P&G Highlights Strategy that is Creating Shareholder Value in New Investor Presentation

P&G Highlights Strategy that is Creating Shareholder Value in New Investor Presentation

P&G Highlights Strategy that is Creating Shareholder Value in New Investor Presentation

The FINANCIAL -- Procter & Gamble announced on September 12 the filing of a comprehensive investor presentation summarizing the Company’s recent transformation into a stronger, more focused and more profitable company with an innovative, market leading portfolio of brands that is creating shareholder value ahead of industry peers.

The presentation highlights the Company’s significant productivity improvements to fuel sales and earnings growth and investment in brands and categories, as well as changes to the Company’s structure and culture that are enabling clear ownership and accountability for decisions and results. The presentation further details the strength of P&G’s innovation that is growing markets and market share for the Company’s leading brands across categories, as well as its leadership in digital and e-commerce, according to Procter & Gamble.

Finally, the presentation outlines why Trian’s views are flawed and outdated and why Nelson Peltz is not the right candidate for P&G’s best-in-class Board of Directors.

Highlights of the P&G presentation include:

1. P&G Has Delivered Strong Returns Driven By Steady Progress and Results

P&G has outperformed peers and the market in Total Shareholder Return (TSR).

Since November 1, 2015, P&G has delivered 28% TSR.

Since November 1, 2015, P&G peers have delivered 13% TSR.

Since November 1, 2015, companies where Mr. Peltz serves on the Board have delivered 4% TSR1.

Sales growth in key markets like China is accelerating.

All categories in China are expected to grow in FY18, compared to only one in FY16.

Sales growth has accelerated and is growing mid-single digits this quarter versus -5% growth in FY16.

2. P&G Has a Focused Portfolio of Leading Brands Consistently Ranked #1 in their Categories

P&G’s brands are consistently ranked #1 in market share in categories where products solve problems and performance drives purchase.

#1 global share position in seven of 10 categories.

#2 global share position in three other categories.

P&G has more billion dollar brands than any other competitor.

P&G is accelerating market share progress.

50% of Top 20 countries growing or holding market share.

70% of Top 20 brands growing or holding market share.

3. P&G is Investing in Innovation to Grow Markets and Market Share

P&G has been an innovation leader for more than 50 years and has delivered new brands (e.g. Always Discreet) and blockbuster new sub-brands (e.g. Tide PODS), and upgraded the superiority of entire brands (e.g. Head & Shoulders) to sustain their market-leading growth.

P&G has five of the Top 10 and seven of the Top 25 innovations in the 2016 IRI New Product Pacesetters Report™ for the most successful non-food product launches.

Since the first IRI New Product Pacesetters™ Report in 1995, P&G has had more than 170 products make the Top 25 list in non-food categories—more than its six largest competitors combined.

4. P&G has a Highly Engaged, Independent Board Composed of Best-in-Class Leaders, with Shareholder Friendly Corporate Governance

The Board includes men and women who are established leaders across a variety of industries with vast knowledge and expertise to navigate complex situations and make difficult decisions.

The diverse experience of P&G’s Directors includes consumer products, retail, digital technology, innovation, healthcare, government, law, technology, and education.

The P&G Board is actively involved in setting and delivering P&G’s plan to drive growth and leading shareholder value.

Ten of 11 Directors are independent and four Directors were added in the last five years.

5. P&G has Done its Homework. Nelson Peltz is Not Right for the P&G Board

P&G’s Board and management have maintained an open dialogue and have had no fewer than 16 interactions with Trian.

P&G previously studied numerous organization designs – including one similar to Trian’s proposed reorganization plan – and concluded that it would result in higher costs, lower efficiency, reduced profits, and an added layer of management complexity.

Trian often points to its past investments as a measure of strong performance and investment prowess. However, a review of Trian investments within the consumer sector highlight tactics that can harm long-term objectives.

The “initiatives” offered by Mr. Peltz confirm Trian has an outdated and misinformed view of P&G and the current environment.

The P&G Board and management have talked to numerous directors, CEOs and others who have worked with Mr. Peltz, and positive recommendations were not forthcoming.

Several people, however, would only speak candidly about their experiences with Mr. Peltz if those discussions were kept confidential, for fear of retribution.

Mr. Peltz does not have the requisite skills nor the experiences P&G seeks, and is not right for the P&G Board.

Now is the time for P&G to continue building momentum and prevent anything from derailing the work that is delivering results for all P&G shareholders. P&G strongly recommends that shareholders vote the BLUE Proxy Card in support of all of P&G’s highly qualified Directors.