Fiscal 2017 Highlights

Improving Results, Meeting Commitments

David S. Taylor “We met or exceeded each of our going-in objectives for fiscal 2017 in a
Chairman of the Board, challenging macro and competitive environment. We made significant progress
President and
Chief Executive Officer
on our key priorities…now is the time to accelerate our efforts to execute and
deliver on the plans we’ve put into action.”

A Focused Strategy to Deliver Balanced Growth and

FY17 Financial Highlights 1
Value Creation

Net Sales $
65.1B Stronger, more
focused portfolio
that is better Portfolio
New Standard
Creating and extending
meaningful advantages
that drive trial and
of Excellence
positioned to win repurchase, grow

+ %
2
markets and build share
Organic
Sales Growth

Building best in class Experienced, agile,

Organic
Volume Growth
+ %
2 cost structures to
fuel growth
Productivity Organization
& Culture
accountable to deliver
and sustain exceptional
performance

Core Operating
Margin Improvement
+
60 BPS Raising the Bar to a New Standard of Excellence

Core EPS Growth + %

7 + + + +
Free Cash Flow
Productivity 94% Superior
Products
Superior
Packaging
Superior Brand
Communications
Excellent Retail
Execution
Winning Customer
and Consumer
Value Equation

Continuing Productivity to Fuel Growth

F Y ’12 – F Y ’16 F Y ’17 – F Y ’ 21

Core Operating After Tax Profit
Up to
Accelerated Margin Margin

>$10B
Additional savings

Savings
and exceeded
commitment
to $10B in cost
Improvement

270BPS
+ 10B
$
Savings
to fuel investments
necessary to create
and extend product,
~
17%
savings packaging and value AN INDUSTRY
Past 4 Years advantages LEADER

1
Results include non-GAAP and other financial measures.
See www.pginvestor.com/event for P&G’s full Q4 and fiscal year 2017 earnings release issued July 27, 2017, the associated webcast
presentation, forward-looking statements, definitions of non-GAAP measures and reconciliations to the most closely related GAAP measure.
Fiscal 2017 Highlights Improving Results, Meeting Commitments
Streamlined, Strengthened Brand Portfolio

2 013 2 017

Product

16 10
• Global leader in 10 categories that leverage P&G’s core
Categories
strengths

• Daily-use categories in which consumer purchase

170 65
decisions are driven primarily by a specific job to do and
~ Brands
~ the product's effectiveness

• P&G’s 22.1% core operating margin is among the

industry’s best
Focused portfolio for faster growth and
higher profitability

Empowering Our Organization and Culture to Strengthen Accountability and Deliver Results

Closer to Consumers 1
We are creating a culture that encourages
prudent risk taking

Key initiatives:
• End-to-end responsibility and accountability for product category leaders in

Local •
large markets
“Freedom within a framework” model in smaller markets to enable agility
Regional • Continuing to move more resources out of corporate and global roles and into
Global regions and countries - the point of competition
• More granular incentive system for increased accountability of regional and
local country / category teams
• Supplementing internal development with experienced external hires

Extending Our Track Record of Returning Value to Shareholders

Over the past 10 years, capital returns have outpaced our

UP TO peer group as well as companies across all industries that
$
70B are comparable in size:

• Over that time, P&G has returned $120 billion of capital to shareholders
in the form of dividends and share repurchases
• Returned nearly $22 billion2 to shareholders in 2017
~$
22B
2
• Recently announced 3% increase to quarterly dividend –
$
15.6B 61st consecutive year in which we have raised our dividend and
127th consecutive year in which we have paid a dividend
FY '16 FY '17 FY '16-19
• Targeting up to $70 billion in capital returns through fiscal 2019

1
Commercial function employees, including general management, brand, sales and finance.
2
Includes dividend payments, share exchanges in the beauty transaction completed in October 2016 and direct share repurchases.
pginvestor.com