Table of Contents

Table of Content

Dedication

Aknowlegement

Preface

Executive Summary

Overview
Highlights
Product line(billion dollar brands)
Mission
Purpose

Industry Pioneers

Organization hierarchy

Introduction to P&G
Our history in pakistan
Product Information
Purpose, Values and principal
The power of purpose
Heritage
Core Strength
Global operations

Corporate Structure
Corporate Governance

Social responsibility

External recognition

Board of Directors
 DEDICATION

Dedicated to my Loving Parents, Brothers,

respected teachers and Supporting Friends

who always helped out?

In times of woe and Distress

&

Taught me to follow the Path of Truth,

Justice, Honesty and Sincerity

Proctor and Gamble
Company overview
Highlights
 World’s largest maker and distributer of household items and consumer
goods
 Some of Proctor & Gamble’s “super brands”. Super brand means the
product does more than $1 billions in sales in a year. P&G has 21 of these
brands.

Product lines
Billion dollars brand
 Beauty Care – 23% of sales
 Always, Head & Shoulders
 Olay, Pantene, Wella
 Fabric & Home Care – 28%
 Ariel, Dawn, Downey, Tide
 Baby & Family Care – 16%
 Bounty, Charmin, Pampers
 Health Care – 17%
 Actonel, Crest, Oral B
 Pet Health & Snacks – 6%
 Iams, Pringles
 Grooming – 10%
 Gillette, Mach 3
 Batteries & Electrical Devices
 Braun, Duracell
Mission Statement
 To provide branded products and services of superior quality and value that
improve the lives of the world’s consumers. As a result, consumers will
reward us with leadership sales, profit, and value creation, allowing our
people, our shareholders, and the communities in which we live and work to
prosper.

Purpose

Industry Pioneers

 Created the concept of "soap opera" by sponsoring radio and television

dramas targeting women
 First Fluoride-based toothpaste, Crest
 Tide was a revolutionary synthetic detergent
 First disposable diaper, Pampers
Organization Hierarchy

Customer Business
Development
(CBD)

District North
Manager
District South
(DDM)
Manager
(DDM)

UM
UM

Organization Hierarchy in Multan

UM

Sheikh shahid
Nadeem

ASO+TSO
ASO+TSO
(10)
(10)
Introduction to P&G
 Our History in Pakistan

Procter & Gamble Pakistan, headquartered in Karachi,

commenced operations in Pakistan in 1991. Our goal
was to become the finest global consumer goods
company operating locally in Pakistan. To fulfill this
goal, we are serving Pakistani consumers with
premium quality brands including Head & Shoulders,
Pantene, Ariel, Safeguard, Pampers and Always that strive to make
everyday lives better.
With commitment came growth, and in 1994 we acquired a soap-
manufacturing facility sprawling seven acres of land at Hub, Balochistan.
In 2002, the plant tripled its soap-manufacturing capacity with an
investment of $3 million. In 2004, with an initial investment of about half
a million U.S. dollars, a PUR facility was set up with a production capacity
of 50 million sachets of the water purifier annually. The P&G Hub plant is
the first of its kind in the world. It provides people access to safe drinking
water and is able to export millions of liters across the globe. Today, the
Hub plant is equipped with state-of-the-art manufacturing technologies and
quality assurance processes and systems, reflecting the company's values
of safe, hygienic and ethical manufacturing practices.

P&G Pakistan headquarters are consistently upgraded to the company's

progressive values. Investments of $ 1.6 million have taken place in the
work-space environment to date. The P&G Pakistan head office today
hosts high-speed digital networks and advanced systems and facilities.

As a company with vast global experience, P&G has always believed in

the potential Pakistan has as a country. Since 1989, the total amount
invested by P&G Pakistan in assets, working capital and market
development is approximately $ 100 million. In addition, Procter &
Gamble contributed Rs 4.3 billion to the national exchequer in the form of
taxes and duties in 07/08, increasing 22 percent over the previous year.
Strengthening its commitment to invest further in Pakistan, P&G recently
broke ground for its second manufacturing facility in Pakistan. The launch
of this manufacturing facility is testimony of P&G’s successful history in
the country and symbolizes P&G’s confidence that Pakistan will continue
to provide a stable and conducive business environment over the long-
term. This project involves an investment of about US$100 million and is
P&G’s largest single investment in the country to date.The facility is
expected to improve local industrialization prospects by creating
tremendous potential opportunity of business over the next few years. With
the plant occupying only one-third of the total 25 acres of land acquired,
provision has been built in for future expansion projects.

P&G has attracted outstanding individuals since the day it began

operations in Pakistan. The company presently employs more than 300
people, 99 percent of which are Pakistanis and creates more than 4,000
jobs indirectly in Pakistan. All this makes P&G a more locally focused
company.

Product Information
We are committed to providing products of consistently excellent quality and
standards — products that have a positive effect on the lives of the world's
consumers. As we continue to succeed in this aim, we can keep growing as a
marketing community.

All products marketed by Procter & Gamble Pakistan (Pvt) Ltd are fully compliant
with local regulations and laws

Brands
Pampers

Pampers is the world’s top-selling brand of

baby diapers.
For more than 40 years, Pampers has been helping to improve life for babies,
toddlers, and the parents who care for them through a complete line of diapers,
training pants, and wipes designed for every stage of baby’s development. As
many of the researchers at Pampers are parents themselves, they take great care in
developing products that benefit both mom and baby, and are committed to making
a difference in babies’ lives.

Thanks to four decades of research, hard work, and dedication to families across
the globe, Pampers has also been at the forefront of new diaper technology. The
brand has debuted such product features as re-sealable tabs and high stretch to
create convenience and value for mom and great comfort for baby.

Gillette

The Best a Man Can Get

Gillette has been at the heart of men’s grooming for more than 100 years. Across
the world, everyday men prepare to be their best. Gillette understands that when
men look good, they feel good and they perform well. This means that grooming
plays an increasingly important role in a man’s day.

For many men, shaving is at the heart of the grooming process—the razor is the
key that unlocks their day. But today’s men are looking beyond shaving to skin
care, hair care and body grooming. They are spending more money and time on
grooming and are increasingly seeking information and advice to ensure they have
the best products available to help them look and feel their best.

With the number of men engaging in facial and body grooming on a daily, weekly
or monthly basis, one thing is clear: Men have carved out their own niche in the
beauty industry and they demand products and services tailored to their specific
needs.
Head & Shoulders is the world's #1 dandruff shampoo. It is the only shampoo with
the revolutionary ActiZinc formula that works directly on the scalp, making it
healthy and removing 100% dandruff.

Also the fact that only Head & Shoulders is approved by the renowned P&G
Egham Research Center, England, makes Head & Shoulders your definite choice
for dandruff - beyond doubt!

     Safeguard is an anti-bacterial soap

that provides superior longer lasting
germ protection. Safeguard helps
protect your family from germs which
are found everywhere even on
apparently clean surfaces.

For more details on the Safeguard lineup view:

Pure White   
Lemon   
Aloe Vera   
Vitamin E   
Honey   
Safeguard and Save The Children launched a new
campaign in Oct 2009 to build sanitation facilities
in 100 Schools in Pakistan in 100 Days

Aerial

Ariel EnzyMax

    New Ariel (EnzyMax) gives you the best

cleaning results as it is designed to remove
tough, dried-in greasy stains, which
competition can not remove, even when
fresh

That’s because Ariel contains a unique stain

removing enzyme complex, EnzyMax.

For more details on the Ariel lineup view:

Original   
Jasmine

Always
Always Fresh provides you superior protection with a lasting feeling of freshness
that allows you to live life freely. Always Ultra’s top sheet quickly absorbs
wetness and AGM converts it into gel and locks it inside. Top and bottom surface
stays dry so your clothes don’t stain.

 Dry Weave Top Sheet (also in Plus and Super Plus)

 AGM (absorbent gel material)
 Flexible and longer Wings.
 Plastic Back Sheet (also in Plus and Super Plus)
 Individual Wrapping
 Revolutionary Thin Pad

Thick series are conventional pads that provide protection and are bulky in nature

Duracell

Trusted everywhere, Duracell has been meeting the power needs of people
around the world for more than 40 years.

Duracell is the world’s leading manufacturer of high-performance alkaline

batteries. Our products serve as the heart of devices that keep people connected,
protect their families, entertain them, and simplify their increasingly mobile
lifestyles.

The Duracell name—originally coined as a shortened form of “durable cell”—is

synonymous with innovation. The brand has made advances in single-use,
renewable, and personal device-charging technologies, while marketing general-
purpose flashlights and the advanced Daylite® LED flashlights.

Purpose,values and principal

Purpose & People

The Power of Purpose

Companies like P&G are a force in the world. Our market capitalization is greater
than the GDP of many countries, and we serve consumers in more than 180
countries. With this stature comes both responsibility and opportunity. Our
responsibility is to be an ethical corporate citizen—but our opportunity is
something far greater, and is embodied in our Purpose.

P&G’s Purpose Statement articulates a common goal that inspires us daily:

Our Purpose works to unify us in a common cause and growth strategy. It is

powerful because it promotes a simple idea to improve the lives of the world’s
consumers every day. P&G grows by touching and improving more consumers’
lives in more parts of the world...more completely. While this statement defines
our commercial opportunity, our culture reflects the broader opportunity of
improving lives through and beyond our branded products and services.

The simple, inspiring way to think about this opportunity is that P&G brands serve
about four billion of the six and a half billion people on the planet today. Before
P&G can serve the remaining two and a half billion profitably, we can reach them
altruistically. We can improve their lives in ways that enable them to thrive, to
increase their quality of living and, over time, to join the population of consumers
we serve with P&G brands. Through our overall Live, Learn & Thrive™ cause
program, initiatives such as Children’s Safe Drinking Water and Pampers 1 Pack
= 1 Vaccine are examples of how we are improving the lives of millions of people
every day.
Our shared Purpose attracts and unites an extraordinary group of people, P&Gers,
around the world—the most diverse workforce in P&G history. Together, we
represent around 140 nationalities. Our recruiting and development philosophy to
“build from within” fosters a strong culture of trust and shared experiences. Our
diversity, our shared culture and our unified Purpose are the defining elements that
enable P&G to touch lives and improve life every day.

Heritage

In touch

1887

P&G institutes a pioneering profit-sharing program that gives employees an

ownership stake in the Company. This significant innovation helps employees
connect their vital roles with the Company’s success.

1924

P&G becomes the first company to conduct deliberate, data-based market research
with consumers. This forward-thinking approach enables us to improve consumer
understanding, anticipate consumer needs and respond with products that improve
their everyday life.

2005

High Frequency Stores common in developing markets emerge as our largest

customer channel. Consisting of nearly 20 million stores across the world, HFS
represents a particular opportunity in fast-growing, low-income markets. Through
HFS, we connect to consumers with affordable products and packaging specially
designed for their needs.

In the lead
1961

P&G answers the age-old need to reduce leaks, mess and rashes caused by wetness
of cloth baby diapers by introducing Pampers, the first affordable, successful
disposable diaper. Today, more babies around the globe experience the comfort
and dryness of Pampers than any other diaper brand.

1996

P&G earns the U.S. Government’s National Medal of Technology. The honor
recognizes the Company for creating, developing and applying advanced
technologies to consumer products that have helped improve the quality of life for
billions of consumers worldwide.

Improving lives everyday

1901

King C Gillette patents the KC Gillette Razor, an alternative to the straight razor
that offers men a safe, convenient and inexpensive way to shave. This shaving
breakthrough features a permanent handle and disposable double-edge razor blade.
Gillette joined P&G in 2005.

1952

P&G establishes the Procter & Gamble Fund to coordinate the distribution of
money globally to charitable organizations in communities where we have a
concentration of employees. Today the Fund, through its corporate philanthropy
program Live, Learn and Thrive™, works to improve the lives of more than 50
million children around the world each year.
2006

To address the global crisis of unsafe drinking water, P&G creates the Children’s
Safe Drinking Water program, which uses P&G’s unique PUR water purification
sachets. This program reflects the company’s commitment to doing the right thing
for the long term, and is improving life in some of the poorest countries in the
world.

Core Strengths

P&G focuses on five core strengths required to win in the consumer products
industry. We are designed to lead in each of these areas.

Consumer Understanding

No company in the world has invested more in consumer and market research than
P&G. We interact with more than five million consumers each year in nearly 60
countries around the world. We conduct over 15,000 research studies every year.
We invest more than $350 million a year in consumer understanding. This results
in insights that tell us where the innovation opportunities are and how to serve and
communicate with consumers.

Innovation

P&G is the innovation leader in our industry. Virtually all the organic sales growth
we’ve delivered in the past nine years has come from new brands and new or
improved product innovation. We continually strengthen our innovation capability
and pipeline by investing two times more, on average, than our major competitors.
In addition, we multiply our internal innovation capability with a global network of
innovation partners outside P&G. More than half of all product innovation coming
from P&G today includes at least one major component from an external partner.
The IRI New Product Pacesetter Report ranks the best-selling new products in our
industry in the U.S. every year. Over the past 14 years, P&G has had 114 top 25
Pacesetters—more than our six largest competitors combined. In the last year
alone, P&G had five of the top 10 new product launches in the U.S. and 10 of the
top 25.

Brand-Building

P&G is the brand-building leader of our industry. We’ve built the strongest
portfolio of brands in the industry with 22 billion-dollar brands and 20 half-billion-
dollar brands. Eleven of the billion-dollar brands are the #1 global market share
leaders of their categories. The majority of the balance are #2.

Go-to-Market Capabilities

We’ve established industry-leading go-to-market capabilities. P&G is consistently

ranked by leading retailers in industry surveys as a preferred supplier and as the
industry leader in a wide range of capabilities including clearest company strategy,
brands most important to retailers, strong business fundamentals and innovative
marketing programs.

Scale

Over the decades, we have also established significant scale advantages as a total
company and in individual categories, countries and retail channels. P&G’s scale
advantage is driven as much by knowledge-sharing, common systems and
processes, and best practices as it is by size and scope. These scale benefits enable
us to deliver consistently superior consumer and shareholder value.
*Financial information in this 8-K has been updated to reflect the results of the
global pharmaceuticals business as discontinued operations, consistent with
current presentation. All other material on this page has not been updated to be
consistent with the Company's current presentation of financial results. For up to
date information, please refer to this 8-K filed with the SEC on January 29, 2010.

Global operations

Corporate Structure

Strength in Structure

We have made P&G’s organization structure an important part of our capability to

grow. It combines the global scale benefits of a $79 billion global company with a
local focus to win with consumers and retail customers in each country where P&G
products are sold.

P&G’s structure has removed many of the traditional overlaps and inefficiencies
that plague many large companies.
  Global Business Units (GBUs) focus solely on consumers, brands and
competitors around the world. They are responsible for the innovation
pipeline, profitability and shareholder returns from their businesses.
 Market Development Organizations (MDOs) are charged with knowing
consumers and retailers in each market where P&G competes and
integrating the innovations flowing from the GBUs into business plans that
work in each country.
 Global Business Services (GBS) utilizes P&G talent and expert partners to
provide best-in-class business support services at the lowest possible costs to
leverage P&G’s scale for a winning advantage.
 Lean Corporate Functions ensure ongoing functional innovation and
capability improvement.

We have been utilizing this structure for over a decade, and continue to see faster
global expansion of new innovations, better in-market execution and increased
savings from purchasing scale and outsourcing partnerships.

Corporate Governance

Management, Shareholders and the Board Working Together

Corporate Governance is the interaction of the management, shareholders and

Board of Directors to help ensure that all investors—both shareholders and
creditors—are protected against managers acting solely in their own best interest.
Corporate Governance consists of laws, policies, procedures and, most
importantly, practices that ensure the well-being of the assets of the Company.
Corporate Governance is at its highest levels when management acts as if they are
long-term investors in the Company.

The policies, procedures and practices spelled out in this section demonstrate that
Procter & Gamble takes Corporate Governance very seriously. Our management
acts as long-term investors of the Company because they, like most Procter &
Gamble employees at all levels, are in fact long-term investors.

Employees Are Long-Term Investors

In 1887, before P&G was even a publicly traded company, William Cooper Procter
introduced a profit-sharing program for employees. At the time he said, “We
should let the employees share in the firm’s earnings. That will give them an
incentive to increase earnings.” He revised that program in 1903 to have the profit
sharing be awarded in the form of actual P&G stock. He reasoned that as
employees became stockholders, their economic interests and those of the
Company would be bound more closely together.

That program still exists today with a large part of each U.S. employee’s retirement
consisting of P&G stock. Additionally, virtually all employees own P&G stock or
stock rights via various investment programs. Because of that fact, employees’
economic interests are aligned to those of the Company.

Further, our Executive Share Ownership Program requires senior executives to

own shares of Company stock and/or restricted stock units valued at eight times
base salary for the Chief Executive Officer, and five times base salary for the other
senior executives. Non-employee directors must own Company stock and/or
restricted stock units worth six times their annual cash retainer. These
compensation programs help to ensure the alignment of the interests of our senior
executives and directors with shareholders.

A Foundation of Integrity, Control and Stewardship

P&G has a strong history of operating with integrity throughout the Company—at
all levels, in all countries, both internally and externally. Our actions and the
actions of all our employees are governed by our Purpose, Values and Principles.
The basis for every decision we make at P&G can be found in our Purpose, Values
and Principles—our PVPs. The clarity and constancy of the Company’s PVPs is
the one factor above all others that has driven the Company’s growth over
generations. Our commitment to operate responsibly is reflected in the steps we
have in place to ensure rigorous financial discipline and Corporate Governance.

 We have an active, capable and diligent Board of Directors that meets the
required standards of independence, with members who understand their
role in providing strong Corporate Governance. Our Audit Committee is
comprised exclusively of independent directors, with significant financial
knowledge and experience. The Audit Committee also meets regularly in
private session with the Company’s independent auditors, Deloitte &
Touche LLP.
 We maintain a strong internal control environment. Our rigorous business
process controls include written policies and procedures, segregation of
duties and the careful selection and development of employees. The system
 is designed to provide reasonable assurance that transactions are executed as
authorized and appropriately recorded, that assets are safeguarded and that
accounting records are sufficiently reliable to permit the preparation of
financial statements conforming in all material respects with accounting
principles generally accepted in the U.S. We monitor these internal controls
through an ongoing program of audit self-assessment and internal and
external audits.
 We maintain disclosure controls and procedures designed to ensure that
information required to be disclosed is recorded, processed, summarized and
reported in a timely and accurate manner. Our Disclosure Committee is
comprised of senior-level executives responsible for evaluating disclosure
implications of significant business activities and events.
 We execute financial stewardship by maintaining specific programs and
activities to ensure that employees understand their fiduciary responsibilities
to shareholders. This ongoing effort encompasses financial discipline in
strategic and daily business decisions and brings particular focus to
maintaining accurate financial reporting and effective controls. In addition,
our Global Leadership Council is actively involved in rigorous oversight of
the business.
 We reinforce key employee responsibilities through the Company’s
Worldwide Business Conduct, which details management’s and the Board of
Directors’ commitment to conduct the Company’s business affairs with high
ethical standards. Every employee is required to be trained on the
Company’s Worldwide Business Conduct Manual, and every employee is
held personally accountable for compliance. Portions of the Worldwide
Business Conduct Manual comprise P&G’s Code of Ethics for SEC and
New York Stock Exchange Regulatory Purposes, as further described in the
Manual.

Doing What’s Right

P&G’s reputation is earned by our conduct: what we say, what we do, the products
we make, the services we provide and the way we act and treat others. As
conscientious citizens and employees, we want to do what is right. For P&G, and
our global operations, this is the only way to do business.
Social responsibility

At P&G, we believe in giving back to the communities we live in. Corporate social
responsibility is close to P&G’s heart. P&G Pakistan has developed and runs
several initiatives and programs in line with our global cause Live, Learn and
Thrive, aimed at helping improve lives of children in need.

 Keeping the HOPE Alive

 Safe Schooling for Building the Future
 P&G Home at SOS Children’s Villages
 Employee Volunteerism at P&G

External Recognition

P&G is recognized as a leading global company and a company committed to

creating a diverse workplace.

 Ranked #6 among the “World’s Most Admired Companies”

 Ranked #2 among “Top Companies for Leaders”
 Consistent #1 ranking within industry on “Most Admired” list for 24 of 25
total years and for 12 years in a row

 Ranked #3 on the “World’s Most Respected Companies List”

 Ranked #12 among the “World’s Most Innovative Companies”

 Named to worldwide survey of Top 20 Best Companies for Leaders

 Named to list of the Global 100 Most Sustainable Corporations in the

World, with top rankings from 2000–2009

 Recognized by the National Association for Female Executives as one of the

Top 10 Companies for Executive Women

 Recognized as one of the 100 Best Companies for Working Mothers and
Top 20 Best Companies for Multicultural Women

 Recognized as one of the 40 Best Companies for Diversity

 Recognized as one of the Top 50 Companies for Diversity

 Ranked #3 among the Top 10 Companies for Global Diversity
Supplier diversity is a fundamental business strategy at P&G. In 2009, P&G spent
more than $2 billion with minority- and women- owned businesses. Since 2005,
P&G has been a member of the Billion Dollar Roundtable, a forum of 16
corporations that spend more than $1 billion annually with diverse suppliers

Building Diversity in the Organization

At P&G, we believe in taking advantage of all the unique and special

differences that our employees possess and leveraging them to the fullest.
Since diversity is a business strategy for P&G, our efforts are focused on
bringing in people from different ethnic and cultural backgrounds with
remarkably diverse lives and career experiences.
Organizations that are in touch are far more capable of understanding
consumers from all walks of life. They are far more capable of
understanding, appreciating and leveraging their own diversity. They are
more capable of tapping the diversity of outside partners.

Our recruiting efforts target universities all over Pakistan and are aimed at
bringing in people with different leadership and thinking styles. Today, our
organization draws from more than 30 schools and universities.

We also focus on gender diversity by targeting women at universities for

females and holding diversity sessions for female students on campuses.
Women offer a different perspective that is crucial to our success. We aim
to balance not only organizational diversity but also diversity within the
various departments. Women make up about 25 percent of the workforce
at P&G Pakistan.

To stress this goal to our employees, P&G Pakistan has introduced many
initiatives. To avoid defining our diversity objectives too narrowly and
limiting them to percentages and representations of certain groups, P&G
has made tremendous recruiting efforts and has launched programs such as
flexible work arrangements and the day-care center.

Diversity is respected and required across all levels of the company. In

fact, diversity action plans are developed in each region of the world to
give local diversity strategies the best chance of success.

Developing Skills and Nurturing Talent

At P&G, developing skills in the workplace and nurturing talent are two of
our highest priorities. Since people are our biggest strength, we continually
invest in their development. People are part of the foundation on which we
build and grow our business.
Independent, Web-based training and instructor-led trainings are most effective
when content delivery matches student learning styles. At P&G, knowledgeable
instructors lead courses that correspond to every level of ability. Lifelong learning,
career advancement, certification and personal development are made easy and
convenient by combining industry experience and educational excellence.

At P&G one is faced with new and diverse challenges every single day, where
growth is measured through skills, interests and performance with the opportunity
to work in different countries. The flexible approach and people-first culture
ensure that the strengths of our employees are nurtured and their talents enhanced.

Our training is regarded as the best in the business, where employees rely on an
extensive support network of professionals from across the organization.
Additionally, training programs are tailored to individual needs as well as specific
functions.

Helping our employees continually grow and improve puts us on the fast track to
success. That is why we promote from within and why excellent training is vital to
our mutual improvement.
“The quality of the classes was impressive. The instructors were knowledgeable,
the time was well spent and there was just the right mix of explanations and
practice.” (Zehra Haider, External Relations)

Providing Quality Assurance, Meeting Safety Standards

At P&G, we believe in the philosophy of quality assurance, ensuring that

products of superior quality delight the world's consumers and effectively
provide our businesses and operations with continually improved quality
systems and culture.
In accordance with our aim of providing consumers with premium quality
products, our manufacturing plant at Hub strives to achieve high-quality
manufacturing standards. We are also committed to providing responsible
care to all our employees, our community and the environment.

We measure our quality assurance capability by gauging our systems and

processes on a scale of 19 key elements, starting with leadership, training
programs and a supply chain, to handling consumer complaints. These key
elements are the foundation of our quality system and ensure that the
products we send to our consumers are defect-free, safe, pure and
effective.

P&G strongly believes in safeguarding the health and safety of its

employees and workers. Four values provide the foundation for our safety
program:

 Nothing we do is worth getting hurt for

 Health, safety and the environment can be managed
 Every defect could and should have been prevented (e.g., injury,
equipment, time)
 Health, safety and the environment are everyone's responsibility

These values drive our six Health, Safety & Environment (HS&E) key
elements, starting with leadership, commitment, behavior observation and
feedback, all of which control performance management. By routinely
assessing the efficacy of our key elements, we effectively achieve HS&E
results and ultimately minimize incidents.

Superior products, the health of our employees, safety in the workplace

and caring for the environment we work and live in are imperative to the
long-term success of P&G Pakistan. In accordance with these safety and
quality assurance benchmarks, P&G plants across the globe operate on
established global standards.

P&G Port Qasim Authority Plant Site reaches Safety Milestone

Setting New Standards for Construction Safety and Sustainability

On Oct 26th 2009, a new safety milestone was achieved in accordance with
P&G’s health and safety benchmarks. Our upcoming plant facility at Port
Qasim Authority (PQA) near Karachi, has so far amassed more than
500,000 safe construction hours without recordable injury. This
achievement has been in a period of straight 12 months since the start of
plant construction. This project is raising the bar for construction safety
standards in Pakistan and P&G efforts in the region. This result reflects the
tremendous efforts by the project team and their use of P&G Global
Construction safety experts. Safety is our top priority and the team is
committed to deliver an incident free project in constructing a green field
plant in Pakistan.

P&G places great emphasis on providing responsible care to all its

employees, the community and the environment with a long-standing
commitment to sustainability. This stems from P&G’s Statement of
Purpose – to provide branded products and services of superior quality and
value that improve the lives of the world consumers, now and for
generation to come. At P&G, sustainability is viewed as a significant
responsibility as well as a continuous source of opportunity. This is why,
from its products to its operations, sustainability is embedded in everything
that P&G does.

The new manufacturing site at PQA is also a great example of

incorporating an economical and sustainable design that reflects world
class sustainability practices and embraces local cultural norms.
Sustainability will be incorporated by providing a productive and pleasing
work environment. Responsible, innovative solutions for conditioning and
ventilating indoor spaces will take on the challenge of promoting healthy
indoor and outdoor environments.

The scope of this project has been reviewed with the world renowned
sustainability experts from William McDonough & Partners. Moreover,
the entire plant organization has been already trained on sustainability with
the objective to ensure a sustainability culture from day one. This new
Pakistan manufacturing site is another step towards meeting P&G’s global
sustainable goals and commitment to improving lives now and for
generations to come.

Board of director

Board Composition

The Board of Directors at P&G consists of men and women who are leaders in the
fields of business, government, law, medicine and education.

The Board has general oversight responsibility for the Company’s affairs pursuant
to Ohio’s General Corporation Law, the Company’s Amended Articles of
Incorporation and Code of Regulations and the Board of Directors’ By Laws. In
exercising its fiduciary duties, the Board of Directors represents and acts on behalf
of the Company’s shareholders.  Additional details regarding the role and structure
of the Board are contained in the Board’s Corporate Governance Guidelines.

Angela F. Braly

Director since 2009

Ms. Braly is Chairman of the Board, President and Chief Executive Officer of
Wellpoint, Inc. (a healthcare insurance company). Ms. Braly was appointed to the
Board on December 8, 2009. Age 48.

Member of the Audit and Governance & Public Responsibility Committees.

Kenneth I. Chenault

Director since 2008

Mr. Chenault is Chairman and Chief Executive Officer of American Express
Company (a financial services company). He is also Director of International
Business Machines Corporation. Age 58.
Member of the Audit and Compensation & Leadership Development Committees.

Scott D. Cook

Director since 2000

Mr. Cook is Chairman of the Executive Committee of the Board of Intuit Inc. (a
software and Web services firm). He is also a Director of eBay Inc. Age 57.

Chair of the Innovation & Technology Committee and member of the

Compensation & Leadership Development Committees.

Rajat K. Gupta

Director since 2007

Mr. Gupta is a Senior Partner Emeritus at McKinsey & Company (international
consulting). He is also a Director of American Airlines, Genpact, Ltd., Goldman
Sachs Group, Inc., Harman International Industries, Inc. and Sberbank. Age 60.

Member of the Audit and Innovation & Technology Committees.

Robert A. McDonald

Director since 2009

Mr. McDonald is the Chairman of the Board, President and Chief Executive
Officer of the Company. He was appointed to the Board effective July 1, 2009. He
is also a Director of Xerox Corporation. Age 56.

W. James McNerney, Jr.

Director since 2003

Mr. McNerney is Chairman of the Board, President and Chief Executive Officer of
The Boeing Company (aerospace, commercial jetliners and military defense
systems). Age 59.

Presiding Director, Chair of the Compensation & Leadership Development

Committee and member of the Governance & Public Responsibility Committee.

Johnathan A. Rodgers
Director since 2001
Mr. Rodgers is President and Chief Executive Officer of TV One, LLC (media and
communications). He is also a Director of Nike, Inc. Age 63.

Member of the Innovation & Technology Committee.

Maggie Wilderotter

Director since 2009

Ms. Wilderotter is Chairman of the Board, President and Chief Executive Officer
of Frontier Communications Corporation (a communications company specializing
in providing services to rural areas and small and medium-sized towns and cities).
Ms. Wilderotter was appointed to the Board on August 11, 2009. She is also a
Director of Xerox Corporation and Yahoo! Inc. Age 54.

Member of the Compensation & Leadership Development and Governance &

Public Responsibility Committees.

Patricia A. Woertz

Director since 2008

Ms. Woertz is Chairman, Chief Executive Officer and President of Archer Daniels
Midland Company (agricultural processors of oilseeds, corn, wheat and cocoa).
Age 56.

Chair of the Audit Committee and member of the Audit and Governance & Public
Responsibility Committees.

Ernesto Zedillo

Director since 2001

Dr. Zedillo is the former President of Mexico, Director of the Center for the Study
of Globalization and Professor in the field of International Economics and Politics
at Yale University. He is also a Director of Alcoa Inc. Age 57.

Chair of the Governance & Public Responsibility Committee and member of the
Innovation & Technology Committee.