Proctor and Gamble 2008 Annual Report Download - page 85
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By viewing innovation systemically through the
lens of sustainability:
This denition encompasses raw materials, formulation, manufacturing,
customization, logistics, customers, and consumers. In fact, we nd that
a big innovation in one part of the path often sparks innovations in other
areas. For example, when we moved our line of liquid laundry detergents in
North America to a 2x concentration, we delivered signicant environmental
improvements in water, energy, and CO2 usage as a result of the product /
packaging changes and a signicant reduction in distribution miles.
In addition, we innovated in our customer interface to reduce solid waste.
In addition to investing in product development of more sustainable
products, we have systematized the process of sustainably designing and
building new facilities. In Box Elder, Utah, we recently broke ground on
a state-of-the art manufacturing facility that will deliver improvements in
energy, water, solid waste and indoor environmental quality.
These tools aid in identifying sustainability opportunities for our products,
from discovery through disposal to potential reuse. LCA shows that
consumers use a vast amount of energy to heat water for laundry.
We optimized Ariel laundry detergent to have excellent cleaning
performance in cold water. We then partnered with several external
thought leaders to educate consumers to “Turn to 30°C” to save energy,
and we are making a measurable difference. In the UK, for example,
this has helped move from 2% of consumers who washed in cold in 2002,
to 17% today. In packaging, software has been developed that optimizes
material use, leading to decreases in the amount of plastic used.
This innovation has been shared externally and supported by WRAP
(The Waste & Resources Action Programme) in the UK.
Some improvements, like reducing waste with a smaller Bounty paper towel
for smaller spills, are obvious product changes to the consumer. Others, such
as innovations in our manufacturing operations, are not visible — yet they
can deliver substantial sustainability improvements. For example, changes in
our manufacturing processes over the last ve years on Bounty and Charmin
have reduced energy, CO2 and water usage.
This past Earth Day, we launched an employee engagement program
called “Take the R for Tomorrow.” This program is already delivering results
by increasing employee recycling and video collaboration instead of travel.
Our people, along with our external partners, are also establishing innovative
solutions to help improve the lives of millions of children in need through
our P&G Live, Learn and Thrive™ programs. In China recently, our employees
proudly marked the opening of our 140th P&G Hope School to help educate
children in rural areas.
While P&G has a long track record of sustainability leadership and results,
we recognize our impact as a global company and accept our responsibility
for continual improvement. This is embedded in who we are and what we do.
And, we will remain committed to helping solve the world’s sustainability
challenges because we are designed to innovate, now and for generations
to come.
We invite you to learn more. Please visit www.pg.com/sustainability.
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Improving quality of life, now and for generations to come