Annual Report of P&G
Designed to Lead
2009 Annual Report
Contents
A.G. Lafley Letter to Shareholders Bob McDonald Letter to Shareholders Touching Lives P&G Brands — Designed to Be Leaders Billion- and Half-Billion Dollar Brands Improving Life P&G Leaders — Built from Within Corporate Officers Board of Directors P&G at a Glance Financial Contents Shareholder Information 11-Year Financial Summary 1 5 8 10 12 16 18 24 25 26 27 72 73
Financial Highlights
FINANCIAL SUMMARY (UNAUDITED)
Amounts in millions, except per share amounts 2009 2008 2007 2006 2005
Net Sales Operating Income Net Earnings Net Earnings Margin from Continuing Operations Diluted Net Earnings per Common Share from Continuing Operations Diluted Net Earnings per Common Share Dividends per Common Share
$79,029 16,123 13,436 14.3% $ 3.58 4.26 1.64
$81,748 16,637 12,075 14.4% $ 3.56 3.64 1.45
$74,832 15,003 10,340 13.4% $ 2.96 3.04 1.28
$66,724 12,916 8,684 12.7% $ 2.58 2.64 1.15
$55,292 10,026 6,923 12.0% $ 2.43 2.53 1.03
NET SALES
(in billions of dollars)
DILUTED NET EARNINGS
(per common share)
05 06 07 08
09
$55.3 $66.7 $74.8 $81.7 $79.0
05 06 07 08
09
$2.53 $2.64 $3.04 $3.64 $4.26
OPERATING CASH FLOW
(in billions of dollars)
05 06 07 08
09
$8.6 $11.4 $13.4 $15.0 $14.9
Note: Previous period results have been amended to exclude the results of the Folgers coffee business from continuing operations. For more information refer to Note 12 on page 71.
The Procter & Gamble Company
1
A.G. Lafley Chairman of the Board
When I became CEO in 2000, P&G faced some of the most demanding challenges in the Company’s long history. We made the strategic choices necessary to get P&G back on track to sustainable growth. Overcoming the challenges in 2000 made us a better and more focused company, and in the years since, we have designed P&G to grow consistently and reliably.
We faced even greater challenges in fiscal 2009 as we encountered one of the most difficult economic
2009 Annual Report
Contents
A.G. Lafley Letter to Shareholders Bob McDonald Letter to Shareholders Touching Lives P&G Brands — Designed to Be Leaders Billion- and Half-Billion Dollar Brands Improving Life P&G Leaders — Built from Within Corporate Officers Board of Directors P&G at a Glance Financial Contents Shareholder Information 11-Year Financial Summary 1 5 8 10 12 16 18 24 25 26 27 72 73
Financial Highlights
FINANCIAL SUMMARY (UNAUDITED)
Amounts in millions, except per share amounts 2009 2008 2007 2006 2005
Net Sales Operating Income Net Earnings Net Earnings Margin from Continuing Operations Diluted Net Earnings per Common Share from Continuing Operations Diluted Net Earnings per Common Share Dividends per Common Share
$79,029 16,123 13,436 14.3% $ 3.58 4.26 1.64
$81,748 16,637 12,075 14.4% $ 3.56 3.64 1.45
$74,832 15,003 10,340 13.4% $ 2.96 3.04 1.28
$66,724 12,916 8,684 12.7% $ 2.58 2.64 1.15
$55,292 10,026 6,923 12.0% $ 2.43 2.53 1.03
NET SALES
(in billions of dollars)
DILUTED NET EARNINGS
(per common share)
05 06 07 08
09
$55.3 $66.7 $74.8 $81.7 $79.0
05 06 07 08
09
$2.53 $2.64 $3.04 $3.64 $4.26
OPERATING CASH FLOW
(in billions of dollars)
05 06 07 08
09
$8.6 $11.4 $13.4 $15.0 $14.9
Note: Previous period results have been amended to exclude the results of the Folgers coffee business from continuing operations. For more information refer to Note 12 on page 71.
The Procter & Gamble Company
1
A.G. Lafley Chairman of the Board
When I became CEO in 2000, P&G faced some of the most demanding challenges in the Company’s long history. We made the strategic choices necessary to get P&G back on track to sustainable growth. Overcoming the challenges in 2000 made us a better and more focused company, and in the years since, we have designed P&G to grow consistently and reliably.
We faced even greater challenges in fiscal 2009 as we encountered one of the most difficult economic