February 8, 2013 Lydia Jacobs-Horton, Director, Global Facilities - - PowerPoint PPT Presentation

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February 8, 2013 Lydia Jacobs-Horton, Director, Global Facilities - - PowerPoint PPT Presentation

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February 8, 2013 Lydia Jacobs-Horton, Director, Global Facilities & Real Estate, GBS P&G at a Glance Founded 1837 Countries of Operations 75 Countries Where Our Brands Are Sold 180 Consumers Served by Our Brands 4.6B

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February 8, 2013 Lydia Jacobs-Horton, Director, Global Facilities & Real Estate, GBS

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P&G at a Glance

  • Founded
  • Countries of Operations
  • Countries Where Our Brands Are Sold
  • Consumers Served by Our Brands
  • FY2011-12 Net Sales

1837 75 180 4.6B $83.7B

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50 Leadership Brands

  • Among the world’s best-known household names.
  • Represent 90% of P&G sales, more than 90%
  • f profits.
  • Includes 25 billion-dollar brands.
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Our Purpose

To improve the lives of the world’s consumers, now and for generations to come.

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Global Business Services

Worldwide Operations

  • GBS not just IT or HR… but all aspects of business
  • Employee Services and Business Services across 75 countries
  • Driving innovation and scale
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F&RE at a Glance

Countries of Operations 75 Total Properties > 1,000 Office & Technical Center Properties 130 F&RE Employees 70 JLL Employees (excluding service staff, eg, dining , cleaning) 700 Responsible for Global: Real Estate Strategy & Transactions Office + Technical Ctr Operations Office + Technical Ctr Capital Projects

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Jones Lang LaSalle at P&G

  • Global Agreement est. 2003
  • Facilities operations
  • Hard & soft services, meeting

services, project management, space &

  • ccupancy planning
  • 17MM SF fully managed

portfolio - office, tech ctr, salons

  • F&RE IT

Facilities Management & Real Estate

  • Global Agreement est. 2008
  • Portfolio Strategy and

Occupancy Planning

  • Transaction Management

(buy, sell, lease)

  • Lease Administration
  • 130MM SF P&G Portfolio -
  • ffice/tech/plants/DCs
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SLIDE 8

P&G Facilities & Real Estate

Jones Lang LaSalle Global Leadership Team

JLL Real Estate Services

Transaction Management Portfolio Management

Jones Lang LaSalle Facilities Services

Facilities Operations Soft Services & Employee Amenities Project Management

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Operational Excellence is Base

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10

  • Support P&G business on a

highly reliable basis

  • Exceed stewardship
  • bjectives: Risk Mgmt,

Quality Assurance & Fiscal Controls

  • Protect, maintain and

increase long-term asset value of P&G’s property

  • Innovate to drive business

effectiveness and employee productivity

Operational Imperatives

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SLIDE 11

Applying P&G Proven Business Model to Improve Results

Innovation

Winning with

Productivity

Improving Focus on

40/20/10

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  • Population is forecast to grow

800 million people with ~95% from developing markets

  • ~1.4 billion new middle class

consumers in developing markets by 2020

  • Americans currently account for

20% of middle-class spending & are expected to represent

  • nly 8% by 2030

Developing Markets

Market Growth Potential

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FY 09 FY 10 FY 11 FY 12

Developing Developed

FY P&G Results

Organic Sales Growth led by Developing Markets

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Developing Markets Start Ups

FY ’13 & ‘14

New Plant Start-ups

  • China
  • Brazil
  • Indonesia
  • Nigeria

Technical Centers

  • Singapore

New Category Start-ups

  • Poland
  • Venezuela
  • India

Planning Centers

  • Cairo
  • Warsaw
  • China
  • San Jose
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Regional Demographics

JLL

Notes:

  • JLL Excludes: dining services, cleaning, mechanics
  • CEEMEA & LA - highest dispersion
  • CEEMEA & Asia - highest complexity, demand

F&RE Challenge: Develop F&RE expert resources in areas of highest complexity

Asia CEEMEA LA NA WE

Asia CEEMEA LA NA WE

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Improving Productivity and Creating a Culture of Productivity

$10 billion

$6B

COST OF GOODS

$3B

OVERHEAD

$1B

MARKETING

Our productivity and cost savings plans will help fuel top-line growth, ensure our consumer value propositions are superior,

  • vercome macro headwinds and

deliver better bottom-line growth

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$3 bn Overhead Opportunity

Organization Design & Simplification

  • Eliminating duplication of work
  • Simplifying through Digitization
  • Optimizing number of Business

Units & Functions

  • Optimizing our Global Footprint

Productivity Plans

Overhead

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Strategic Portfolio Management

Enables Real Estate Optimization in a way that…

  • Enables faster/better decision making via

enhanced analytics, clear accountability, stronger business unit connections and proactive planning.

  • Establishes on-going, proactive strategic real

estate plans developed in partnership with business leaders.

  • Focuses real estate decisions on P&G as an

enterprise versus individual business units.

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REAL ESTATE NETWORK STRATEGY SHEET

NETWORK DETAIL NETWORK MASTERPLAN

  • 1-2 YEAR MASTERPLAN HIGHLIGHTS – Maintain Option on land adjacent to Rummels DC – Extend option if necessary
  • 3-5 YEAR MASTERPLAN HIGHLIGHTS – eliminate NGW & Buncher and build-to-suit in West Branch; optimize GBO outside

warehouses – optimize Corporate Park distribution center

  • CROSS-BU OPPORTUNITIES/PLANS – have considered most recently with Home Care and Brantford CDC; none yet. Pet Care to

take space at Swing Road for OND and considering long-term use. OPPORTUNITIES/RECOMMENDATIONS/HELP NEEDED

  • CP3 to be subleased to CM. COP/reco in progress
  • IC/GBO – evaluate network optimization at both networks (per IC) – ON HOLD
  • IC – what can we do to accelerate savings? Per Cheryl, Skip and Darin are looking at options to accelerate savings.
  • Buncher termination option extended 1 yr (Dec ‘11) with plan to be out by Feb 2013. NEW ROOF APPROVED ($3.5MM)!

07/08 08/09 09/10 10/11 11/12 0.295 0.06 0.918 TBA Total MDO RE Cost Savings $MM (Hard Savings only)

NA MDO TIER 2 BH&WB NETWORK (Various locations, USA)

Portfolio Snapshot:

MDO AD Finance Mgr HSE Mgr MDO Engineering Operations Mgr Cheryl Mckettrick Carla Allen/James Chung Sean Broderick Andy Poole/Carlos Shipley Skip Tappan Facility Size (sqft) Leased/Owned/3PL Expiration Operator Lease $/yr ** AU KPI (10/11 FY) West Branch DC 781,800 Owned n/a Schenker n/a 0.37 Rummels DC 514,957 Leased 6/19/2017 Schenker 1,543,263 0.37 BuncherDC 346,062 Leased 12/31/2016 Schenker 1,104,135 0.37 NGW DC 350,000 Leased 5/31/2013 Schenker 1,190,000 0.37 CP2 504,000 Leased 1/31/2017 Schenker 1,750,303 0.32 CP3 243,800 Leased 12/31/2012 Schenker 969,827 0.32 BROWNSUMMIT ONSITE 820,000 Owned n/a P&G n/a 0.32 SWINGRD ONSITE DC ~210,00 Owned n/a n/a n/a

Owning BU: MDO - NA Site Contact(s):

** Base rent only

Cube fill rate Pallets/m3 Capacity Utlization Asset $/pallet tba tba tba tba

AU KPI Measures (TBA)

leased 41% Owned 59%

*NA DC SPACE

~25.5 MM sqft *All DC space, incl. @plants $29.2MM/yr

leased 75% Owned 25%

*MDO TIER 2 SPACE

~7.2MM sqft *MDO managed space only

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Innovation in Analytics

Howard Berger

Managing Partner, Realcomm

Top 45 People to Watch in 2013

We believe that with the new paradigm shift towards automation and technology changing the way we manage and operate commercial real estate, it is the commitment of these visionaries that will pave the way for future success.

Here are the individuals and teams to watch in 2013: … Teams: …

P&G:: Dave Tufts, Jon Hodgdon JLL: Dave Johnson, Dan Probst, Chris Browne, Dipesh Shah

…

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DIGITAL WORKPLACE

CURRENT BEST APPROACH DRAFT

Innovation in Workplace Design

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“It’s time to go beyond current

  • rganizational

flexibility programs and approach Flexibility as a necessary broad scale business strategy.”

Bob McDonald, Chief Executive Officer

01 INTRODUCTION

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P&G DIGITAL WORKPLACE

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The future workspace promotes collaboration, embodies flexibility and provides advanced technologies. It supports a global workforce allowing choice and striving for no waste of space, time

  • r resource.

It empowers employees to choose the workspace that best fits their need at anytime. The new digital workplace design puts the employee at the center of an integrated solution to enable them to work at peak performance – wherever and whenever they choose

WIRELESS DATA, VOICE AND VIDEO SOLUTION DIVERSE COLLABORATIVE ENVIRONMENT HEALTHY AND SUSTAINABLE ELEMENTS VISUALLY STIMULATING DESIGN THE SERVICE EXPERIENCE WORKPLACE BEST PRACTICES

EMPLOYEE

VISION

Work is what you do, not where you do it.

01 INTRODUCTION P&G DIGITAL WORKPLACE

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P&G DIGITAL WORKPLACE

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THE WAY WE WORK IS CHANGING

New technologies, shifting demographics, and a Global marketplace are requiring the workplace to quickly change and

  • adapt. In order to stay ahead of

the competition we need to have

  • ur workplaces ready to support

the following demands: Variety Interaction Transparency Collaboration Innovation Mobility User Experience Flexibility Productivity Wellbeing Sustainability

02 DIGITAL WORKPLACE P&G DIGITAL WORKPLACE

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P&G DIGITAL WORKPLACE

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03 INTEGRATED DESIGN

DW

AN INTEGRATED & HOLISTIC APPROACH

The concept of Digital Workplace is an integrated and holistic approach using a combination of Space Design, Skills and

  • Infrastructure. The objective of

reducing real estate costs,

  • ptimizing investments in modern

technologies and improving

  • rganizational flexibility to

respond to current and future workforce demands.

P&G DIGITAL WORKPLACE

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DWP Application

Workplace Practices

  • Program promotes flexibility and productivity
  • Ergonomically friendly space
  • Variety of work spaces used throughout the

work day

  • Personal Well Being Score +12%

Digital Tools

  • Lync Phone
  • Skills Training
  • Digital lockers, chargers anywhere, workstations
  • include 22” Monitors, keyboard, Mouse, Risers

Space Design

  • No enclosed offices
  • Few assigned offices
  • Desk sharing 120 – 140%
  • 2x Collaboration seats
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Our link to another P&G Top Priority

Environmental Sustainability

Product Innovation Operational Excellence

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  • F&RE resources are prepared

for P&G’s shifting footprint and increasing focus on

  • ptimization
  • Digital Workplace will bring us

to top of Peer Group in workplace innovation and productivity

Applying P&G Proven Business Model to Improve Results

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