drinking water through our P&G packet
technology.
Over the next five years, we will launch morethan 25 new programs to bring clean waterto even more malnourished children, people
living with HIV/AIDS, families living in rural
areas who lack safe drinking water and victims
of natural disasters.

T o learn more about the CSDW Program,go to: www.CSDW.org
T o learn more about
P&G water policy, go to:
http://us.pg.com/sustainability/
environmental_sustainability/policies_
practices/water

Based on average of 12.5 gallons of prewashing waterused and average of four loads per week1

2
www.us.pg.com/sustainability/environmental_
sustainability/brand_efforts

www.us.pg.com/sustainability

Contents

Introduction

2020 Goals Progress

P&G Profile

Environmental Sustainability

Renewable Materials
We are striving to create technologies tosubstitute our top petroleum-derived raw
materials with renewable materials, and will
integrate those into our supply chain as costand scale permit. Our top petroleum-derived
materials include plastic resins, cleaning agents(e.g., solvents, surfactants) and acrylates. We
have had research programs in all three areas
for several years and, as highlighted below,
have made the most progress in plastic resinsused in packaging.

Plastic Resins
We have focused on identifying, evaluating
and qualifying bio-derived resins for the threemajor classes of resins we use in packaging:polyethylene (PE), PET and polypropylene (PP).
• PE: Bio-derived PE has already beencommercialized and P&G has demonstrated
our ability to use bio-PE via introduction into
packaging in our Hair Care category (e.g.,
Pantene Nature Fusion). This material isderived from sustainably sourced sugarcane
grown in Brazil. The resulting bio-PE also
provides a reduced environmental footprint
from the overall manufacture and distribution
point of view. Net, this has been a successful
demonstration of the availability of, andwww.us.pg.com/sustainability

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Bioplastic Feedstock Alliance

Renewable Resources
One element of our long-term environmental
sustainability vision is to work toward 100%
renewable or recycled materials in our products
and packaging. As we seek to develop thecapability to replace petroleum-derived raw
materials with renewable materials, we are also
focused on ensuring the sustainable sourcing ofexisting renewable materials we use.

Social Responsibility

our ability to utilize, bio-PE. We continue
to explore opportunities to further deploy
this technology more broadly as costand scale permit.
• PET: Bio-derived PET has already beencommercialized with a 30% renewable
content. This level of renewable content isdriven by the availability of only one of thetwo materials required to produce this plastic
resin – and it accounts for only 30% of theresin by weight. We have qualified the use ofthis resin in several packaging applications andwill deploy this technology across P&G as costand scale permit. Additionally, P&G is working
within a cross-industry collaborative effort tofurther develop the needed technology to
produce a 100% bio-PET.
• PP: We have conducted extensive exploration
into various routes to produce bio-derived PP
and have completed successful lab-scale proofof the ability to make this material. However,at this time, we have concluded that theeconomics of this process are extremely
challenged. We therefore believe the best
option to address our objective for moresustainable use of PP is to pursue recycled
versus bio-PP. We are actively working bothinternally and externally to develop thetechnology required to provide recycled PP
at the required volumes and quality.
In addition to our efforts on resins, we arecontinuing to advance our efforts on cleaning
agents and acrylates and plan to provide an
update on progress for these materials in our
next sustainability report.

To support our development of renewable resources, P&G joined several
organizations to establish the Bioplastic Feedstock Alliance (BFA), a precompetitive, science-based stewardship group. Its members include experts
from the WWF (chair), Cambridge University, The Coca-Cola Company, Danone,
Ford Motor Company, Michigan State University, Nestle, Nike, P&G andUnilever. These global companies, together with respected academic andNGO thought leaders, are all committed to using informed science and criticalthinking to help guide the responsible selection of feedstocks for bio-based
plastics, encourage a more sustainable flow of materials, and create lastingvalue for present and future generations. This past year, the BFA developed
explanations and infographics on the circular and bio-based economies,
food security, the sustainable sourcing of feedstocks used to make bio-basedmaterials (and energy), and more.
F or background and educational information about bioplastic feedstocks, please see:
bioplasticfeedstockalliance.org

Contents

Introduction

Sustainable Forestry
The world’s forests play a role in supporting
virtually all life on earth. The good news is thatthey are one of our most renewable resources.
However, in a world of increasing populationand economic well-being, the world’s forests
are under increasing pressure, especially in thetropical regions where deforestation and lossof high-conservation-value areas are
already occurring.
Although we do not own or manage forests,
many of our products and packages are
dependent on raw materials from the forestbased supply chain. Therefore, we recognize thekey role we can play, through our procurement
practices, to ensure the sustainability of theworld’s forest resources. For example, P&G
and other members of the Consumer Goods
Forum have committed to help achieve zeronet deforestation in our supply chains by 2020.
At P&G, we have identified three strategiccommodities where our sourcing practices
can have the greatest impact on ensuring
responsible use of the world’s forest resources:
wood pulp for tissue/towel and absorbent
hygiene products, wood pulp used in paper
packaging, and palm oil for our laundry andbeauty products. The supply chains for thesematerials are significantly different, and as aresult, we have established focused programsfor each one as described on the following
sections. Ultimately, however, all of these
programs are tied to our commitment toensuring the sustainability of the world’s forests.

www.us.pg.com/sustainability

2020 Goals Progress

P&G Profile

Environmental Sustainability

Social Responsibility

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Introduction

Responsible Forest Management in
Our Wood Pulp Supply ChainsWe give preference to pulp from FSC®-certified
forests when it is available and meets productperformance and business requirements.
FSC® has the world’s most widely recognized
forest certification scheme and is supported byinternationally recognized environmental NGOs.
There are also a number of other third-party
forestry certification systems that are now
available around the world. P&G also relieson the use of these systems within our
supply chain:• Sustainable Forestry Initiative® (SFI – North
America)• Programme for the Endorsement of Forest
Certification (PEFC – global)• Brazilian National Forestry Certification
Scheme (CERFLOR)• Canada’s National Standard for Sustainable
Forest Management (CSA-SFM)
P&G is committed to the following core
principles:• Ensuring the safety of forestry andmanufacturing operations for employees
and the environment.
• Ensuring that wood is legally harvested andthat all legal requirements are met. P&G will
not knowingly use illegally sourced materials
in our products.
• Ensuring that our supply chain is incorporating
the principles of sustainable forest
management and continuous improvementin their own operations and that these areverified by independent forest and chain-ofcustody certification.

www.us.pg.com/sustainability

2020 Goals Progress

P&G Profile

Environmental Sustainability

Social Responsibility

GRI Index• Ensuring that trees are not harvested
from high-conservation-value forests. P&G
supports multi-stakeholder efforts to develop
information sources and tools that will help
suppliers identify these areas on their own
forestlands and in their procurement ofwood raw materials from third parties(e.g., www.hcvnetwork.org).

Pulp SourcesCountry

FY 14/15• Ensuring that there is no sourcing fromgenetically modified trees.

Canada28%

Argentina and Brazil

35%

Total

• Ensuring that supplier practices reflect oursocial values and support of universal humanrights through work with local governments
and communities to improve the educational,
cultural, economic and social well-being of
those communities.

United States

37%• Ensuring that our supply chain does notcontain fiber from conflict timber (timberthat was traded in a way that drives violent
armed conflict or threatens national orregional stability).

Pulp for Our Tissue/Towel andAbsorbent Hygiene Products
P&G purchases wood pulp for use in our
tissue/towel and absorbent hygiene products.
This year, P&G met our goal of having 100% of
the virgin wood fiber used in our tissue/towel
and absorbent hygiene products be third-party
certified to one of the aforementioned standards.
We maintain our focus on FSC® and this year
achieved 51% FSC®-certified material in our
tissue/towel products. We also utilize FSC®
Controlled Wood as part of a stepwise approachto progressively increase the amount of pulp
from FSC®-certified sources. We also require thatall pulp come from sources that have undergone
a risk assessment in accordance with the FSC®
Controlled Wood Standard. Additional details
on our pulp sourcing can be found in thefollowing tables:

In FY 14/15, P&G bought approximately
1.65 million metric tons of air-dried pulp foruse in our tissue/towel, diaper and absorbent
hygiene products. The pulp was sourced fromthe following countries:

Total

100%

The third-party-certified fiber used as a percent
of our total virgin wood supply:
Third-Party Certification System

FY 14/15

FSC

35%

SFI

51%

PEFC

14%

CSA-SFM

1%

®

Total

100%

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Total third-party certification for virgin woodfiber usage for our tissue/towel business:
T/T Virgin Wood Fiber
Third-Party Certification

FY 14/15

FSC®

50%

SFI

26%

PEFC

22%

CSA-SFM

1%
100%

In FY 13/14, we completed our goal tosource 40% of our tissue/towel products with
FSC®-certified inputs one year ahead of our2015 goal. We continue to have a preference
for FSC® certification, and in FY 14/15 weachieved 51% FSC®-certified virgin wood pulp
inputs for our tissue/towel business.
T o learn more about our virgin wood
pulp procurement policy, visit:www.pg.com/en_US/sustainability/
policies_practices/woodpulp.shtml

Achieved 2015
goal to have 100%
third-party certificationof virgin wood fibers

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Environmental Sustainability

Social Responsibility

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Progress Rooted in Partnership
Ensuring the sustainability of the world’s
forests is a global issue that is bigger thanany one company or organization. That
is why we are committed to working
with a wide range of stakeholders to
help shape and amplify our forestry
efforts. We reaffirmed that commitment
during FY 14/15 by signing the New York
Declaration on Forests, which pledged
collective action by a wide range ofstakeholders to halt forest loss. Someof the key partners we work with toadvance sustainable forestry practices
include the following:

WWF

FSC®

Rainforest Alliance

WWF, the world’s leading conservation
organization, has partnered with
P&G to help us assess and reduce ourenvironmental footprint and achieve ourgoals. A key element of that partnershipis P&G’s participation in WWF’s Global
Forest & Trade Network – North America
program, through which we set a robust
fiber sourcing policy and are making
progress against sourcing targets toincrease the percentage of fiber for our
Family Care products that is sourced
from FSC®-certified sources, which WWF
views as the highest level of protection
for social and environmental values.

FSC is a global, independent, not-forprofit, multi-stakeholder membershiporganization dedicated to the promotionof responsible forest management
worldwide. Together FSC® members
define best practices in forestry toensure protection of critical social andenvironmental values. P&G is a memberof FSC®, and we are a FSC® Chain of
Custody Certificate holder, License
Code FSC-C100701.

The Rainforest Alliance works toconserve biodiversity and ensuresustainable livelihoods by transforming
land-use practices, business practices
and consumer behavior. P&G worked
with the Rainforest Alliance as thecertification body for our wood pulp FSC®
Chain of Custody certification system.

T o learn more about WWF, visit:www.worldwildlife.org
T o learn more about the
Global Forest & Trade Network, visit:www.worldwildlife.org/gftn

www.us.pg.com/sustainability®

F or more information on FSC® andtheir role in forest stewardship, visit:www.fsc.org

To learn more about Rainforest Allianceand their forestry efforts, visit:www.rainforest-alliance.org/forestry/certification

Contents

Introduction

Paper Packaging
P&G continually strives to optimize the designof our packaging to use the minimum amountand type of material that will ensure adequate
protection, delivery and safe use of our
products. As part of our overall efforts on
packaging stewardship, we strive to identify
source reduction opportunities to decrease
overall material usage and to use recycled
paper when it offers the best option to meet
performance and business requirements.
Our paper-based packaging is derived fromwood fiber and, as a result, we have a
responsibility through our procurement practices
to ensure the wood fiber in our packaging has
been responsibly sourced. P&G has made a

www.us.pg.com/sustainability

2020 Goals Progress

P&G Profile

Environmental Sustainability

specific commitment that by 2020, 100% of ourpaper packaging will contain either recycled or
third-party-certified virgin content. Over the lastyear, we have expanded our efforts to collectdata from an increased number of suppliers toassess progress against this goal. This year, wehave received data from over 120 suppliers (up
35% versus last year) that represent over 90% of
our global paper packaging spend. This data,
which were self-reported by our suppliers, issummarized in the following table:

Social Responsibility

Total Metric Tons Reported by Paper
Packaging Suppliers Surveyed in FY 14/15 –~860,000 Metric Tons

% recycled

79%% virgin

21%% of virgin fiber that was third-party
certified88%% of total paper packaging that wasrecycled or third-party-certified virgin

97%

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This year, 97% of the volume reported by our
suppliers was either recycled or third-partycertified virgin content. That means 3% of thereported volume was virgin material that was
not third-party certified. Over the course of thenext year, we will remain focused on working
with our suppliers to close that gap.

Contents

Introduction

2020 Goals Progress

P&G Profile

Environmental Sustainability

Palm Oil• Respect for human and labor rights

PO is an important and versatile vegetable
oil that is used as a raw material by both foodand non-food industries. In some regions of theworld, the rapid expansion of PO production has
threatened environmentally sensitive areas oftropical forests and peat lands and has resulted insome incidents where the rights of independent
smallholder farmers and indigenous peoples
have been infringed.

• Respect for land tenure rights, including
rights of indigenous and local communities
to give or withhold their free, prior andinformed consent for development of land
they own legally, communally or by custom

P&G uses relatively little PO, but we do
use a byproduct of PO production called palm
kernel oil (PKO). We are committed to ensuringthat our sourcing of PO, PKO and derivatives does
not contribute to deforestation and respects therights of workers and indigenous peoples. P&G
is a member of the RSPO, and we continue tosupport RSPO standards as a key mechanism
to drive responsible palm practices across theindustry. In April 2014, we announced that
we would take additional steps beyond RSPO
certification to confirm the palm-derived
materials we purchase are not contributing
to deforestation.

Our Commitments:
1. Develop a traceable supply chain
2. Ensure our suppliers meet RSPO criteria
and have policies and procedures in place
to ensure:• No development of high-conservationvalue areas and high-carbon-stock forests• No new development of peat lands
regardless of depth• No burning to clear land for new
development or replanting• Compliance with P&G’s existing
Sustainability Guidelines for ExternalBusiness Partners
www.us.pg.com/sustainability

3. Work with suppliers, industry peers, NGOs,
academic experts and other stakeholders topromote consistent industry standards andpractices in PO sourcing with the aimof achieving full traceability and eliminating
deforestation

Our Goals:
1. PO and PO fractions• Establish traceability to PO mills by
December 31, 2015
• Suppliers to submit plans by December 31,
2015, to ensure no deforestation in their
supply chain by 2020
• As we advance progress against the goals
above, we also will continue to purchase
100% RSPO-certified PO
2. PKO• Establish traceability to PKO mills by
December 31, 2015
• Invest in and work with PKO suppliers, andthe smallholders who supply them, withthe aim of improving both practices andlivelihoods to establish zero deforestationin our supply chain by 2020
3. PO derivatives and PKO derivatives• Require suppliers to put forward timebound plans by end of 2016 to ensure
no deforestation in their supply chains

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Update on Our Progress
P&G has been driving progress against our PO
commitments via a three-pillar approach.

Three-Pillar
Approach
Supplier Management
Smallholder Program
Industry Standards

1. Supplier Management
We are engaging with and enabling our suppliers
to meet our traceability, no-deforestation andcertified PO procurement requirements.
• Traceability – As of June 30, 2015,
89% of our PO and PKO volume wastracked to the PO mill and PKO mill level.
We are on track to reach our target of
100% PO and PKO traceable to themill level by the end of 2015.
• No-deforestation plan – We havereviewed the initial no-deforestationplans from our suppliers and are working
together to ensure robust, time-boundpolicies and systems are in place. As
industry-wide efforts to develop standard
approaches to key issues such as highcarbon stock emerge, we will work with
our suppliers to understand how current
policies can evolve to integrate thesenew, emerging approaches.

www.us.pg.com/sustainability

2020 Goals Progress

P&G Profile

Environmental Sustainability• RSPO-certified oil procurement – Since
FY 13/14, 100% of our PO and PO
derivatives are either mass-balance certified
or covered by Green Palm certificates. We
continue to progress in our journey tomove away from Green Palm certificates
and toward physical certified materials. We
are targeting to have 100% of PO and PO
derivatives mass-balance certified by theend of 2015. For our overall P&G palm
supply chain (including PO, PO fractions,
PKO and derivatives), we saw an
improvement in RSPO physically certified oilfrom about 6% in FY 13/14 to 10% in FY
14/15. For FY 15/16, we target to haveover 40% of our materials be from RSPO
physically certified oil.

2. Smallholder Program
PKO represents our largest and most complex
supply chain, and a significant part of it is via
independent smallholder farmers under various
trader networks. We developed an independent
smallholder program for our largest palm supply
chain through a collaboration with the Malaysia
Institute for Supply Chain Innovation (MISI) andNGO partners.
Via the project with MISI, we made significant
progress on tracking the large independent
smallholder network and enabling the design ofpilot programs to develop group management
models to improve and maintain smallholders’practices and productivity. We are on track tokick off two pilots starting FY 15/16 and expect
the learnings will help us scale efforts across therest of the independent smallholders in our
supply chain.

Social Responsibility

We also understand that to accelerate theimprovement and management of a large,
complex network of smallholders will require an
innovative approach. We initiated the Smallholder
Risk Assessment Modeling (SHRAM) project with
the WRI, MISI, FGV and NGO partners todevelop a desktop modeling tool to help map
supply chain risk. The tool helps drive better
prioritization and ultimately serves to reduce timeand effort for implementing our smallholder
program in the field.

3. Industry Standard andMethodology Development
We connect and collaborate with the multistakeholder community to drive harmonizedindustry standards and methodology to advanceour commitment program and industry
sustainability effort as a whole.
• The Traceability Working Group(TWG) – P&G participates in TWG tosupport development of an industry
traceability platform and system thatwill drive greater efficiency and speed
for driving traceability of palm oil• The High Carbon Stock (HCS) Approach
Steering Group — We joined the HCSApproach Steering Group to help further
develop the high-carbon-stock assessment
approach and support integration ofmultiple efforts into a single harmonizedmethodology for the industry• RSPO Smallholder Working Group(SHWG) – We will be joining the SHWG
in FY 15/16 to continue our contribution
to developing new standards and tools
for our smallholder project andindustry programs

44 of 75

GRI Index• Consumer Goods Forum (CGF) – We arealso part of the CGF Palm Oil Working
Group to mobilize resources in driving
industry progress on policy and goals,
as well as alignment on standards andmethodologies
P&G PO Purchases FY 14/15
Metric Tons % of Total

PO & PO Fractions

72,154

14%

PKO

291,733

59%

Palm & PKO Derivatives

133,594

27%

Total

497,482100%

 e will continue to report our progressWthroughout FY 15/16. To learn more
about our efforts on PO, please go to:www.pg.com/en_US/sustainability/
policies_practices/palmoil.shtml

Contents

Introduction

Worth from Waste
We believe that all materials have value,even if they have traditionally been
defined as waste and disposed as trash.
At the end of life – whether that’s after a
product has been used or after a material
has gone through our manufacturing
process – we believe there is a way tocreate worth from what’s left throughreuse, recycling, composting or converting
waste to energy. The content in thissection includes our work to reduce ourmanufacturing waste and to pilot ways
we can find worth in consumer waste.

Zero Manufacturing
Waste to Landfill
Over the past three years, P&G has increased
the number of ZMWTL sites from 10% to nearly
50% of our manufacturing sites globally.
Considering over 95% of our waste comes fromour manufacturing sites, we are proud to have
63 of our 130 production facilities at ZMWTL.

68
sites achieved
ZMWTL

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2020 Goals Progress

P&G Profile

Environmental Sustainability

To drive consistent behaviors, we also track
ZMWTL at our offices, technical centers anddistribution facilities. These non-manufacturing
facilities are at approximately 14% ZMWTL
but are finding innovative recycling streams
to quickly catch up to their manufacturing
counterparts. In total 68 sites across P&G
including both manufacturing and nonmanufacturing have achieved ZMWTL status.
We have also reached several country/regional
milestones, with all facilities in Germany, Poland
and Vietnam and all manufacturing sites inJapan reaching ZMWTL. The teams in thesecountries are driving breakthrough solutions andsetting a high bar for their peer sites to follow.
T o learn more about how we define
ZMWTL, please see: www.pg.com/en_
US/downloads/sustainability/reports/
ZeroManufacturingWaste.pdf.

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GRI Index

Technical Centers

Distribution Centers

Technical Centers

Distribution Centers

Health Care

BeautyHealth Care

BeautyGrooming

Baby, Feminine andFamily Care

Grooming

Baby, Feminine andFamily Care

Fabric and Home Care

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Driving Innovative Solutions
One example of innovative
thinking to drive progress isreuse of non-recyclable plastic
laminate materials from our plants
in Mandideep and Baddi, India.
When the manufacturing site
found that there was no locallyavailable recycling stream forthese types of multi-wall plastic
sachets, they worked with acompany that creates low-cost

housing partitions to use ourwaste as a beneficial feedstock.
This prevented over 640,000
metric tons of waste per year
from going to the landfill whileproviding a unique and beneficial
raw material that ultimately helps
the local community, proving once
again that what was consideredwaste truly can have worth.

Plastic laminate scrap materials
from manufacturing operationsin India

Our scrap and unusedsachets are shredded foruse as a raw material

www.us.pg.com/sustainability

The plastic is mixed with othercomponents, heated and pressed
into building panels

From waste to worth, ourmanufacturing scrap helps
build local communities

Contents

Introduction

2020 Goals Progress

P&G Profile

Environmental Sustainability

Social Responsibility

Consumer Waste

Closed Loop Fund

The Recycling Partnership

We are initiating a number of waste-reduction
pilots in both developed and developing regions.

Last year, we announced P&G joined forces
with several other large, multi-national
companies to form the CLF, a social impact
investment fund that provides U.S. cities accessto the capital required to build comprehensive
recycling programs. CLF aims to invest $100
million by 2020 with the goal to create
economic value for U.S cities by increasing
recycling rates. This year, CLF announced its first
three investments totaling $7.8 million in capital,
which in turn unlocked an additional $17 million
from other public and private co-investors.

This year, P&G joined TRP. TRP is a national
recycling non-profit organization with a goal to
improve residential recycling in the U.S. With afocus on public-private partnerships that improverecycling at the local level, TRP’s efforts serve toincrease the supply of recycled materials andreduce the amount of consumer waste going tolandfill. These outcomes align with our objectives,
and we are pleased to be members of TRP.

Waste to WorthOne of our key pilot programs is our Waste
to Worth project in the Philippines. Waste toWorth is an effort focused on developing an
integrated, profitable and replicable waste
management business model that extracts
value from waste. To date, feasibility studies
sponsored by P&G and the Asian Development
Bank have been completed and formed thebasis for two proposed pilot projects to convert
over 1,000 tons per day of solid waste to value.
The pilots are currently entering into the
execution phase, with groundbreaking on
the first pilot site expected to take placeby the end of FY 15/16.
While we look forward to the groundbreaking
for the first pilot site, we are equally excitedabout a growing multi-stakeholder coalition
called the Trash Free Seas Alliance (TFSA), which
P&G joined this year. The goal of TFSA is tobring together thought leaders from industry,
conservation and academia to create a forum
for pragmatic, real-world collaboration focusedon the measurable reduction of ocean trash.
One focus area for TFSA is to explore how
land-based sources of trash in developing
regions of the Asia Pacific rim are contributing
to ocean debris and what kind of pragmaticefforts could be brought forth to improvesolid-waste management and reduce theamount of trash entering the ocean. We see
many parallels between our Waste to Wortheffort and TFSA’s focus on waste managementin the developing world and look forward tocontributing to the dialogue going forward.

www.us.pg.com/sustainabilityT o learn more about the progress
CLF is making and the projects they
are investing in, please go to:www.closedloopfund.com

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Environmental Sustainability

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GRI Index

2015 Resource and Waste Summary Table
The table below reports environmental statistics for manufacturing operations in the GBUs, Technical Centers and Distribution Centers.
2015 Global Business Unit Detail (1) (absolute units x 1,000)

Totals (absolute units x 1,000)

Baby, Feminine
2013 and Family Care

BeautyFabric andHome Care

Grooming

Health Care

Other

5,319

1,930

19,572

814

360

N/A

856

321

103

280

35

34

24

90%

81%

92%

80%

89%

97%

90%

71%

89

109

163

25.78

9.45

43.21

0.93

3.50

5.66

2015

2014

27,99728,331

26,570

699

859

592

Generated Waste

797

1,127

Percent Recycled/Reused Waste

89%

Waste Disposed

Production (metric tons)

Product Shipped (2)Raw Materials from Recycled Sources (3)Waste (metric tons)

Disposed Waste (metric tons)

Solid Waste – Non-Hazardous

52

72

123

13.87

5.94

24.38

0.08

3.19

4.23

Solid Waste – Hazardous

5

5

11

0.16

0.21

3.33

0.04

0.05

0.88

Effluents (excluding water) (4)

21

19

17

4.67

2.91

12.40

0.53

0.14

0.38

Air Emissions (5)

11

12

11

7.08

0.39

3.11

0.28

0.12

0.16

Energy Consumption (gigajoules)

64,84969,076

68,34938,876

3,825

14,700

2,670

1,605

3,173

Total GHG Emissions (metric tons) (6)

5,256

5,368

5,483

2,956

343

1,296

215

158

287

Scope 1 – Direct GHG Emissions (metric tons)

2,304

2,385

2,220

1,620

78

420

68

34

83

Scope 2 – Indirect GHG Emissions (metric tons) (7)

2,952

2,983

3,263

1,336

265

876

147

124

204

232

236

242

232

N/A

N/A

N/A

N/A

N/A

69,59470,08573,86943,234

5,475

15,297

1,087

1,340

2,162

Energy and GHG

Biogenic GHG Emissions (metric tons)
Water (cubic meters)

Water Consumption
1 metric ton = 1,000 kg = 2,205 lbs.

(1)	For 2015, Baby, Feminine and Family Care includes Baby Care, Feminine Care and Family Care. Beauty includes Beauty Care, Prestige, Salon Professional and Personal Beauty Care. Fabric and Home Care includes Fabric Care, Home Care, Batteries and Chemicals. Grooming includes Blades
and Razors and Devices. Health Care includes Personal Health Care, Oral Care and Pet Care. Technical Centers includes major office buildings as well as technical and research centers that support the business units. Distribution Centers includes facilities that distribute finished product.
Numbers do not include production from contract manufacturing operations.
(2) Estimated from shipment figures.
(3) Data is tracked at a corporate level.
(4) Wastewater chemical oxygen demand (COD).
(5) Air emissions include particulates, SO2, NOx, CO and VOC.
(6) Total GHG emissions = Scope 1 + Scope 2. Scope 2 emissions calculated using a market-based method.
(7) Market-based Scope 2 GHG emissions. Note: Location-based Scope 2 emissions for 2015 were 3,076,000 metric tons.

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Contents

Introduction

2020 Goals Progress

P&G Profile

Environmental Sustainability

SocialResponsibility
Doing the right thing is thefoundation of P&G’s Purpose,
Values and Principles.
It is naturally woven into the way wework every day – paying competitive
wages, working consistently with our
retailers and suppliers, preventing
conflicts of interest, ensuringconsumer privacy, and maintaining
financial stewardship. This approachto business is at the heart of all we
do at P&G.

www.us.pg.com/sustainability

Doing the right thing also includes
investing in the communities in which
we live, work and serve. At its core,
P&G Social Responsibility programs
aim to improve lives by providing
superior performing products andbrands where and when they areneeded most and perform at theirbest, responding to disasters andother extreme needs.
In this section, we provide perspective
on our Social Responsibility Programs,
as well as our policies and practices.

Social Responsibility

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Contents

Introduction

Social Responsibility
Programs

Consistent with P&G’s strengths,
we focus our work on providing
the Comforts of Home andimproving Health & Hygiene
for people around the world.
Through this work, we areleveraging the Company’s corecompetencies to address criticalsocial needs.

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Social Responsibility

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Comforts of Home
Habitat for Humanity
This year, P&G celebrated a decade of working
with Habitat for Humanity and its affiliates on
the construction, repair or cleaning of homes.
What began as a grassroots effort in a small
town in the U.S. has grown into a global
partnership, involving P&G employee volunteers
in 18 countries around the world.
In 2015, more than 1,200 employees
volunteered their time to help families in Brazil,
Poland, the U.S., Mexico, Thailand and othercountries realize their dreams of
homeownership or improve their living
conditions. Others worked to help families learn
about the tasks of owning a home. Some of thisyear’s projects included:• In Hungary, P&G volunteers assisted inapartment renovations for families living
in transitional housing institutions.
• Assisting in the construction of threehousing improvement projects in Colombia
and providing healthy house training for
local residents.
• In Vietnam and the Philippines, P&G
volunteers helped to build seven homes.
In addition, roughly 84 families received
water, sanitation and hygiene (WASH)
training to promote healthy habits.
• In Singapore, P&G employees cleaned
homes to assist people who are older
or have disabilities.

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Environmental Sustainability”P&G brands have always been in thebusiness of helping families keep theirhouses clean and feeling like home.
Through our partnership with Habitatfor Humanity, we’re bringing that same
pride and comfort to families in need of
secure housing,” said Steve Bishop, P&GGroup President and Habitat supporter.
“Whether it’s helping a family in Canada
build a new home or cleaning homes forthe elderly in Singapore, we’re proud of
the difference P&G people and brands
are making in the lives of families
around the world.”

10-year partnershipwith Habitat for Humanity

effort was organized to help respond to thecritical need for food, water, shelter and othernecessities. In the immediate aftermath, P&G
provided product donations from brands such as
Whisper and Vicks and monetary donations tosome of its long-standing emergency relief
partner organizations, including AmeriCares,
CARE, International Medical Corps, Save theChildren and World Vision. Through the P&G
CSDW Program, we helped to distribute enoughpackets to provide 20 million liters of clean
drinking water in collaboration with our partners
CARE, DayOne Response, HOPE, IMC, PSI, Thai
Red Cross, Vishal Group, World Vision andWorld Wildlife Fund. Employees also generously
donated to a global P&G matching disaster
relief fund for Nepal.

3,000 P&G employees
who have volunteered to help

30 projects
we’ve been a part of around the world

Disaster Relief
The P&G Disaster Relief program is committed
to helping rebuild lives after widespread disasters
by providing the comforts of home that people
need. In FY 14/15, P&G responded by providing
in-kind product and monetary donations tomore than 25 disasters globally. These included
support for the Ebola outbreak in West Africa,
families displaced by conflict in Ukraine,
earthquake relief in China, Panama floods andthe tropical cyclone in Vanuatu. The biggest
response this year was to help those affectedby a devastating 7.8 magnitude earthquakethat struck Nepal in April 2015. In the days andweeks that followed, a massive humanitarian aid

20 million
liters of clean drinking waterin the aftermath of the Nepal
earthquake

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Social Responsibility

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Health and HygieneChildren’s Safe Drinking Water

Helping Through Our Brands

This year, the P&G CSDW Program provided its 7
billionth liter of clean drinking water for children
and families in need and helped save an
estimated 42,000 lives.

AlwaysThe program also:• Expanded operations in 17 countries,
including Myanmar, Vietnam and India,
and launched in Brazil.
• Delivered the 7 billionth liter to a familyof six through a new community program
in southeastern Brazil with NGO partner
ChildFund.
• Developed and expanded a shopper-facing
promotion with Wal-Mart and its UK ASDA
stores, sharing directly with consumers theneed for clean drinking water. Still growing,
the program already has reached morethan 50 million shoppers and raised funds
to deliver an additional 80 million days ofclean drinking water.

For the last 30 years, Always, the leader in
global feminine care, has accompanied andempowered young girls through better
understanding of their bodies and the complex,
transformative time of puberty. Always’ puberty
education program reaches up to 20 million girls
a year in 65 countries. In 2014, new Always
research revealed that girls experience a drop in
confidence at the start of puberty with their first
period. Stopping the drop in confidence became
Always’ mission. In June 2014, Always launched
the #LikeAGirl campaign with a film that shows
how harmful words can contribute to lower
self-confidence. The film has been viewed
more than 90 million times across the globe,
demonstrating the profound effect the phrase“like a girl” can have on girls’ self-confidence.
Millions of girls around the world have rallied
to change #LikeAGirl to mean amazing things.
This massive engagement has started to change
public perception: while only 19% of girls had apositive association with the phrase “like a girl”
before the campaign, 76% agree they no longer
view the phrase as an insult after watching theAlways #LikeAGirl film.*

PantenePantene Beautiful Lengths provides free, real-hairwigs to women who have lost their hair due tocancer treatments. Since 2006, more than
800,000 ponytails have been donated and42,000 wigs have been created. The wigs are
distributed through American Cancer Society wig
banks at no cost to cancer patients. Many of thewomen helped say that putting on a wig makes
them feel like themselves again. In 2014, thePantene Beautiful Lengths Fund was establishedin partnership with the Greater Cincinnati
Foundation, enabling people who are unable todonate their hair to get involved in the program
and to help create more wigs than ever before.

800,000

Safeguard

donated ponytails

Safeguard knows that clean hands save lives andmake families healthy and happy. It is clinically
proven that washing hands with soap and watercan prevent almost 4 million children per year
from dying before their 5th birthday. In FY
14/15, Safeguard reached over 6.8 million
children through school education. Safeguard
is committed to teaching school children goodhygiene habits that will keep them healthy andfree from preventable illnesses such as diarrhea,

42,000*Always Puberty & Confidence Wave II Study, 2015

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coughs and colds through school programs andan online hub with resource materials for moms
and teachers alike. Safeguard’s superhero,
Commander Safeguard, teaches healthy
hand-washing habits though school visits,
videos, animations, story books and games.

wigs created

SecretSecret’s Mean Stinks program exists to encourage
girls to put an end to girl-to-girl bullying. Bullying
in social media is increasing, with 55% of teens
having witnessed bullying online. Secret’s “Gangof Good” has generated over 2 million acts ofnice by putting the power directly in girls’ hands.
Last year, Mean Stinks held the Biggest Assembly
Ever, viewed by 2,000 schools across the nation,
where the brand discussed the negative effects ofbullying and how to end it. Secret also developed
an anti-bullying curriculum with Cincinnati
Children’s Hospital (GirlsGuideToEndBullying.org)
that has been proven to decrease the experiencesof being bullied through tips, activities and advice
that girls can apply to their lives. In the upcoming
year, Secret will partner with Teen Vogue toencourage girls to take a pledge and share how
they will end bullying on social media..

Contents

Introduction

2020 Goals Progress

P&G Profile

Social Responsibility
Policies and Practices
Responsible business practices
are embedded within P&G’s
culture, beginning with our
Purposes, Values and Principles.
We believe the interests of thecompany and the individual are
inseparable. We recognize theimportant responsibility we haveto operate ethically, in accordancewith the law and with respect for
all individuals. The following pages
share our approach to responsible
operations within the area ofsocial responsibility.

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Environmental Sustainability

Social Responsibility

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Environmental Sustainability

Social Responsibility

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Human Rights Policies,
Practices and Due Diligence Systems

Human Resources

Respect for human rights is implemented
through our Policies, Practices and Due
Diligence Systems (e.g., Human Rights
Policy Statement; Employee Rights;
Employee Benefits; Worldwide Health,
Safety and Environment Systems;
Health Services; Worldwide BusinessConduct Manual; Sustainability Guidelines
for External Business Partners; Social
Responsibility programming). Examplesof our commitment to respect for humanrights can be seen throughout the report.

We will also continue to update our risk-based
auditing process of our external business partners
as needed, using third-party risk management
tools to enable the identification and remediationof noncompliance in a timely manner. We
will also continue to raise awareness of ourcommitment to respect human rights throughinternal training programs.

Human Resources ensures that P&G has
the employees, organizational design andwork culture to deliver business productivity
and to continually improve consumer,
employee and shareholder value. They
provide recruiting, training, development,
diversity, benefits and compensation
coordination for the Company.

potential. We will not tolerate harassment ofanyone by anyone – including employees,
suppliers, customers, contractors and agencies.
Every employee is expected to be proactive inensuring that the work environment is free fromharassment of any kind. Managers of others are
responsible for setting clear expectations for
acceptable behavior in the workplace.

P&G continues its involvement withexternal stakeholders:

It is the Company’s intent to develop all
employees to their full potential. To achieve thisgoal, the following support systems are in place:

Wages

Of specific note, this past year, our policy
commitments enabled us to establish clear
expectations to respect internationallyrecognized human rights, comply with allapplicable laws, and conduct business ethicallyand responsibly with our external business
partners. As such, when P&G became aware ofadverse human rights impacts in the operationsof several major international external business
partners, we were able to effectively engage tobe part of the solution to address the issue,
including seeking to prevent or mitigate theadverse impact.
We renewed our internal P&G complianceand health audits this past year, placing an
increased emphasis on meeting international
and local legal/social compliance requirements.
These audits are executed annually in all P&G
manufacturing plants globally. Our internal
audits focus on three pillars (Culture/Compliance,
Management of Unions and Non P&G Workers[Utilization of Contractors]).

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1. Engaged with Shift, leading centerof expertise on U.N. Guiding Principles on
Business and Human Rights
2. Continued to monitor the work of the
U.N. Working Group on Business andHuman Rights
3. Became a member of U.N. Global Corporate
Community of Practice
4. Became a member of U.S. Council forInternational Business
5. Participated in the annual Human
Rights Seminar, sponsored by The
Coca-Cola Company
6. Continued leading the Human Rights
Work Stream effort within AIM-Progress ur human rights policy can beOdownloaded at: www.pgsupplier.com/
en/_downloads/Human_Rights_Policy_
Statement.pdf• Career discussions, performance appraisals,
assignment plans, transfer and promotion plans• Informal network support groups• Mentoring to provide informal support andguidance, in addition to coaching and training
provided by each employee’s direct manager

Employee Privacy
P&G is committed to maintaining the principles
of integrity and trust with respect to ouremployees’ privacy. We will only collect personal
information about our employees when it isnecessary to carry out legitimate businessobjectives and to provide employee services.
Access to employee data will be limited to only
those who have a legitimate business need or tofulfill a legal requirement.

Harassment Policy
P&G is committed to providing a harassmentfree work environment. This is the right thing to
do not only from a social perspective, but also
from a business perspective. It enables ourdiverse workforce to contribute to its highest

P&G supports paying employees a competitive
wage, as benchmarked against other leading
companies. Consistent with our principle ofvaluing personal contribution and mastery, we
provide employees the opportunity to develop
their skills and capabilities to enhance theirability to succeed in their career, consistent
with the needs of the business.

Benefits
P&G is a recognized leader in employee
benefits. The Company’s benefits have beendeveloped to help protect the financial
security of employees. These benefits include
comprehensive coverage for health care, vacationand holiday time, and other work/family balance
benefits, including flextime, child care leave andless-than-full-time schedules.

Contents

Introduction

2020 Goals Progress

P&G Profile

Environmental Sustainability

Social Responsibility

Diversity & Inclusion
Diversity & Inclusion has always been a part ofour DNA and all we do. It is part of our Purpose,
Values and Principles and critical to businessgrowth. And as we continue on our journey, we
have become more deliberate with our diversity
efforts to ensure that inclusion is a key focus
area. And we want to be recognized as a global
leader for diversity and inclusion.
As a Company, our business model is built on
and driven by consumers. Consumers are at theheart of everything we do. We cannot create
brands and products to improve the lives of theworld’s consumers unless we understand andvalue the diversity of those we serve and those
we work with.
To do so, we have a mission to ensure Everyone
Valued, Everyone Included, Everyone Performingat Their Peak.®
We strive to develop a workforce that reflects
the markets and consumers we serve and to
fully value and leverage their experiences,insights and talents. And we are respectful ofall employees regardless of race, gender, color,religion, national origin, age, sexual orientation,
gender identity or expression, disability, or any
other non-job-related personal characteristic.

Diverse Talent Throughout
P&G is a build-from-within Company. Just as
our consumers are global and diverse, so are our
employees. By design, we ensure that leadershiphas broad, global perspectives. We recruit top
talent from diverse backgrounds and cultures
around the world. Our employees need toreflect the diverse markets and consumers weserve. P&G employees represent more than 140
nationalities worldwide, and we have the mostglobally diverse and experienced leadershipteam in the Company’s history.

Trusting, Open andInclusive Culture
At the core of our strategy, we want tofoster a culture of inclusion so that everyone isvalued, included and performing at their peak.
To support our diverse and global workforce,
we have seven corporate affinity groups. P&G’s
affinity groups offer an internal forum for
employees to connect and build a strong senseof community as well as have the opportunity
to be in service to the Company to deliver betterbusiness results. Affinity groups also aim toensure we attract, develop and maintain adiverse workforce.
Structurally, each group is sponsored by asenior leader in the Company and regularly
meets with executive leadership on key areas
and opportunities. Additionally, there are also
numerous grassroots employee resource groups
throughout the Company, representing a large
variety of diverse interests throughout our entire
employee population.

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P&G’s affinity groups began in the early 1960s
and have continually evolved, formalizing in the
1990s and continuing on a journey to help P&G
further foster a culture of high inclusivity.
We want to foster a culture of inclusion so thateveryone is valued, included and performing attheir peak.

Embedded in Our Culture
for Lasting Change
Diversity & Inclusion capabilities aim to fosterand grow an open and inclusive culture througha blended learning approach (classroom,
webinars, assessment tools and employee
interest groups). Topics include flexibility, culturalcompetency, affinity (people with disabilities,
gender and lesbian/gay/bisexual/transgender[LGBT]), generations, and understanding
differences in working and thinking styles.
Understanding differences enables employees tobuild collaborative diverse relationships to
successfully drive business growth.
Foundational diversity and inclusion capability
focuses on key concepts such as microinequities,
unconscious bias, benefits in leveraging diversity
and intent versus impact on others. By
understanding these types of differences, itenables our employees to be in touch and build
collaborative diverse relationships so that we
can all successfully grow our business together.

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2020 Goals Progress

P&G Profile

Environmental Sustainability

Diversity Metrics

External Recognition

P&G continues to focus on diversity as a global
strategy and expects its workforce to become
increasingly diverse, enabling us to serve more of
the world’s consumers. Global data on enrollment
by gender is shown in the following table:

P&G’s commitment to creating a diverse
workplace has been recognized by Diversity Inc.,
including a #7 ranking on its Top 50 Companies
for Diversity and a #6 ranking on its Top Ten
Companies for Global Diversity.

Global Enrollment

In 2015, P&G was recognized with theprestigious Catalyst Award that honors
exceptional and innovative initiatives that
expand opportunities for women andbusiness globally.

2015

2014

2013

Management

44%

44%

44%

All Other Employees (1)

35%

36%

36%

% FemaleWorking Mother named P&G among the Top 5
Best Companies for Multicultural Women andone of its Working Mother 100 Best Companies.

The percentages of minority and female
employees in the U.S. are shown in
the following table:
U.S. Enrollment

2015

2014

2013

Management

25%

24%

24%

Non-Management (1)

19%

18%

18%

Management

42%

42%

42%

Non-Management (1)

35%

36%

36%

% Minorities% Female(1) Administrative, technical and plant technicians; excludes NA retailmerchandisers.

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Social Responsibility

GRI Index

2015

Diversity & Inclusion
Annual Report
Enabling a Culture of
Innovation & Productivity

The Human Rights Campaign (HRC) has
recognized P&G as among a select group ofcompanies scoring a perfect 100 on the HRC’s
Corporate Equality Index.
F or additional information on our Diversity & Inclusion efforts, please see ourDiversity & Inclusion Annual Report, available at: http://us.pg.com/-/media/
PGCOMUS/Documents/PDF/Who_We_Are/DiversityandInclusion/PG_
DiversityInclusion_AR_2012%20pdf.pdf?la=en-US&v=1-201506230605

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Environmental Sustainability

Social Responsibility

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Global Medical
We touch and improve the lives of ouremployees with focused delivery of our five
Global Medical Priorities.
The P&G Medical vision “Healthy People,
Healthy Business” reflects the importance of
the wellness, productivity and innovativenessof our employees.The P&G global Employee
Health and Wellness Policy insures that wedeliver:• The same corporate health and wellness
standards at all P&G locations consistently
around the world, assuring that sites provide
employees with the appropriate level ofoccupational health assurance programs
and services• Comprehensive and effective emergency carefor our employees, onsite contractors andvisitors at all our facilities

During the past year, Global Medical delivered intimes of regional crisis, assisting our employees
and local health providers with medical
guidance, supplies and support.
Our programs are making a difference. Our P&G
Health Services/Vibrant Living Health Centersworldwide had over 331,000 visits by employees
in the past fiscal year. Over the past year, wehave seen a decline in total employee visits to
our Health Center sites. However, our ratio ofHealth Center visits to total P&G employees
covered by onsite occupational health services
remained at a similar level (approximately 3.5).
Many of these employee visits are proactive,
including use of preventive health services suchas travel health consultations, seasonal influenza
immunizations, and personal health andwellness consultations.

• Compliance with related laws and regulations
and sharing this expectation with all of ourbusiness partners• A culture of health through quality healthservices and Vibrant Living offerings that
support employees in protecting andpromoting their health• WorkLife Solutions and Employee Assistance
Programs (EAPs) to support employees andtheir families

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Since P&G is a principles-driven company, thefollowing Global Medical Priorities drive all of
our health systems worldwide:
1. Save a Life (Protect Our People)
2. Obey the Law (Protect Company Reputation)
3. Protect Key Technologies(Protect Brand Integrity)
4. Enhance Speed to Market (Support Emerging
Technologies and New Business
Development)
5. Inspire Health and Wellness (Vibrant Living,
Travel Medicine Support, Global WorkLife
Solutions and EAPs)

Global Medical Systems

Save aLife
Employees who utilized Health Services oron-site Health Programs reported better
personal well-being scores of 13 percentage
points or higher compared to those not using
these services and programs as measured by
the 2015 P&G Employee Survey.

We ensure consistent global delivery ofhigh-quality health systems via our Health
Systems Key Elements (HSKE) site audit process.
HSKE defines the corporate governance, country
legal and clinical governance standards andrequirements for our health systems worldwide.
We review the HSKE program regularly toensure the requirements stay current with legal,
technical and policy developments. During
this past year, audit requirements were updated
to include a stronger focus on public healthemergency preparedness. This ensures sites haverobust programs in place to respond optimallyto all crises with health-related impacts.

Obey
the Law

Protect
Key Technologies

Enhance
Speed toMarketEmployee-centered Care
Vibrant Living Health Centers

InspireHealth andWellness

Contents

Introduction

2020 Goals Progress

P&G Profile

Environmental Sustainability

P&G Vibrant Living

Highlights of our progress include:

In 2015, we continued to focus on our
P&G Vibrant Living initiative with the intent
to support our employees to live healthy lives
and achieve peak performance.

In April, we celebrated our second annual
Global Vibrant Living Awareness Day with 72%
of our sites participating around the world. The
theme for this year’s celebration was, What Step
Will You Take Towards Vibrant Living?

We now have Vibrant Living branded programsin 202 P&G sites in 55 countries (see map forcountries with the Vibrant Living Program).
Our vision is to have the Healthiest, Most
Engaged People in the World.
P&G’s Vibrant Living strategy reflects thesethree focus areas:
Culture of Health – Through emphasis on
nutrition, fitness, easy access to our healthinformation, and an environment thatencourages healthy choices and personal
management of health risks.
Health Education and Training – Throughprograms such as Managing Stress and Building
Resilience, we have expanded the reach of
WorkLife Solutions/EAPs to over 90% of ouremployees globally. As measured by our 2015
P&G Employee Survey, employees who utilized
WorkLife Solutions and EAPs had personal
well-being scores 14 percentage points higher
than those who did not use these services.
Employee-Engaged Health Care – Provides
greater understanding of local health careresources and enables informed individual
health choices.

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Social Responsibility

335 Vibrant Living Health Coaches (nurses andphysicians) and Champions have been trainedand qualified across all five regions (Asia, Europe,
IMEA, Latin America and North America).

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The Vibrant Living Site Certification Program
continues to expand with 79 sites certified
globally and more applications under review.
This ensures that our Culture of Health goals
are met by offering healthy choices andprograms in the areas of nutrition, fitness,
tobacco cessation and more.

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Introduction

2020 Goals Progress

P&G Profile

Environmental Sustainability

Social Responsibility

Worldwide Health, Safety
and Environment Systems
Health and Safety Policy
P&G is committed to having safe and healthy
operations around the world. The goals are toprotect the lives and health of its employees andthe communities surrounding its operations, aswell as to protect its assets, ensure business
continuity and engender public trust.
To accomplish this, P&G will:• Operate facilities safely and ensure thatprocesses are safe and healthy for our
employees and residents of the surrounding
communities. We will accomplish this byfollowing uniform corporate safety standards
around the world. Safe operations have beena long-standing part of Company culture,reflecting the belief that our employees are
our most important asset.
• Construct our facilities so as not tocompromise the safety and health featuresdesigned into them.
• Monitor progress toward our objective ofpreventing injuries, illnesses and incidents. We
will continually assess and improve our safety
and health technologies and programs.
• Have every employee understand and be
responsible for incorporating safe behavior indaily business activities. Every employee istrained to work in a safe and healthy manner.
• Have operating standards, practices, systems
and resources in place to implement this policy.

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Worldwide Health, Safety &Environment Organization
Health, Safety & Environment (HS&E) is a global
community of resources responsible for ensuringthat all sites worldwide – including innovation
centers, distribution centers, acquisitions andestablished plants – are operated safely andlegally; that process hazards are minimized oreliminated; that health risks are identified andmanaged or eliminated; and that waste fromsites is reduced as much as possible. Several
thousand employees spend all or a portion of
their time on HS&E management.
There are three major components to a site’s
HS&E organization: Environmental, Technical
Safety and Industrial Hygiene & Personnel Safety.
In addition each site typically has both a Fire
Protection Systems Leader and an overall HS&E
Leader. The HS&E site organization also closely
partners with the site Health Service, or Medical
leader. P&G uses a phased, detailed Risk
Assessment process to evaluate the safety ofprocesses and initiatives being introduced at its
own manufacturing operations as well as at
contractor manufacturing operations. The Risk
Assessment process is designed to enablehigh-speed innovation.
P&G has verified that the HS&E program at allof our manufacturing facilities meets the intent
of the Global Health and Safety Management
standards OSHAS 18001 and ISO 14001. In
addition to our own internal reviews, in 2006,
P&G worked with Environmental Resources
Management (ERM), a highly respectedinternational consulting firm in the field ofenvironment, health, safety and sustainability
to conduct an independent equivalence study.
This ERM report, and a secondary P&G internalfollow-up audit in 2010, both reaffirmed we arefollowing the overall principles defined withinthese standards.

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Contents

Introduction

2020 Goals Progress

Industrial Health and Safety
The health and safety of P&G employees areparamount in the principles of the Company:• Nothing we do is worth getting hurt.
• Safety can be managed.
• Every illness and injury could and should havebeen prevented.
• Safety and health are everyone’s responsibility.

P&G Profile

Environmental Sustainability

The Company tracks and reports two metrics
for worker safety: total incident rate (TIR) andtotal lost workday case rate (LWDC). TIR includes
all cases that result in loss of consciousness,
lost workdays, restriction of work or motion,
medical transfer to another job or medical
treatment beyond first aid. LWDC includes allcases that involve days away from work or daysof restricted activity beyond the day of injury
or onset of illness. The TIR target for sites is tobe below 0.5 cases per year per 100 employees.
To achieve such rates, programs to address
employee safety, such as safe behaviors,
ergonomics and confined space entry, havebeen implemented. No target has been set for
LWDC. Instead, incidents that potentially could
lead to lost workdays are managed. These
charts summarizes performance over thelast three years.

Social Responsibility

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Audit Programs

P&G has over 41 manufacturing plants
and technical centers that are celebratingover 1 million safe work hours without a lost
workday injury. The charts below highlightsome of our top facilities ranked by numberof safe work hours.

P&G’s internal HS&E audit programs aredesigned to ensure compliance with national,
state and local regulatory requirements as well as
corporate standards and procedures. Audit
findings are reported promptly to the business
management teams, which must address andcorrect all issues in a timely manner. P&G’s audit
programs apply to all plants, innovation centersand distribution centers worldwide. The
fundamental philosophy is to use standards
worldwide, implemented by trained professionals
at facilities and audited each year using aconsistent, comprehensive approach. The metrics
used are consistent with that philosophy. Audits
measure performance against a mandatory set ofstandards and standard operating procedures.
The target performance is 8.0 or better on a
10-point scale. The percentage of sites assessed
this year was 98%.

Top 5 Sites with the Highest Number of Employee Safe Working Hours
Manufacturing Sites

Technical Centers

Site

Safe Hours*

GBU

RegionSite

Safe Hours*

GBU

RegionIbadan11,200,000

Fabric and Home CareIMEA

GPDF — Product Innovation

5,700,000

Technical Centers

N. America

Shiga

6,300,000

BeautyAsia

Brussels Innovation Center

3,800,000

Technical Centers

EuropeBoryspil

5,300,000

Feminine Care

EuropeReading Technical Center

2,000,000

Technical Centers

EuropeChengdu4,800,000

Fabric and Home Care

Asia

Sharonwoods Technical Center

1,800,000

Technical Centers

N. America

Takasaki

4,400,000

Fabric and Home Care

Asia

Kronberg Headquarters

1,400,000

Technical Centers

Europe*Rounded down to the nearest 100,000.

www.us.pg.com/sustainability

Contents

Introduction

2020 Goals Progress

P&G Profile

Environmental Sustainability

HS&E Audit ScoresFire Protection

P&G HS&E resources have been working
through a rigorous calibration exercise across all
geographies to ensure an appropriate calibrationand focus on high-priority areas. This calibration
exercise is helping to ensure we are holding
ourselves to the highest standards and has
resulted in a decrease in the number of sites
achieving scores of 8.0 or higher. In addition,over the last few years, we added several
acquisition sites. As is typical with manyacquisitions, it takes time for them to reach an
HS&E audit score of 8.0 or higher, and several
sites are still short of that target. However,through robust action plans, over the last year
we have closed the gaps from previous audits
and today have over 80% of our global sites
scoring of 8.0 or higher.

P&G operates its fire protection program on
the basic principle that each facility is uniqueand should have a program designed to meetits specific requirements. Working with theInsurance division, HS&E has developed achecklist-based assessment process that evaluates
the fire protection equipment, maintenance andinspection, and emergency response capabilityof a site versus the appropriate level of fire
protection required at that site. Each plant,innovation center and major distribution centeris assessed annually. The target performance is
8.0 or higher on a 10-point scale.

Social Responsibility

Fire Protection Audit Scores
The fire protection assessment program waschanged significantly in 2011, even though
we had a historically low number of fire losses
and no regulatory issues. The new audit process
was designed to be much clearer and calibrated
relative to our internal fire protection standards.
These process changes resulted in a more
rigorous and globally calibrated approach to
conducting these assessments. This 2011
process change decreased the number of sites
with scores of 8.0 or higher. However, sincethat intervention, we have been making steadyprogress and this year, 68% of sites had Fire
Protection audit scores of 8.0 or higher. Sites
will continue to work against action plans toimprove scores over the course of the next year.
Sites with Fire Protection Audit Scoresof 8.0 or Higher(Percentage)

2013
2014
2015

www.us.pg.com/sustainability

61%
66%
68%

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GRI Index

Site HS&E Leadership Training
A key indicator of HS&E systems capability
is the percentage of sites with trained andqualified leaders. Leadership candidates train
onsite for an extended period after attending
a week-long seminar where their knowledge
and ability to handle specific situations areassessed. For full qualification, the candidates
must complete a qualification project at theirown plant. This training and qualification
program applies to all sites, including technicalcenters and acquisitions. In 2012, we saw adecrease in the number of qualified leaders due
to acquisitions and normal attrition. Short-term
gaps were covered via corporate resources while
we accelerated training plans. The charts below
summarize our progress over the last three years.
Sites with HS&E Qualified Leaders(Percentage)

2013
2014
2015

65%
76%
86%

Contents

Introduction

Compliance with Laws
and Regulations
There are numerous health, safety andenvironmental requirements worldwide.
Plants are subject to safety rules and emission
limits with operating requirements that may
be embodied in sources such as statutes,
regulations, laws and permits. It is P&G’s
intent to comply with both the letter and thespirit of statutes, regulations, laws and permit
requirements. Identified compliance issues aretreated seriously, and all noncompliance matters
are resolved as expeditiously as possible.

2020 Goals Progress

P&G Profile

Social Responsibility

Notices of Violation

Air Emissions

We continually strive for zero notices or
penalties. The charts below summarize datafrom the last three years and provide perspective
on notices of violation (NOVs) received during
FY 14/15. Note, several fines are still underreview but are included in the total numbers.

Each site assesses total suspended particulates,
volatile organic compounds (VOCs), carbon
monoxide (CO), nitrogen oxides (NOX) and sulfur
oxides (SOX). The chart below summarizes datafrom the last three years.

2015

NumberFines

27$444,708

2014

2013

34

43

$95,460 $709,061

A breakdown of NOVs is provided below:
Numberof NOVs

www.us.pg.com/sustainability

Environmental Sustainability

Fines

Water-Based

5$0

Air-Based

5$159,035

Solid-Waste-Based5$201,300

Paperwork1$12,900

Transportation-Based3$41,090

Other

3$8,953

Worker Safety

5$21,429Total

27$444,708

Technical Centers

Distribution Centers

Health Care

BeautyGrooming

Baby, Feminine andFamily Care

Fabric and Home CareGRI Index

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Contents

Introduction

2020 Goals Progress

P&G Profile

Environmental Sustainability

Social Responsibility

GRI Index

62 of 75

Stakeholder
Engagement
P&G works hard to be a good corporateneighbor and to improve lives in thecommunities where we live and work.

Communities
Each P&G production facility has site-specificactivities to build constructive relationships withlocal authorities, industry associations, residential
and business neighbors, action groups, thought
leaders, and news media. Depending on thecultures and interests of individual communities,
this can range from regular official meetings,
during which new information is shared orquestions are answered, to more informal
meetings. These could include, for example,
a reception for immediate neighbors, where
information about the past year and plans for the
new year are discussed. P&G ensures continuity incommunity interaction by meeting regularly withlocal authorities to update them on plant news.
In the neighborhoods of many P&G operations,the Company cooperates with and sponsors local
events, so the whole area benefits from thepresence of a P&G site.
P&G recognizes the importance of improving thequality of life in our local communities, and we
support local initiatives and encourage employee
involvement. The most valuable community
support we provide usually involves not only
writing a check, but also taking advantage ofthe intellectual capabilities and energy of P&G
people. We look for areas where we can make asignificant, long-term, systemic difference. This
leads us to focus on disaster relief and programsin our areas of focus: Health and Hygiene andComforts of Home. It also enables us to buildwww.us.pg.com/sustainability

alliances with strategic partners to achieve a
better result than we could alone. We look to
our employees in the area to work with their local
communities and government officials to learn
where we can make the biggest difference.

Authorities:
Local – Regional – Global
P&G communicates with local, regional andglobal authorities directly, both as a Company
and through industry associations. P&G scientists
and legal experts review existing and proposed
regulations that are relevant to the Company
and work with authorities to ensure that policies
take the needs and experience of business into
account. This is done via meetings with theauthorities and comments on their position
papers and industry position papers. Activities
like these can help ensure that the Company’s
needs are understood and considered when
decisions are being made that can impact P&G’s
business and our ability to meet the needs ofour global consumers.

NGOs: Local – Regional – Global
P&G frequently enters into dialogue with NGOs
to understand their concerns and cares. In order
to work constructively with stakeholders, wefeel it is essential to have their confidence andbe seen as a reliable and open discussion
partner. By building an open relationship, we
can approach our NGO partners when issues
arise. There is a wide range of NGOs that varyby area of interest (e.g., environmental,
consumer, human rights, animal welfare), byattitude (from extreme to moderate) and by
their geographic links (from local to global).

Depending on their characteristics, a number ofNGOs can be seen as the vocal spokespeople forthe public. Consumer organizations exist in
many countries. These organizations contact
companies to compare products and voicecomments they receive from their members.
P&G continuously provides consumer
organizations with information on new
initiatives and cooperates with them inanswering consumer questions.

Consumers
At P&G, we are committed to providing
products and services that can help improve
the lives of our consumers all over the world.
In developing and marketing our products, we
adopt a “Consumer Is Boss” approach to ensurethat we delight consumers by launching only
new products and product improvements thatgenuinely meet their needs. Before establishinga project for a new product or productimprovement, P&G researchers strive tounderstand consumer needs, in detail, in order to
identify those needs that are not fully met today.
Once a product is launched, our commitment
to our consumers does not stop there.
For P&G, every consumer’s experience inchoosing, buying or using one of our products
can provide vital insights to help us further
improve our products and services. So we
actively encourage consumers to contact our
Global Consumer Relations team. We want tohear about our consumers’ experiences with
our products — both good and bad.

Each year, we hear from millions of consumers
who want to ask us something about our
products or our Company. We proactively offer“traditional” contact channels — phone, letter,e-mail — to consumers, but we are also very
aware that consumers’ lives are changing. As aresult, we have invested to enable ourconsumers to engage with us through social
media, in addition to our established Carelines.
Many of the people in our Global Consumer
Relations team are now responsible forestablishing online communities in which
consumers can ask questions about our
Company and our products. This has been ahuge success and has actually enabled us tointeract with even more of P&G’s consumers
than in the past, which ultimately provides
more insights for our Product Development
and Marketing teams to help further improve
our products and services.
We are also innovating in how we ensure thatthese important insights from our consumers
get to our business teams. Consumers who takethe time to contact a company for advice or to
ask for help to resolve a problem provide
valuable insights into our products, which canreally help us to improve our brands. So weneed to make sure that our consumers’ voices
are heard in P&G. We do this by using a rangeof tools and technologies that provide ourbusiness teams with key learnings fromconsumer comments. In Global Consumer
Relations, we recognize that the world ischanging and we are investing in innovativetechnology to better serve our consumers. We
feel very privileged that consumers care enoughabout our products to contact us.

Contents

Introduction

Advertising andPromoting toConsumers
Appropriately

2020 Goals Progress

P&G Profile

Environmental Sustainability

The Company does not permit its advertisingor promotions for its products to be false or
misleading. P&G’s Worldwide Business Conduct
Standards for Responsible Sales and Marketing
Practice states:
We are expected to compete vigorously
and effectively, but never unlawfully. For
this reason, we are truthful in all of our sales
and marketing. We must make only truthfulstatements about our Company and its
products and services. All marketing claims
must be substantiated and live up to
their promises.

We’ve developed over 50 alternative, nonanimal testing methods and have invested morethan $370 million in finding alternatives. We
work with leading independent and industry
experts in the field of alternatives research andpartner with leading animal protection groups
to promote alternative research methods andregulatory acceptance of alternatives.

www.us.pg.com/sustainability

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Eliminating Research
Involving Animals
At P&G, we believe that eliminating animal
testing is the right thing to do. We do nottest our products or ingredients on animals
anywhere in the world unless required by law.
We will continue to develop non-animalalternative tests and work with regulators
around the world to ultimately end testing
involving animals.

F or additional information, please see
P&G’s Worldwide Business Conduct
Manual, available at: www.pg.com/
en_US/downloads/company/governance/
Policy_Worldwide_Business_Conduct_
Manual.pdf

Social Responsibility

In 2014/15, the first non-animal alternative
to skin allergy tests was officially approvedby the global international Organization for
Economic Cooperation and Development(OECD), soon after it was approved by European
authorities. This test, known as Direct Peptide
Reactivity Assay (DPRA), was invented by P&G
scientists and is now being increasingly usedby international academia, industry andregulators. Skin allergy is a complex biologicalprocess and an important safety question foralmost all ingredients, so the development of
this alternative method and its regulatory
acceptance marks a milestone in overcoming
the need for animal testing for more complex
safety questions. As a result of all these efforts,
the P&G scientist who invented the DPRA
received the William and Eleanor Cave Award
from the Alternative Research and Development

Foundation, which recognizes significant
achievements in developing alternatives toanimal testing.
F or more information, go to:www.ardf-online.org/pressrelease_2014-11-24_ardf-cave-awardadvancing-alternatives.pdf
In August 2014, P&G was a platinum sponsorof the 9th World Congress on Alternatives andAnimal Use in the Life Science in Prague, theworld’s leading conference for scientists in thearea of non-animal alternative test methods,
which takes place every three years. Our leading
scientists presented P&G’s progress, achieved inclose collaboration with partners from industry,
academia, regulators and animal welfare NGOs,
in more than 20 separate sessions.
F or more information, go to: www.
wc9prague.org/sponsorship-exhibition
Our engagement has helped eliminate theneed for testing and has significantly reduced
the need for others in the industry to use
animals in research.
We are passionate about continuing ourprogress in alternatives to research involving
animals so that animal testing can be eliminated.
Highlights of our progress include:• We are a widely respected leader indeveloping alternatives to animal testing• We actively share our discoveries so that
others can benefit from our progress; ourwork has appeared in more than 1,000
scientific publications• Our focus on developing non-animal test
methods has led to even more predictive
approaches using human cell lines, genomics
and the latest in computer modelingand informatics• We collaborate with universities, scientists
from other companies, governments andanimal welfare groups to develop andpromote acceptance of alternative test
methods and to change regulations thatstill require testing with animals
F or details of our policy and practices,
please go to: www.pg.com/en_US/
sustainability/policies_practices/animal_welfare.shtml

Contents

Introduction

2020 Goals Progress

P&G Profile

Environmental Sustainability

Social Responsibility

GRI Index

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Sustainability Guidelines forExternal Business Partners
P&G’s Sustainability Guidelines for ExternalBusiness Partners, renewed in 2014, set our
expectations to our supply base with regards tohuman rights and sustainability. We actively seekbusiness relationships with partners that sharethese values and promote high standards within
their own supply chains. Our risk-based audit
program supports this effort by assessing
partners that need to go through third-party
audits, identifying and remediating noncompliances.
The foundation of our Sustainability Guidelines
for External Business Partners is our Statementof Purpose, Values and Principles. This leads
consumers to place their trust in us, ourcustomers and business partners to do businesswith us, our shareholders to invest in us, ourexternal stakeholders to respect us, and the besttalent to join us in working for P&G. We actively
seek business relationships with external
partners that share our values and promote theapplication of these high standards among
those with which they do business.
Our guidelines place emphasis on respect forhuman rights by establishing clear expectations
for our external business partners to respect
internationally recognized human rights, comply
with all applicable laws, and conduct businessethically and responsibly. Leveraging third-party
risk-management tools, our risk-based auditing
enables the review and remediation of
noncompliance in a timely manner. We continue
to update and expend our end-to-end program,collaborating with the industry through
AIM-PROGRESS and SEDEX.

www.us.pg.com/sustainability

P&G is also committed to work with externalbusiness partners to reduce our joint overall
footprint. Our digitized external business partner
Sustainability Scorecard continues to be an
enabler for this. Our partners are key to helping
us reach our 2020 goals: on top of our specificwood pulp and PO programs, we are working
with our strategic and most innovative partners
and agencies to improve our products, supply
chains and operations in a sustainable way. This
includes developing improved solutions forbio-alternative materials, sustainable packaging,renewable energy or logistics setups.

Summary of Our Renewed
Guidelines
1. External business partners must conductbusiness with integrity and in full compliancewith the law. External business partners andtheir employees must ensure they
understand how these standards and the law
apply to their work on behalf of P&G.
2. External business partners must not give,
agree to give, offer or receive anythingof value to influence the behavior ofanother business partner or government
official in order to obtain an improper
benefit or advantage.
3. P&G respects internationally recognizedhuman rights as defined by the Universal
Declaration of Human Rights and AssociatedCovenants and the International Labor
Organization (ILO) Declaration on theFundamental Principles and Rights at Work.
We expect our external business partners to
respect these internationally recognizedhuman rights. Examples of specific required
behaviors include:• Do not use child labor, prison labor,
indentured or bonded labor, humantrafficking or modern-day slavery or use
corporal punishment or other forms ofmental and physical coercion.
• Treat their employees with dignity andrespect and have systems in place toprevent, detect and resolve
unacceptable worker treatment such as
harassment, inappropriate use of
discipline, discrimination, physical ormental punishment, or other forms of
intimidation or abuse.
• Do not tolerate discrimination based on
race, color, gender, age, national origin,religion, sexual orientation, gender
identity and expression, marital status,
citizenship, disability, veteran status,
medical condition (e.g., HIV/AIDS
status, pregnancy), or any other legally
protected factor.
• Respect their employees’ right tochoose to join or not to join a tradeunion, or to have recognized employee
representation in accordance withlocal law.
• At a minimum, comply with allapplicable wage and hour laws andrules and regulations, including
minimum wage, overtime andmaximum hours.

• Comply with all applicable healthand safety laws, rules, regulations
and industry standards. We expect a
commitment to and the support of the
improvement of the health and safetyof their operations, employees and thesurrounding community. In our businessaward decisions, we will continue toplace substantial value upon incumbent
and potential external business partners
that consistently respect thesehuman rights.
4. External business partners must comply withall applicable environmental laws, rules andregulations. P&G recognizes that we must be
responsible for environmental stewardshipand using resources wisely. We strive to besocially responsible in the use of Company
resources for the long-term benefit ofsociety. External business partners are
expected to share P&G’s commitments andmaximize the value and quality of theirproducts by using resources responsibly,
preserving the environment and reducing theenvironmental footprint of their operations.
T he Sustainability Guidelines forExternal Business Partners are available
at: www.pgsupplier.com

Contents

Introduction

2020 Goals Progress

P&G Profile

Environmental Sustainability

Social Responsibility

Supplier Diversity

Personal Information Privacy

Supplier diversity is a fundamental businessstrategy that strengthens our innovation andgo-to-market capabilities and touches andimproves the lives of our diverse suppliers, theiremployees and the communities in which they
live and work.

Trust is a cornerstone of our corporate mission,and the success of our business depends on it.
P&G is committed to maintaining your trust byprotecting the personal information that wecollect and use.

protect the privacy of consumers. For example,
P&G has been a leader in the effort to makeprivacy notices more consumer-friendly and has
made our Global Consumer Privacy Policy
available in over 40 languages.

P&G may collect information from you directly,
such as when you apply for a job at P&G orregister for an e-mail program on one of ourconsumer websites; we may collect information
as you use our websites, mobile applications orview online content; or we may collectinformation from other sources, such ascommercially available sources, lists or
databases. P&G uses personal information forvarious purposes. For example, we use theinformation we collect to provide products,
offers and services; to deliver advertisements,
offers or other content tailored to your interests;
and to conduct other P&G business operations,such as providing employee benefits.

F or more information on P&G’s
global privacy principles, please visit:www.pgsupplier.com/en/currentsuppliers/managing_PII.shtml

For the eighth year in a row, P&G spent morethan $2 billion with minority- and womenowned businesses. Since 2005, P&G has beena member of the Billion Dollar Roundtable,
a forum of 20 corporations that spend morethan $1 billion annually with diverse suppliers.
We are expanding the scope of Supplier Diversity
to create even more value in our business andcommunities. Last year, we launched our Global
Supplier diversity program to develop diverse
suppliers outside the U.S., and we renewed ourcommitment to LGBT- and U.S. Military
Veteran-Owned suppliers.

P&G’s policies and practices regarding thecollection and use of personal information are
consistent with applicable privacy and dataprotection laws, as well as internationallyaccepted privacy principles.
P&G relies on third-party service providers to
perform a variety of business operations on ourbehalf. In doing so, we may need to share yourpersonal information with them. We provide ourservice providers with only the personal
information they need to perform the services
we request, and we require that they protect
this information and not use it for any otherpurpose. Third-party companies can accessour privacy and security guidelines at:www.pgsupplier.com. Externally, P&G has beena strong advocate of work within the industry towww.us.pg.com/sustainability

P&G self-certifies compliance with the U.S.-EU
and Swiss Safe Harbor programs. We arecommitted to working with you to obtain a fairresolution of any privacy concern. Please contact
us with any privacy questions or concerns.
P&G has further committed to refer unresolved
privacy complaints under the U.S., EU and Safe
Harbor Principles to an independent dispute
resolution mechanism, the BBB EU SAFE
HARBOR, operated by the Council of Better
Business Bureaus. If you do not receive timely
acknowledgment of your complaint, or if yourcomplaint is not satisfactorily addressed by P&G,
please visit the BBB EU SAFE HARBOR website atwww.bbb.org/us/safe-harbor-complaints formore information and to file a complaint.
In the U.S., P&G is an active participant in
the Better Business Bureau’s Accredited
Business Program. For more information,
visit: www.bbb.org/online/consumer/cks.
aspx?ID=292000103

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Contents

Introduction

2020 Goals Progress

P&G Profile

Environmental Sustainability

Social Responsibility

Policies andManagement Systems
Reporting Boundaries

Management Systems

Process for Data Collection

Our Sustainability Report covers environmental
data on sites where we have operational control
and the facility falls within the typical boundaryof our GHG Inventory Management Plan. HS&E
data covers approximately 132 manufacturing
sites, 19 offices and technical centers, and 37
distribution facilities. Human Resources data
covers all P&G facilities, unless otherwise stated.
Financial data covers The Procter & Gamble
Company and its controlled subsidiaries.

P&G’s Management Systems ensure that
the Company’s policies are implemented ina consistent manner throughout the world.
These Management Systems align with theCompany’s policies and promote a regularflow of information that helps the Company
better manage its progress on elements ofsustainable development.

P&G’s data collection systems have been inplace for many years. They are designed tobe simple enough so that the people closest
to the work can use the tools, regardless of
their location. This simplicity enables theCompany to collect data and update systems
annually at a relatively low cost. Each business
unit is responsible for the accuracy andconsistency of its data.

Policies

P&G measures operational performance inorder to drive continuous improvement. A
companywide system of measuring performancehas been developed. This approach enables theCompany to report data on a wide range of
operational categories. Our actions are not justprofit-driven but also progress-driven, to ensure abetter quality of life for everybody, now and forgenerations to come. Our extensive consumer
research related to our brands also helps us
identify ways we can best address sustainability.

While P&G competes hard to achieve leadershipand business success, the Company is concerned
not only with results, but also with how thoseresults are achieved. We will never condone or
tolerate efforts or activities to achieve results
through illegal or unethical dealings anywherein the world.

Performance

Acquisitions
Acquisitions have been included in the metrics
presented herein. Acquisitions differ inperformance expectations in that we allow a
six-year glidepath to meet the HS&E audit
performance score of 8.0 on a 10-point scale. A
midpoint expectation of 6.5 is expected to beachieved within three years. Typically,acquisitions exceed those expectations.

All data is reported on a global basis. In orderto achieve consistency and to ensure a common
understanding throughout the organization,
employees are trained in how to report anddocument data. Data is presented in metric units
and published in English, with local translation
performed where necessary. To ensure thestandard collection of data, the Company
established the following processes:• Key terms are defined• The data to be collected are identified• Flow sheets are agreed upon regarding
who collects data and on what systems• Technically sound methods are used byfacilities to estimate data and validate
year-to-year results• Personnel are trained on the work
process as appropriate

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Contents

Introduction

2020 Goal
Measurement Systems
We go to great lengths to ensure rigor,
accuracy and transparency in ourreporting. Below, we share additional
information on our some of our 2020
Goal Measurement Systems to help
ensure clarity and transparency on thedata we are reporting:2020 Goals Progress

P&G Profile

Environmental Sustainability

Social Responsibility

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Greenhouse Gas Emissions

Paper Packaging

Baseline Restatement

For purposes of monitoring progress against
our goal and listing emissions levels in chartsand graphs, we utilize market-based Scope 2
GHG emissions.

Data for calculating progress versus ourpaper packaging goal was self-reported by our
suppliers. The data collected this year coveredmaterials procured directly by P&G as well as
contractor manufacturers and covered over 90%
of our global spend.

This year P&G adjusted our GHG emissions
baseline in accordance with the principles in the
WRI and WBCSD Corporate Standard forGreenhouse Gas Accounting. Changes included
adjustments for acquisitions/divestitures as wellas other minor modifications and corrections
to historic data. Our original baseline was
6,200,000 metric tons. Our revised baseline,
which we will use for calculating progress versus
GHG emissions reduction goals, is now
5,488,224 metric tons.

F or WRI/WBCSD GHG Accounting
protocol for additional perspective
on market- versus location-based
GHG emissions, please visit:www.ghgprotocol.org

Energy Conservation

Packaging Reduction

To accurately reflect the industrial efficiency
improvements associated with new combined
heat and power, P&G implemented a policy
starting in 2015 to account for primary fuels
used to generate all electricity purchased or soldfor those sites that self-generate their electricity.
For sites that generate their own electricity, werecalculated energy consumption for all years toinclude the efficiency loss of the electricalgeneration in our energy-efficiency boundaries
regardless whether the power was selfgenerated onsite or generated offsite by athird-party utility. We found this creates a moreconsistent and fair view on the energy intensity
across all of our operation versus baseline andpresents a more accurate picture of the energy
efficiency improvements of our operation
including those achieved through combined
heat and power.

The average packaging reduction is calculatedusing products that represent the top 70% (byvolume) of the categories that have the largest
impact on packaging use (Fabric Care, Home
Care, Baby Care, Feminine Care, Family Care,
Oral Care, PCC, Shave Prep, Hair Care and Hair
Color). While a subset of overall data, we believe
it is representative of overall corporate data andfocuses resources on the biggest SKUs andcategories that have the biggest impact on
packaging. Data is currently reported one year inarrears, so data reported represents progress
through June 30, 2014.

Recyclability of Packaging
For purposes of tracking progress against ourgoal, a package is considered recyclable when
there is an in-market, at-scale recycling system
in place for that material type (e.g., collection,sortation, processing for end use, established
end market for collected material). While we
require large-scale systems to be in place in atleast one geography, we do not require aminimum percent access or recovery rate per
package in every country or market where a
package may be sold for the package to beconsidered recyclable for purposes of tracking
progress versus our goal.

Renewable Energy
When calculating the renewable energy
powering our plants, we include the renewableenergy level of the local electrical grid thatprovides power to the plant.

Water Conservation
Our goal to reduce water use in manufacturing
facilities by 20% per unit of production applies
to freshwater consumption, which means
freshwater intake from the following sources:• Tap water – water supplied by municipalities or
third-party companies via piping systems ortrucks, at any quality they deliver• Net water via purchased steam• Ground water from site wells• Surface water – non-brackish as river, lakes,
creeks, etc., at any quality they deliver

As part of this work, we also updated
our baselines for energy, water and waste.
Original energy baseline was 71,842,000
gigajoules; it is now 67,904,220 gigajoules.
Original water baseline was 80,914,000 cubic
meters, it is now 77,049,114 cubic meters.
Original waste was 363,000 metric tons, it is
now 354,563 metric tons. The baseline year
remains the same, P&G’s FY 09/10.

Contents

Introduction

2020 Goals Progress

P&G Profile

Environmental Sustainability

GRI Index
GRI
Indicator

Description

Page(s)

1. STRATEGY AND ANALYSIS
1.1

Statement from the most senior decision-maker of the organization.

1.2

Description of key impacts, risks and opportunities.

4
5 – 65

2. ORGANIZATIONAL PROFILE
2.1

Name of the organization.

2.2

Primary brands, products and/or services.

2.3

Operational structure of the organization.

2.4

Location of organization’s headquarters.
The Procter & Gamble Company
P.O. Box 599
Cincinnati, OH 45201-0599

2.5

Number of countries where the organization operates, and namesof countries either with major operations or that are specifically relevantto the sustainability issues covered in the report.
Also see Global Locations www.pg.com/en_US/contact_us/index.shtml

2.6

Nature of ownership and legal form.

2.7

Markets served.

2.8

Scale of the reporting organization.

2.9

Significant changes during the reporting period regarding size,
structure or ownership.

2.10

Awards received in the reporting period.
Also see www.pg.com/en_US/company/external_recognition.shtml

www.us.pg.com/sustainability

12
18 – 1917

12, 1912
12
12, 15 – 16
1755, 63Social Responsibility

GRI Index

68 of 75

Contents

GRI
Indicator

Introduction

2020 Goals Progress

P&G Profile

Description

Environmental Sustainability

Page(s)GRI
Indicator

Social Responsibility

GRI Index

Description

3. REPORT PARAMETERS

4. GOVERNANCE, COMMITMENTS AND ENGAGEMENT

Report Profile

Governance

3.1

Reporting period.

3.2

Date of most recent previous report (if any).

3.3

Reporting cycle (annual, biennial, etc.).

3.4

Contact point for questions regarding the reportor its contents.

4.1

Governance structure of the organization.

FY 13/14

4.2

Indicate whether the Chair of the highest governance body is also
an executive officer.

4, 20

4.3

For organizations that have a unitary board structure, state thenumber of members of the highest governance body thatare independent and/or non-executive members. State how theorganization defines “independent” and “non-executive.”
Also see Proxy Statement www.pginvestor.com

20

4.4

Mechanisms for shareholders and employees to provide
recommendations or direction to the highest governance body.
Also see www.pg.com/en_US/investors/investor_contacts.shtml

17

4.5

Linkage between compensation for members of the highest
governance body, senior managers and executives (including
departure arrangements), as well as the organization’s performance.
www.pg.com/en_US/downloads/company/governance/
Corporate_Governance_Guidelines.pdf
Proxy Statement www.pginvestor.com

20

4.6

Processes in place for the highest governance body to ensure conflicts ofinterest are avoided.
Also see www.pg.com/en_US/downloads/company/governance/
Corporate_Governance_Guidelines.pdf

20

4.7

Process for determining the qualifications and expertise of the membersof the highest governance body for guiding the organization’s strategy
on economic, environmental and social topics.
Also see www.pg.com/en_US/downloads/company/governance/
Corporate_Governance_Guidelines.pdf

13 – 14

4.8

Internally developed statements of mission or values, codes ofconduct, and principles relevant to economic, environmental andsocial performance and the status of their implementation.

20 – 67

Annualsustainrep.im@pg.com

3.5

Process for defining report content.

2, 5 – 11

3.6

Boundary of the report.

2, 66 – 67

3.7

State any specific limitations on the scope or boundary of the report.

66 – 67

3.8

Basis for reporting on joint ventures, subsidiaries, leased facilities,
outsourced operations and other entities that can significantly affectcomparability from period to period and/or among organizations.

48, 66 – 67

3.9

Data measurement techniques and the bases of calculations.

66 – 67

3.10

Explanation of the effect of any re-statements of information
provided in earlier reports.

66 – 67

3.11

Significant changes from previous reporting periods in the scope,boundary or measurement methods applied in the report.

17, 66 – 67

GRI Content Index
Table identifying the location of the Standard Disclosures in the report.

68 – 74

Assurance
3.13

Policy and current practice with regard to seeking external assurance
for the report.

www.us.pg.com/sustainability

Page(s)2

Report Scope and Boundary

3.12

69 of 75

2

20

Contents

GRI
Indicator

4.9

4.10

Introduction

2020 Goals Progress

Description

P&G Profile

Environmental Sustainability

Page(s)Procedures of the highest governance body for overseeing theorganization’s identification and management of economic,
environmental and social performance.
Also see www.pg.com/en_US/downloads/company/governance/
Governance_and_Public_Responsibility_Committee_Charter.pdf

20

Processes for evaluating the highest governance body’s
own performance.
Also see www.pg.com/en_US/downloads/company/governance/
Corporate_Governance_Guidelines.pdf

20

Explanation of whether and how the precautionary approachor principle is addressed by the organization.

4.12

Externally developed economic, environmental and social charters,
principles, or other initiatives to which the organization subscribes
or endorses.

4.13

Memberships in associations.

GRI Index

Description

70 of 75

Page(s)5. ECONOMIC PERFORMANCE INDICATORS
Economic Performance

Commitments to External Initiatives
4.11

GRI
Indicator

Social Responsibility

2224, 25, 34,
58, 43 – 44,
35, 38, 40,
41
21

Stakeholder Engagement

16

EC1

Direct economic value generated and distributed, including revenues,
operating costs, employee compensation, donations and othercommunity investments, retained earnings, and payments to capitalproviders and governments. (Core)EC2

Financial implications and other risks and opportunities for theorganization’s activities due to climate change. (Core)

EC3

Coverage of the organization’s defined benefit plan obligations. (Core)
Also see financial report www.pg.com/investors/annualreports.jhtml

53

EC4

Significant financial assistance received from government. (Core)
Also see financial report www.pg.com/investors/annualreports.jhtml

N/A

24 – 47

Market Presence
EC5

Range of ratios of standard entry-level wage compared to local
minimum wage at significant locations of operation. (Additional)

53

EC6

Policy, practices and proportion of spending on locally based suppliers at
significant locations of operation. (Core)17, 19, 65

EC7Procedures for local hiring and proportion of senior management hiredfrom the local community at significant locations of operation. (Core)

53 – 55

4.14

List of stakeholder groups engaged by the organization.

21, 62

4.15

Basis for identification and selection of stakeholders withwhom to engage.

62

4.16

Approaches to stakeholder engagement.

21, 62

Indirect Economic Impacts

4.17

Key topics and concerns that have been raised throughstakeholder engagement.

7 – 10,24 – 48,
50 – 51,
63 – 65EC8Development and impact of infrastructure investments and services
provided primarily for public benefit through commercial, in-kindor pro bono engagement. (Core)

49 – 51

EC9

Understanding and describing significant indirect economic impacts,
including the extent of impacts. (Additional)
Also see financial report www.pginvestor.com

49 – 51

www.us.pg.com/sustainability

Contents

GRI
Indicator

Introduction

2020 Goals Progress

P&G Profile

Description

Environmental Sustainability

Page(s)Materials
Materials used by weight or volume. (Core)

EN2

Percentage of materials used that are recycled input materials. (Core)GRI Index

Description

71 of 75

Page(s)Emissions, Effluents and Waste

6. ENVIRONMENTAL

EN1

GRI
Indicator

Social Responsibility

48
11, 33 – 34,
42, 48EnergyEN16

Total direct and indirect greenhouse gas emissions by weight. (Core)25, 48

EN17

Other relevant indirect greenhouse gas emissions by weight. (Core)

EN18

Initiatives to reduce greenhouse gas emissions and reductions achieved.
(Additional)

EN19

Emissions of ozone-depleting substances by weight. (Core)48, 61

EN20

NOx, SOx and other significant air emissions by type and weight. (Core)48, 6125, 4825 – 31, 33,
38, 47

EN3

Direct energy consumption by primary energy source. (Core)

26 – 28, 48

EN21

Total water discharge by quality and destination. (Core)35, 48EN4Indirect energy consumption by primary source. (Core)

26 – 28, 48

EN22

Total weight of waste by type and disposal method. (Core)45, 48EN5Energy saved due to conservation and efficiency improvements.
(Additional)

26, 31, 48

EN23

Total number and volume of significant spills. (Core)

EN6

Initiatives to provide energy-efficient or renewable-energy-based
products and services, and reductions in energy requirements as aresult of these initiatives. (Additional)

31, 48EN24

Weight of transported, imported, exported or treated waste deemedhazardous under the terms of the Basel Convention Annex I, II, III
and VIII, and percentage of transported waste shipped internationally.
(Additional)

EN7

Initiatives to reduce indirect energy consumption and reductions
achieved. (Additional)

26, 31, 48

EN25

Identity, size, protected status and biodiversity value of water
bodies and related habitats significantly affected by the reportingorganization’s discharges of water and runoff. (Additional)

EN8

Total water withdrawal by source. (Core)

35 – 37, 48

EN26

Initiatives to mitigate environmental impacts of products and services,and extent of impact mitigation. (Core)5 – 8, 11,
23 – 47

EN9

Water sources significantly affected by withdrawal of water. (Additional)

N/A

EN27

Percentage and total volume of water recycled and reused. (Additional)

N/A

Percentage of products sold and their packaging materials that arereclaimed by category. (Core)

45 – 47

EN10

EN28

Monetary value of significant fines and total number of non-monetary
sanctions for noncompliance with environmental laws and regulations.
(Core)

EN29

Significant environmental impacts of transporting products andother goods and materials used for the organization’s operations,and transporting members of the workforce. (Additional)

EN30

Total environmental protection expenditures and investments by type.
(Additional)

Water

Biodiversity
EN11

EN12

Location and size of land owned, leased, managed in or adjacentto protected areas and areas of high biodiversity value outside
protected areas. (Core)
Description of significant impacts of activities, products and services
on biodiversity in protected areas and areas of high biodiversity value
outside protected areas. (Core)

EN13

Habitats protected or restored. (Additional)

EN14

Strategies, current actions and future plans for managing
impacts on biodiversity. (Additional)
Also see www.pg.com/productsafety/downloads/Environmental_
Quality_Policy.pdf

EN15

Number of IUCN Red List species and national conservation list species
with habitats in areas affected by operations by level of extinction risk.
(Additional)

www.us.pg.com/sustainability

N/A36, 39 – 44

41
36, 39 — 44

N/A

61
45, 48N/A

61

11, 29 – 30

N/A

Contents

GRI
Indicator

Introduction

2020 Goals Progress

P&G Profile

Description

Environmental Sustainability

Page(s)Employment
LA1

Total workforce by employment type, employment contract and region.
(Core)

LA2

Total number and rate of employee turnover by age group, genderand region. (Core)
Note: We do not track this information globally.

N/A

Benefits provided to full-time employees that are not provided totemporary or part-time employees, by major operations. (Additional)

N/A

12, 55

Labor/Management Relations
LA4

Percentage of employees covered by collective bargaining agreements.
(Core)N/A

LA5

Minimum notice period(s) regarding significant operational changes,
including whether it is specified in collective agreements. (Core)
Note: We abide by local legislation and our PVPs.

N/A

Percentage of total workforce represented in formal joint managementworker health and safety committees that help monitor and advise on
occupational health and safety programs. (Additional)

LA7

Rates of injury, occupational diseases, lost days, absenteeism andtotal number of work-related fatalities, by region. (Core)

LA8

Education, training, counseling, prevention and risk-control programsin place to assist workforce members, their families or community
members regarding serious diseases. (Core)

LA9

Health and safety topics covered in formal agreements with trade unions.
(Additional)

www.us.pg.com/sustainability

Description

72 of 75

Page(s)

LA10

Average hours of training per year per employee by employee category.
(Core)

57, 60LA11

Programs for skills management and lifelong learning that support
the continued employability of employees and assist them in managing
career endings. (Additional)

53, 57LA12Percentage of employees receiving regular performance and careerdevelopment reviews. (Additional)

53

Diversity and Equal Opportunity
LA13

Composition of governance bodies and breakdown of employees per
category according to gender, age group, minority group membershipand other indicators of diversity. (Core)
Also see Proxy Statement www.pginvestor.com

55

LA14

Ratio of basic salary of men to women by employee category. (Core)

53

8. HUMAN RIGHTS

Occupational Health and Safety
LA6

GRI Index

Training and Education

7. LABOR PRACTICES AND DECENT WORK

LA3

GRI
Indicator

Social Responsibility

Investment and Procurement Practices
58 – 60

HR1

Percentage and total number of significant investment agreements that
include human rights clauses or that underwent human rights screening.
(Core)

53, 6459

HR2

Percentage of significant suppliers and contractors that have undergone
screening on human rights and actions taken. (Core)53, 6456 – 57, 60

HR3

Total hours of employee training on policies and procedures concerning
aspects of human rights that are relevant to operations, including thepercentage of employees trained. (Additional)

53

58 – 60

Non-discrimination
HR4

Total number of incidents of discrimination and actions taken. (Core)
Also see www.pg.com/en_US/company/purpose_people/diversity_
inclusion.shtml

54 – 55

Contents

GRI
Indicator

Introduction

2020 Goals Progress

P&G Profile

Description

Environmental Sustainability

Page(s)Freedom of Association and Collective Bargaining
HR5

Operations identified in which the right to exercise freedom of
association or collective bargaining may be at significant risk, andactions taken to support these rights. (Core)

64

Operations identified as having significant risk for incidents of child labor,
and measures taken to contribute to the elimination of child labor. (Core)

64

GRI
Indicator

HR7

Operations identified as having significant risk for incidents of forced
or compulsory labor, and measures taken to contribute to the eliminationof forced or compulsory labor. (Core)

Percentage of security personnel trained in the organization’s policies
or procedures concerning aspects of human rights that are relevant tooperations. (Additional)

62

SO2

Percentage and total number of business units analyzed for risks
related to corruption. (Core)
Also see Worldwide Business Conduct Manual
www.pg.com/en_US/company/ethics.html
Governance structure, policies and procedureswww.pg.com/en_US/company/global_structure_operations/
governance/index.shtml

20

SO3

Percentage of employees trained in organization’s anti-corruption
policies and procedures. (Core)
Also see Worldwide Business Conduct Manual
www.pg.com/en_US/company/ethics.html
Governance structure, policies and procedureswww.pg.com/en_US/company/global_structure_operations/
governance/index.shtml

20

SO4

Actions taken in response to incidents of corruption. (Core)
Also see Worldwide Business Conduct Manual
www.pg.com/en_US/company/ethics.html
Governance structure, policies and procedureswww.pg.com/en_US/company/global_structure_operations/
governance/index.shtml

20

Corruption

64

N/A

Indigenous Rights
HR9

Total number of incidents of violations involving rights of indigenous
people and actions taken. (Additional)

www.us.pg.com/sustainability

Page(s)Nature, scope and effectiveness of any programs and practices
that assess and manage the impacts of operations on communities,
including entering, operating and exiting. (Core)

Security Practices
HR8

Description

73 of 75

Community
SO1

Forced and Compulsory LaborGRI Index

9. SOCIETY

Child Labor
HR6

Social Responsibility

N/AContents

GRI
Indicator

Introduction

2020 Goals Progress

P&G Profile

Description

Environmental Sustainability

Page(s)Public Policy

GRI
Indicator

Public policy positions and participation in public policy development andlobbying. (Core)

21

SO6

Total value of financial and in-kind contributions to political parties,
politicians and related institutions by country. (Additional)

21

Description

74 of 75

Page(s)PR6

Programs for adherence to laws, standards and voluntary codes related
to marketing communications, including advertising, promotion andsponsorship. (Core)

63

PR7

Total number of incidents of noncompliance with regulations andvoluntary codes concerning marketing communications, including
advertising, promotion and sponsorship, by type of outcomes.
(Additional)

N/A

Anti-Competitive Behavior
Total number of legal actions for anti-competitive behavior, anti-trust,and monopoly practices and their outcomes. (Additional)

N/A

Customer Privacy

Compliance
SO8

GRI Index

Marketing Communications

SO5

SO7

Social Responsibility

PR8
Monetary value of significant fines and total number of non-monetary
sanctions for noncompliance with laws and regulations. (Core)

61

N/A

Monetary value of significant fines for noncompliance with laws
and regulations concerning the provision and use of products
and services. (Core)
Note: We do not track this information globally.

N/A

Compliance
PR9

10. PRODUCT RESPONSIBILITY
Consumer Health and Safety
PR1

Life-cycle stages in which health and safety impacts of products andservices are assessed for improvement, and percentage of significant
products and services categories subject to such procedures. (Core)

22

PR2

Total number of incidents of noncompliance with regulations andvoluntary codes concerning health and safety impacts of products andservices, by type of outcomes. (Additional)

N/A

Product and Service Labeling
PR3

Type of product and service information required by procedures, andpercentage of significant products and services subject to suchinformation requirements. (Core)

22

PR4

Total number of incidents of noncompliance with regulations andvoluntary codes concerning product and service information andlabeling, by type of outcomes. (Additional)

N/A

PR5

Practices related to customer satisfaction, including results of surveys
measuring customer satisfaction. (Additional)

62

www.us.pg.com/sustainability

Total number of substantiated complaints regarding breaches ofcustomer privacy and losses of customer data. (Additional)

Contents

Introduction

2020 Goals Progress

P&G Profile

Environmental Sustainability

Social Responsibility

GRI Index

75 of 75

CONTACTE-mail us at: sustainrep.im@pg.com
Visit: www.pg.com/sr