- previous
Improving Life.
P&G develops leaders whose purpose is centered on improving more consumers’ lives in more parts of the world more completely.
P&G Leaders — Built from Within
P&G people are the Company’s most important asset and source of competitive advantage. Our success depends entirely on the strength of our talent pipeline, which we build from within and manage with a disciplined process led by the CEO and the senior leadership team. This is an essential element of how P&G is designed to lead.
A Team Designed to Lead
The P&G leadership team in place today is an ideal example of how P&G develops leaders. This team is the most experienced and diverse leadership team in Company history. The majority of these executives have experience leading businesses in both developed and developing countries. They know how to compete in markets where P&G brands are established leaders and where P&G is a new player. They have the experience and skills to lead P&G in today’s fast-changing global economy.
These women and men have been preparing for the responsibilities they have today since they joined P&G two or even three decades ago. They were identified as top development candidates early in their careers. They were given a diverse mix of assignments to broaden their experience. They received coaching from senior managers and proprietary training at each critical step of their career. Their contributions and capabilities were reviewed with P&G’s Board of Directors. When it was time for them to move into the Company’s most-senior management positions, they were ready to step up. This is how P&G develops each new generation of leaders.
Making People a Competitive Advantage
Our approach to developing leaders at P&G is elegantly simple. We take the same rigorous and disciplined approach to developing leaders at P&G around the world in every business, in every region and at every level.
We Share P&G’s Purpose and Values
Our Purpose, Values and Principles are the foundation on which we develop leaders at P&G. Our shared Purpose — improving the lives of the world’s consumers — in addition to our Values — trust, integrity, ownership, leadership and passion for winning — unify us as we collaborate as a team internally and compete to win externally.
We Hire the Best
Nearly a half-million people apply for P&G jobs every year. We hire less than 1%. We attract top talent because of P&G’s reputation as a great company for leaders, and we identify the best applicants by using a proven recruiting process that measures intelligence, assesses character and leadership, and predicts success at P&G.
P&G leaders at the Vice President level and above come from 35 different countries, with more than half of them originating from outside the United States.
We Challenge P&G People from Day One
We believe there’s no substitute for hands-on experience when it comes to leadership development. That’s why we create early, meaningful responsibilities for every employee. Typical assignments demand collaboration inside and outside the Company, disciplined project management and the need to be in touch with consumers, retail customers and other external stakeholders.
Business and Functional Leaders Actively Recruit, Teach and Coach
Line business leaders are accountable and involved at every step of the process. This starts at the top. Our Chief Executive Officer, Vice Chairs, Presidents and Functional Officers recruit on college campuses and teach in our executive education programs. These senior executives also act as mentors and coaches for younger managers, helping them develop the skills necessary to lead large businesses and organizations.
We Plan Careers
We create opportunities for careers at P&G, not just jobs. One way we do this is by managing P&G talent globally — starting at mid-levels of management and higher — to enable career development and growth across businesses and geographies. We identify talent early and groom people through a series of varied and enriching assignments that will prepare them for future roles. The CEO and Vice Chairs meet monthly to plan senior management assignments. Business presidents meet as a talent-development team once per quarter. And the Board of Directors reviews P&G’s talent pipeline once a year.
Eighty-five percent of P&G’s leadership team has had one or more international assignments.
We Never Stop Learning
In addition to on-the-job experience, we provide a wealth of technical, functional and leadership skills training. Some programs are offered at career milestones, such as when an employee first takes on responsibility for managing others or leading an organization. Other programs take managers out of the classroom and into retail stores or even into consumers’ homes. This process not only helps P&G people develop business skills but also deepens their commitment to touching and improving consumers’ lives — P&G’s enduring Purpose.
P&G is recognized as a top company for leaders.
Named to the DiversityInc Top 50 Companies for Diversity® list
Named to Chief Executive magazine’s worldwide survey of the Top 20 Best Companies for Leaders
Ranked among the National Association for Female Executives’ Top 10 Companies for Executive Women
P&G Leaders
-
Standing, left to right
- Bob McDonald
-
President and
Chief Executive Officer
- A.G. Lafley
-
Chairman of the Board
Front Row, left to right
- Jon Moeller
- Chief Financial Officer
- Daniela Riccardi
- President —
Greater China - Steve Jemison
- Chief Legal Officer
and Secretary - Charlie Pierce
- Group President —
Global Oral Care
- Jorge Mesquita
- Group President —
Global Fabric Care - Bob Fregolle
- Global Customer Business Development Officer
- Joan Lewis
- Global Consumer and Market Knowledge Officer
- Laurent Philippe
- Group President —
Central & Eastern Europe, Middle East and Africa
- Deb Henretta
- Group President —
Asia - Jorge Uribe
- President —
Latin America - Mark Bertolami
- President —
Duracell - Melanie Healey
- Group President —
Global Feminine & Health Care
-
Second Row, left to right
- Chip Bergh
- Group President —
Global Male Grooming, Beauty & Grooming - Moheet Nagrath
- Global Human
Resources Officer - Chris de Lapuente
- Group President —
Global Hair Care,
Beauty & Grooming - Bruce Brown
- Chief Technology Officer
- Nancy Swanson
- Vice President —
Corporate
- Keith Harrison
- Global Product Supply Officer
- Steve Bishop
- President —
North America - Gina Drosos
- President —
Global Female Beauty,
Beauty & Grooming - Filippo Passerini
- President —
Global Business Services and Chief Information Officer - Martin Riant
- Group President —
Global Baby Care
- David Taylor
- Group President —
Global Home Care - Marc Pritchard
- Global Brand Building Officer
- Mary Lynn Ferguson-McHugh
- President —
Family Care
-
Back Row, left to right
- Chris Hassall
- Global External Relations Officer
- Jeff Schomburger
- President — Global
Wal-Mart Team - Valarie Sheppard
- Senior Vice President & Comptroller
- Phil Duncan
- Global Design Officer
- Patrice Louvet
- President —
Global Prestige - Charlotte Otto
- Retiring Global External Relations Officer
- Giovanni Ciserani
- President —
Western Europe - Robert Jongstra
- President —
Global Professional Salon, Beauty & Grooming
- Clayt Daley, Jr.
- Retiring Vice Chairman and Chief Financial Officer
- Tom Finn
- President —
Global Health Care - John Goodwin
- President —
Global Snacks
and Pet Care - Teri List
- Senior Vice President
& Treasurer
-
Standing, left to right
- Rob Steele
-
Vice Chairman —
Global Health and Well-Being - Werner Geissler
-
Vice Chairman —
Global Operations
- Ed Shirley
-
Vice Chairman —
Global Beauty & Grooming - Dimitri Panayotopoulos
-
Vice Chairman —
Global Household Care
-
(Not pictured)
- Susan Arnold
- Retiring President —
Global Business Units - Juan Pedro Hernandez
- President—Global Braun,
Beauty & Grooming - Hartwig Langer
- Retiring President —
Global Prestige Products
You are viewing an accessible version of this page. To view the full interactive report please make sure you have Adobe Flash 9 or higher, and JavaScript enabled.