Message From The CEO
Ian Cook, Chairman, President and Chief Executive Officer, answers questions often asked by our shareholders regarding our business results, key strategic initiatives and the Company's prospects for future growth.*
Q. Please comment on the Company's 2011 global business results.
A. We are delighted to have delivered another year of strong performance in 2011. Net sales grew 7.5% and global unit volume from continuing businesses grew 4.0%. Pleasingly, we succeeded on the bottom line as well. We achieved our profit goals, with diluted earnings per share increasing 4%, despite continuing increases in material costs, an intense competitive environment and volatile macroeconomic conditions worldwide.
Advertising spending behind the Company's brands rose 5%, leading to market share gains across many of our core categories. Notably, Colgate's global market shares in toothpaste, manual toothbrushes, mouthwash, bar soap, body wash, shampoo, household cleaners and fabric conditioners all increased during the year.
We also maintained our strong balance sheet and cash flow, which, along with the Company's positive growth momentum, led the Board of Directors to authorize a 9% increase in the quarterly dividend, effective in the second quarter of 2011, and a new share repurchase program providing for the repurchase of up to 50 million shares.
Q. During 2011, Colgate refined its global business strategies to accelerate growth worldwide. Can you please elaborate on this?
A. Last April, nearly 250 Colgate leaders from around the world gathered to agree on the key priorities to ensure that we reach our ambitious goals. With "Driving Global Growth Smarter and Faster" as our theme, our focus was on what it takes to accelerate growth and stay ahead of the competition. While we expect to face new challenges, we also see new opportunities. Our proven strategy, which has led to consistent success around the world, will continue to drive our worldwide efforts. However, we have refined our four strategic initiatives so that we can operate smarter and faster, continuing to build on our global strength. Colgate people worldwide are sharply focused on: (1) Engaging to Build Our Brands, (2) Innovation for Growth, (3) Effectiveness and Efficiency, and (4) Leading to Win.
We are finding that consumers are now more demanding of what they value in brand choice beyond price and are affected by a growing array of new influencers. Engaging to Build Our Brands means increased engagement with our consumers, customers, the profession and other influencers with powerful integrated marketing campaigns that take full advantage of digital and social media. We are also focusing on identifying deeper, more meaningful insights in order to establish stronger connections with all of our constituencies and create a deeper level of commitment to our brands.
Innovation for Growth is as important as ever. We continue to encourage all Colgate people to find innovative solutions to business challenges, but we will put special emphasis on two areas, (1) innovative products that are incremental, breakthrough and transformational and (2) tailored go-to-market strategies that can accelerate and sustain our growth.
Effectiveness and Efficiency remain a key priority, reflecting the importance of changing the way we work together to generate new funds for growth. By focusing on a number of specific areas such as pricing excellence and simplification, and exploring new areas, we will continue to grow funds to invest in our new products and the marketing activities behind them.
Colgate has long believed that personal and collaborative leadership of all Colgate people around the world is critical to achieving outstanding business results, and we remain focused on developing all Colgate people and instilling a Leading to Win mindset.
Q. Strength in emerging markets has long been a competitive advantage for Colgate. How does Colgate continue to drive growth in these markets?
A. Emerging markets, which in 2011 comprised more than half our global sales, have been an important part of Colgate's growth strategy for a long time. By being there early, we have built strong consumer loyalty and leading market positions in many of our core categories. Today, these markets have robust GDP growth, a large population with low product penetration and even lower consumption, good category growth rates and loyal consumers.
Colgate's growth strategy in these markets focuses on driving consumption. For example, we educate consumers about the benefits of good oral health care and provide product samples with programs such as "Bright Smiles, Bright Futures". With this global initiative, Colgate has reached over 650 million children, and every year we partner with dental professionals and our retail partners to sponsor an oral health month in each of our geographies.
Another focus is making our products available and highly visible to all consumers. The trade environment in emerging markets is often predominately small stores. We try to "paint the store red" with strong in-store execution that increases the visibility of Colgate products. As for product mix, we are organized to innovate specifically for emerging markets through deep consumer insights captured at our consumer innovation centers, four of which are located within emerging market geographies, along with four supportive, companion global technology centers. An example that came out of this process is Colgate Plax Fresh Tea mouthwash in China. This innovation helped drive our share of the mouthwash market in China to a record high level in 2011.
Q. How is Colgate's growth strategy different in developed markets?
A. In contrast to the robust growth environment in emerging markets, developed markets are experiencing low GDP growth, slow to no category growth and an environment of highly promotional excess retail capacity. Pleasingly, despite these challenges, Colgate is succeeding in these markets as well.
In developed markets, we drive growth in a number of ways, including by working closely with global retailers to align our business objectives and fuel category growth, and partnering with the dental profession to increase recommendations.
Recommendations from the dental profession encourage trial and build loyalty. Their endorsements are a key driver of demand and consumer choice, particularly in the developed world. In the sensitivity segment, for example, because people often go to the dentist and ask "what can I do about this pain," dental professionals' recommendations for Colgate Sensitive Pro-Relief toothpaste are driving market share gains against the long-established leading competitor in this segment.
Another way we are growing in these markets is by making selective acquisitions that complement and strengthen our higher-margin, strategically important businesses. The Sanex personal care acquisition in Europe this past year is a terrific example.
Q. How has the Sanex acquisition in Europe strengthened Colgate's personal care business in that region?
A. Sanex is a very strong brand of premium-priced personal care products that we have long admired, and its desirability has been reaffirmed since we made it part of Colgate. The brand's unique positioning around skin health is an excellent complement to Palmolive's natural extracts and skin care positioning as well as to our Protex brand, which focuses on antibacterial protection for skin. Liquid body cleansing and deodorants each represent nearly 50% of the Sanex business. With its robust market shares, Sanex has strengthened Colgate's positions in the shower gel and deodorant categories in several key countries in Europe and our overall personal care business throughout the region.
Q. Colgate's ability to consistently generate cost savings in all areas of its business has been remarkable. Will this trend continue?
A. In today's volatile cost environment, generating savings in all areas of our business is more important than ever. We have been very successful with our worldwide savings projects, and interestingly, the more we delve into ways to save and become more efficient, the more we identify additional sources of savings.
Two key components of our program are (1) our traditional funding-the-growth initiatives, which have historically generated between $300 million and $700 million of pre-tax savings each year, and (2) reducing structural overheads.
Funding-the-growth projects are focused on three areas: direct costs, which include the cost of the materials that go into our products; indirect costs, which are the costs of products and services that do not go directly into our products; and operational costs. In just one example, we are using our company-wide SAP capability to reduce the cost of complexity in our manufacturing process. By drilling down and understanding the actual cost of individual stock keeping units, or SKUs, rather than using standard cost techniques which tend to average costs across multiple SKUs in a product portfolio, we are using the true cost of our products to drive simplification decisions and lower our overall costs.
We are also making organizational and structural changes to reduce overhead costs. For example, we are doing more regional hubbing, bringing groups of businesses together, as well as implementing shared services, which simplify and standardize how business services are delivered. With shared services, our initial focus has been on accounting processes and procedures across Europe. We believe there is great opportunity for even more savings as we take this model to other regions and broaden its scope.
Q. Please elaborate on how the Company is strengthening its commitment to sustainability worldwide.
A. Long before many businesses began talking about sustainability and social responsibility, Colgate recognized that how we do business is just as important as what we do. At Colgate, sustainability is not just a project or initiative — it's built into business decisions every day. We recognize that a broad approach to sustainability, encompassing our long commitment to the environment, but also extending to the long-term well-being of the people and communities we serve, is the truest expression of our Company values: Caring, Continuous Improvement and Global Teamwork.
Just as we are sharply focused on our key priorities that drive Colgate's business success, we determined that we must bring this same sharp focus to sustainability, identifying where and how we can make the greatest difference. That led to a more focused global 2011-2015 sustainability strategy with measurable goals that align with our business objectives. More about our sustainability strategy, which remains focused on People, Performance and Planet, and our ambitious goals appear on the Sustainability Strategy page of this report.
Q. What is the Company's outlook for 2012?
A. We are confident that Colgate is well positioned for long-term sustainable growth as we are financially strong, are market leaders in many of our core categories around the world and have the right strategies in place to succeed.
While we expect economic and competitive challenges to continue in 2012, Colgate people have a long record of success in managing change and delivering results. We have a powerful and sharpened strategy and a world-class global team deeply committed to getting done what we agree needs to get done.
As we move ahead together, I wish to thank all Colgate people worldwide for their personal commitment to achieving our goals with the highest ethical standards, and express appreciation for the support of our customers, suppliers, shareholders and directors.
Ian Cook
Chairman, President and Chief Executive Office
United Kingdom
Financial Highlights
| (Dollars in Millions Except Per Share Amounts) | 2011 | 2010 | Change |
| Worldwide Net Sales | $ 16,734 | $ 15,564 | +7.5% |
| Unit Volume, Excluding Divested Businesses | +4.0% | ||
| Gross Profit Margin | 57.3% | 59.1% | -180 basis points |
| Operating Profit | $ 3,841 | $ 3,489 | +10% |
| Operating Profit Margin | 23.0% | 22.4% | +60 basis points |
| Net Income Attributable to Colgate-Palmolive Company*† | $ 2,431 | $ 2,203 | +10% |
| Net Income Attributable to Colgate-Palmolive Company Percent to Sales | 14.5% | 14.2% | +30 basis points |
| Diluted Earnings Per Share*† | $ 4.94 | $ 4.31 | +15% |
| Dividends Paid Per Share | $ 2.27 | $ 2.03 | +12% |
| Operating Cash Flow | $ 2,896 | $ 3,211 | -10% |
| Number of Registered Common Shareholders | 28,900 | 29,900 | -3% |
| Number of Common Shares Outstanding (in millions) | 480 | 495 | -3% |
| Year-end Stock Price | $ 92.39 | $ 80.37 | +15% |
Highlights
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Growth Highlights Of Five Divisions
Click on the tabs below to learn more about each division.
North America
18% of Sales
Latin America
28% of Sales
Europe/ South Pacific
21% of Sales
Greater Asia/ Africa
20% of Sales
Hill's Pet Nutrition
13% of Sales
- Sales declined 0.5% in 2011 and unit volume grew 2.0%.
- Operating profit decreased 11%.
- Colgate Optic White and Colgate Sensitive Pro-Relief toothpastes and the relaunch of Colgate Total toothpaste contributed to strength in oral care.
- Colgate's strength in manual toothbrushes also continued in the U.S., driven by the success of Colgate 360° Optic White, Colgate 360° Sensitive Pro-Relief and Colgate 360° Surround.
- Sales increased 12.0% in 2011 and unit volume from continuing businesses grew 4.5%.
- Operating profit increased 9%.
- Colgate Sensitive Pro-Relief Whitening, Colgate Sensitive Pro-Relief Multi-Protection and Colgate Total toothpastes, Colgate 360° Surround manual toothbrush, the relaunch of Colgate Plax mouthwashes, Protex Advanced Clean bar soap and Lady Speed Stick Stainguard deodorant contributed to market share gains throughout the region.
- Sales and unit volume grew 9.0% and 5.0%, respectively, in 2011.
- The Sanex acquisition added 4.0% to both sales and unit volume growth.
- Operating profit declined 4%.
- Colgate Sensitive Pro-Relief Multi-Protection, Colgate Sensitive Pro-Relief Whitening and Colgate Max White One toothpastes, Colgate 360° Surround manual toothbrush and the relaunch of Palmolive Aromatherapy and Thermal Spa shower gels contributed to growth throughout the region.
- Sales and unit volume grew 9.5% and 6.5%, respectively, in 2011.
- The Sanex acquisition added 0.5% to both sales and unit volume growth.
- Operating profit increased 5%.
- Colgate Sensitive Pro-Relief Whitening, Colgate Total and Colgate Active Salt toothpastes, Colgate 360° Surround manual toothbrush, Colgate Plax Fresh Tea mouthwash and Lady Speed Stick and Mennen Speed Stick Waterproof deodorants contributed to growth throughout the region.
- Sales increased 4.5% in 2011 and unit volume was even with 2010.
- Operating profit was even with 2010.
- Veterinary recommendations for the Hill's brand remain high worldwide.
- Innovative new products succeeding in the U.S. include Science Diet Ideal Balance Canine, Science Diet Savory Stew Canine, Science Diet Age Defying Feline, Prescription Diet y/d Feline Thyroid Health and the relaunch of Prescription Diet c/d Multicare Feline Bladder Health.
Financial Charts
Reconciliation Of Non-GAAP Financial Measures
The following is provided to supplement certain Non-GAAP financial measures discussed in the message from the CEO and the financial highlights section of this report, both as reported (on a GAAP basis) and excluding the impact of certain items (Non-GAAP), as explained below. Management believes these Non-GAAP financial measures provide useful supplemental information to investors regarding the underlying business trends and performance of the Company's ongoing operations and are useful for period-over-period comparisons of such operations. The Company uses these financial measures internally in its budgeting process and as a factor in determining compensation. While the Company believes that these Non-GAAP financial measures are useful in evaluating the Company's business, this information should be considered as supplemental in nature and is not meant to be considered in isolation or as a substitute for the related financial information prepared in accordance with GAAP. In addition, these Non-GAAP financial measures may not be the same as similar measures presented by other companies.
| (Dollars in Millions Except Per Share Amounts) | 2011 | 2010 | ||||||||
| Gross Profit Margin | Operating Profit |
Net Income |
Diluted EPS |
Gross Profit Margin | Operating Profit |
Net Income |
Diluted EPS |
|||
|---|---|---|---|---|---|---|---|---|---|---|
| As Reported (GAAP) | 57.3% | $3,841 | $2,431 | $4.94 | 59.1% | $3,489 | $2,203 | $4.31 | ||
| Business Realignment Initiatives (1) | 0.3% | 190 | 147 | 0.30 | — | — | — | — | ||
| Mexico Land Sale (2) | — | 13 | 9 | 0.02 | — | — | — | — | ||
| Gain on Sale of Non-Core Product Lines (3) | — | (207) | (135) | (0.27) | — | (50) | (30) | (0.06) | ||
| French Competition Law Matter (4) | — | 21 | 21 | 0.04 | — | — | — | — | ||
| Venezuela Hyperinflationary Charge (5) | — | — | — | — | — | 271 | 271 | 0.53 | ||
| Termination Benefits (6) | — | — | — | — | — | 86 | 61 | 0.12 | ||
| Tax Initiatives (7) | — | — | — | — | — | — | (31) | (0.06) | ||
| Excluding Items (Non-GAAP) | 57.6% | $3,858 | $2,473 | $5.03 | 59.1% | $3,796 | $2,474 | $4.84 | ||
| 2008 | 2007 | |||||||||
| Gross Profit Margin | Operating Profit |
Net Income |
Diluted EPS |
Gross Profit Margin | Operating Profit |
Net Income |
Diluted EPS |
|||
| As Reported (GAAP) | 56.3% | $3,101 | $1,957 | $3.66 | 56.2% | $2,720 | $1,737 | $3.20 | ||
| Restructuring Charges (8) | 0.4% | 164 | 113 | 0.21 | 1.1% | 259 | 184 | 0.34 | ||
| Gain on Sale of Non-Core Product Lines (3) | — | — | — | — | — | (49) | (29) | (0.05) | ||
| Hill's Voluntary Product Recall (9) | — | — | — | — | — | 14 | 8 | 0.01 | ||
| Tax Adjustments (10) | — | — | — | — | — | — | (74) | (0.14) | ||
| Pension Settlement Charges (11) | — | — | — | — | — | 15 | 10 | 0.02 | ||
| Excluding Items (Non-GAAP) | 56.7% | $3,265 | $2,070 | $3.87 | 57.3% | $2,959 | $1,836 | $3.38 | ||
Represents costs associated with various global business realignment and other cost-saving initiatives.
Represents costs associated with a sale of land in Mexico.
In 2011, the Company recorded a $135 million aftertax gain on sale of a non-core product line in Colombia. In 2010, the Company recorded a $30 million aftertax gain on sale of non-core product lines in Latin America. In 2007, the Company recorded a $29 million aftertax gain on sale of a non-core product line in Latin America.
In 2011, the Company recorded a $21 million aftertax charge associated with a competition law matter in France related to a divested detergent business.
In 2010, the Company recorded a $271 million one-time charge related to the transition to hyperinflationary accounting in Venezuela as of January 1, 2010.
In 2010, the Company recorded a $61 million aftertax charge for termination benefits relating to ongoing overhead reduction initiatives.
In 2010, the Company recorded a $31 million benefit related to the reorganization of an overseas subsidiary.
The restructuring charges relate to the restructuring program that began in the fourth quarter of 2004 and was finalized as of the end of 2008 (the 2004 Restructuring Program). These restructuring charges include separation-related costs, incremental depreciation and asset write-downs, and other costs related to the implementation of the 2004 Restructuring Program.
In 2007, the Company recorded an $8 million aftertax charge related to the limited voluntary product recall of certain Hill's feline products.
In 2007, the Company recorded $74 million of net tax adjustments consisting of the reduction of a tax loss carryforward valuation allowance in Brazil, partially offset by tax provisions for the recapitalization of certain overseas subsidiaries.
In 2007, the Company recorded a $10 million aftertax charge associated with certain pension obligations in accordance with the Compensation – Retirement Benefits Topic of the Financial Accounting Standards Board (FASB) Codification.
Driving Global Growth
Smarter and Faster
Engaging To Build Our Brands
With Consumers
Engaging with consumers is at the heart of Colgate's focused global strategy, which drives the Company's strong performance and market share gains worldwide. Stronger consumer engagement begins with better insights. We are obtaining deeper and more meaningful consumer insights and using them to strengthen product development, packaging and the communications we deliver through our integrated marketing campaigns. These innovative marketing programs deliver our brand messages using a combination of traditional media outlets, in-store communications and newer digital outlets, including social media.
Read more about how we are engaging with consumers in...
Engaging To Build Our Brands
With Consumers
Winning With Consumers In Brazil
Colgate Total toothpaste is winning with Brazilian consumers across all retail outlets and is helping to strengthen Colgate's market leadership in that country. The recent relaunch of Colgate Total toothpaste included new packaging and a new integrated marketing campaign focused on communicating Colgate Total's 12-hour protection against 12 oral care problems for a healthier mouth. The consistent and continuous marketing support, which involved traditional advertising, digital innovations, sampling, contests and in-store programs, drove strong market share gains for the Colgate brand, which reached a new record high for the year.
Engaging To Build Our Brands
With Consumers
Consumers In India Rank Colgate #1 Most Trusted Brand
Colgate's consistent engagement with consumers is building trust worldwide. In India, where Colgate has been selling its products for over 50 years, consumers ranked Colgate as the #1 Most Trusted Brand in the country in 2011, across all product categories, in the prestigious Brand Equity Survey published by The Economic Times. Colgate builds consumer trust and loyalty through a variety of global initiatives, including its "Bright Smiles, Bright Futures" oral health education and community outreach program, which has reached over 650 million children in 80 countries, and by sponsoring Oral Health Month around the world, often in partnership with retailers and local dental associations.
Driving Global Growth
Smarter and Faster
Engaging To Build Our Brands
With The Profession
Colgate is driving engagement and building our leadership with dental and veterinary professionals to strengthen their endorsement of our brands. This, in turn, builds market share and brand loyalty. Colgate helps educate dental and veterinary professionals about the science behind Colgate and Hill's products by being deeply involved with academia, professional organizations and conventions, and public health activities to improve oral health and pet health around the world.
Read more about how we are engaging with the profession in...
Engaging To Build Our Brands
With The Profession
Training Dental Hygienists In The Latest Cavity Prevention Techniques
Collaborating with the Department of Health in the United Kingdom, Colgate has developed a portable, university accredited course for dental hygienists to extend their skills in helping children and their parents prevent cavities. In the dental office and in community settings across the country, the hygienists can apply the latest Colgate fluoride treatments, discuss other effective methods of cavity prevention and schedule follow-up dental checkups for kids. Programs such as this one strengthen Colgate's relationship with the dental profession worldwide and, in the United Kingdom, helped to strengthen Colgate's Toothpaste Brand Recommended Most Often ranking from 51% to 54%.
Engaging To Build Our Brands
With The Profession
Reinforcing Vets' Recommendations About Pet Fitness
Hill's strong relationship with the veterinary profession is enhanced by products and programs that support pet health professionals' expert advice. Hill's "Million Pound Pledge" program not only builds awareness for Hill's Science Diet Light products but also underscores the importance of addressing pet obesity, a condition affecting one out of every two pets in America. The program reinforces the American Veterinary Medical Association's position that obesity is the most common preventable health condition in pets. Pictured here, celebrity spokesperson Alison Sweeney, host of television's The Biggest Loser, attended the program's kick-off event in New York City to announce a national call-to-action for pet owners to get their pets to lose one million pounds of weight in 2011.
Driving Global Growth
Smarter and Faster
Engaging To Build Our Brands
With Our Customers
Across retail environments, whether small rural stores or large global chains, Colgate is working closely with its retail partners to share expertise and provide shoppers with the best value and service. Colgate is engaging its customers worldwide by sharing unique shopper insights, providing innovative in-store marketing communications and merchandising techniques, and developing and executing joint business planning initiatives. These activities ensure the right product assortment at each location and help to make shopping a consumer-friendly, enjoyable experience, which drives increased sales for both Colgate and the retailer.
Read more about how we are engaging our customers in...
Engaging To Build Our Brands
With Our Customers
Providing Outstanding Customer Service To Small Independent Retailers
In emerging markets, where more than half of Colgate's sales come from small independent retailers, Colgate works closely with a broad network of wholesalers and distributors to ensure these shops receive an uninterrupted supply of Colgate products and the correct assortment of products across price points. One way Colgate is enhancing its service to small independent retailers across China is by offering products in a mixed dozen. As the name suggests, multiple variants of toothpaste are pre-packaged together in the same shipment. These packs facilitate faster distribution and enable shop owners to enhance their assortment of Colgate products, better addressing shopper preferences.
Engaging To Build Our Brands
With Our Customers
Building Smiles Together
Colgate and Walmart are collaborating to combat cavities through "Building Smiles Together," a program that provides free dental screenings and oral health education to children in need. Colgate's "Bright Smiles, Bright Futures" mobile dental vans will visit 230 Walmart stores across the United States. The vans are staffed by volunteer dental professionals who provide free dental screenings, oral health education, treatment referrals and a "Building Smiles Together" kit that includes educational materials and a free toothbrush and toothpaste. The program also includes an interactive web site, www.BuildingSmilesTogether.com, where families can access oral health resources, informational videos and engaging games to help encourage children to care for themselves by developing healthy habits.
Driving Global Growth
Smarter and Faster
Innovation For Growth
At Colgate, developing innovative new products is a key driver of profitable growth. Colgate's consumer innovation centers, in strategic locations throughout the world, are focused on developing insight-driven innovation that provides value-added new products across all price points. Marketing personnel work closely with scientists and other researchers, as well as external organizations and academia, to ensure we have the technology in place to meet both short and long-term consumer needs. Beyond new products, innovation is embedded into the Company's culture to encourage new ideas and improved processes throughout every aspect of the organization – from the supply chain to marketing to finance and all support services.
Read more about how we are innovating for growth in...
Innovation For Growth
Innovation In The Whitening Segment
Years in development, the technology behind Colgate Optic White toothpaste represents a breakthrough for Colgate in the whitening category. The unique formula contains hydrogen peroxide, the same whitening ingredient as strips, to make it easier to whiten as you brush. Colgate Optic White toothpaste provides whiter teeth in one week, with results that improve with daily brushing. Offering value and convenience for consumers, Colgate Optic White captured over 4% of the U.S. toothpaste market within just a few months after launch. Building on the success of Colgate Optic White in the U.S., we are now launching a new whitening toothpaste throughout Latin America called Colgate Luminous White.
Innovation For Growth
Creative Integrated Marketing Campaign Engaging Consumers Online
When Colgate researchers learned that women view showering as one of the most pleasurable moments of their day, an innovative campaign relaunching Palmolive shower gels across Europe encouraged women to "Lose Yourself in a Relaxing Shower Moment." The campaign communicated with all the senses at many touch points and engaged consumers not only in the store and with traditional media but also with integrated digital components through interactive microsites. One microsite encouraged consumers to create their own dream bathroom and share it via social media networks, for a chance to win one for free. This innovative campaign is driving growth for Palmolive Aromatherapy and Palmolive Thermal Spa shower gels throughout Europe.
Driving Global Growth
Smarter and Faster
Effectiveness And Efficiency
Integral to Colgate's global strategy is the ability to generate funds to invest in business growth. Through both established efficiency programs applied to all aspects of our business and ongoing identification of new ways to find savings, the Company constantly strives to improve its organizational capabilities and speed, while reducing costs. Programs are
wide-ranging and include many small initiatives amounting to millions of dollars in savings that fund new product development and marketing activities, as well as helping to deliver strong profitability.
Read more about how we are increasing effectiveness and efficiency in...
Effectiveness And Efficiency
State-Of-The-Art Toothbrush Production Enhancing Global Leadership
To increase the flexibility and capacity of our global toothbrush supply chain, Colgate recently added two new state-of-the-art toothbrush plants, one in China and one in Vietnam. Pictured here, Colgate's highly efficient Vietnam facility uses the latest technology and adheres to the highest standards of energy efficiency and environmental quality. The first LEED-certified (U.S. Green Building Council Leadership in Energy & Environmental Design) plant in the country, Colgate's Vietnam facility produces 500 million brushes annually for 62 markets worldwide.
Effectiveness And Efficiency
Generating Significant Savings With New
In-House Production Of Special Packs
Special toothpaste and toothbrush promotion packs customized for individual retail customers are important to Colgate's success. Because of the complexity and cost of converting manufacturing lines for each different promotion pack, Colgate historically used third-party contract packers. Now, a machine redesign, new software programming and a new conversion process enable cost-effective in-house production of both single and multi-pack promotions. The savings in Latin America amounted to over $9 million in 2011, and we expect to generate more savings as Colgate plants around the world adopt the technology.
Driving Global Growth
Smarter and Faster
Leading To Win
At Colgate, we have long believed that our values-based culture forms a strong foundation for good governance which leads to good results. Employees at all levels learn to take personal responsibility for being leaders, and they commit to conducting business with the highest integrity, incorporating Colgate's values of Caring, Continuous Improvement and Global Teamwork into all business activities. Colgate also demonstrates leadership as a member of the global community. Through our sustainability efforts, we are ensuring that the business grows consistently and responsibly and benefits those we serve globally, while promoting the well-being of future generations.
Read more about how we are leading to win in...
Leading To Win
Rebuilding Communities With Oral Health Services
Reflecting the Company's long-term commitment to improving oral health everywhere, Colgate partnered with the Ministry of Health in China to develop an oral health program to support people affected by devastating earthquakes in China's Sichuan region. Through donations and additional support, Colgate is sponsoring 52 dental clinics throughout the hardest-hit cities. The new dental clinics focus not only on treatment but also on educating the local communities on the importance of proper oral care. As a result, nearly 500,000 adults and children are now reached each year, and we have already begun expanding the program to other regions across China.
Leading To Win
Sponsoring Environmentally Responsible Recycling Centers
Colgate's commitment to sustainability is demonstrated by the sponsorship of recycling centers that coincided with the launch of Natura Verde home care products in Greece. This environmentally-friendly, cross-category line is made with ingredients of natural origin and biodegradable formulas in recyclable bottles. At the recycling centers, consumers can recycle plastic, glass, metal cans and bottles for a refund that they can either receive as a coupon for Natura Verde products or donate to the World Wildlife Fund. The centers also offer educational materials about the benefits of recycling.
Colgate’s Sustainability Strategy
Colgate's 2011 to 2015 sustainability strategy maintains its emphasis on People, Performance and Planet, with focused, measurable goals that align with the Company's business objectives. More information about Colgate's sustainability strategy and our most recent sustainability report, Giving The World Reasons To Smile, can be found on Colgate's Sustainability web site.
People
Promoting
Healthier
Lives
People
Contributing to
the Communities
Where We Live
and Work
Performance
Delivering
Products
That Delight
Consumers
and Respect
Our Planet
Planet
Reducing
Our Impact
on Climate
and the
Environment
We Will
- Promote health and wellness to reduce employee health risks by 15%.
- Achieve a 5% reduction in health costs and an improvement in early diagnosis of chronic and treatable disease.
- Continue to focus on safety to achieve the goal of zero lost-time incidents.
We Will
- Commit over $300 million to increase our impact in the community.
- Partner with dental professionals to improve community oral health care.
- Expand "Bright Smiles, Bright Futures" program externally to reach one billion children by 2020.
- Provide handwashing awareness to over 50 million households.
- Work with 250,000 veterinarians worldwide to educate pet owners and provide over $100 million in pet food to shelters.
- Continue to provide Colgate products after natural disasters.
- Involve more Colgate volunteers in our community programs.
We Will
- Increase the sustainability profile (1) in all new products we produce and in the balance of our portfolio.
- Ensure that ingredients continue to meet or exceed all recognized standards for safety, quality, and environmental compliance and biodegradability.
- Reduce the environmental impact of our products and packages by 20%, by increasing the use of sustainable materials and recycled content.
We Will
- Reduce the water consumed (2) in the manufacture of our products by 40% vs. 2005 consumption.
- Reduce the use of water associated with our products by 15%.
- Work with local and global organizations to help promote access to clean water.
- Promote water conservation awareness among over two billion consumers.
We Will
- Reduce energy consumption (2) and carbon emissions (2) associated with the manufacture (3) and distribution (4) of our products by 20%.
- Reduce waste (2) sent to landfills from our operations by 15%.
- Request that all key suppliers measure and disclose climate change information.
Your Board Of Directors
Click a name or individual to learn more.
- Ian Cook
- Chairman, President and Chief Executive Officer of Colgate-Palmolive Company
Mr. Cook joined Colgate in the United Kingdom in 1976 and progressed through a series of senior management roles around the world. He became Chief Operating Officer in 2004, with responsibility for operations in North America, Europe, Central Europe, Asia and Africa. In 2005, Mr. Cook was promoted to President and Chief Operating Officer, responsible for all Colgate operations worldwide, and was promoted to Chief Executive Officer in 2007. Elected director in 2007 and Chairman in January 2009. Age 59 - John T. Cahill, Independent Director
- Executive Chairman, Kraft Foods,
North America
Prior to joining Kraft Foods in 2012, Mr. Cahill was an Industrial Partner for Ripplewood Holdings LLC from 2008 to 2011. Mr. Cahill was CEO and Chairman of The Pepsi Bottling Group, Inc. from 2001 to 2006 and Executive Chairman from 2006 to 2007. From 1989 to 1998, Mr. Cahill held multiple senior financial and operating leadership positions at PepsiCo Inc. Elected director in 2005. Age 54 - Helene D. Gayle, Independent Director
- President and Chief Executive Officer of CARE USA
Prior to joining CARE in 2006, Dr. Gayle previously held senior positions with the Bill and Melinda Gates Foundation and the Centers for Disease Control and Prevention. Elected director in 2010. Age 56 - Ellen M. Hancock, Independent Director
- Former President of Jazz Technologies, Inc. (formerly Acquicor Technology), 2005-2007
Previously, Mrs. Hancock was Executive Vice President of Research and Development and Chief Technology Officer at Apple Computer Inc., Executive Vice President and Chief Operating Officer at National Semiconductor, and Senior Vice President at IBM. Elected director in 1988. Age 68
- Joseph Jimenez, Independent Director
- Chief Executive Officer of Novartis AG
Prior to joining Novartis in 2007, Mr. Jimenez was President and CEO of H.J. Heinz's North American and European businesses and held senior leadership positions at ConAgra Grocery Products. Elected director in 2010. Age 52 - Richard J. Kogan, Independent Director
- Former President and Chief Executive Officer of Schering-Plough Corporation, 1996-2003
Mr. Kogan was also Chairman of Schering-Plough Corporation from 1998 to 2002. Mr. Kogan joined Schering-Plough as Executive Vice President, Pharmaceutical Operations in 1982 and became President and Chief Operating Officer in 1986. Elected director in 1996. Age 70 - Delano E. Lewis, Independent Director
- Former Senior Fellow, New Mexico State University, 2006-2011
Mr. Lewis served as U.S. Ambassador to South Africa from December 1999 to July 2001, Chief Executive Officer and President of National Public Radio from 1994 to 1998, and President and Chief Executive Officer of Chesapeake & Potomac Telephone Company from 1988 to 1993, which he joined in 1973. Director from 1991 to 1999 and since 2001. Age 73 - J. Pedro Reinhard, Independent Director
- Former Executive Vice President and Chief Financial Officer of The Dow Chemical Company, 1996-2005
Mr. Reinhard served as Chief Financial Officer of The Dow Chemical Company and Executive Vice President from 1996 to 2005. He previously held a series of senior international financial and operating positions at The Dow Chemical Company and was appointed Treasurer in 1988. Mr. Reinhard was a Director of The Dow Chemical Company from 1995 to 2007. Elected director in 2006. Age 66 - Stephen I. Sadove, Independent Director
- Chairman and Chief Executive Officer, Saks Incorporated
Mr. Sadove joined the management team of Saks as Vice Chairman in 2002, serving as Chief Operating Officer from 2004 to 2006. He has served as CEO of Saks since January 2006 and was named Chairman in May 2007. He previously held a series of key positions at Bristol-Myers Squibb. Elected director in 2007. Age 60
Welcome, Nikesh Arora
Independent Director
Senior Vice President and Chief Business Officer of Google, Inc.
Prior to joining Google in 2004,
Mr. Arora held senior positions at T-Mobile International and Fidelity Investments. Mr. Arora brings to Colgate's Board extensive international leadership experience and strong knowledge of finance and information technology. Elected director in 2012. Age 44
Your Management Team
See biographical information on Your Board Of Directors page of this report.
Mr. Garcia joined Colgate in 2003 as President, Colgate-Asia Pacific. He was appointed to his current position in 2010, with expanded responsibility for Hill's Pet Nutrition in 2012. Most recently he was EVP, President, Colgate-Latin America & Global Sustainability. Prior to joining Colgate, Mr. Garcia was Senior Vice President of International Operations at the Timberland Company.
After joining Colgate in France in 1978, Mr. Moison advanced through marketing and management positions in Europe and at the corporate level. He was appointed to his current position in 2010, with expanded responsibility for Colgate-South Pacific in 2012. Most recently he was President, Global Marketing, Supply Chain & Technology.
Mr. Hickey became CFO in January 2011, having most recently been Colgate's Vice President and Corporate Controller since 1998. Since joining Colgate in 1977, Mr. Hickey has held key financial positions for the Company's European and North American business units, the Corporate Audit unit and a variety of business strategy leadership assignments.
Mr. Hendry joined Colgate in 1991 from Unisys, where he was Vice President and General Counsel. A graduate of Georgetown University and NYU Law School, Mr. Hendry has also been a corporate attorney at a New York law firm and at Reynolds Metals Company (now part of Alcoa, Inc.).
* Corporate Officer
France
About Colgate-Palmolive Company
Colgate-Palmolive Company is a $16.7 billion global company serving people in more than 200 countries and territories with consumer products that make lives healthier and more enjoyable. The Company focuses on strong global brands in its core businesses — Oral Care, Personal Care, Home Care and Pet Nutrition. Colgate follows a tightly defined strategy to grow market shares for key products, such as toothpaste, toothbrushes, bar and liquid soaps, deodorants/antiperspirants, dishwashing detergents, household cleaners, fabric conditioners and specialty pet food.
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The common stock of Colgate-Palmolive Company is listed and traded on The New York Stock Exchange under the symbol CL.