FY2021 10-K Report
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Greenberg V. Procter & Gamble
RECOMMENDED FOR FULL-TEXT PUBLICATION Pursuant to Sixth Circuit I.O.P. 32.1(b) File Name: 13a0203p.06 UNITED STATES COURT OF APPEALS FOR THE SIXTH CIRCUIT _________________ In re: DRY MAX PAMPERS LITIGATION. X _____________________________________ - - - No. 11-4156 DANIEL GREENBERG, - > Objector-Appellant, , - ANGELA CLARK, et al., - - Plaintiffs-Appellees, - - v. - - - PROCTER & GAMBLE COMPANY; PROCTER & - GAMBLE PAPER PRODUCTS COMPANY; - PROCTER & GAMBLE DISTRIBUTING LLC, - Defendants-Appellees. - - N Appeal from the United States District Court for the Southern District of Ohio at Cincinnati. No. 1:10-cv-301—Timothy S. Black, District Judge. Argued: October 4, 2012 Decided and Filed: August 2, 2013 Before: COLE and KETHLEDGE, Circuit Judges; and THAPAR, District Judge.* _________________ COUNSEL ARGUED: Adam E. Schulman, CENTER FOR CLASS ACTION FAIRNESS LLC, Washington, D.C., for Appellant. Lynn Lincoln Sarko, KELLER ROHRBACK L.L.P., Seattle, Washington, for Plaintiffs-Appellees. D. Jeffrey Ireland, FARUKI IRELAND & COX P.L.L., Dayton, Ohio, for Defendants-Appellees. ON BRIEF: Adam E. Schulman, Theodore H. Frank, CENTER FOR CLASS ACTION FAIRNESS LLC, Washington, D.C., for Appellant. Lynn Lincoln Sarko, Gretchen Freeman Cappio, Harry Williams IV, KELLER ROHRBACK L.L.P., Seattle, Washington, for Plaintiffs- * The Honorable Amul R. Thapar, United States District Judge for the Eastern District of Kentucky, sitting by designation. 1 No. 11-4156 Greenberg v. Procter & Gamble Co., et al. Page 2 Appellees. D. Jeffrey Ireland, Brian D. Wright, FARUKI IRELAND & COX P.L.L., Dayton, Ohio, for Defendants-Appellees. KETHLEDGE, J., delivered the opinion of the court, in which THAPAR, D. J., joined. COLE, J. (pp. 15–16), delivered a separate dissenting opinion. -
Bloomsburg Investment Group
Bloomsburg Investment Group Equity Analysis The Procter & Gamble Company (PG) Analyst: Gerrick Hardy, Class of 2021 Trevor Luzi, Mackenzie Gross, Class of 2022 Bloomsburg Investment Group Opinion: After our group's thorough analysis, we believe it is in the best interest of the group if our holding in Procter & Gamble (PG) is partially liquidated. Although our group remains bullish about the company, we think taking some profits from PG's recent run-up and allocating funds elsewhere in the sector would be most beneficial. While the company has provided strong organic growth in each of the two previous quarters, a number of headwinds remain in the way which will likely restrict future growth. A stronger U.S. Dollar has essentially offset the organic revenue growth, and the rise in transportation costs and commodity prices has and will likely continue to squeeze the margins of PG. With consumer tastes trending towards less expensive generic brands, customers may not respond favorably to recent price increases of some of Procter & Gamble’s largest brands. Our sector believes PG is currently trading at a premium that will not be satisfied with future growth. Despite all of this, we are still bullish because of the high dividend yield that the company has increased for 62 consecutive years, wide array of brand offerings, and brand loyalty and recognition, among other factors. Considering cross-current risks that exist in the macroeconomic environment and the potential of an upcoming recession or economic downturn, Procter & Gamble will continue to provide stable growth and hedge our portfolio. Corporate Summary: Corporate Details: Name Procter & Gamble Co The Procter & Gamble Company, founded in 1837, is Ticker PG a global manufacturer and distributor of household Domicile United States goods. -
Second Time Moms & the Truth About Parenting
Second Time Moms & The Truth About Parenting Summary Why does our case deserve an award? In the US, and globally, every diaper brand obsesses about the emotion and joy experienced by new parents. Luvs took the brave decision to focus exclusively on an audience that nobody was talking to: second time moms. Planning made Luvs the official diaper brand of experienced moms. The depth of insights Planning uncovered about this target led to creative work that did a very rare thing for the diaper category: it was funny, entertaining and sparked a record amount of debate. For the first time these moms felt that someone was finally standing up for them and Luvs was applauded for not being afraid to show motherhood in a more realistic way. And in doing so, we achieved the highest volume and value sales in the brand’s history. 2 Luvs: A Challenger Facing A Challenge Luvs is a value priced diaper brand that ranks a distant fourth in terms of value share within the US diaper category at 8.9%. Pampers and Huggies are both premium priced diapers that make up most of the category, with value share at 31, and 41 respectively. Private Label is the third biggest player with 19% value share. We needed to generate awareness to drive trial for Luvs in order to grow the brand, but a few things stood in our way. Low Share Of Voice Huggies spends $54 million on advertising and Pampers spends $48 million. In comparison, Luvs spends only $9 million in media support. So the two dominant diaper brands outspend us 9 to 1, making our goal of increased awareness very challenging. -
Innovation Is P&G's Life Blood
Innovation is P&G Innovations P&G’s Life Blood It is the company’s core growth strategy and growth engine. It is also one of the company’s five core strengths, outlined for focus and investment. Innovation translates consumer desires into new products. P&G’s aim is to set the pace for innovation and the benchmark for innovation success in the industry. In 2008, P&G had five of the top 10 new product launches in the US, and 10 of the top 25, according to IRI Pacesetters, a report released by Information Resources, Inc., capturing the most successful new CPG products, as measured by sales, over the past year. Over the past 14 years, P&G has had 114 top 25 Pacesetters—more than our six largest competitors combined. PRODUCT INNOVATION FIRSTS 1879 IVORY First white soap equal in quality to imported castiles 1901 GILLETTE RAZOR First disposable razor, with a double-edge blade, offers alternative to the straight edge; Gillette joins P&G in 2005 1911 CRISCO First all-vegetable shortening 1933 DREFT First synthetic household detergent 1934 DRENE First detergent shampoo 1946 TIDE First heavy-duty The “washday miracle” is introduced laundry detergent with a new, superior cleaning formula. Tide makes laundry easier and less time-consuming. Its popularity with consumers makes Tide the country’s leading laundry product by 1949. 1955 CREST First toothpaste proven A breakthrough-product, using effective in the prevention fluoride to protect against tooth of tooth decay; and the first decay, the second most prevalent to be recognized effective disease at the time. -
Crown Crafts Expands Its Reach with a Known and Trusted Parenting Brand
October 27, 2009 Crown Crafts Expands Its Reach With a Known and Trusted Parenting Brand GONZALES, La., Oct. 27 /PRNewswire-FirstCall/ -- Crown Crafts, Inc. (the "Company") (Nasdaq: CRWS) today announced it has entered into a licensing agreement with The Procter & Gamble Company ("P&G") (NYSE: PG). Under the agreement, Crown Crafts will develop, produce, market and sell an assortment of infant products under the Pampers®( )brand name. Such products will include infant bedding, blankets, bibs, bath goods and slings, and will be developed by Crown Crafts Infant Products, Inc. and Hamco, Inc., wholly- owned subsidiaries of the Company. The Company anticipates that these products will be available for distribution to retailers in the spring of 2010. The disposable diapers developed by P&G under the Pampers® brand were introduced in 1961 and revolutionized infant care by providing a convenient alternative to cloth diapers. Pampers® has evolved into one of P&G's most loved and trusted brands. "We are proud to sign this license and to have the opportunity to partner with such a well- respected, innovative and admired company," commented E. Randall Chestnut, Chairman, President and Chief Executive Officer of the Company. "This partnership is a continuation of our efforts to offer differentiated products and to further access the infant products market," Mr. Chestnut continued. "More and more, Pampers is evolving from a diaper brand to a true parenting company with products, resources and services to help parents care for the happy, healthy development of their children," commented Patrick Kraus, Marketing Director, North America Pampers. "Since the Pampers brand is a true 'trustmark' and symbol of quality for consumers, we are very careful about only partnering with companies that share our values and emphasis on quality, innovation and integrity. -
Procter & Gamble Ecosystem
The Procter & Gamble Company 1 Procter & Gamble Plaza Procter & Gamble Ecosystem Cincinnati, Ohio 45202 Phone: (513)-983-1100 www.us.pg.com Outside Relationships Outside Relationships The Procter & Gamble Company (Ohio Corporation) Securities Regulators Capital Suppliers Customers Regulation Customers Suppliers Capital Regulators and NYSE Bond Lenders Debt Structure Equity Structure Listing Rules Securities Financing Debt ($34.6 Billion as of 6/31/20) Credit Ratings (Senior Unsecured): AA- (S&P); Aa3 (Moody’s) Equity Convertible Class A preferred stock, stated value $1 per share (600 shares Regulators Bondholders Equity Working Capital authorized) Significant Short-Term Debt: $5B 2020 Maturity: $1.27zB @ 2022 Maturity: 3.37B @ 2024 Maturity: 1.46B @ Capital US Financing 2023 Revolving Credit 2020-2021 Maturity Remaining years (2026- Shareholders Commercial Paper Debt avg 3.08% avg 2.14% avg 0.58% Non-Voting Class B preferred stock, Class C Capital Stock Securities Commercial Foreign Currency, Facility ($4.0B; $0 (ESOP Notes): $119M 50): $10.98B @ avg Financing (Non- 2021 Maturity: 2.32B @ 2023 Maturity: 2.4B @ 2025 Maturity: 750M @ stated value $1 per share (200 shares (350M Shares Authorized; 340,979,832 Professional and Banks Cash Flow, and Drawn as of 12/31/19) @ avg 9.36% 3.14% Vanguard Interest Rate Outstanding as of 12/31/19) avg 1.85% avg 1.95% avg 2.55% authorized) Shares Outstanding) Services Firms Group (8.48%) Exchange Derivatives Commission SSgA Funds Hedging Ernst & Young Communications Finance and Operatons Professional Management New York Counterparties Governance Human Resources Corporate Matters (Auditing Services) Services (4.68%) Stock (e.g., Banks) Board of Directors Digital and Social Media Finance and Accounting Committees: Audit Talent Recruitment/Diversity Legal Exchange Jones Lang BlackRock Francis S. -
Annual Report Worldreginfo - 1406D2bb-18Df-4748-A55f-0998B0bfcc11 Financial Highlights (Unaudited) Amounts in Billions, Except Per Share Amounts
2017 Annual Report WorldReginfo - 1406d2bb-18df-4748-a55f-0998b0bfcc11 Financial Highlights (unaudited) Amounts in billions, except per share amounts 2017 2016 2015 2014 2013 2017 NET SALES BY 2 Net Sales $65.1 $65.3 $70.7 $74.4 $73.9 BUSINESS SEGMENT Operating Income $14.0 $13.4 $11.0 $13.9 $13.1 Net Earnings $ $10.5 $7.0 $11.6 $11.3 Attributable to P&G 15.3 Net Earnings Margin from % 15.4% 11.7% 14.3% 14.0% Continuing Operations 15.7 Diluted Net Earnings Baby, Feminine, per Common Share from $ $3.49 $2.84 $3.63 $3.50 3.69 and Family Care 28% Continuing Operations 1 Diluted Net Earnings Beauty 18% $ $3.69 $2.44 $4.01 $3.86 per Common Share 1 5.59 Fabric and Home Care 32% Operating Cash Flow $12.8 $15.4 $14.6 $14.0 $14.9 Health Care 12% Grooming 10% Dividends per $ $2.66 $2.59 $2.45 $2.29 Common Share 2.70 2017 NET SALES BY MARKET MATURITY 2017 NET SALES BY GEOGRAPHIC REGION Developed Markets 65% Developing Markets 35% North America 45% Europe 23% Latin America 8% Asia Pacific 9% India, Middle East, Greater China 8% and Africa (IMEA) 7% (1) Diluted net earnings per common share are calculated based on net earnings attributable to Procter & Gamble. (2) These results exclude net sales in Corporate. VARIOUS STATEMENTS IN THIS ANNUAL REPORT, including estimates, projections, objectives and expected results, are “forward-looking statements” within the meaning of the Private Securities Litigation Reform Act of 1995, Section 27A of the Securities Act of 1933 and Section 21E of the Securities Exchange Act of 1934 and are generally identified by the words “believe,” “expect,” “anticipate,” “intend,” “opportunity,” “plan,” “project,” “will,” “should,” “could,” “would,” “likely” and similar expressions. -
2.2.9. Procter & Gamble
1 Dirty recyclables of a Procter & Gamble brand Credit: Les Stone P&G has made no commitments regarding collection, and neither calls for legislation in this area nor mentions support for DRS. It high- lights different targets on its US environmental sustainability webpage6 than on its UK equivalent.7 At the time of writing, there was no reference to the development of reuse-and-refill delivery models for P&G products on their UK site;8 on its US site, however, the company highlights its 2019 participation in test programmes with TerraCycle’s Loop project in New York and Paris,9 in which its brands Pantene, Gillette and Venus were included.10 When it comes to reduction of virgin-plastic use, P&G states alternative materials will only be used ‘when it makes sense’, and that lightweighting, increasing recycled content and moving towards more concentrated products will take priority.11 However, this does not appear to involve an absolute reduction in the total number of single-use plastic-packaging units. It is also unclear what instances the company will consider using alternative materials in, and which types of materials. In another document on the company’s brand criteria for 2030, it states it will achieve ‘a meaningful increase in responsibly-sourced bio-based, or recycled or more resource efficient materi- als’;12 however, this commitment is nebulous because it does not include an actual target, timeframe or more detail on what ‘responsi- bly-sourced’ means. When it comes to minimum recycled content, P&G talks about ‘continuously innovating with recycled plastic’,13 and, according to As You Sow, has a recycled-content target of 8% for 2025.14 This is a very modest increase – from 6.3% in 2018. -
A Case Study of Pampers Brand of Proctor and Gamble Pakistan
International Journal of Experiential Learning & Case Studies 5 : 1 ( June 2020) pp. 122-134. dx.doi.org/10.22555/ijelcs.v5i1.3023 Local players giving a run for the share to a global giant: A case study of Pampers brand of Proctor and Gamble Pakistan Syed Waqas Hussain*, Jawaid Qureshi**, Muhammad Mubeen, Zaeema Asrar**** Abstract Pakistan is a densely populated country with a population of around 200 million people with an annual birth rate of 29.8 births/1000 people that approximates to around 13 million babies per year with a majority of births in tier three and four socio-economic classes (Geoba, 2017). Based on marvelous demand and con- sumption patterns, the market for diapers seemed ever-increasing. This instru- mental single case-based study addressed the concerns regarding the competitive- ness of Pampers with other diaper brands. It undertook eight interviews with industry experts till saturation point and availed thematic analysis techniques to categorize themes pertinent to core issues. Pampers is an expensive brand, primarily due to its higher cost of importing and local value additions. Despite being a global giant in the diaper industry and having the first-mover advan- tage in Pakistan, the company is continuously losing its value and volume share against much cheaper local players since 2013. The case addressed shortcomings of Pampers Pakistan that were needed to be addressed and strategic branding and marketing decisions that were likely to regain its market share. Their marketing strategists realized revisiting its procurement plans, pricing strategies and dis- tribution strategies, and brand management on an urgent basis to maintain its sustainable competitive advantage. -
The Dominance of Intellectual Property
3143 P-01 3/23/99 10:07 AM Page 1 1 The Dominance of Intellectual Property 1.1 Eclectic Science 3 1.2 Paradigm Shift 4 1.3 Looking at Intellectual Property Value 6 (a) H. J. Heinz Company 7 (b) Johnson & Johnson 10 (c) Merck & Company 10 (d) Microsoft Corporation 11 (e) Minnesota Mining & Manufacturing Company (3M) 13 (f) Philip Morris Company 13 (g) Nike, Inc. 14 (h) Procter & Gamble Company 15 1.4 Investment Performance 15 (a) Intellectual Property Infringement Damages 17 (b) Patent Infringement Damages 17 (c) Trademark Infringement Damages 18 (d) Copyright Infringement Damages 18 1.5 Overview of This Book 19 010 3143 P-01 3/23/99 10:07 AM Page 2 3143 P-01 3/23/99 10:07 AM Page 3 ntellectual property is the central resource for creating wealth in Ialmost all industries. The foundation of commercial power has shifted from capital resources to intellectual property. In fact, the def- inition of capital resources is shifting. No longer does the term capital resource bring to mind balance sheets of cash or pictures of sprawling manufacturing plants. The definition of capital includes intellectual property such as technological know-how, patents, trademarks, copy- rights, and trade secrets. Corporations once dominated industries by acquiring and managing extensive holdings of natural resources and manufacturing facilities. Barriers to entry were high because enormous amounts of fixed asset investments were required to displace well- entrenched players. Today, companies that once dominated industries are finding themselves fighting for survival. Up-start companies are creating new products and services based, not on extensive natural resource holdings or cash hordes, but on intellectual property resources. -
Easy Steps! Redeem In
Choose a FREE BACKPACK when you spend $50 on your favorite participating P&G brands.* *Terms apply. See reverse side for details. Redeem in Easy Steps! 3 OR fill out mail-in form on back Buy $50 Snap Upload at of participating a photo of PGHaulPass.com 1 P&G products 2 your receipt 3 How to Receive Your Reward: Please allow 4-6 weeks for delivery of your reward BUY Important Information: Limit one (1) reward per person. Product exclusions apply. A limited $50 worth of P&G products in one transaction, before taxes and after all other discounts and coupons number of rewards are available, while supplies last. P&G reserves the right to substitute the reward are applied. Purchase must be made between 6/25/2019 and 10/7/2019. Submission must be offered for an item of equivalent value, if available. Trust is a cornerstone of our corporate mission and postmarked or submitted online by 10/14/2019. the success of our business depends on it. P&G is committed to maintaining your trust by protecting MAIL the personal information we collect about you, our customers. For full details of our privacy statement In a first class stamped envelope, mail: visit www.pg.com/privacy/english/privacy_notice.html. -This original form Please print clearly; proper delivery depends on a complete and correct form. - Original dated sales receipt with store name and product price(s) circled to the following address: Backpack Telephone number and email address will only be used to provide order status, PO Box 49233 Dept PG-294 clarify information and send reward. -
To Download a PDF of an Interview with Juliana Azevedo, President
Latin America and the Caribbean Improving People’s Lives An Interview with Juliana Azevedo, President, Procter & Gamble Brazil EDITORS’ NOTE Juliana Azevedo Will you provide an overview of way to market leadership with Gisele Bundchen’s is the first woman to hold the your role and key areas of focus endorsement, Head & Shoulders shampoo, and General Manager position at P&G for P&G? Old Spice deodorant launches in Brazil. I was also Brazil, one of the top 10 markets for My history at P&G began in 1996 fortunate to lead Wella’s and Gillette’s integrations the company, and she has recently as an intern in marketing, working and businesses, wonderful opportunities to learn been recognized by Forbes as one with its feminine protection line-up. I about new cultures and solve some of the hardest of the most powerful women in the fell in love with the company’s prin- organizational challenges in my career. country. During her 25 years at ciples and values, as well as with the It was around 2009 when, already a Brand P&G, where she joined as an intern, amazing development opportunities I Director, I was offered the opportunity to accu- she acquired a holistic vision of the had even as an intern - my graduation mulate the role of sales director, broadening my business, having deepened in areas paper was the development of a new experience outside marketing. These were years such as marketing, sales, strate- sanitary pad which was a real project of absolute vertical learning not only in sales, gic planning and management.