Proctor and Gamble 2011 Annual Report Download - page 15

Purposeful Growth
The opportunities described above are a big reason why
I am so confident in P&G’s growth strategy, but the
most important reason of all is the most fundamental:
Our strategy inspires extraordinary performance by
everyone called upon to help execute it.
When we commit ourselves to touch and improve
everyday life, for ordinary people in every part of the
world at every moment in their day, we inspire higher
levels of performance. A strong sense of Purpose
focuses us on the consumers we serve and inspires
empathy for them that, in turn, leads to insights, big
ideas and innovation that drive growth.
This is important because we know from the Survey
analysis that when employees feel connected to P&G’s
Purpose, they are able to give their best performance
to the Company.
The vast majority of employees tell us
they are inspired by our Purpose and can
see how their day-to-day work touches
and improves lives.
Nearly all cite their pride in being part of the P&G
Family. These are encouraging results. They reaffirm my
conviction that people seek meaning in their lives and
their work. They want to be part of something positive,
something bigger than themselves. They want to know
they can use their time and talents to make a lasting
difference in the world.
The opportunity to find such meaning, to make such
a difference, is what attracts people of remarkable
character and caliber to P&G. I am proud to stand along-
side them all. I am confident in their ability to innovate
for everyday life, and to deliver the top- and bottom-line
growth you expect from Procter & Gamble.
Robert A. McDonald
Chairman of the Board, President and Chief Executive Officer
See the
P&G Leadership
Brands
The Procter & Gamble Company 13
Last year, we established a new measure of organiza-
tional health in our annual Employee Survey—
a measure designed to assess whether P&G people
believe in our Purpose and can connect it directly
to their day-to-day work.