2012

Sustainability
Overview

CONTENTS
CEO Statement
Our Vision and Goals
Leadership Statement
Report Card
Products
Operations
Social Responsibility
P&G at a Glance
Resource and Waste Summary
2020 Goals Chart

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3
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6
8
16
22
28
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29

ABOUT THIS PUBLICATIONThis is the 14th year that P&G has reported on its
sustainability efforts. This publication details the
progress we’ve made on our 2012 and 2020 goals,
devoting a section to each of our focus areas:
Products, Operations, and Social Responsibility.
Data in this report covers the period from July 1,
2011, through June 30, 2012. Financial information
is given in U.S. dollars. To view our full online
report, which was prepared using the Global
Reporting Initiative’s (GRI) G3 Guidelines, please
visit www.pg.com/sustainability.
ABOUT P&G
P&G serves approximately 4.6 billion people
around the world with its brands. The Company
has one of the strongest portfolios of trusted,
quality, leadership brands, including Pampers,
Gillette, Tide, Ariel, Downy, Pantene, Head &Shoulders, Olay, Oral-B, Crest, Dawn, Fairy, andAlways. The P&G community includes operationsin about 75 countries worldwide, and theCompany’s products are sold in more than 180
countries. P&G is a publicly traded company.
Its stock is listed and traded on the New York
Stock Exchange and NYSE Euronext-Paris under
the symbol PG.

P&G has been a member of the FTSE4Good and
Dow Jones Sustainability Indices since their inception.
P&G is listed on the Corporate Knights Global 100
list of the world’s most sustainable corporations andon Corporate Responsibility Magazine’s 100 Best
Corporate Citizens list.

The Procter and Gamble Company

At P&G, we are committed to delivering products
and services that make everyday life better for
people around the world. Our opportunity to touchand improve lives comes with a responsibility to do
so in a way that preserves the planet and improves thecommunities in which we live and work. We focus
our sustainability efforts on improvements that matter,to make the most meaningful impact we can. We’recontinuing to make progress in our focus areas of
Products, Operations, and Social Responsibility, enabled
by our employees and stakeholder partnerships.
Our Focus Areas
We have set speciﬁc strategies and goals to ensure we are delivering continuous improvement
toward each of our focus areas.

Products:
Delight the consumer withsustainable innovations that
improve the environmental
proﬁle of our products.

Operations:Improve the environmental
proﬁle of our own operations.

Social Responsibility:
Improve children’s lives
through our social
responsibility programs.

Our Enablers
In order to deliver our environmental and social programs, we must engage our employees andstakeholders. Our objective is to equip all P&G employees to build sustainability thinking and practices
into their everyday work. We will also work transparently with stakeholders to enable us continued
freedom to innovate in a responsible way.

Employees

Stakeholders

1

2

P&G 2012 Sustainability Overview

We believe most of the sustainability
challenges the world faces can be solved
with innovation, and that this innovation
can have a positive business impact.

CEO Statement
We’re celebrating P&G’s 175th anniversary this year, a milestonethat very few companies have achieved. From our Company’s
founding by William Procter and James Gamble, we have invested
in the communities where we sell our products, and we haveembraced the responsibility of ethical and sustainable operations.
To grow and thrive for another 175 years requires us to accelerate
our sustainable innovation and resource efﬁciency so that we haveless environmental impact and, at the same time, continue to invest
in our communities to help create the conditions for future growth.
In 2010, we declared our long-term sustainability vision that inspires
how we innovate our products. It includes powering our plants
with 100 percent renewable energy, using 100 percent renewablematerials or recyclate for all products and packaging, having zerowaste go to landﬁlls, and delighting consumers with products thatmeet their needs while enabling them to conserve resources.
This vision is being brought to life through our innovation andproductivity programs. We believe most of the sustainability challenges the world faces can be solved with innovation, and that thisinnovation can have a positive business impact. We are proud tohave exceeded our sales goal of sustainable innovation products,
which you will read more about later on in this report. We arerenewing our commitment to discontinuous innovation — innovation that obsoletes current products and creates new categories
and new brands that have environmental improvements. Tide PODS
is a great example. The innovative, three-chamber, pre-measured
packet can simply be dropped into the wash — no measuring, noworrying — and it dissolves in cold water. PODS save consumers
both valuable personal time and money on energy costs, since there
is no need to heat the water used in the laundry process. This isa sustainable innovation that enables the conservation of resources
with no trade-off in product performance. P&G sales and Tide’s
market share have grown as a result.
We’re also ﬁnding ways to be more productive and use ourresources and materials more efﬁciently, delivering cost savings that
fuel our growth. In February, we announced a $10 billion productivity
program — $6 billion of which comes from the cost to manufactureand ship our products. Our sustainability efforts are an important
way we will deliver these cost savings. For example, in the past
10 years, we have delivered nearly $1 billion from sustainability
efforts in our operations. This is signiﬁcant, and we see even more
opportunities to improve.
Finally, we are investing in our communities in ways our brands canuniquely contribute. Our disaster relief efforts provide our trusted
brands to families when they have lost everything. Pampers, which
focuses on babies’ happy, healthy development, is working to end
neonatal tetanus. We are using P&G’s proprietary water cleaning
technology to bring clean water to millions of people in the developing world. In December 2011, we celebrated providing four billion
liters of clean drinking water. This has saved over 20,000 lives, andour goal is to be able to save one life every hour by 2020. These
programs address everyday health issues to build stronger, morestable communities. This is a positive thing to do for our society,and it is a positive thing to do for our Company. It creates goodwill
and brand recognition we can build on in the years to come.
Everyone at P&G is proud of what we have achieved so far.
We know there is much more to be done, and we look forward
to delivering our sustainability vision and continuing to support
the communities where we live and work for another 175 years.

Robert A. McDonald
Chairman of the Board, President and Chief Executive Ofﬁcer

The Procter and Gamble Company

3

Our Vision and Goals
Today, P&G is the largest consumer packaged goods company inthe world. Our size presents us with the responsibility to operate
sustainably, and it also offers the opportunity to create scalable
and sustainable innovations that grow our business. Our programis inspired by our long-term environmental vision, which includes:

Powering our plants with
100 percent renewable energy

Using 100 percent renewableor recycled materials in all
products and packaging

Having zero consumer or
manufacturing waste goingto landﬁlls

Designing products that delight
consumers while maximizing
the conservation of resources

In this report, we share progress toward each of our 2012 and 2020 goals listed below.

Products

2007–2012 Goals

2020 Goals· Develop and market at least $50 billion in· Replace 25 percent of petroleum-based materials

cumulative sales of “Sustainable Innovation
Products,” which are products that have an
improved environmental proﬁle.

with sustainably sourced renewable materials.*· Conduct pilot studies in both developed anddeveloping markets to understand how toeliminate landﬁlled/dumped consumer solid waste.

· Have 70 percent of all washing machine loads use
cold water.

· Reduce packaging by 20 percent per consumer use.*

Operations· Deliver an additional 20 percent reduction· Increase use of renewable energy in our plants(per unit of production) in energy consumption,
CO2 emissions, disposed waste, and water
consumption from P&G facilities, leading toa total reduction over the decade of at least
50 percent.

to 30 percent.

· Reduce manufacturing waste to landﬁll to less than
0.5 percent of input materials.

· Reduce truck transportation by 20 percent
per unit of production.

· Enable 300 million children to Live, Learn· Save one life every hour by delivering two billion

and Thrive.

liters of clean water every year.

· Prevent 160 million days of disease fromSocial Responsibility*vs. 2010 baseline

unclean water and save 20,000 lives by delivering
four billion liters of clean water through our
P&G Children’s Safe Drinking Water program.

4

P&G 2012 Sustainability Overview

These operations results have led tonearly $1 billion in cost savings,
representing an important contribution
to our bottom line.

Leadership Statement
2012 is an important year for P&G relative to sustainability, as itmarks the completion of our ﬁrst sustainability goals, which we
set ﬁve years ago. We are very proud of what we have achieved
during this time.
With regard to products, we surpassed our goal of $50 billion in
cumulative sales of Sustainable Innovation Products by $2 billion,
for a total of $52 billion. We accomplished this by focusing on
making meaningful sustainability improvements on our biggest
brands, such as Tide, Ariel, Pampers, Pantene, and Gillette. These
improvements were made without asking consumers to accept
trade-offs in either cost or performance.

With regard to products, wesurpassed our goal of $50 billion
in cumulative sales of Sustainable
Innovation Products by $2 billion,
for a total of $52 billion.
This approach was critical to our strategy of meeting the needs ofthe vast majority of consumers, who — our research has shown —are not willing to accept trade-offs in order to purchase sustainableproducts. This approach also leveraged our scale and innovation
capabilities and drove top-line sales, which is an important component of ensuring environmental improvements are delivered in an
economically sustainable way.
We have also made very strong progress over the past ﬁve years in
improving the environmental proﬁle of our operations. Our efforts
have delivered absolute reductions in each one of our four footprints: 68 percent reduction in waste disposed, 14 percent reduction
in water usage, 7 percent reduction in energy usage, and 5 percent
reduction in direct CO2 emissions. We have also achieved signiﬁcantreductions on a production-adjusted basis (i.e., reduction per unitof production) in each of our footprints: 71 percent in waste,

22 percent in water, 16 percent in energy, and 14 percent in direct
CO2 emissions. Over the ten-year period of 2002–2012, we halved
our environmental footprint on a production-adjusted basis, achieving a 74 percent reduction in waste, 58 percent in water, 52 percent
in energy, and 54 percent in direct CO2 emissions (Scope 1). All
these operations results have led to nearly $1 billion in cost savings,
representing an important contribution to our bottom line.

68%

reduction in
waste disposed

Our progress over the past ﬁve years in reducing CO2 emissions
would have been greater, but we made deliberate investments
in a number of new cogeneration (“cogen”) systems at our sites,
which allow us to capture and reuse heat from on-site power
generation. This has helped us achieve an 18 percent reduction in
total CO2 emissions since 2007 (i.e., Scope 1 + Scope 2). Although
improving the environmental proﬁle of our plants, these systems
have also resulted in a net increase in the amount of fuel weconsume on-site. This increased on-site fuel consumption was theprimary reason we were only able to reduce Scope 1 emissions
by 14 percent vs. our goal of 20 percent.
We remain committed to driving further reductions and, as shown
later in this report (page 21), we have established new energy andCO2 goals for our facilities.

The Procter and Gamble Company

Our social responsibility efforts continue to grow. We surpassed ourgoal of reaching 300 million children in need by 100 million, for a
total of over 400 million children. We have also exceeded our goalof delivering four billion liters of clean water, due to the rapid
expansion of partners and countries where P&G puriﬁcation packets
can be distributed.

We surpassed our goal of reaching
300 million children in needby 100 million, for a total of over
400 million children in all.
As our 2007–2012 goals come to term, we look forward tocontinuing progress toward the goals we set for 2020. These goals
are intended to put us on a path toward achieving our long-term
environmental sustainability vision, which we announced in
September 2010. Progress toward these goals — which are primarily
focused on renewable materials, waste reduction, renewable energy,
and packaging reduction — can be found throughout this report.
We cannot solve these challenges on our own. Addressing theissues we all face requires collaboration and collective responsibility.
At P&G, we are committed to partnering with NGOs, governments,
trade associations, academics, suppliers, and our retail partners
to ensure we share expertise and focus on creating solutions.
We believe that by working together, we can innovate to solve
our sustainability challenges.

Len Sauers
Vice President, Global Sustainability

Our social
responsibility
efforts continue
continu
to grow5

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P&G 2012 Sustainability Overview

Our Final Results: 2007–2012 Sustainability Goals
This report card outlines our ﬁnal results forthe ﬁve-year goals we set in 2007. Our progress
demonstrates how we have embedded oursustainability objectives into our business in orderto reach our goals. Additional details of how wedelivered these goals are found on the ﬁrst pageof the Products (p.9), Operations (p.17), andSocial Responsibility (p.23) sections of this report.

Products

GOAL
Develop and market at least $50 billion in cumulative salesof “Sustainable Innovation Products,” which are productsthat have an improved environmental proﬁle.(1)PROGRESS (in U.S. dollars)
Since July 2007

Cumulative sales of Sustainable
Innovation Products

52$billionThe Procter and Gamble Company

Operations

Social Responsibility

GOAL
Deliver an additional 20 percent reduction (per unitof production) in energy consumption, CO2 emissions,disposed waste, and water consumption from P&G
facilities, leading to a total reduction over the decadeof at least 50 percent.

GOAL
Enable 300 million children to Live, Learn and Thrive.(2)Prevent 160 million days of disease from unclean waterand save 20,000 lives by delivering 4 billion liters ofclean water through our P&G Children’s Safe Drinking
Water program.(3)PROGRESS (percent reduction per unit of production)

PROGRESS

Energy Usage

7

Since July 2007

Since July 2002

-16

-52

%

%

LIVE, LEARN AND THRIVE

millionP&G CHILDREN’S SAFEDRINKING WATER PROGRAM

4.22

-14

Waste Disposal

-71

-74

Days of Disease Prevented

Water Usage

-22%

-58%

Lives Saved

%

%

%

400

Number of Children Reached

CO2 Emissions%-54

Since July 2007

Liters of Clean Water Delivered

billion>170

million>22,000

These goals, originally set in 2007, were increased in March 2009. The goal for P&G Children’s
Safe Drinking Water (CSDW) program was again increased in September 2009.

(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.

(1) Sustainable Innovation Products are included if they have launched in market since July 1, 2007,
and have a >10% improvement compared to a previous or alternative version of the product 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 non-renewable energy or materials with renewable sources.

(3) Within Live, Learn and Thrive, our signature program is P&G Children’s Safe Drinking Water.
Methodology for calculating diarrheal days and mortality was developed with Population
Services International and Aquaya Institute. Details are provided in the 2012 Sustainability
Report found at www.pg.com/sustainability.

Products

The Procter and Gamble Company

2012 Goals Results
At P&G, we combine a deep understanding of consumer habits and preferences with ascience-based approach to deliver environmental improvements in our products. We knowthat a majority of consumers are unwilling to accept trade-offs in price or performance to be
more sustainable. We combine this insight with a second factor called life-cycle thinking —an approach that examines the environmental impacts of our products from raw materials
through manufacturing, consumer use, and disposal. This analysis helps us identify steps inthe cycle where a sustainable improvement can have the most signiﬁcant impact.

In 2007, we set a goal to develop $50 billion in Sustainable Innovation Products(SIPs), which are products that have a signiﬁcantly reduced (>10%) environmental
footprint compared to a previous or alternative version of the product, yetstill deliver great product performance. We are proud to report that we havedeveloped and marketed over $52 billion in cumulative sales of SIPs. We
have focused on our biggest brands, which deliver signiﬁcant environmental
improvements due to their size and global reach — brands like Pampers, Tide,
and Ariel. Most importantly, the focus of Sustainable Innovation Products is toachieve all this without any trade-offs for the consumer. The products featured
here are a few of the Sustainable Innovation Products that P&G has launchedover the past ﬁve years.

52
billion$Streamlining Whitestrips

Innovating to Use Less

Putting Compaction to Work

Since their introduction in 2001, CrestWhitestrips have become the best-selling
tooth-whitening product in the U.S.
Their upper and lower strips initially camein separate foil pouches. But in 2007,
we combined them into a single pouch,
reducing the amount of material usedby 190 tons per year. This change also
made the assembly line more efﬁcientand increased consumer satisfaction.

Over the past two decades, Pampers
has consistently focused on developing
materials and designs that use fewer
resources while delivering a highperforming product. In 2009, P&G developed a new innovation called Airfelt-free,which allowed all ﬂuff pulp to be
removed from the core of the Cruisers/
ActiveFit diaper. In 2010, changes to the
packaging of this product led to more
efﬁcient distribution, allowing us to takehundreds of trucks off the road.

In 2007, P&G introduced compacted
liquid versions of our North America
laundry brands — Tide, Gain, Cheer,
ERA, and Dreft. This innovation has been
the largest contributor to the Company’s$50 billion commitment to SIPs. Due
to improvements in the manufacturingof these compact detergents, sustainability beneﬁts per unit of production
include a 20 percent reduction in CO2emissions, 15 percent less solid waste
production, 20 percent reduction inenergy consumption, and 15 percent
reduction in water consumption.

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P&G 2012 Sustainability Overview

Renewable Materials
OUR VISION 100 Percent Renewable or Recycled Materials in All Products and Packaging
2020 GOAL PROGRESS

When we established our Renewable Materials goal, we knewthat developing renewable materials would require signiﬁcantresearch to ensure that our solutions were technically, environmentally, and economically viable. Since announcing our goal,
we have conducted a detailed analysis of our petroleum-derived
raw materials and identiﬁed the material classes that best deliver
our goal. For most of these materials, we’ve established a clear
development pipeline, and we are now moving toward pilot scale
production of several key materials. We have already incorporated
plant-based plastic in some shampoo bottles, but we anticipate
the bulk of our new renewable material replacements will becommercialized between 2015 and 2020.

Expanding the Reach of Pantene’s Bio Bottle
The Pantene brand has continued to increase its use ofrenewable materials by further expanding its Nature Fusion
bio-resin bottle — constructed of up to 45 percent plant-basedmaterials, excluding the cap. Having ﬁrst launched the bio-resinbottle in Western Europe and the United States in 2011, Pantene
recently launched it in Russia, Turkey, and Poland. Nature Fusion
has grown to be the third-largest Pantene collection among thesecountries. Pantene plans to expand its bottle with bio-resin to theMiddle East, North Africa, and Pakistan in late 2012.

Partnering for Renewable Plastics
P&G is a proud member of the Plant PET Technology
Collaborative (PTC). Established in April 2012, the Collaborative isa strategic working group focused on the research and developmentof plastic polymers made entirely from plant-sourced materials.
The ﬁve-member Collaborative consisting of The Coca-Cola
Company, Ford Motor Company, H.J. Heinz Company, NIKE, Inc.,and P&G was created with the intent of increasing sustainableproduction of plant-based polyethylene terephthalate (PET). This
lightweight and durable plastic is used by all PTC companies in avariety of products and packaging — representing a signiﬁcant
opportunity to reduce environmental impacts by developing PET
that is derived from renewable materials.

Bottle made of
Bo
up to

45%

plant-baseddmaterials

2020 GOAL
Replace 25% of petroleumbased materials
with sustainably sourced
renewable materials

The Procter and Gamble Company

11

Consumer Waste
OUR VISION Zero Consumer Waste Going to Landﬁll
2020 GOALS PROGRESS

We continue to evaluate waste reduction pilot opportunities inboth developed and developing regions. Below, we highlight
one pilot program already under way, and we plan to continue
to explore additional pilot opportunities between now and 2020.
Importantly, we anticipate that many of these pilots will be
multi-stakeholder efforts, with P&G as a key contributor. This isconsistent with our belief that successful, scalable solutions
require the collaboration of multiple stakeholders.

2020 GOAL
Conduct pilot studies in bothdeveloped and developing
markets to understand how toeliminate landﬁlled/dumped
consumer solid waste

From Waste to WorthP&G created the Waste to Worth (W2W) team, which was
tasked with designing a solution to waste infrastructure in
the developing world. The team conducted a comprehensive
study in the Philippines, with the cooperation of government
stakeholders, to understand the tonnage and composition of
the waste stream, including the percent that is biodegradable,
recyclable and residual. All of this data led to the design of an
integrated, proﬁtable, and replicable waste management businessmodel that extracts value from the waste stream — materials thatwould otherwise be thrown away. We are partnering with the
Asian Development Bank with the goal of piloting this businessmodel in Antipolo, Philippines, and we have just offered the
project to a company that will own and operate the facility underthe business model created. Anticipated start of operations begins
in 2013, with the creation of the Materials Recovery Facility.

“We are grateful that P&G has chosen the Philippines to pilot
its Waste to Worth project. Its noble objectives coincide with
the Department of Environment and Natural Resources’ (DENR)
serious and relentless pursuit of our mandate on solid waste
management. We are committed to extending all the necessary assistance to those helping us implement the solid waste
management systems that will reduce the volume of wastethat goes to landﬁll and promote reusing and recycling ofsolid waste for valuable purposes. We hope that the successful
implementation of this project will enable the Philippines tobecome a premier green country in Asia.”

Antipolo, Philippines

Ramon J.P. Paje
DENR Secretary,
Philippines

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P&G 2012 Sustainability Overview

Cold-Water Washing
OUR VISION Designing Products That Conserve Resources
2020 GOALS PROGRESS

We continue to make excellent progress in developing coldwater laundry detergents that meet consumers’ expectations
for performance and value, and we have technologies in development that will extend our performance in even colder wash
temperatures. We’re continuing our consumer education efforts
around cold water and are seeing positive trends, estimatingthat up to 40 percent of global machine loads are being washedin cold water today. While this is encouraging, we know thatin order to reach our target of 70 percent, we will need to better
scale and coordinate our efforts across multiple stakeholders.
This will be a key focus area during the coming year.

2020 GOAL
Have 70% of all washining
machine loads use cold
dw
water

Achieving Efﬁciency Together
Based on the insight that 90 percent of the energy used in a
traditional washer goes to heating the water, Tide teamed up
with Maytag to promote the launch of the new line of Bravos XL
Top Loading High Efﬁciency Washers, which feature a new cold
wash cycle. When used with Tide Coldwater HE, the system delivers
a better clean than the normal warm cycle with the leading competitor HE detergent. The system works by using a concentrated
solution of surfactants and other cleaning agents found in Tide
Coldwater HE during the cold wash cycle, which includes an “Active
Soaking Phase.” The combination of the Maytag cold wash cycle
and Tide Coldwater HE not only gives an amazing clean in cold
water, but the cold wash cycle can also save consumers $2,000 inlifetime energy costs and uses 78 percent less energy when compared to a pre-2004 traditional top-load washer, using a normal
wash cycle, based on an 11-year average appliance life. This is agreat win for both consumers and the environment.

78% less energy used per household anda better clean than the leading competitor
HE detergent in warm water.

Taking a Load Off the Energy Grid
Our U.S. Future Friendly program marked Earth Day 2012 with“Take a Load Off”— a campaign designed to show consumers
how using a product like Tide Coldwater can help take a load off
the energy grid, their wallets, and the environment. In just fourweeks, the campaign generated signiﬁcant traditional and social
media coverage, translating into strong consumer engagement
and over 35,000 commitments to “go cold.”

TV personality
Vanessa Lachey
supports the“Take a Load Off”
campaign

The Procter and Gamble Company

Designing for All Temperatures
Tide PODS launched in North America in February 2012as a breakthrough single-unit dose of laundry detergent.
We wanted to ensure that the product worked effectively in cold
water, as nearly 40 percent of consumers wash in cold to saveenergy and money and to preserve their clothes. We needed toovercome the challenge of chemistry working slower in colder
temperatures, so we optimized our highly concentrated formulafor great performance in cold water, even when water was nearlyfreezing. We also partnered with a leading ﬁlm supplier to jointly
develop a new best-in-class ﬁlm that was designed for strengthand fast “dissolve-ability,” even in cold water.

High-performance washing,even in cold water

13

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P&G 2012 Sustainability Overview

Packaging Reductions
OUR VISION Zero Consumer Waste Going to Landﬁll
2020 GOAL PROGRESS

Our packaging reduction efforts have continued to deliver costsavings from avoided material usage while still ensuring thatour packaging protects the product and meets consumers’ needs.
While there are practical limits to how far packaging can be
reduced, innovations like Tide PODS and our continued focus on
design optimization make us conﬁdent that we will achieve our2020 goal.

2020 GOAL
Reduce packaging by 20%
per consumer use

Over the last year, we’ve focused on developing packaging
reduction plans for key product categories and have improved
our global measurement and tracking systems. We’re committed
to maintaining our focus on executing these product category
packaging reduction plans and evaluating new technologies
and materials that can move us closer to achieving our goal.

Delighting Consumers and Helping the Planet
Our Blades and Razors category switched its high-volume
North America club packaging from plastic thermoform
clamshells to a paperboard primary carton — a reductionof 164,000 kg of packing material per year. This new carton madethe product more than 50 percent more efﬁcient to ship andresulted in over $1 million in annual cost savings. Consumers likeit better because it’s easier to open, and our retail partners like itbecause it’s more visually appealing on the shelf.

Stephen Sikra
Global Packaging
Development

External partnerships are a key part of our efforts to
reduce material usage and increase recycled content
in our products.
“I lead P&G’s partnership efforts with the Association of
Postconsumer Plastic Recyclers (APR). APR has helped
P&G test new package designs prior to market entry
to ensure they are compatible with existing recycling
infrastructure. More recently, P&G helped support
an APR pilot project focused on recovering grocery
store plastic packaging which identiﬁed more than
350 million pounds of plastic material that can beused by plastic recycling facilities across the country.”

The Procter and Gamble Company

New 2020 Product Goals
SUSTAINABLY SOURCED RENEWABLE MATERIALSAs a member of the Consumer Goods Forum, P&G joined othermember companies in a pledge to mobilize resources within
their respective businesses to help achieve Zero Net Deforestation
by 2020.
We have already committed that by 2015 we will conﬁrm that all palm oil purchases
originate from responsible and sustainable sources. We are also establishing two new
goals related to our use of wood ﬁber:• By 2015, 100 percent of the virgin wood ﬁber used in our tissue/towel and absorbent
hygiene products will be third-party certiﬁed; 40 percent of the virgin wood ﬁber usedin our tissue/towel products will be Forest Stewardship Council (FSC) certiﬁed.
• By 2020, 100 percent of our paper packaging will contain either recycled or third-party
certiﬁed virgin content.
Collectively, these three goals help demonstrate our commitment to working toward
zero net deforestation by 2020. For additional information on our efforts in these areas,
please see our full 2012 Sustainability Report available on pg.com/sustainability. For
additional information on the Consumer Goods Forum Pledge, please go to www.
theconsumergoodsforum.com.

Using Forest Resources Responsibly
Over the last ﬁve years, we’ve deepened our partnership with the World Wildlife
Fund (WWF), the WWF-led Global Forest & Trade Network (GFTN), and the Forest
Stewardship Council® (FSC) in order to ensure we support critical programs that help us,
and others, meet the challenges of responsibly using forest resources.
One example of this is a project P&G is helping to ﬁnance through WWF Brazil to enable
small landowners in Brazil achieve FSC certiﬁcation of their wood supply. The complexity
and cost of achieving FSC certiﬁcation for these landowners is a barrier to our primary
suppliers’ ability to pursue certiﬁcation, but we are collaborating with WWF Brazil and FSC
to help develop systems that will allow the landowners to ultimately achieve FSC certiﬁcation. In addition, the project will also restore fragmented Atlantic Forest present on theproperties of these small landowners.
“P&G’s support of this project is fostering FSC certiﬁcation among small landowners
and increasing the scale of WWF-Brazil’s efforts to restore Atlantic Forest fragmentsin these properties. These small landowners will beneﬁt not only from ensuring
a market for their FSC certiﬁed eucalyptus, but also from other ecosystem services,such as water recharge and carbon storage.”

Maria Cecilia Wey de Brito, WWF Brazil’s Chief Executive Ofﬁcer

100%

third-party certiﬁed
pulp by 201515

Operations

The Procter and Gamble Company

2012 Goals Results
Our operations sustainability improvements take a holistic view of the supply chain,including our suppliers, our own manufacturing processes, and ﬁnished product logistics.
Our conservation efforts within our manufacturing facilities are targeted on three speciﬁc
strategies, consistent with how we approach our overall operational efﬁciency: getting
our equipment back to optimal condition, reapplying best-in-class processes across ourbusiness units, and implementing breakthrough technologies. These efforts have enabled
us to deliver strong sustainability improvements in our operations results over the pastﬁve and ten years.

Water

-22%
-14%
-58%

-74%
-71%
-68%

-52%

CO2
-14%
-5%

Waste

-16%
-7%

EnergyProduction
Adjusted Since 2002

Production
Adjusted Since 2007

-54%

We are pleased to have made signiﬁcant absolute reductions
in our Energy, Waste, Water, and CO2 footprints by delivering
7 percent, 68 percent, 14 percent, and 5 percent reductions,
respectively, since 2007. We also delivered productionadjusted improvements for all four footprints. We achieved
our goal of a 50 percent reduction (per unit of production)
for Energy, CO2, Waste, and Water since 2002. We alsoachieved our goal of a 20 percent reduction (per unit ofproduction) for Water and Waste since 2007, but we fell
short of our 20 percent reduction goal for CO2 and Energy.
We remain committed to driving future reductions andprovide additional details on our efforts below.

Absolute
Since 2007

Energy

Waste

Water

CO2

Over the past ﬁve years wehave reduced energy usage
by 7 percent on an absolutebasis, and we achieved ourten-year goal of at least a
50 percent reduction per unitof production. Since 2007,
we reduced energy use by
16 percent on a productionadjusted basis, but we did
not reach our ﬁve-year goalof a 20 percent reduction.

We have delivered very strong
results in waste reduction overthe past ﬁve years, reducing
our waste by 68 percent on an
absolute basis and 71 percent
on a production-adjusted
basis — more than tripling ourgoal of 20 percent. Particularly
impressive results came fromtwo of our Mexican plants
which increased their recycling
to 99 percent and 95 percent.
The Apizaco plant identiﬁed
three separate outlets torecycle/reuse their reject paperﬁbers while the Vallejo plantinstalled new equipment thatallows wastewater to be
donated for irrigating parks
and green spaces.

We have delivered strong
results in reducing water
consumption over the past ﬁve
years, reducing water consumption by 14 percent on an
absolute basis and 22 percent
on a production-adjusted
basis, exceeding our goal of
a 20 percent reduction.

Since 2007, we have reduced
our CO2 emissions by 5 percent on an absolute basis andby 14 percent on a production-adjusted basis. We did
not reach our goal of a
20 percent reduction (production-adjusted), primarily due
to deliberate investments wemade in cogeneration technology. These investments
lowered our combined emissions from Scope 1 and Scope 2(from purchased electricity) by
18 percent and delivered signiﬁcant savings to the business,but did not enable us to reachour Scope 1 emissions goal.

17

18

P&G 2012 Sustainability Overview

Renewable Energy
OUR VISION 100 Percent Renewable Energy Powering Our Plants
2020 GOAL PROGRESS

Today, roughly 7 percent of our energy comes from renewablesources. We have a renewable energy team dedicated to
implementing a plan to proﬁtably power our plants with
30 percent renewable energy by 2020. This team is building
strong partnerships with leading companies and university
experts and is in the process of prioritizing technologies andprojects that are both economically and environmentally sustainable. We anticipate having a diverse mix of renewable energy
sources, both on-site and off-site, across all aspects of ouroperations. Overall, we’re conﬁdent that we have the correct
strategies in place to achieve our 2020 goal.

Supporting Local, Renewable Energy Sources
Our biomass boiler in Albany, Georgia, produces steam to
power our plant by using renewable resources. The boiler uses
locally purchased wood, supporting local jobs and decreasing the
net CO2 production that would have resulted from burning fossil
fuels. Wood is delivered to the boiler, where combustion takes placeon vibrating grates. A Wet Electrostatic Precipitator then scrubs
particulate emissions from the boiler and its leftover ash is beneﬁciallyreused to enhance farmlands.

Innovating Solutions with Experts
In July of 2011, we invited sustainability experts from outside
P&G to help us develop renewable energy solutions for threeof our most energy-consuming plants in the U.S., Mexico,and Malaysia. The partners brought innovative ideas that helped
us see the issues in new ways, while P&G’s own experts broughta wealth of experience that would help us turn those ideas into
concrete plans. Following the ideation session, we have continued
to foster the relationships we formed with these experts, andwe have entered into formal working relationships with several
individuals. They are helping us understand how to evaluate andprioritize projects and how to develop investment and actionplans while also helping us conduct scenario-planning sessions
to evaluate our project portfolio.

Biomass BoilererAlbany, Georrgia

2020 GOAL
Increase use of renewablable
eenergy in our plants to 30%%

The Procter and Gamble Company

Manufacturing Waste
OUR VISION Zero Manufacturing Waste Going to Landﬁll
2020 GOAL PROGRESS

We continue to make excellent progress towards our manufacturing waste reduction goals. Over the past year, more than
99.2 percent of all materials entering our plants were beneﬁciallyused in our products and through recycling, reuse, and conversionof waste to energy. This result is only 0.3 percent away from our2020 goal. Additionally, over 10 percent of our sites have achieved
zero manufacturing waste to landﬁll. These results have beendelivered primarily by a strong partnership between our Global
Asset Recovery & Purchases team (GARP), our manufacturing
plants, our distribution centers, and our recycling vendors, who
all continue to ﬁnd new, innovative and cost-effective solutions
for our manufacturing waste.

Making Zero Manufacturing Waste a Reality
In an effort to motivate employees to reduce waste, the teamat our plant in Cape Girardeau, Missouri, created an internal
rallying cry: “The Power of Zero.” The program focused ondelivering zero defects and zero losses with the goal of “starving
landﬁlls.” Using innovative solutions, they recaptured 100 percent
of all manufacturing materials, recovering enough paper eachyear to cover the earth ten times. Employees recycled aerosol
cans, batteries and light bulbs and even used liquid waste as analternative fuel. By looking at waste as Company loss and ﬁnding
opportunities to make sustainable changes, Cape Girardeau now
sends zero manufacturing waste to landﬁlls.
Michael Hagemeyer
P&G’s Crailsheim plant in Germany is another example of ourcommitment to zero manufacturing waste to landﬁll acrossthe Company.
“We needed to change our culture to reach zero manufacturing
waste to landﬁll, so we created an interactive tool to educate
employees about the proper disposal methods for every typeof waste. Then we created a center that collects speciﬁedmaterials at designated times, which enabled 45 different
materials to be recycled. Today, we ship 13,000 tons of wastefrom the plant to be recycled, reused, or converted to energy,
and we send zero manufacturing waste to landﬁlls!”

Crailsheim Plant Waste
Business Leader

2020 GOAL
Reduce manufacturing wasste to
landﬁll to less than 0.5% off
input materials

19

20

P&G 2012 Sustainability Overview

Transportation
2020 GOAL PROGRESS

We have continued to optimize our distribution networks, which
has brought signiﬁcant efﬁciency gains and cost savings. We haveplans in place for each region that will help us achieve our truck
transportation goal by 2020. The plans include optimizing transportation modes and routes as well as operational excellence.

Improving Lead Times, Inventory,
and Environmental Impact
We reinvented P&G’s distribution center in Colón, Panama,
collapsing smaller product categories into common shipments
and combining inventories of two or more countries.
This approach not only achieved 40 percent lower lead times andlowered inventory by 11 percent, but it also resulted in 580 fewer
containers in transit. Removing these containers decreased thecenter’s shipping by 5 million kilometers and reduced CO2 emissions
by 5,906 metric tons. The program was such a success that the
distribution center is continuing its efforts to increase efﬁciency
and sustainability for 2013 and beyond.
Colón, Panama

We design our supply chains to eliminate inefﬁciencies,
improve customer satisfaction, better utilize assets,
and also be environmentally responsible.
“In our CEEMEA region [Central and Eastern Europe,
Middle East and Africa], we wanted to reduce our CO2
emissions from transportation, so we put our focus on
improving equipment ﬁll rates, reducing empty miles, andextending usage of intermodal. We also realized that
because so much of our supply chain is owned or operated
by other companies, we couldn’t do it alone. So weteamed up with our carriers, suppliers, and customers to
combine shipment contents at every leg of the productsupply and delivery journey. Thanks to all of those efforts,
we eliminated excessive truck trips and reduced CO2
emissions by 3,500 metric tons.”

Ania Polczynska
Central and Eastern
Europe Transportation

2020 GOAL
Reduce truck transportat
ation
io
by 20% per unit of productiononThe Procter and Gamble Company

New 2020 Operations Goals
REDUCING OUR FOOTPRINT

We continue to focus on sustainability in our operations byannouncing new 2020 goals to help achieve our long-term visionof powering our plants with 100 percent renewable energy bydelivering footprint reductions of 20 percent per unit of production
in Energy Usage and Total CO2 Emissions (Scope 1 and Scope 2).
Our footprint sub-team that is focused on energy and CO2 will identify a glidepath to reachour goals. We will continue to focus on our conservation efforts which are fully embedded in our overall operations business strategy, with an approach called “Back to Base.”
This approach focuses on restoring the operation of our equipment to its optimal state,
identifying energy losses and ﬁxing them to their most efﬁcient condition. Secondly,
we benchmark and reapply energy best practices by identifying which sites have the best
results and reapplying these practices across sites with similar technology. The last
strategy requires the collaboration of multifunctional teams to deliver the “breakthrough”
technology of the future.
With respect to our CO2 goal, we are expanding the scope of emissions on which wemeasure ourselves. While our 2007–2012 CO2 goal was only for Scope 1 emissions, we are
now measuring ourselves on a combined Scope 1 and Scope 2 emissions goal. We believe
this gives a fuller picture of the total emissions from our operations.
While we don’t yet have all the answers necessary to achieve our goals, we are committed
to making disciplined, step-by-step progress through the conservation and breakthroughwork that is already under way.

20

in CO
% Reductionand energy

221Social Responsibility

The Procter and Gamble Company

232012 Goals Results
We focus our social responsibility efforts in ways that enable our Company, our brands,
and our people to make a unique and lasting impact on the people we serve. Our programs
operate where we currently reach consumers and in communities where we hope to someday
serve consumers. We see our social responsibility efforts as an expression of the good that ourbrands can do in the world today, as well as an investment in the future.

In 2007, P&G announced two ambitious social responsibility
goals to accomplish by 2012. The ﬁrst was to help 300 million
children around the world with programs that enable themto live, learn and thrive. The second was to deliver 4 billion
liters of clean water to prevent 160 million days of disease
and save 20,000 lives.
We are pleased to report that we have exceeded bothof these goals. Between 2007 and 2012, we helped over
400 million children around the world, and we delivered
4.22 billion liters of clean water, which prevented morethan 170 million days of disease and saved over 22,000 lives.

LIVE, LEARN AND THRIVE
Number of Children Reached

P&G CHILDREN’S SAFEDRINKING WATER PROGRAM
Liters of Clean Water Delivered

400 4.2
millionbillionNumber of Lives Saved

22,000Days of Disease Prevented

170 million
Our programs can be foundin over 120 countries and inevery region in the world.
The number of countries
where we have programs hasgrown 100 percent since
we began our Live, Learn andThrive program in 2005.
Live, Learn and Thrive Locations

24

P&G 2012 Sustainability Overview

Improving Babies’ Lives in Africa
As part of a global commitment to healthy baby development,
Pampers provides assistance to new mothers and babies in
sub-Saharan Africa through a variety of programs. For instance,
the brand’s “One Pack = One Vaccine” partnership with UNICEF
has been providing vaccines against Maternal and Newborn(Neonatal) Tetanus (MNT) for more than ﬁve years. With help from
Pampers, six African countries have been validated by the World
Health Organization as having eliminated MNT — Burkina Faso,
Ghana, Guinea-Bissau, Liberia, Senegal, and Uganda.
Pampers is also committed to healthy baby development in otherways. For example, through its Point of Market Entry (POME)
programs, Pampers has enabled more than 8 million mothers toreceive free health advice at immunization clinics and hospitals acrossNigeria. In South Africa, a Pampers partnership with the Departmentof Home Affairs has helped register 450,000 newborns, giving
them better access to social beneﬁts like healthcare and education.

Reaching a Milestone with Children’s
Safe Drinking Water
The P&G Children’s Safe Drinking Water Program (CSDW)
reached a major milestone in late 2011 when it provided
its 4 billionth liter of clean drinking water since its inception
in 2006. This occurred during a relief effort in Thailand, whereﬂooding took the lives of 500 people and displaced millions more.
Dr. Greg Allgood, Director of the P&G CSDW Program, visited
families affected by the ﬂooding and demonstrated the use of
P&G Puriﬁer of Water.

Supporting the Education of India’s Children
Close to half of India’s children lack access to primary school.
We’re helping address this through a multi-brand causerelated marketing program known as Shiksha (meaning“Education”) established in 2005. Through the Shiksha program,
P&G has built and supported more than 200 primary schools,
which has helped give 385,000 underprivileged children access to
education since its inception. We know that access to education
can improve the future for children, and we are pleased to reportsuch encouraging results.
Along with Shiksha initiatives, P&G is committed to improving life
in additional ways throughout India. For example, Whisper’s
Parivartan program (meaning “Transformation”) has empowered
2.5 million girls by delivering timely menstrual hygiene education —helping to keep them from missing an average of 50 days ofschool a year due to inadequate feminine protection.

6

African countries
have eliminatedMaternal andNewborn Tetanus

The Procter and Gamble Company

25

Promoting Hand Washing in Mexico
Since 2009, the Escudo brand (also known as “Safeguard”
in many parts of the world) has worked hard in Mexico
to promote a culture of hand washing, which is among themost effective ways to prevent diarrheal diseases and pneumonia.
Escudo’s support of UNICEF’s Global Hand Washing Day has
enabled the education of nearly 1 million children about proper
hand washing practices to prevent disease.
In 2012, Escudo teamed up with Save the Children to develop
workshops in schools across Mexico. The preliminary outcomes
collected by Save the Children have been extraordinary. Afterthe intervention of more than 13,000 children in southeasternstates of Mexico, the data showed that diarrhea-related diseases
decreased by 50 percent and disease-related school absenceswere down 11 percent.

“If I had known how easy and simple
it is to wash my hands, I wouldn’t have
had stomachaches. Now I know I can
prevent diseases.”

Aranza13 years old

26

P&G 2012 Sustainability Overview

Donating Products to Those in NeedWe believe our products play an integral part in serving people
in need. Just this year, P&G donated more than 2,000 pallets
of product to In Kind Direct, a charity established by H.R.H. The
Prince of Wales to redistribute donations across the UK. One such
recipient — Darnall Community Nursery — is helping 130 families
every month with support from P&G and In Kind Direct. According
to Nursery Manager Claire Ward, “You only have to look aroundthe nursery, from the kitchens and bathroom to the main play areas,
to see the range of Procter & Gamble products we get.” The uniqueproduct beneﬁts we offer are important in providing the everyday
basics people need for themselves, their families, and their homes.
Brands like Pampers, Gillette, Duracell, Pantene, Ariel, and Oral-B
are important to helping improve health and conﬁdence forpeople in need.

Preventing Pneumonia in Bangladesh
In early 2012, the Vicks brand in Spain launched the ﬁrst Vicks
Breathe for Life program to beneﬁt Save the Children’s pneumonia project in Bangladesh. The program allowed consumers
to “donate a breath to a child who needs it.” By purchasing Vicks
products or participating in an online campaign, consumers helped
Vicks donate critical funding for education, supplies, and medications that helped treat Bangladeshi children and protect them frompneumonia. The donations from the Vicks Spain program havealready enabled more than 7,000 children in Bangladesh to gettreatment for pneumonia, helping them breathe a little easier.

7,000
children in Bangladesh
received treatment
for pneumonia

The Procter and Gamble Company

27

Clean Drinking Water
2020 GOAL PROGRESS

In order to reach our 2020 goal of saving one life every hour,
we will provide 2 billion liters of clean drinking water every year.
We’ll accomplish this by providing 200 million P&G water puriﬁcation packets every year in the developing world where 4,000
children die every day from unclean water. Each packet quickly
turns ten liters of potentially deadly water into clean, drinkablewater. The packets will be produced at a dedicated manufacturing
facility we will open in Singapore in November 2012.
As a sign of our commitment to the P&G Children’s Safe Drinking Water Program, weliterally put our Company name on the packets. This coincided with the sale of our PUR
water ﬁltration business in December 2011, and we changed the name from “PUR Puriﬁerof Water” to “P&G Puriﬁer of Water.” This was the ﬁrst time the Company logo hasappeared prominently on a product since P&G Naphtha Soap launched in 1904. It’s beenover 100 years, and we felt that now was the right time and this was the right productto make this statement of the Company’s support.
P&G Puriﬁer of Water Facts:· Removes more than 99.99999 percent of common waterborne bacteria (including thosethat cause cholera), 99.99 percent of common waterborne viruses (including those thatcause hepatitis A) and 99.9 percent of protozoa.
· Proven to reduce diarrheal disease incidence in the developing world by up to 90 percent.

2020 GOAL
Save one life every hour by
delivering 2 billion liters off cleanwater every year

28

P&G 2012 Sustainability Overview

P&G at a Glance
Recognition: P&G is consistently recognized as a leading global company, earninga variety of awards and recognition inareas such as reputation, leadership, andinnovation. Gartner recognized P&G at #5
on its “Top 25” list of global Supply Chain
Leaders. Our commitment to creating adiverse workplace has been recognized byDiversityInc, Working Mother and the
National Association for Female Executives,
which ranked P&G in its “Top 50 Companies
for Executive Women.”2012 Net Sales: $83.68 billion
Sustainability: For the fourteenth consecutive year, P&G earned a spot on the
Dow Jones Sustainability Index. Corporate
Knights ranked us #66 on its “Global 100
Most Sustainable Corporations in the World.”

By Business Segment
19%

BeautyGrooming
Health Care
Fabric Care and Home Care
Baby Care and Family Care

24%
10%

32%

15%

By Geographic Region
18%
10%

North America
Western Europe
Central & Eastern Europe,
Middle East & Africa
Latin America
Asia

39%

14%
19%

By Geographic Region
Developed
Developing

38%
62%

Resource and Waste Summary
The table below reports environmental statistics for Manufacturing Operations in the Global Business Units, Technical Centers andDistribution Centers. It reﬂects divestiture of Coffee and Pharmaceutical Businesses.
Totals (absolute units x 1,000)

2012

2011

2012 Global Business Unit Detail (1) (absolute units x 1,000)

2010

BeautyGrooming

HealthCare

Fabric Careand Home
Care

Baby Careand Family
CareTechnical Distribution
Centers
Centers

Production (metric tons)
24,213

2,154

660

1,076

16,682

5,046

0

0

646

593

784

137

51

49

250

159

0

0

Generated Waste

985

1,025

1,048

135

29

97

353

325

20

26

Percent Recycled / Reused Waste

79%

69%

63%

73%

95%

88%

69%

89%

31%

79%

Product Shipped
Raw Materials from Recycled Sources

25,618 26,021 (6)Waste ( metric tons )Disposed Waste (metric tons)
Waste Disposed

212

315

363

36

1

12

110

34

14

5

Solid Waste — Non-Hazardous

157

250

287

31

1

10

77

23

11

4

Solid Waste — Hazardous

20

23

28(2)

1

0

1

16

0

0

2

Efﬂuents (excluding water)

22

27

34

3

0

0

12

4

3

0

Air Emissions (3)

13

15

15

1

0

1

4

7

0

0

Energy Consumption (gigajoules )72,306 73,998

71,842

4,104

2,509

2,895

19,12340,743

2,378

554

Direct Greenhouse Gas Emissions (metric tons) (4)

2,799

2,906

2,795

122

64

44

607

1,888

58

16

Total Greenhouse Gas Emissions (metric tons) (7)

5,827

6,123

6,200

434

228

273

1,562

3,008

266

55

Water Consumption (cubic meters )78,564 79,999

80,914

7,248

867

1,888

17,84343,738

6,980

0

2.57

1.83

0.03

0.00

0.00

1.56

0.06

0.00

0.00

Other

SARA Releases(metric tons) (5)1.65

1 metric ton = 1,000 kg = 2,205 lbs.
(1) Beauty includes Hair Care and Personal Beauty Care. Grooming includes Blades and Razors, and Devices. Health Care includes Personal Health Care, Feminine Care and Oral Care. FabricCare and Home Care includes Fabric Care, Home Care, Batteries, Snacks and Pet Care. Baby Care and Family Care includes Baby Care and Family Care. Technical Centers includes each of
the technical and research centers that support the business units. Distribution Centers includes facilities that distribute ﬁnished product. Numbers do not include production fromcontract manufacturing operations.
(2) Reﬂects corrected information listed in the 2010 report.
(3) Air emissions include particulates, SO2, NOx, CO, and VOC.
(4) Greenhouse gas emissions resulting from fuel combustion sources.
(5) Releases deﬁned in the U.S. Superfund Amendments and Reauthorization Act (SARA) by the U.S. Environmental Protection Agency.
(6) Reﬂects corrected information listed in the 2011 report.
(7) Greenhouse gases resulting from fuel combustion sources and purchased electricity.

2020 Goals Chart
The following represents a summary of our 2020 goals, some of which are newly announced inthis report. The products and operations goals are inspired by our long-term environmental vision,
which can be found on page 3.

Products
Replace 25 percent of petroleum-based raw materials with sustainably sourced renewablematerials for our products and packaging.*

Renewable Materials

Conﬁrm that all palm oil purchases have originated from responsible and sustainablesources by 2015.
NEW

Have 100 percent of the virgin wood ﬁber used in our tissue/towel and absorbent hygiene
products be third-party certiﬁed by 2015. Have 40 percent of the virgin wood ﬁber used in our
tissue/towel products be FSC certiﬁed.

NEW

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

Waste

Conduct pilot studies in both developed and developing markets to understand how
to eliminate landﬁlled/dumped consumer solid waste.

Cold Water Washing

Have 70 percent of all washing machine loads use cold water.

Packaging Reductions

Reduce packaging by 20 percent per consumer use.*

Operations
Increase use of renewable energy in our plants to 30 percent.

Renewable Energy
NEW

Reduce energy use at P&G facilities and total CO2 (Scope 1 and Scope 2) by 20 percent perunit of production by 2020.*

Manufacturing Waste

Reduce manufacturing waste to landﬁll to less than 0.5 percent of input materials.

Transportation

Reduce truck transportation by 20 percent per unit of production.*

Social Responsibility
Save One Life Every Hour

* vs. 2010 baseline

Save one life every hour by delivering 2 billion liters of clean water every year.

© 2012 Procter & Gamble