HISTORY

William Procter, a candlemaker, and

James Gamble, a soapmaker, immigrants from England and
Ireland, respectively, who had settled earlier in Cincinnati, who met as
they both married sisters, Olivia and Elizabeth Norris,formed the
company initially. Alexander Norris, their father-in law, called a meeting
in which he persuaded his new sons-in-law to become business partners.
On October 31, 1837, as a result of the suggestion, Procter & Gamble
was born.
In 1859, sales reached one million dollars. By this point, approximately
eighty employees worked for Procter & Gamble. During the American
Civil War, the company won contracts to supply the Union Army with
soap and candles.

COMPANY OVERVIEW
With over $83 billion in sales across the world in 2008 and 24 brands
with $1 billion of sales each,P&G is a global giant for household and
personal goods. P&G divides its business into three Global Business
Units:BEAUTY:
The Beauty GBU includes all hair and skin products, medications,
razors, electric shavers, and batteries. Proctor & Gamble's global
market share in blades and razors is 70%, primarily centered around
its Mach3, Fusion, Venus, and Gillette brands.

HEALTH AND WELL BEING:

The Health and Well-Being GBU provides oral care, feminine
health, pharmaceuticals, snacks, coffee,and pet care products.
oral care, the company has the number two market share position
at 20% globally.
In potato chips and coffee, the company holds a market share of
approximately 10% and 33%.

HOUSEHOLD CARE:
The Household Care GBU manufactures a wide range of products
from snack food to laundry detergent to diapers. The company's
baby care market share in 2008 was 29%.
Procter & Gamble Co. was the world's top advertiser in 2007,
spending almost $9.4 billion worldwide. The company outspent its
largest competitor, Unilever, the second-highest advertiser, by
almost two-to-one (Unilever spent $5.2 billion).
ADVERTISING:
According to the Nielsen Company, in 2007 P&G spent more on
U.S. advertising than any other company; the $2.62 billion spent
by P&G is almost twice as much as that spent by General Motors,
the next company on the Nielsen list. P&G was named 2008
Advertiser of the Year by Cannes International Advertising
Festival.

P&G BRANDS:
Ariel is a brand of laundry detergent/liquid available in
numerous forms and scents.

Actonel is a brand of the osteoporosis drug risedronate comarketed by Sanofi-Aventis. Bounty is a brand of paper towel
sold in the United States, Canada, and the United Kingdom
(rebranded to "Plenty" in the UK after being sold to SCA
Svenska Cellulosa Aktiebolaget).

Braun is a small-appliances manufacturer specializing in

electric razors, coffeemakers, toasters, and blenders.

Crest is a brand of toothpaste.

Dawn is a brand of dishwashing detergent.

Downy/Lenor is a brand of fabric softener.

Duracell is a brand of batteries and flashlights.

Fusion is a brand of men's wet shave razors and is the

quickest P&G brand to have reached $1 billion in annual sales.

Gain is a brand of laundry detergent and fabric softeners.

Gillette is a safety razor manufacturer.

Head & Shoulders is a brand of shampoo body wash, and
deodorant
Old Spice is a brand of aftershave and shaving cream.

Ivory is a soap.

Nice 'n Easy is a hair coloring product.

Olay is a brand of women's skin care products.

Oral-B is a brand of toothbrush.

Pampers is a brand of disposable diaper

Pantene is a brand of hair care products (conditioners/styling

aids).

Prilosec OTC is a brand of heartburn medicine co-marketed

by AstraZeneca.

Pringles is a brand of potato chips.

Puffs is a brand of facial tissues

Secret is a brand of antiperspirant and deodorant.

TAG is a deodorant and body spray.

Tide is a brand of laundry detergent.

Vicks is a brand name of over-the-counter medicines (Formula

44, Sinex, NyQuil/DayQuil)

Wella is a brand name of hair care products (shampoo,

conditioner, styling, and hair color). Whisper is a brand of
pantyliners sold primarily in Asian markets.

CORPORATE SOCIAL RESPONSIBILITY:

Procter & Gamble has, for several years, funded a recycling school in
the slums of Cairo, Egypt. Many of the people in the village of
Manshiyet Nasser collect garbage and have done so for decades.
Procter & Gamble along with UNESCO has started the Mokattam
Non-Formal Education Project. The project teaches the people of the
village about the business and economics of recycling and how to
properly recycle plastic.
In December 2008, The US Environmental Protection Agency's Design
For Environment program awarded P&G its highest level of recognition,
Champion, for P&G's work in developing safer detergents under the
Safer Detergents Stewardship Initiative (SDSI).

TRAINING OPPORTUNITIES:
We Share P&Gs Purpose and Values.

Our Purpose, Values and Principles are the foundation on which we develop
leaders at P&G. Our shared Purposeimproving the lives of the worlds
consumersin addition to our Valuestrust, integrity, ownership, leadership and
passion for winningunify us as we collaborate as a team internally and
compete to win externally.
We Hire the Best.

Nearly a half-million people apply for P&G jobs every year. We hire less than 1%.
We attract top talent because of P&Gs reputation as a great company for
leaders, and we identify the best applicants by using a proven recruiting process
that measures intelligence, assesses character and leadership, and predicts
success at P&G.

We Challenge P&G People from Day One.

We believe theres no substitute for hands-on experience when it comes to

leadership development. Thats why we create early, meaningful responsibilities
for every employee. Typical assignments demand collaboration inside and
outside the Company, disciplined project management and the need to be in
touch with consumers, retail customers and other external stakeholders.
Business and Functional Leaders Actively Recruit, Teach and Coach.

Line business leaders are accountable and involved at every step of the process.
This starts at the top. Our Chief Executive Officer, Vice Chairs, Presidents and
Functional Officers recruit on college campuses and teach in our executive
education programs. These senior executives also act as mentors and coaches
for younger managers, helping them develop the skills necessary to lead large
businesses and organizations.
We Plan Careers.

We create opportunities for careers at P&G, not just jobs. One way we do this is
by managing P&G talent globallystarting at mid-levels of management and
higherto enable career development and growth across businesses and
geographies. We identify talent early and groom people through a series of
varied and enriching assignments that will prepare them for future roles. The
CEO and Vice Chairs meet monthly to plan senior management assignments.
Business presidents meet as a talent-development team once per quarter. And
the Board of Directors reviews P&Gs talent pipeline once a year.
We Never Stop Learning.

In addition to on-the-job experience, we provide a wealth of technical, functional

and leadership skills training. Some programs are offered at career milestones,
such as when an employee first takes on responsibility for managing others or
leading an organization. Other programs take managers out of the classroom
and into retail stores or even into consumers homes. This process not only helps
P&G people develop business skills but also deepens their commitment to
touching and improving consumers livesP&Gs enduring Purpose

LEADERSHIP DEVELOPMENT:

Very few companies receive such highly consistent recognition for their leadership
development efforts. P&Gs approach to leadership development is unique and is
consistently recognized as among the very best, because:
1. Leadership development is a business strategy at P&G.
2. We build from within, and therefore, invest in getting the best talent at entry
level.
3. We identify a global, diverse mix of talent and develop them through early
responsibility and challenging assignments.
4. We leverage the scale of our organization structure to provide opportunities for
leaders to grow by increasing their breadth of experience and depth of expertise -across categories, geographies, functions and markets.
5. We use end-to-end integrated people and career development systems and a
proven approach to develop employees through experiences, on-the-job training
and coaching.
6. We expect managers to build the organization in addition to building the
business, so leaders at every level actively recruit, teach, mentor and coach.
7. We nurture a culture that fosters employee development, while enabling
employees to be responsible for their own continual learning and personal growth.
Each of these capabilities honors and further strengthens P&Gs competitive
position as an Employer of Choice. These reflect not only the quality of P&Gs
leadership development programs, but also the caliber of P&G people at every
level and in every part of our organization