Title P&G Annual Report.pdf ✅

FINANCIAL HIGHLIGHTS (UNAUDITED) Amounts in billions, except per share amounts 2024 2023 2022 2021 2020 Net Sales $84.0 $82.0 $80.2 $76.1 $71.0 Operating Income $18.5 $18.1 $17.8 $18.0 $15.7 Net Earnings Attributable to P&G $14.9 $14.7 $14.7 $14.3 $13.0 Net Earnings Margin 17.8% 18.0% 18.4% 18.9% 18.5% Diluted Net Earnings per Common Share 1 $6.02 $5.90 $5.81 $5.50 $4.96 Core Earnings per Share 2 $6.59 $5.90 $5.81 $5.66 $5.12 Operating Cash Flow $19.8 $16.8 $16.7 $18.4 $17.4 Dividends per Common Share $3.83 $3.68 $3.52 $3.24 $3.03 2024 NET SALES BY BUSINESS SEGMENT3 Fabric & Home Care 36% Baby, Feminine & Family Care 24% Beauty 18% Health Care 14% Grooming 8% 2024 NET SALES BY GEOGRAPHIC REGION North America 4 52% Europe 22% Latin America 7% Greater China 7% Asia Pacific 7% India, Middle East & Africa (IMEA) 5% FISCAL YEAR 2024 BY THE NUMBERS Net Sales (up 2%) $84.0 BILLION Organic Sales Growth +4% +12% $19.8 BILLION Core EPS Growth Operating Cash Flow Adjusted Free Cash Flow Productivity 105% (1) Diluted net earnings per common share are calculated based on net earnings attributable to Procter & Gamble. (2) Core EPS is a measure of the Company’s diluted net earnings per common share adjusted for certain items not viewed as part of our sustainable results. Please see page 74 of the Annual Report for detail on the reconciling items. (3) These results exclude net sales in Corporate. (4) North America includes the United States, Canada and Puerto Rico. VARIOUS STATEMENTS IN THIS ANNUAL REPORT, including estimates, projections, objectives and expected results, are “forward-looking statements” within the meaning of the Private Securities Litigation Reform Act of 1995, Section 27A of the Securities Act of 1933 and Section 21E of the Securities Exchange Act of 1934 and are generally identified by the words “believe,” “expect,” “anticipate,” “intend,” “opportunity,” “plan,” “project,” “will,” “should,” “could,” “would,” “likely” and similar expressions. Forward-looking statements are based on current assumptions that are subject to risks and uncertainties that may cause actual results to differ materially from the forward-looking statements, including the risks and uncertainties discussed in Item 1A – Risk Factors of the Form 10-K included in this Annual Report. Such forward-looking statements speak only as of the date they are made, and we undertake no obligation to update or revise publicly any forward-looking statements, except as required by law. Certain brand names referenced in this Annual Report are trademarks of The Procter & Gamble Company or one of its subsidiaries. All other brand names are trademarks of their respective owners.

ii • The Procter & Gamble Company Importantly, this strategy is inherently dynamic. It adapts to the changing needs of consumers, customers and society. It demands that we not sit still. While we should expect the volatile consumer and macro dynamics we have been experiencing to continue, our job every day is to get up, put both feet on the floor, examine what is going on around us, and then work to delight consumers, customers, employees, society and shareowners in that context. Our best path forward remains to double down on our dynamic, market-constructive strategy to deliver balanced top- and bottom-line growth and value creation. A Portfolio of Daily-Use Categories Where Performance Drives Brand Choice P&G operates in 10 categories: Fabric Care, Home Care, Baby Care, Feminine Care, Family Care, Hair Care, Skin & Personal Care, Oral Care, Personal Health Care, and Grooming. In each of these daily-use categories, where performance drives brand choice, we continue to increase the superiority of our offerings. Superiority to Win with Consumers and Grow Markets We focus on delighting consumers through irresistible superiority — across product, package, brand communication, retail execution and value. Superior performing products in superior quality packages provide noticeably better benefits to consumers, which they become aware of and learn about through superior brand communications. This comes to life in stores and online with superior retail execution and delivers superior consumer value at a price that is considered worth it across each price tier where the brand is offered. We are focused on driving irresistible superiority across each of our categories to attract users and help them more effectively tackle their jobs to be done. When done well across all five vectors, superiority grows markets and our share in them, jointly creating value with our retail partners. INTEGRATED GROWTH STRATEGY Our strategic choices are the foundation for balanced top- and bottom-line growth PORTFOLIO performance drives brand choice SUPERIORITY to win with consumers PRODUCTIVITY to fuel investments ORGANIZATION empowered, agile, accountable CONSTRUCTIVE DISRUPTION across our business