Here are 1-3 brief analogies to describe Procter & Gamble (PG):

• Like Unilever, but for a vast range of household and personal care essentials, owning brands like Tide, Pampers, and Gillette.
• Think of it as the Johnson & Johnson of everyday household and personal care products, with iconic brands like Crest, Charmin, and Olay.
• The Berkshire Hathaway of consumer brands – a company that owns dozens of widely used household names you use every single day, from razors to toilet paper.

• Tide: A leading brand of laundry detergents designed for powerful cleaning and stain removal.
• Pampers: A prominent brand offering disposable diapers and baby wipes for infant care.
• Gillette: A global brand known for its razors, blades, and shaving products for men.
• Crest: A well-known brand of toothpaste, mouthwash, and other oral hygiene products.
• Dawn: A popular brand of dishwashing liquid recognized for its grease-cutting power.
• Always: A major brand providing feminine hygiene products, including sanitary pads and liners.
• Olay: A global brand offering a range of anti-aging and moisturizing skin care products for women.

• Walmart Inc. (WMT)
• Amazon.com, Inc. (AMZN)
• The Kroger Co. (KR)
• Target Corporation (TGT)
• Costco Wholesale Corporation (COST)

• International Flavors & Fragrances (NYSE: IFF)
• Givaudan (SIX: GIVN)
• Dow Inc. (NYSE: DOW)
• BASF SE (ETR: BAS)
• Amcor plc (NYSE: AMCR)
• Berry Global Group, Inc. (NYSE: BERY)
• United Parcel Service, Inc. (NYSE: UPS)
• AptarGroup, Inc. (NYSE: ATR)

Jon R. Moeller, Chairman of the Board, President and Chief Executive Officer

Jon R. Moeller joined Procter & Gamble in 1988, rising through various pivotal positions. He served as Chief Financial Officer from 2009 to 2021. Subsequently, he became Vice Chairman and Chief Operating Officer from 2017-2021 before being appointed President and Chief Executive Officer in November 2021 and Chairman of the Board in July 2022. Moeller is credited with spearheading P&G's digital transformation and expanding its global market share. He has also served on the board of directors of Monsanto since 2011 and is a visiting lecturer at the Samuel Curtis Johnson Graduate School of Management at Cornell University.

Andre Schulten, Chief Financial Officer

Andre Schulten began his career at P&G in Germany in 1996 as a Cost Analyst. His extensive experience at the company spans diverse finance and accounting roles across Europe, North America, and Asia. He was responsible for the systems and IT integration with Gillette and previously held the position of Senior Vice President of Baby Care, North America. Schulten was elected Chief Financial Officer, succeeding Jon Moeller, with his appointment effective March 1, 2021. In his role, he oversees all financial operations and leads the Finance & Accounting organization.

Shailesh G. Jejurikar, Chief Operating Officer (current), President and Chief Executive Officer (effective January 1, 2026)

Shailesh G. Jejurikar, born in Mumbai, India, joined P&G India in 1989 as an Assistant Brand Manager. Over his career, he has held numerous senior leadership roles across various regions, including North America, Europe, Asia, and Latin America, and in categories such as Fabric and Home Care, Feminine Care, Health and Oral Care, and Professional Products. He was appointed Chief Operating Officer in October 2021. Jejurikar is slated to become President and Chief Executive Officer on January 1, 2026. He also serves as a board member of Otis Elevator Company.

Marc S. Pritchard, Chief Brand Officer

Marc S. Pritchard is a long-standing veteran of P&G, having joined the company in 1982 as a Cost Analyst in the Paper Division. He transitioned into marketing in 1987 and accumulated extensive experience across Health & Beauty, Oral Care, Cosmetics, and Fragrances categories, managing prominent brands like Clairol, Pantene, Olay, and Cover Girl. Pritchard served as President of Global Cosmetics and Personal Care in 2003 and later as President of Global Strategy for two years, before being appointed Chief Marketing Officer in 2008. He is responsible for P&G's global marketing and media strategy.

Sundar G. Raman, Chief Executive Officer, Fabric and Home Care

Sundar G. Raman began his career at P&G in 1998 as a market analyst in India. He later moved to the United States, taking on various roles in business intelligence and marketing within P&G Beauty. In 2008, he joined North America Fabric Care, where he led innovation and marketing initiatives. Raman was appointed President of Fabric Care North America and P&G Professional in 2019, with his responsibilities expanding to Global Home Care in 2020. He is currently responsible for the top- and bottom-line growth of P&G's largest business sector, which includes iconic brands such as Tide, Ariel, and Downy.

The Procter & Gamble Company (PG) faces several key risks that could impact its business, with the most significant revolving around its global supply chain, the intensely competitive consumer goods market, and broader macroeconomic and geopolitical uncertainties.

1. Supply Chain Disruptions: P&G's extensive global supply chain is susceptible to various disruptions, including natural catastrophes, geopolitical volatility, delays, and issues with systems and forecasting. The company's reliance on a vast network of suppliers across over 80 countries and 100,000 suppliers exposes it to procurement risks and fluctuations in commodity prices, energy, and raw materials. These disruptions can impact production, increase costs, and affect product availability, potentially leading to lost sales and reduced profitability.
2. Intense Competition and Shifting Consumer Preferences: Operating in the highly competitive consumer goods industry, P&G faces significant pressure from both established rivals like Unilever and Colgate-Palmolive, as well as agile new entrants. The company must continually innovate and adapt its product offerings to maintain market share and appeal to evolving consumer preferences. Increased consumer sensitivity, particularly regarding sustainability and environmentally friendly products, also poses a risk, as failure to meet these expectations can lead to reputational damage and impact brand equity.
3. Geopolitical Volatility and Macroeconomic Headwinds: P&G's global presence exposes it to risks arising from unpredictable geopolitical environments, economic downturns, and currency fluctuations. Unfavorable foreign exchange rates can negatively impact sales and profits, while global economic conditions and geopolitical tensions can reduce consumer spending and disrupt international operations through new tariffs, trade barriers, or political instability.

The proliferation and growing market share of digitally native, Direct-to-Consumer (DTC) brands across various consumer categories. These agile brands leverage e-commerce, social media, and subscription models to build direct relationships with consumers, often focusing on niche segments, transparency, and specific values (e.g., sustainability, clean ingredients). This model fundamentally challenges P&G's traditional reliance on mass retail distribution, broad advertising campaigns, and economies of scale, directly eroding market share and forcing significant strategic adaptation.

Procter & Gamble (PG) operates across several major product categories, each with substantial addressable markets globally and in the U.S. Below are the estimated market sizes for their main product or service categories, primarily based on 2024 or 2025 figures where available.

Beauty

• Global Beauty and Personal Care Products Market: Valued at approximately USD 646.20 billion in 2024 and projected to generate USD 677.2 billion in 2025.
• U.S. Beauty and Personal Care Products Market: Projected to generate USD 105 billion in revenue by 2025.

Grooming

• Global Men's Grooming Products Market: Valued at USD 61.62 billion in 2024.
• U.S. Men's Grooming Products Market: Valued at USD 50.23 billion in 2024.

Health Care (Consumer Health/OTC Healthcare)

• Global Consumer Healthcare Market: Valued at USD 326.15 billion in 2024.
• U.S. Consumer Healthcare Market: Achieved sales of more than USD 103 billion in 2024.

Fabric & Home Care

• Global Fabric Wash and Care Market: Generated USD 108.35 billion revenue in 2022.
• Global Home Care (Household Cleaning Products) Market: Attained a volume of nearly USD 105.33 billion in 2024.

Baby, Feminine & Family Care

• Global Baby Care Products Market: Valued at USD 239.81 billion in 2024.
• Global Feminine Hygiene Products Market: Estimated at USD 45.42 billion in 2024.
• Global Toilet Paper Market (part of Family Care): Valued at USD 84.1 billion in 2024.
• Global Paper Towel Market (part of Family Care): Approximately USD 14.20 billion in 2024.

Procter & Gamble (PG) is anticipated to drive future revenue growth over the next two to three years through a combination of strategic initiatives, as indicated by recent earnings reports, investor presentations, and analyst insights.

Here are 3-5 expected drivers of future revenue growth:

1. Strategic Pricing Actions: P&G has consistently implemented strategic price increases across its product portfolio to offset rising input costs and maintain profitability. This approach has been a significant contributor to organic sales growth and is expected to continue to drive revenue in the coming years.

2. Product Innovation and Superiority: A core tenet of P&G's strategy is to deliver "irresistibly superior" products, packaging, and brand communication. The company invests heavily in research and development to enhance existing product lines and introduce new innovations in high-growth categories. This focus on product superiority aims to delight consumers, drive brand choice, and foster market growth. Recent examples include significant upgrades to liquid detergents and new premium body wash launches.

3. Productivity Improvements and Cost Savings: P&G emphasizes driving productivity improvements across all areas of its operations. These savings are crucial for funding continued investments in innovation, brand building, and market growth, mitigating cost and currency challenges, and expanding profit margins, ultimately contributing to a healthier top line.

4. Focused Portfolio in Daily-Use Categories: The company maintains a concentrated portfolio of daily-use products in categories where product performance significantly influences consumer choice. P&G has also undertaken strategic portfolio choices, including exiting certain brands or product forms in specific markets, to enhance efficiency and accelerate innovation, ensuring resources are directed towards the most promising growth areas.

5. Expansion in Key Focus and Emerging Markets: P&G is strategically expanding its presence and strengthening its market share in key focus markets, such as North America and Europe, which have demonstrated consistent growth. Additionally, the company is targeting high-growth emerging markets like India, China, and Africa to tap into expanding consumer bases and increasing demand for consumer packaged goods.

Share Repurchases

• Procter & Gamble expects to repurchase $6 to $7 billion of common shares in fiscal year 2025 and approximately $5 billion in fiscal year 2026.
• In fiscal year 2025, the company returned $6.5 billion to shareholders through share repurchases, and $5 billion in fiscal year 2024.
• P&G has effectively reduced its shares outstanding by nearly one-third over the last 14 years through consistent share buybacks.

Outbound Investments

• Procter & Gamble has made 4 acquisitions in the last 5 years, leveraging its strong operating cash flow for strategic acquisitions to enhance its brand portfolio.
• Acquisitions, net of cash acquired, were reported as $(11) million in fiscal year 2025 and $(21) million in fiscal year 2024.

Capital Expenditures

• Capital expenditures were $3.773 billion in fiscal year 2025 and $3.322 billion in fiscal year 2024.
• For fiscal year 2025, capital spending was estimated to be in the range of four to five percent of net sales, with the same range projected for fiscal year 2026.
• The primary focus of capital expenditures includes supporting growth plans, capacity expansion, innovation, and sustainability initiatives, such as the planned $500 million manufacturing facility in Arizona for fabric care.