Designed to Matter2009 Sustainability Overview

Contents
CEO Statement
Leadership Statement
Product Innovation
Operational Improvement
Social Responsibility
Employee Engagement
Stakeholders
Sustainable Innovation Products
Resource & Waste Summary

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About this publication
This is the eleventh year that P&G has reported on its
Sustainability efforts. Sustainability remains embeddedin everything we do, representing both an important
responsibility and a signiﬁcant opportunity.
This publication details the progress we’ve made on
our strategies in this area, devoting one section to each.
Throughout, it illustrates the ways our people andprocesses have delivered Sustainability outcomes.
To view our online report, which was prepared using the
Global Reporting Initiative’s (GRI) G3 Guidelines, please visit
www.pg.com/sustainability.

Data in this report covers the period from July 1, 2008, throughJune 30, 2009. Financial information is given in U.S. dollars.

P&G has been a member of the FTSE4Good and Dow Jones
Sustainability Index (DJSI) since their inception. In addition,
P&G was added to the Global 100 list of the world’s mostsustainable corporations in 2009.

At P&G, we focus our Sustainability efforts on
improvements that matter, to make the mostmeaningful impact we can.
Our commitment begins with P&G’s Purpose,
Values and Principles, in which Sustainability isembedded, and manifests itself in a systemic
and long-term approach.
We strive to make our actions matter.
Our ﬁve Sustainability strategies:
Strategy 1: Products

Strategy 4: Employees

Delight the consumer with sustainable
innovations that improve the environmental
proﬁle of our products.

Engage and equip all P&Gers to build
Sustainability thinking and practices into
their everyday work.

Strategy 2: Operations

Strategy 5: Stakeholders

Improve the environmental proﬁleof P&G’s own operations.

Shape the future by working transparently
with our stakeholders to enable continued
freedom to innovate in a responsible way.

Strategy 3: Social Responsibility
Improve children’s lives through P&G’s social
responsibility programs.

2

The Procter & Gamble Company

www.pg.com/sustainability

P&G REPORT CARD:
2012 SUSTAINABILITY GOALS
These goals, originally set in 2007, were increased in March 2009.
The goal for Children's Safe Drinking Water (CSDW) program
was again increased in September 2009.

CEO Statement
P&G is 172 years old this year. Our Company has grownthrough multiple recessions and the Great Depression.
We’ve navigated through wars, economic crises, and theunrelenting pace of change that has accelerated dramaticallyin recent decades. Through all this volatility, the one factor
above all others that has enabled P&G to grow responsibly is
the clarity and constancy of P&G’s Purpose — to touch andimprove consumers’ lives with branded products and services.
In fact, our growth strategy for the coming decade is linked tightly to our
Purpose. We will grow P&G’s business by touching and improving moreconsumers’ lives in more parts of the world … more completely.
To execute this strategy and fulﬁll the Company’s Purpose, we must growresponsibly and sustainably. As a result, Sustainability is at the heart of
P&G’s business model. Keeping Sustainability at the core of our business
fuels innovation and strengthens our results.
When I was named Executive Sponsor for Sustainability at P&G andthen subsequently named CEO, many questioned whether or not I would
remain the Sustainability sponsor. For me, this was never a question.
We’re a company that focuses on growth now and for generations tocome, and therefore Sustainability should and will be a focus area for me.
At P&G, we are focusing our
Sustainability efforts on building
long-term capabilities for theCompany. That’s why the themeof this report is “Designed to Matter.” We design our strategies and plansto ensure that the work we do makes a meaningful difference — in theenvironmental footprint of our products and operations, in areas of theworld where people most need our help, and in the lives of our employees
and external partners. We bring the power and scale of our brands andour people — our two most important assets — to solve real problems
facing the world. It’s been a part of our culture for decades.

… Touch and improve the livesof the world’s consumers, now
and for generations to come.

This past March, despite the economic environment and in recognitionof the progress we’ve already made, we increased each of our previously
established 2012 goals. Then in September, to enhance our social
commitment, we further increased our goal for providing safe drinking
water in the developing world by another 1 billion liters, for a total of
4 billion liters by 2012. This will prevent 160 million days of disease andsave thousands of lives. On the environmental side, I endorsed the
Copenhagen Communiqué on Climate Change, which calls for an effective
and equitable international framework to address climate change. Within
P&G, we are focusing our own efforts on reducing greenhouse gas emissions
and innovating and educating to impact consumer behavior. As I hopethese recent actions help to illustrate, our commitment to touch andimprove the lives of the world’s consumers, now and for generations
to come, is stronger than ever.

Strategy 1:
Products
GOAL Develop and market at least $50 billion in cumulative
sales of “sustainable innovation products,” which are productsthat have an improved environmental proﬁle.(1)PROGRESS(in billions of U.S. dollars)

Cumulative Sales
since July 2007

Cumulative sales of sustainable innovation products$13.1

Strategy 2:
Operations
GOAL Deliver an additional 20% reduction (per unit production)
in CO2 emissions, energy consumption, water consumption anddisposed waste from P&G plants, leading to a total reduction
over the decade of at least 50%.
PROGRESS(percent reduction per unit production)

Since
July 2007

Since
July 2002

Energy Usage

-11%

-48%

CO2 Emissions

-10%

-52%

Waste Disposal

-30%

-53%

Water Usage

-13%

-52%

Strategy 3:
Social Responsibility
GOAL Enable 300 million children to Live, Learn and Thrive.(2)Prevent 160 million days of disease and save 20,000 lives by
delivering 4 billion liters of clean water in our Children’s Safe
Drinking Water program.(3)PROGRESS

Since
July 2007

LIVE, LEARN AND THRIVE

Number of Children Reached

135 million

CHILDREN’S SAFE DRINKING WATER

Liters of Clean Water Delivered

930 million

Days of Disease Prevented

39 million

Lives Saved> 5,200(1) Sustainable Innovation Products are included if they have launched in market
since July 1, 2007, and have a >10% reduction in one or more of the following
indicators without negatively impacting the overall Sustainability proﬁle of the
product: A. Energy, B. Water, C. Transportation, D. Amount of material usedin packaging or products, E. Substitution of nonrenewable energy or materials
with renewable sources.
(2) Live, Learn and Thrive (LLT) is P&G’s global cause that focuses our social
investments on efforts that improve the lives of children in need ages 0 – 13.
(3) Within Live, Learn and Thrive, our signature program is Children’s Safe Drinking
Water. Methodology for calculating diarrheal days and mortality was developedwith Population Services International and Aquaya Institute. Details are provided
in the 2009 Sustainability Report found at www.pg.com/sustainability.

Bob McDonald
President and Chief Executive Ofﬁcer

The Procter & Gamble Company

3

Designed to Matter:
Committed to Meaningful Improvements

Leadership Statement
At P&G, we are focusing our efforts where we can makethe most meaningful difference in both environmental
and social Sustainability. In 2007, P&G established ﬁvestrategies for Sustainability and set goals to be achievedby 2012.
This past March, in recognition of the progress we’ve made so far andto emphasize our commitment to achieving even more signiﬁcant wins,
we increased each of our goals. It’s a part of P&G’s culture to continuously
raise the bar, and our work in Sustainability is no exception. I’d like to sharejust a few highlights of the work we’ve done this year.
Products — We continue to climb toward our goal of at least $50 billion
in cumulative sales of “sustainable innovation products” by 2012. We madeprogress toward this goal in ﬁscal 2009 by introducing innovative new
products such as Ariel Excel Gel, a highly concentrated and extremely effective
laundry detergent introduced in Western Europe, as well as other smaller
product and packaging innovations that add up to big improvements.
Operations — We continue to drive conservation efforts in manufacturing
and we applied smart eco-designs to reduce our operational footprint.
Beyond that, we expanded our efforts across the entire supply chain,taking a holistic end-to-end view of opportunities. We initiated projects
in transportation that created signiﬁcant energy savings and we chartereda Supplier Sustainability Board to guide the development of supplierrelated strategies.
Social Responsibility — Together with our partner organizations, weare developing and expanding successful programs around the world toenable 300 million children to Live, Learn and Thrive, touching andimproving the lives of more than 75 million children this past year. Moreof our brands are using their consumer reach to drive awareness and resultsin signiﬁcant social issues. Pampers’ partnership with UNICEF is committed
to eradicating maternal and neonatal tetanus. The Always and Tampax
Protecting Futures program aims to keep girls in the developing world inschool during the days they have their period by making feminine protection
products available to them.
Employees — Employees at 78 of our sites around the world agreed to“Take the R (Responsibility) for Tomorrow” during our annual Earth Day
employee education event. Many of our employees went on to participate
on Site Sustainability teams or to engage in our global Sustainability
Ambassador Network, which now has nearly 500 members. Their role
is to encourage sustainable behaviors among their co-workers.

Stakeholders — We are working transparently with external stakeholders
to ensure P&G has the freedom to innovate and grow in a responsible
way. We are working diligently, both by dedicating resources internallyand by partnering externally, to tackle important topics that impact both
our world and our business. This year’s report discusses how we areworking with stakeholders on the following challenges.
Solid Waste is a priority for P&G because some of our products andmost of our packages enter the solid waste stream. Consumers wantto make sustainable choices and learn more about waste managementof our products and packaging; this compels us to constantly seek
improvements in the design, manufacture and delivery of our products
and to collaborate externally to develop improved integrated waste
management systems.
Climate Change is a serious issue facing the world today. So while P&G
is not an energy-intensive business, we focus our efforts in two areas:
reducing our own emissions and innovating and educating to positively
impact consumer behavior.
Water is of crucial importance to both the production and use of our
products, so our approach to water is focused on responsible water use byboth our Company and consumers. And because a lack of safe drinking
water is a leading cause of debilitating disease and death in developing
countries, especially for young children, we are also working hard to help
provide safe water to children in need.
Product Safety is at the heart of the trust consumers place in P&G
brands. All of our products are thoroughly evaluated for safety forpeople and the environment before they go to market. P&G also
consistently promotes research that enhances understanding of productsafety. Beyond the safety of ingredients themselves, we also conduct
extensive studies to understand real consumer use of our products.
P&G remains squarely focused on having a meaningful impact in both
environmental and social Sustainability work. We are upholding ourcommitments and stretching our employees and our partners to continuously
raise the bar for the level of results we can achieve. To learn more, pleasesee our online report, prepared using the Global Reporting Initiative’s (GRI)
Guidelines at www.pg.com/sustainability.

Len Sauers
Vice President, Global Sustainability

4

The Procter & Gamble Company

Product
Innovation
Insight Matters
We combine two key strengths — consumer
understanding and science — to deliver sustainable
innovations that don’t require trade-offs inperformance or value.

www.pg.com/sustainability

Consumer Insight
Because we are in touch with the reality of consumers,
we can make innovation decisions based on their needs. We
know that most consumers are unwilling to make trade-offs
on performance or value to be more sustainable. This
insight is consistent in regions throughout the world. We
have found that two relatively small groups exist on theends of a decision-making spectrum. On one end, “niche”
consumers are
Consumer Types
willing to sacriﬁce
%
%
%
9
74
U.S. 17
performance or
EUROPE 18%8%74%value for a moreJAPAN 12%81%
7%sustainable product.
Niche
Sustainable
Basic
On the other, aMainstream
small segment isfocused on providing “basic living” for their families and do
not make purchases based on Sustainability factors.
The vast majority of consumers (around 70%) we callthe “sustainable mainstream”— want choices that have
improvements in their environmental proﬁle. But they will
only alter purchasing decisions when they can have theperformance they require and the value they need. At P&G,
this group is the focus of our Sustainability decisions.
Why does this matter? By meeting the needs of thislargest segment of consumers, we can deliver the greatest
positive impact.

Technology InsightA second decision-making factor comes from our unique,holistic view of technology. Our science is based uponlife-cycle thinking, a discipline we helped pioneer. Thisapproach considers the entire environmental footprint of a
product, from raw materials to consumer use and disposal.
It examines multiple factors in each step to determine theoverall environmental impact.
P&G’s unique combination of consumer insights andtechnology insights results in sustainable product innovations
that can be delivered by changing the product, its packaging,or both. Dozens of these innovations have been launchedsuccessfully across P&G. Some examples from Ariel, a leading
P&G laundry brand, show how such advances come to life.

PackagingDistribution

LIFE CYCLEASSESSMENT
Manufacturing

Materials

Usage

Disposal

The Procter & Gamble Company

Dramatic Changes
in Formulation
Ariel Excel Gel, the new generation of Arieldetergents, was designed from scratch for
ultimate cleaning at low temperatures. This
formulation change has helped bring about
reductions in environmental impact, expending
less energy, water, packaging, and waste.
The science behind Ariel Excel Gel’s low-temperature
performance is called catalytic detergency — a type ofchemistry that actually regenerates itself. At ﬁrst, stains
are broken down and suspended in the water away fromclothes. But Ariel Excel Gel then returns to the clothes
and removes additional stains, again and again. Thismeans a small amount of gel will achieve fantastic resultsin water temperatures as low as 15°C.
Why does this matter? During the laundry life cycle, 70%of energy consumption happens during the product’s use,heating the water needed to wash. Eliminating the needto heat the water cuts energy use dramatically.

But Ariel Excel Gel takes Sustainability a step further.
The next-generation formula uses only ingredients thatadd value to the cleaning performance, adding no
thickeners, solvents, or stabilizers. Thanks to a breakthrough formulation that forms a gel naturally, theproduct’s easy-squeeze consistency is achieved without
the need for any structuring agents. This makes it
possible to handle the same number of loads in ahighly concentrated formula, leading to a dramatic
reduction in packaging.

A NOTICEABLE REDUCTIONIN OVERALL ENVIRONMENTAL
FOOTPRINT*

40 – 50%

20 – 50%

Less water to manufactureLess energy by washingin low temperatures

30 – 40%

14 – 45%

40 – 57%

Less energy to manufactureLess packaging

Fewer trucks to transport* Variations are dependent on country differences (e.g., energy rates,base packaging comparisons)

Systemic Thinking
in Packaging
P&G has experts in packaging Sustainability
working in every category. These experts forma network to share progress, challenges, andideas for reapplication with other brands
around the world. We’re looking at packaging
improvements systemically, from shipment toshelf to use in the consumer’s home. Since
2006, this has resulted in 136,000 metric tonsof packaging material avoidance.

For our retail customers, the new outer covering provides
still more value. It allows for easier stock management,with the transparent ﬁlm showing the product inside forfaster recognition of brands and sizes. Because the packaging
can be opened without tools, it is easier to handle. And it
maximizes shelf space, helping reduce out-of-stock situations.
The success of this packaging advance has inspired its
expansion beyond Turkey. The new process is currently
being reapplied across multiple regions, with three more
plants scheduled to be up and running by early next year.

Since 2006,
improvements madecompany-wide resulted in

136,000
METRIC TONS OF
PACKAGING MATERIALAVOIDANCEOne example of our systemic approach involves anadvance by P&G teams in Turkey. By replacing cardboard
shipping boxes on Ariel with seal-tight plastic bags, theyfound a way to use signiﬁcantly
Ariel bags requireless material while delivering a
superior product to market.

80%

Previously, shipping Ariel
involved packing eight bagsof Ariel granule detergent into
a corrugated box. The teamdesigned a new process that packed Ariel in large, sealtight polyethylene bags. Entirely recyclable, these bags
require 80% less packaging material than boxes, and canbe opened without tools. They also take up 20% lessspace during transport and storage and help speed up
the packaging line.
LESS PACKAGING MATERIAL
THAN BOXES

Switching from cardboard
shipping boxes (left) toseal-tight plastic bags (right)
uses up to 20% less space.

5

6

The Procter & Gamble Company

Operational
Improvement
End-to-End Thinking Matters
We are expanding our work from a focus on thecore of our manufacturing operations to a holistic
end-to-end view of opportunities.

www.pg.com/sustainability

Manufacturing
Between raw materials and the creation ofa product, we strive to reduce waste, water,energy, and C02 through systemic conservation
efforts. We apply smart eco-design throughinnovative construction process improvements.
And, we re-use where feasible, giving new life
to what was once waste.

Finished Product Logistics
In the logistics stage, we reduce waste inproduct customization by applying new
designs. We optimize transportation througha comprehensive multi-mode approach,and now go further by leveraging common“intermodal” containers across different
types of transportation.

End-to-End Strategy
Our strategy for making sustainable improvements to our Operations
impacts all parts of the supply chain. It continues to deliver strong
results behind a three-pronged approach: manufacturing, ﬁnishedproduct logistics and supplier engagement.

Supplier Engagement
We collaborate closely with suppliers acrossthe entire supply chain. Our new Supplier
Sustainability Board includes members fromover 20 leading global suppliers and is charged
with guiding the development of supplierrelated Sustainability activities and goals.

Manufacturing
Reducing Waste, Water, Energy, and CO2Across P&G facilities, Site Sustainability Leaders identify opportunities toreduce P&G’s impact across four environmental footprints: waste, water,energy, and C02. The following examples illustrate results from these teams.
Waste
While our Beauty Care plant in
Bangkok, Thailand, had excellent
results across all four footprints,
their results in reducing waste
were particularly
Waste disposal decreased
signiﬁcant. The
facility decreased
waste disposal by
86% by impleAT BANGKOK’S BEAUTY
menting a process
CARE PLANT
to dewater plantby-product,
reducing the weight and volume of the material
by removing the water before disposal.

86%

Water

Energy and C02
Projects at sites across Western
Europe have realized substantial
water savings. For example:

At our Baby Care plant in
Mequinenza, Spain, we performed an analysis
to understand where we were losing water.
The resulting water savings amounted to
28m3 per unit of production.
A new chiller at P&G’s pharmaceutical site in
Weiterstadt, Germany, enabled water savingsof 24.1m3 per unit of production.

Our Household Care plant inBrockville, Ontario, Canada,decreased its total site energy
use by 20% through a series ofimprovements. The site optimized HVAC
(Heating, Ventilation, Air Conditioning) systems,
improved compressor and chiller management,
improved boiler efﬁciency, shut down equipment
automatically when not in use, added timers
to lights, and implemented site-wide steam
trap inspection and replacement. These efforts
are now being replicated across many P&G
sites globally.

Energy use decreased20%

AT HOUSEHOLD CARE PLANT
IN BROCKVILLE, ONTARIO,CANADA

Conserving through Smart Eco-Design
To evaluate key Sustainability elements in a new construction process,we use the 77 Point Plan, a process developed by our Global Facilities
Engineering group in partnership with Arup International and validated
by world-renowned architectural ﬁrm William McDonough + Partners.
The plan rates a facility’s potential impact on CO2, energy, waste, water,and environmental quality.
The 77 Point Plan examines not only construction concerns, but also ongoing operations
once a facility is built. Beyond new projects, the process is also used to review existing
facilities, with the results used to raise the design standard for P&G facilities throughout
the world. Two recent projects illustrate smart eco-design in action.

Urlati, Romania: Beauty Care Plant
Before designing the Sustainability plan for this facility,
the design team studied wind, solar, and humidity patterns,
rainfall and the solar path of the proposed site location.
Large windows throughout the building bring in naturallight and connect employees with the outdoors. By using
high-efﬁciency glass, the windows also reduce energy
use. External sunshades reduce sunshine where andwhen necessary.
The facility is capable of recovering heat created in the
manufacturing process, then reusing it to heat the building
and water. The roof of its administration building faces due
south, maximizing the possible future use of solar panels.

Euskirchen, Germany:
DACH Customization Center
A 10,000-square-meter facility in Euskirchen, Germany,was built using sustainable materials and will save roughly
7,300 metric tons of CO2 over the building’s 40-year
lifetime. The center incorporates high-efﬁciency lighting,rainwater recycling, water-efﬁcient sanitary appliances,
and a solar hot water system.
It is also the world’s ﬁrst P&G building to deliver an operating
solar photovoltaic system. The system is capable of generating
324 Gigajoules of electricity per year, with an equivalent
CO2 reduction equal to nearly 35,400 truck kilometers.

Giving Waste New Life through Re-use
What do you do when you don’t need it anymore? Shampoo wash-out.
Soupy paper ﬁnes from paper towel production. Tubes of outdated
mascara. At P&G sites all around the world, you “GARP it.”Our Global Asset Recovery Purchases (GARP) team is charged with ﬁnding external partners
who can turn waste and nonperforming inventory into something useful. So when a P&G
site has something it hasn’t been able to recycle, GARP steps in to help. In the last year
alone, this small group of garbage gurus enabled more than ten thousand metric tons to
be recycled globally.

Budapest: Making Energy from Scraps

China: Softer, Younger-Looking Leather

In Budapest, GARP teams are using scrap feminine pads tofuel kilns at a local cement factory, reducing the factory’s
energy consumption and P&G’s disposable waste. Each
year, the plant generates scrap material in the making of
Always and Naturella pads, including off-spec product, end
runs and out-dated material. The teams found that whenshredded, the scraps burn exceptionally well. Budapest now
has two shredders on site, and is selling its scrap to a local
cement maker who mixes it with other combustibles tokeep his kilns running.

Converting facial cream components for use in leather careis one of many examples across China where each of P&G’s
seven mainland distribution centers worked together toﬁnd a path to re-use. The facilities collaborated to develop
a standard operating procedure for recycling that classiﬁes
all of P&G ﬁnished goods into one of 19 categories. They
then developed a recycling process for each category. As aresult, P&G China Distribution Centers are now keeping
97% of all scrap materials out of landﬁlls.

Finished Product Logistics
Optimizing Outbound Transportation
For decades, P&G has transported product in a “multi-modal”
fashion, that is, using multiple forms of transport. But today, we’reshifting toward “intermodal” transportation, which uses shipping
containers that transfer smoothly from one mode to another.
An intermodal approach optimizes the transportation process. And by shifting awayfrom trucks and planes to boats and trains, it saves fuel and reduces CO2 emissions.
Examples from Europe, South America, and North America show the beneﬁts of anintermodal strategy.

Western Europe: More Trains, More Gains
An intermodal program in Western Europe increases the use of trains in its distribution
network. Before the effort, more than 90% of Western Europe’s ﬁnished product traveledon trucks, covering over 2 million kilometers of roads. The intermodal program aims toincrease rail transportation from 10% to 30% by 2015,
Pilot programs have reduced
CO2 emissions by more than
reducing CO2 emissions without any trade-offs in customer
service or cost.

4,000

Pilot programs in Belgium and France have been operating
since July 2008, and each has removed up to 5,000 trucks
per year from the roads. The pilots have reduced CO2 emissions
by more than 4,000 metric tons per year — an amount equal to the CO2 produced by lighting
more than 15,000 homes annually.
METRIC TONS PER YEAR

North America: Trucks and Trains Save Diesel
A transport program in North America, P&G’s ﬁrst to incorporate an intermodal component
combining trucks and trains, has reduced transportation costs and improved Sustainability
across the region. Use of intermodal transport has increased by 30%, saving 11 million
liters of diesel fuel. Overall miles in North America have been reduced by 12% since the
2007/2008 ﬁscal year, while the same volume of product has been delivered.

Brazil: A Longer but Cleaner Journey
Since September 2008, P&G Brazil has bypassed most of the 4,000 kilometers of roadbetween the Manaus plant in the Amazon and the main distribution center in São Paulo.
The new route takes product via the Amazon River to the
By using river and ocean routes,
Atlantic coast where it embarks on an ocean journey, thenCO2 emissions are reduced
by at leasta rail ride, and ﬁnally a short road trip to the distribution
center. It’s not the shortest route distance-wise (in fact, it’s
40% longer) but it’s more environmentally sound than truck
transport alone because the river and ocean portions of thetrip reduce CO2 emission by at least 60%.

60%

Reducing Waste in Product Customization
In another effort to reduce waste, we are incorporating Sustainability
criteria into the design of customized product and display units.
Our suppliers are now often able to eliminate redundant freight andwaste within displays, so we’re% packaging
taking advantage of that capability.

12 – 30

MORE UNITS CAN FIT ON A
PALLET, REDUCING TRUCKMILEAGE AND CO2 EMISSIONSOne example is how we’ve simpliﬁed the designs and materials
used for in-store displays. The new displays are designed touse less material while increasing pallet utilization, deliveringboth material and transportation savings. Now 12 – 30% more units can ﬁt on a pallet,
helping reduce truck mileage and CO2 emissions. And by replacing plastic elements withcorrugated components, we are using more recycled material in producing the displays.

Example of a new displaythat eliminates all plastic
and uses 100% recycledcorrugate

8

The Procter & Gamble Company

SocialResponsibility
Commitment Matters
For more than 170 years, P&G brands and people
have touched and improved consumers’ lives.
This commitment extends to our social investments.
Through P&G’s Live, Learn and Thrive cause, weare helping children in need around the world:
Get off to a healthy start
Receive access to education
Build skills for life
Not only do thousands of P&Gers lend their time
and talents to these Live, Learn and Thrive efforts,
but we leverage the strength and reach of ourbrands to raise public awareness, engagement,
and donations.

www.pg.com/sustainability

Our people and ourbrands are our greatest
assets, and together,
they are a tremendous
force that can make an
impact that matters.

Pampers and UNICEF:
Working Together for Healthy Babies
Every year, 128,000 people die from maternal and neonatal tetanus —a completely preventable disease. So for the fourth year running, Pampers
is teaming up with UNICEF to deliver the vaccines that vulnerable womenand their children need.

Since 2006,

45.5 million
WOMEN AND THEIR BABIESPROTECTED AGAINST MATERNALAND NEONATAL TETANUS

The effort gets our consumers involved. With the purchase of one pack of Pampers,
one dose of the vaccine is donated. Our campaign has created the highest awarenessever for maternal and neonatal tetanus, helping put the disease back on the agenda ofhealth authorities.
Since the start of the campaign, a total of 45.5 million women and their babies have beenprotected against maternal and neonatal tetanus — but more work remains to meet our goalof eliminating the disease by 2012. Pampers has committed to providing the vaccine totarget and protect an additional 33 million women and their babies in at least 32 countries
around the world.
This year, we’ve added a new form of employee involvement. P&G and UNICEF have teamed
up to offer P&G employees in Western Europe the opportunity to take a three-month
unpaid sabbatical and work with UNICEF. The program is aimed at employees who havealways wanted to undertake humanitarian work but have not had the chance before.
UNICEF will beneﬁt from the diverse backgrounds of P&G employees as they apply such skills
as communications, promotion, leadership training, and supply chain management. Although
resource requirements for UNICEF are ever-changing, three to four assignments are expected
per year. The ﬁrst volunteers will begin in the spring of 2010.

P&G Beauty’s Aqua Collection:
Supporting Children’s Safe Drinking Water

Safeguard: Building a
Great Wall of Hygiene

Each day, some 4,000 children die as a result of not having clean drinking
water. But a special collection of P&G Beauty Care products — each with
its own hydration beneﬁt — is helping ﬁght this problem.

Establishing good hygiene habits early isessential to protecting children from disease.
So Safeguard, in partnership with the Red Cross
and China’s Ministry of Health, launched the
Safeguard Health Great Wall campaign on
October 15, 2008 — Global Hand Washing Day.

For each purchase within “The Aqua Collection,” safe drinking water is donated to children
in developing countries through P&G’s Children’s Safe Drinking Water program. CSDW isa nonproﬁt program run by P&G which leverages PūR™ water ﬁltration technology toprovide clean drinking water in the developing world. P&G will provide 4 billion liters ofclean water between 2007 and 2012 through this program. So while consumers havebeneﬁtted from moisture where their hair and skin need it, 50 million liters of water havebeen donated to date through this partnership with the Beauty Care business.
Again, the involvement of P&G employees has had a direct impact on the program.
During “Sustainability Week” events in Geneva, employees were educated about water
issues and other Sustainability topics. For every employee who attended an event,
P&G donated 10 liters of safe drinking water to CSDW.

The effort broadens health hygiene education in schools, aswell as building sanitation facilities in rural China to encourage
hand washing. Its goal is to educate 10 million children in thenext eight years. Consumer purchases of Safeguard help fundthe program, while volunteer opportunities allow individualso directly experience tthe importance of good hygiene.
toP&G and Shiksha: Increasing
Access to Education in India
India has the world’s largest number of uneducated children, with nearly half of all children
not attending school. Our Shiksha program isdedicated to ﬁghting that trend, helping createa more educated, progressive nation.
The program funds NGO efforts to address the underlying
causes of poor access to education, such as poverty, healthissues, and access to immunization. In cases where schools
don’t exist, the program also funds their construction. Eachtime a consumer bought a large pack of any P&G brand in
India between April and June of 2009, part of the proceeds
went toward leading children on the path to education.
Shiksha also beneﬁts from the direct involvement of P&G
employees. Each year, employees participate in a Shiksha
Walk-a-thon, joining their families and others in raisingawareness for the cause.

87,000
CHILDREN REACHED IN 5 YEARS,TRANSLATING TO:

2,623
Children mainstreamed
into formal school

100
Full enrollment villages

85
Villages free of child labor

4,495Children immunized

Always and Tampax:
Protecting the Futures of Girls
Today, more than 600 million girls live in the developing world. Manyof these girls miss several days of school each month because they lackbasic sanitary protection to manage their periods.
Protecting Futures works with partner organizations to provide puberty education, sanitary
protection, and sanitary facilities to help vulnerable girls stay in school. In conjunction with
its partners and other external thought-leading organizations,
Since 2006,
Protecting Futures supports research on the issue and theimpact of the interventions the program enables.

80,000
GIRLS REACHED IN THE
DEVELOPING WORLD

Since 2006, Protecting Futures has worked with eight
partners in 17 countries, reaching more than 80,000 girls
in the developing world.

10

The Procter & Gamble Company

Employee
Engagement
Responsibility Matters
We are driving efforts to make Sustainability topof mind for all P&G employees, keeping personal
responsibility relevant both at work and at home.
Why does this matter? It creates a mindset that’s
essential for driving ongoing innovation.
At P&G, employees often leave a meeting offering
to “take the R” (responsibility) for a next step or
action item. Borrowing from this Company vernacular,
we frame our engagement efforts around the“Take the R for Tomorrow” program.

www.pg.com/sustainability

Earth Day Events:
A World of Progress
The program’s signature effort this year was
our weeklong celebration of Earth Day. Aroundthe world, local events were planned aroundfour primary themes: reducing travel, reducing
waste, reducing energy use, and volunteering
through our Live, Learn and Thrive program.
To drive employee awareness, these themes were brought
to life in a sustainable manner through big messages in big
places. Many sites offered employee e-training and pledge
cards, others planned ﬁeld trips and training sessions on
locally relevant topics, and some locations conductedvolunteer days with our Live, Learn and Thrive partners.

These new recycle bins are being used
at many P&G sites around the world.

The Procter & Gamble Company

Some highlights from the week’s activities:
In Latin America, Site Sustainability Teams
educated employees about waste andopportunities for recycling, introducing
new recycling bins.

At Miami Valley Technical Center, employees
reduced bottled water consumption by 70%,
using PūR Pitchers in catering and encouraging
everyone to bring a reusable mug.

14

METRIC TONS OF MATERIALARE NOW RECYCLEDPER QUARTER

Bottled water
consumption reduced

70%

Ongoing Events: Maintaining
Engagement Year-RoundEarth Day celebrations are only the beginning — truly sustainable
employee engagement keeps the spirit of personal responsibility alive
throughout the year. In partnership with Jones Lange LaSalle, P&G’s
property management partner, we have implemented ongoing efforts
aimed at educating employees further and inﬂuencing more sustainable
workplace behaviors.
In Asia, an Idea Challenge was held to generate practical ideas for reducing energy, water,
and paper, with the aim of improving sites’ Sustainability Scorecards. So far, nearly 130 ideas
have been collected and some of the best have been implemented.
At several sites in Western Europe, a Beauty & Grooming Sustainability Week was held toincrease awareness of Sustainability issues and generate further engagement. Along witheducational presentations from senior management and Sustainability experts, employees
took part in a number of meaningful activities.
In the Employee Sustainability Challenge, employees earned “drops” of water by participatingin activities such as carpooling and switching to re-usable mugs. These drops translated
into a two-million-liter donation through P&G’s Children’s Safe Drinking Water program —a year’s worth of water for 700 families. At week’s end, employees gathered at Lake Geneva
for a daylong coordinated cleanup effort.

In Beckett Ridge, Ohio, containers
were strategically placed to drive
cardboard recycling.

Recycled cardboard volume
has increased more than

3x

TO 350 KILOGRAMSFROM 100 KILOGRAMS

11

12

The Procter & Gamble Company

Stakeholders
External Partnerships MatterNo single company has all the answers about
Sustainability, but P&G is committed to being partof the solution. Meaningful progress requires theright partners, especially when taking on environmental challenges like solid waste, climate change,
and water quality. Tackling consumer concerns like
product safety also requires collaboration.
Why do external partnerships matter? Because
these important topics impact both our world andour business, today and in the future. So we takethem seriously, dedicating internal resources while
engaging externally. Only then can we be part ofthe conversation, helping ﬁnd the answers that
Sustainability demands.

www.pg.com/sustainability

Solid Waste
Growing responsibly compels us to constantly
seek improvements in the design, manufacture,and delivery of our products. So P&G has
established a Global Integrated Solid Waste
Management Team made up of its experts
around the world.
A Partner in the Journey
In 1995, P&G scientists ﬁrst published
Integrated Solid Waste Management: A
Life Cycle Inventory, a book based on theirexperience working with governmental
agencies, academia, environmental andconsumer organizations, and otherindustry partners in this area. It voiced
support for practical solutions, such as the
beneﬁts of recycling and energy recovery, ways toimplement curbside collection for recovering recyclables,
and ways to compost biodegradable materials.

Packaging Progress
We continually look for opportunities to reduce packaging
while maintaining consumer needs and product integrity —an effort that forms the cornerstone of our solid waste
efforts. We are also shifting some materials to renewablesources, with several efforts underway.

Solutions for the Developing WorldIn Thailand, Brazil, Mexico, and China, we have beenfounding members of industry coalitions to promote
Integrated Solid Waste Management solutions.
One such example is P&G’s cooperation in Thailand with
TIPMSE — Thailand Institute of Packaging Management
for Sustainable Environment — and the Ministry of Natural
Resources and Environment to introduce recyclable workbanks in more than 200 communities countrywide. The
program allows citizens to exchange recyclable materials
for money that is deposited into a personal account.
These funds can be withdrawn as needed.
The results are not only good for the environment, butthese programs provide a needed source of income forparticipants. These efforts will be further extended and it
is expected that in 2009 the projects will cover 400 more
Thai communities, 10 more universities and colleges, and15 more municipalities and administrative organizations.

“TIPMSE has set an important milestone
towards environmental protection and social
responsibility in Thailand. TIPMSE has established strong partnerships with government,
academia, industries and communities. The
concept of Integrated Waste Management
is efﬁcient for managing packaging.”
Yuthtapong Wattanalapa
Director GeneralClimate Change
Climate change is a serious issue facing the world today. P&G is not anenergy-intensive business, but as a global citizen we are concerned
about the negative consequences of climate change. We believe thatindustry, government, and consumers all have a role to play in addressing
climate change and that prudent and cost-effective actions to reducegreenhouse gas emissions are necessary. We have endorsed the
Copenhagen Communiqué on Climate Change calling for an effective
and equitable international framework to address climate change, andinternally we are focusing our efforts in two areas: reducing our own
emissions and innovating and educating to impact consumer behavior.
The challenges posed by climate change are signiﬁcant, but P&G iscommitted to making progress. We will continue to disclose data on
our absolute CO2 emissions and energy use, reporting achievements
against our goals on an ongoing basis.
Reducing Greenhouse Gas Emissions from Our Own Operations
The most signiﬁcant greenhouse gas associated with manufacturing our products is theCO2 created from on-site fuel combustion and externally purchased electricity. Even though
our business has more than doubled in size since 2002, we have managed to reduce direct
Woodstone-led lighting upgrades CO2 emissions from our facilities by over 10% in that time.
have reduced CO2 emissions by
Our goal is to achieve a 20% reduction of both CO2 emissions
and energy consumption per unit of production by 2012,
compared to a 2007 baseline.

10,000METRIC TONS LAST YEAR ALONE“P&G is committed to improving energy
efﬁciency and reducing greenhouse gas
emissions. We are happy to be a key
partner in their efforts.”
Doug Woodward
President

To meet this target, we will need help from partners like
Woodstone Energy. Woodstone has led multiple lighting
upgrade projects and will be the lead partner for our South Boston plant’s 2010 upgrade
to a more energy-efﬁcient electricity-generating turbine that will reduce CO2 emissions byover 130,000 metric tons annually.

Innovating to Enable More Efﬁcient
Consumer Product Use and Energy Consumption
As the lifeblood of our Company, innovation plays a critical role in helping consumers
reduce their own greenhouse gas emissions, whether through product innovations or
education programs.
After examining the life cycles of our biggest product categories, we found that theenergy used to heat water during laundering had the most potential for positive impact.
In fact, if every U.S. household used cold water for laundry, the energy savings would
amount to roughly 3% of the nation’s total household
Cool Clean campaign helped saveenergy consumption. This insight led to the developmentof laundry detergents speciﬁcally formulated to deliver
great cleaning performance in cold water.

58,000METRIC TONS OF
CO2 EMISSIONS

Of course, realizing the beneﬁts of cold water washingrequires consumers to change their behavior. A key partner
for P&G in these efforts has been the Energy Saving Trust, an independent not-for-proﬁtorganization based in the U.K. In partnership with our Ariel brand, they developed andexecuted the Ariel Cool Clean campaign, which has helped consumers reduce theirenvironmental impact by enabling them to get their clothes brilliantly clean at lower
washing temperatures.

“The leading role we were able to play inthe ‘Cool Clean’ campaign has successfully
persuaded consumers to reduce washingtemperatures and help the environment —a win-win for us, P&G, and consumers.”
Philip Sellwood
Chief Executive Ofﬁcer

14

The Procter & Gamble Company

Water
Availability of adequate quality water is essential to life. It is also hard
to imagine any economic activity where water does not play a prominentrole. For P&G, water is of crucial importance to both the production anduse of our products, so our approach to water aims at responsible use
by both our Company and our consumers. And because a lack of safe
drinking water is a leading cause of debilitating disease and death indeveloping countries, especially for young children, we also want to help
provide safe water to children in need.
Sustainable Water Management
P&G has formed a multidisciplinary Water Council internally. The group examines risks
and opportunities related to our products and plants, and is renewing our corporate
water strategy.
Product Innovation

Operational Improvement

Water efﬁciency is an
important element in our
product innovation. We areworking on technologies
that require less water
when the consumer uses
our products. In addition,
we collaborate withexternal partners, like theJapan Water Forum, toeducate consumers about
opportunities to save water.

Within our plants and othersites, we continue to workon increasing our water
efﬁciency and savings. We
also focus on continually
improving the quality of thewater leaving our plants.
Social Commitment
P&G’s Children’s Safe
Drinking Water program
helps address the criticalneed for safe drinking

water. P&G is committed
to long-term, not-for-proﬁt
provision of our PūR Puriﬁerof Water technology in thedeveloping world in aneffort to reduce illness anddeath, particularly in children.
Through June 30, 2009,
we have provided morethan 1.6 billion liters ofsafe drinking water since
inception of this programin 2004.

External Engagement
As a member of the Working Group WATER of the World Business Council for Sustainable
Development (WBCSD), we support external efforts to better understand key water-related
issues. WBCSD is a founding member of the Water Footprinting Network, which is working
on developing cross-sector relevant water footprint methodologies. Also, through WBCSD,
P&G is involved in the recently started development of an ISO standard looking at harmonizing
terminology and parameters for water footprinting initiatives.

“The vision of Japan Water Forum is to make a
substantial contribution to the solution of global
water issues by engaging people and societies
through dynamic movement, innovative ideas,
and resolute actions. P&G Japan has been agreat partner in helping reach children in schools.
P&G’s water education program in elementary
schools promotes children’s understanding about
the meaning of water for life, international
water issues, and how Japan depends on waterfrom other countries through its imports.
We continue to work together with P&G to drive
water education in schools, training the next
generations to take action in solving waterrelated issues and building a sustainable society.”
Kotaro Takemura
Secretary General

The Procter & Gamble Company“As a member of P&G’s scientiﬁc External
Advisory Board, I’ve seen ﬁrsthand P&G’s
commitment to safety and leading research.
Safety is a key component of every P&G
product, even though most consumers justsee outstanding and trustworthy productsthat work every time.”
Kimberly Thompson
Adjunct Associate Professor of
Risk Analysis and Decision Science
Harvard School of Public Health

Product Safety
In today’s media environment, concerns have heightened around thesafety of consumer products and their ingredients. So it’s not surprisingthat many of our consumers look for reassurance that P&G treats theirconcerns seriously.
Every day, over four billion consumers use our products, so there is nothing more important
to us than assuring the safety of our products for our consumers and the environment. Ourcommitment to safety is reﬂected in the more than 700 in-house experts devoted globallyto ensuring the environmental and human safety of all our ingredients and products before
they go to market. P&G also consistently promotes research that enhances understandingof product safety. Our scientists have helped to develop numerous new methods andapproaches to advance the science of safety assessment, and they are currently leading
new research in the application of genomics to that ﬁeld.
Safety doesn’t stop once a product is in the marketplace. We also conduct extensive studies
to understand real consumer use of our products. Through consumer e-mail and telephone
hotlines, we are available to help address any consumer questions or concerns that arise.
And we believe that transparency helps the consumer make better decisions, so we keep
consumers informed through sites such as www.pgbeautyscience.com.

15

Animal Research
Many of our consumers also want to know our position
on animal research. P&G ﬁrmly believes that ending animal
research is beneﬁcial for consumers, animal welfare, andindustry. P&G has invested more than $250 million in helping
to develop more than 50 non-animal alternative methods.
Today, more than 99% of our safety assessments are donewith alternatives. By continuing to innovate, we are able
to assess acute effects of most new ingredients withalternatives only.
P&G is working with many partners and lawmakers globally(e.g., CAATs (The Johns Hopkins Center for Alternatives toAnimal Testing), EPAA (TheMore
European Partnership forthanAnimal Alternatives), etc.) tocontinue to advance science
OF SAFETY ASSESSMENTSUTILIZE ALTERNATIVE,
and technology in this area.
NON-ANIMAL METHODSFor example, in the U.S., the
EPA is working with P&G andother companies to pilot a new program to evaluate theusefulness of non-animal alternative testing approaches
for the labeling of antimicrobial cleaning products. If the
program is successful, the EPA will update its productregistration requirements to allow manufacturers to use
non-animal alternative tests in assessing the eye irritation
potential of these products.

99%

We are committed to continuing our leadership in developing
non-animal alternatives, which we believe will ultimately
result in the elimination of all animal research. To readmore about our ongoing efforts, visit our website: http://
www.pgbeautyscience.com/animal-testing-alternatives.html.

“The Humane Society of the United States has
collaborated with P&G for nearly twenty years
to successfully press for national and international changes in animal testing regulations andpractices. Working together, animal protectiongroups and committed corporations can makeeliminating animal testing a reality.”
Andrew Rowan
Executive Vice Presidentof Operations

16

The Procter & Gamble Company

www.pg.com/sustainability

Sustainable Innovation Products 2008 – 2009
Products with a >10% reduction in one or more of the following indicators without negatively impacting the overall Sustainability proﬁleof the product: A) Energy, B) Water, C) Transportation, D) Amount of material used in packaging or products, E) Substitution of nonrenewableenergy or materials with renewable sources.
PRODUCTREGIONINNOVATION

Ariel Excel Gel

Western Europe

Formulation concentration delivered savings in water,energy, transportation, packaging; Formulation to clean
in cooler temperatures, saving energy

Ariel

Western Europe

Formulation concentration delivered savings in water,energy, transportation, packaging

Fairy, Dreft, Yes

Western Europe

Formulation concentration delivered savings in water,energy, transportation, packaging

Ariel

TurkeyReplaced cardboard shipping boxes with seal-tight plastic
bags, using less material

Downy, Lenor

GlobalFormulation concentration delivered savings intransportation and packaging

PanteneGreater China

Package weight reduction

Olay Total Effects

North America,
Greater China,
United Kingdom

Pump redesign reduced plastic

Prilosec OTC

North America

Redesigned to include twice the product in one blister-packBraun Series 5 shaver, Braun Series 3
shaver, Braun BodycruZer, Braun
Handblenders, Braun Hairstyler

GlobalReduced packaging

Resource & Waste Summary
The table below reports environmental statistics for Manufacturing Operations in the Global Business Units, Technical Centers, and Distribution Centers.
Table reﬂects divestiture of Western European Tissue Towel, and Coffee Businesses.
2009 Global Business Unit Detail (1) (absolute units x 1,000)

Totals (absolute units x 1,000)
2009

2008

2007

BEAUTY

HOUSEHOLDCARE

HEALTH AND
WELL-BEINGTECHNICAL DISTRIBUTION
CENTERSCENTERS

Product Shipped

22,93623,187

21,742

2,635

19,136

1,165

0

N/A

Raw Materials from Recycled Sources

1,080

697

79

326

614

140

0

N/A

Production (metric tons)

Waste ( metric tons )Generated Waste

871

935

983

129

587

134

16

5

Percent Recycled / Reused Waste

66%

59%

53%

59%

65%

80%

46%

64%

Solid Waste — Non-Hazardous

270

311

375

50

186

25

8

1

Solid Waste — Hazardous

27

30

48

3

20

2

1

1

Efﬂuents (excluding water)

24

23

22

4

15

4

1

N/A

19

16

17

1

16

3

0

N/A

70,64675,901

77,681

6,414

56,216

4,918

2,433

665

Disposed Waste (metric tons)

Air Emissions

(2)

Other
Energy Consumption (gigajoules )Greenhouse Gas Emissions (metric tons)
Water Consumption (cubic meters )SARA Releases (metric tons) (4)

(3)

2,625

2,782

2,876

183

2,228

123

61

30

78,556

86,95889,6887,484

61,525

2,643

6,904

N/A

1.91

1.90

1.73

0.04

1.57

0.29

0.01

0.00

1 metric ton = 1,000 kg = 2,205 lbs.
(1) Beauty includes segments Beauty & Grooming. Health and Well-Being includes segments Health Care, Feminine Care, and Pet Care. Household Care includes segments Fabric Care, Home
Care, Duracell, Baby Care, Family Care and Snacks (Snacks data will transition to Health and Well-Being in 2010/11 to be consistent with the Business Unit structure). Technical Centers
includes each of the research centers that support the business units. Distribution Centers includes facilities that ﬁnished product distribution. 2009 numbers come from P&G manufacturing
sites only; they do not include production from contract manufacturing operations.
(2) Air emissions include particulates, SO2, NOx, CO and VOC.
(3) Greenhouse gas emissions include CO2 from fuel combustion sources.
(4) Releases deﬁned in the U.S. Superfund Amendments and Reauthorization Act (SARA) by the U.S. Environmental Protection Agency.

P&G at a Glance
Today, P&G serves about four billion people around the world. And P&G people work to
make sure our brands live up to their promise to make everyday life just a little bit better,
now and for generations to come.
P&G is recognized as a leading global company, including a#6 ranking on Fortune’s “World’s Most Admired Companies,”
the #2 ranking on Fortune’s “Top Companies for Leaders”
survey, the #3 ranking on Barron’s “World’s Most RespectedCompanies List,” a #12 ranking on Business Week’s list of“World’s Most Innovative Companies,” named to Chief
Executive magazine’s worldwide survey of the Top 20 Best
Companies for Leaders, top rankings on the Dow Jones
Sustainability Index from 2000 to 2009, being named to
the list of the Global 100 Most Sustainable Corporations in
the World, and a consistent #1 ranking within our industry
on Fortune’s Most Admired list for 24 of 25 total years andfor 12 years in a row.

2009 NET SALES(% of total business segments)

Supplier diversity is a fundamental business strategy at P&G.
In 2009, P&G spent more than $2 billion with minority- andwomen-owned businesses. Since 2005, P&G has been a memberof the Billion Dollar Roundtable, a forum of 16 corporations
that spend more than $1 billion annually with diverse suppliers.

GBU

Reportable Segment

Key Products

Billion-Dollar Brands

BEAUTY

BeautyCosmetics, Deodorants,
Hair Care, Personal Cleansing,
Prestige Fragrances, Skin Care

Head & Shoulders,Olay, Pantene, Wella

Grooming

Blades and Razors,
Electric Hair Removal Devices,
Face and Shave Products,
Home Appliances

Braun, Fusion,
Gillette, Mach3

Health Care

Feminine Care, Oral Care,
Personal Health Care,
Pharmaceuticals

Actonel, Always,
Crest, Oral-B

Snacks and
Pet CarePet Food, Snacks

Iams, Pringles

Fabric Care andHome Care

Air Care, Batteries, Dish Care,
Fabric Care, Surface Care

Ariel, Dawn, Downy,
Duracell, Gain, Tide

Baby Care andFamily Care

Baby Wipes, Bath Tissue, Diapers,
Facial Tissue, Paper Towels

Bounty, Charmin,
Pampers

33%
46%
HEALTH AND
WELL-BEING

21%

BeautyHealth and Well-Being
Household Care

P&G’s commitment to creating a diverse workplace has beenrecognized by the National Association for Female Executives(Top 10 Companies for Executive Women), Working Mothermagazine (100 Best Companies for Working Mothers and Top
20 Best Companies for Multicultural Women), Black Enterprise
magazine (40 Best Companies for Diversity), and Diversity Inc.
(Top 50 Companies for Diversity and #3 ranking on the Top 10
Companies for Global Diversity).

HOUSEHOLD
CARE(1) Partially offset by net sales in corporate to eliminate the sales of unconsolidated entities included in business unit results.

Net Salesby GBU (1)(in billions)

$26.3

$16.7

$37.3

© 2009 Procter & Gamble
00046011