Supporting Colgate People is the most important driver of our business success. As such, Colgate is committed to helping our people reach their professional and personal goals, offering an array of resources to help expand their professional and personal horizons: from providing career opportunities, access to world-class learning and leadership development programs, wellness initiatives, and opportunities to contribute to the communities where we work and live. Through these programs, Colgate helps employees stay engaged, rewarded, and focused on delivering products and services that exceed our consumers’ expectations.
We support all Colgate employees to perform at their fullest potential and recognize the important role organizational diversity and inclusion plays in our global success. We work to attract and retain talented individuals who lead with integrity. We align the work of our people to our global strategy through individual and team goals. Our Performance Management process fosters coaching and feedback and ensures that people are focused on the right priorities to drive growth. Our strong learning curriculum reaches all functions worldwide, with 3,000 certified Colgate instructors and more than 300 courses relating to functional areas of expertise, ethics and compliance, and leadership. We continue to support our internal coaching initiatives to help build a coaching culture where people feel comfortable teaching others and learning through honest development conversations.
We are truly global. Our diverse perspectives, work experiences and cultures make us strong. We work with our global colleagues across borders, boundaries and functions to learn, grow, and win together.
We work together globally, to perform at our best locally, always with unwavering integrity. Colgate People welcome each day as an opportunity to improve on the last by building trust with one another and sharing new ideas.
Our work environments encourage everyone to participate and be their authentic selves. Our caring culture fuels a passionate workplace that drives innovation and our enduring success.
Who We Are
- • TRULY GLOBAL
- • FORWARD THINKING
- • TEAM PLAYERS
- • CARING
- • CONSUMER FOCUSED
- • COLLABORATIVE
- • PURPOSE-DRIVEN
- • TRUSTWORTHY
- • DIVERSE
Our social media framework strengthens Colgate’s employer branding and digital presence, resulting in the increase of our talent community and a healthy candidate pipeline. Nearly 7,000 people visit our job portal every month and an increasing number engage with us on social platforms like LinkedIn, Glassdoor, and Facebook.
As a truly global company, our diverse backgrounds enable us to respond to the needs and aspirations of the billions we serve worldwide. We strive to ensure that we maintain a focus on diversity and minority recruitment to reflect internally the communities in which we live and work. By doing so, innovation is driven through a diverse set of ideas, approaches and backgrounds and through engaging with various affinity groups and diversity organizations.
In 2018, we continued our focus on building a coaching culture by partnering with BetterUp, a leading provider of online coaching. BetterUp Coaching provides Colgate leaders with the opportunity to receive personalized support that helps broaden and deepen the skills for success and accelerate individual effectiveness and development.
In 2018, one of our goals was to improve the quality of decisions for better performance and greater diversity and inclusion company-wide. To help Colgate People make more informed, effective and confident decisions about people and business, we launched the “DECIDE: The Neuroscience of Breaking Bias,” program. Launched to an initial group of 400 global participants, this digital learning solution consisted of three hours of content that was delivered over a span of 30 days through videos, research summaries, practice tools, and interactive webinars. Feedback from the pilot program was very positive, with 90 percent of learners stating that they are using the strategies learned to mitigate biases. An additional 1,300 managers will complete the “DECIDE” program in early 2019. We are committed to having all Colgate People managers participate in this impactful program.
In 2018, we continue to transform our learning strategy to better meet the evolving expectations of the modern workforce and create a continuous learning culture. Our focus is to develop the strategic organizational capabilities that will drive current and future growth for Colgate by offering learning experiences that are closely aligned to our business strategy. A continuous learning culture at Colgate is where Colgate People learn in the flow of work. It is not episodic nor programmatic; it is where Colgate People learn through being curious, through the coaching of their leaders, from reverse mentoring programs and through collaborating and sharing with each other. It is where Colgate People learn through experimentation, from structured learning experiences that are delivered in blended and modern ways. It is where Colgate People learn through external partnerships and through the various roles and experiences they have throughout their diverse careers.
In April 2018, we also launched a new learner experience platform, MindSpark, a portal through which Colgate People have access to more than 65,000 multi/media blended learning assets, a combination of structured, mandatory, functional and curated content. MindSpark can be accessed via desktop, laptop, and both IOS and Android mobile platforms. MindSpark continues to provide a continuous learning platform for Colgate People. In less than a year from the launch, the engagement has been above industry standard with 15,668 registered users (+98% of S&C employee base) and an average monthly usage of 64%. There have been in excess of 407,000 content views, and more than 197,000 total content completions, building a future that Colgate People can smile about.
In 2016, we launched “Colgate Connect,” a global survey to assess key drivers of employee engagement at Colgate. We partnered with an industry-leading vendor to develop the survey that allowed us to deliver a simple tool with robust reporting and analytics capabilities. In 2018, we achieved a 81 percent completion rate and have a better understanding of our strengths and opportunity areas both at the corporate level and at the managerial department level. Findings have been communicated to managers who are developing continuous improvement plans with their teams.
Supporting our global Colgate employees includes a serious commitment to health and wellness. By creating a healthy work environment and encouraging Colgate People to develop healthy habits, we are helping our employees live longer, more fulfilling lives.
We promote physical, emotional, and financial wellness for Colgate People and their families. Just as we create products that build brighter futures for everyone, our goal is to help our people live better every day by providing support and resources to help them make healthy choices at work and at home to live a more balanced, thriving life.
COLGATE EMPLOYEE HEALTH AND WELLNESS STRATEGY
Key elements of our Employee Health and Wellness Strategy include:
- • Offer our employees the opportunity to participate in our Health Risk Assessment.
- • Ensure Colgate People and their families have access to preventive immunizations and dental care.
- • Provide confidential HIV-AIDs testing and awareness education.
- • Provide Colgate People with comprehensive, market-competitive benefits in each country.
- • Support development of healthy habits relating to physical activity and nutrition.
- • Encourage smoking cessation.
- • Create a culture that values employee engagement, work-life balance and community outreach.
- • Remain committed to a safe and healthy work environment with a goal of zero work place accidents.
Resilience & Stress
- • Offer a range of programs based upon regional availability and interest, including yoga, access to gyms, stress management programs and access to counseling services through Employee Assistance Program, Colgate medical or government- sponsored programs.
- • Elevate employee financial awareness planning.
Prevention & Awareness
Health Risk Assessment
The Health Risk Assessment (HRA) is a powerful online tool that includes questions on biometric measures such as blood pressure and cholesterol to help employees self-evaluate their health status, understand health risks, and provide confidential feedback to motivate behavior change and improve health outcomes. Colgate aggregates this data anonymously to focus our Live Better programs on the highest risk factors for Colgate People. The HRA is currently available in over 50 countries.
Colgate remains committed to helping employees, their loved ones, and our communities combat HIV/ AIDS. Colgate’s commitment in the fight against HIV/AIDS is based on our values and our sustainability commitments to “Promote Healthier Lives” and “Contribute to the Communities Where We Live and Work.”
- • Colgate-Palmolive South Africa holds an annual AIDS Week in early December to ensure continued awareness of HIV/AIDS, reduce stigma against HIV/AIDS patients, and provide testing. The theme this year was “Cheka Impilo, Know Your Status.” The subsidiary conducted events such as a candle-lighting commemoration and a “Family Day” with employees and their families to increase awareness and encourage employees to find out their own and their loved ones’ HIV status.
- • Under the “Positive Step” program in India, Colgate sponsors children infected or affected by HIV/AIDS by providing nutrition and education and paying their school fees. This year, Colgate India hosted 90 children for lunch, play and to share a memorable day together. This program is one of Colgate’s initiatives to address inequalities. This initiative has a positive impact on the health, well-being and educational advancement for these children. Colgate employees volunteer to mentor some of these children pursuing higher education. Colgate People in India across Colgate plants and branch offices also wore red ribbons to show their solidarity with the cause.
Global Healthy Activity Challenge
Our annual Live Better Global Healthy Activity Challenge encourages all Colgate employees to track and log at least 500 minutes of healthy activity for one month. Colgate People engage colleagues, family, and friends to get active and earn minutes through a range of activities.
In June 2018, Colgate People from more than 90 countries participated in a variety of healthy activities ranging from yoga classes and soccer tournaments to nature walks, logging a total of more than 26 million minutes of healthy activity.
Colgate locations also include nutrition education and resources in their Live Better programs with events, such as healthy cooking demonstrations, nutrition workshops, healthy option educational sessions, and serving healthy breakfasts and lunches. A nutrition toolkit is also available to Colgate employees on the Company’s intranet site.
We also partner with our food service vendors to increase the number of healthy options in employee cafeterias. Sites from all over the world are implementing local programs to encourage healthy nutrition at work, including healthy cooking demonstrations, healthy meal carts or days, and the labeling of healthy foods. Our Cambridge, Ohio plant introduced healthy snacks and changes to pricing in their vending machines in an effort to encourage employees to eat healthier.
Smoking cessation continues to be an important aspect of Live Better at Colgate. Our culture of Caring supports good health and encourages our people to quit tobacco use. In our effort to move toward smoke-free campuses, we have begun offering smoking cessation programs.
We are committed to creating a culture of health and wellness through programs such as our benefit packages and employee reward and recognition programs, which help measure progress and encourage engagement.
Recognizing that the success of our company is driven by our talented and dedicated employees, we offer market-competitive benefit programs.
While specific program offerings for eligible employees vary by country according to local regulations and practice, typically benefit programs include:
- • retirement savings
- • healthcare and wellness plans
- • working from home arrangements
- • tuition benefits
- • flexible work arrangements
- • adoption benefits
- • back-up childcare options
- • financial seminars & employee networking group
- • maternity and paternity leave
- • recognition programs
Colgate supports employees’ financial security goals at every stage of their working lives, not just retirement. To support employees, Colgate developed a financial wellness toolkit, available in seven languages. The toolkit focuses on three areas: creating wealth, managing wealth, and enjoying wealth. Our financial education program aims to help Colgate People learn to live within a budget, fund their children’s education, finance their homes, and manage their debt. We also continue to offer comprehensive education to both our salaried and non-salaried personnel in the U.S., including classroom training, webinar programming and personal financial counseling sessions via a third-party provider. We also offer additional programs to meet the needs of employees and their families where they live.
Colgate has a long-standing commitment to respecting human and labor rights worldwide and supports the United Nations Universal Declaration of Human Rights and the International Labor Organization (ILO) Core Labor Standards. Colgate works with and seeks out business partners who share our commitment to universal human rights. We recognize the responsibility of businesses to respect labor rights and engage with stakeholders adherence to universal human rights. Protecting human and labor rights is one of our key sustainability issues identified on page 12.
To learn more about our human rights strategy and management approach, please see our Human Rights Policy.
Colgate-Palmolive People -- approximately 34,500 strong -- reflect the diverse richness of the cultures we serve around the world. As a company, we celebrate differences, promote an inclusive environment and value the contributions of all Colgate People. Our business strategy of driving and funding growth and becoming the best place to work depends on the fullest contributions of all employees, wherever they are. Colgate is committed to providing inclusive employment, training, compensation, promotion opportunities, and all other terms and conditions of employment.
We believe that our culture and values afford opportunities for everyone to have an impact on our business success. All employees worldwide are provided with a series of training programs focused on building leadership skills. Valuing Colgate People, Managing With Respect, and Leading in a Diverse Workplace are a few examples of our training programs. Leading in a Diverse Workplace delivers on the company’s commitment to creating and sustaining a diverse workplace.
A critical piece of our diversity strategy is to ensure that our talent management process incorporates the professional development of women and people of color. Colgate also partners with organizations such as Catalyst, the Conference Board, Diversity Best Practices, and the National Association for Female Executives, Working Mother Media, DiversityInc., the American Association for People with Disabilities, Human Rights Campaign, Live Out Loud (LGBTQ+ youth), American Corporate Partners (veteran mentorships), Latina Style magazine and the Asian American Business Development Center to develop an effective and supportive work environment.
In 2018, Colgate piloted the Advancing Critical Capabilities Empowers Leaders (ACCEL) program, designed to provide participants with a greater understanding of:
- • Growing personal skills to further enable technical mastery.
- • Building strong bonds with others to help achieve organizational goals.
- • Identifying new ways to perform roles to achieve improved business results.
- • Accelerating leadership development to support future organizational growth.
- • Improving capabilities to be more globally competitive and influential.
To help foster an atmosphere of inclusiveness, Colgate supports employee resource groups made up of team members representing many different perspectives, backgrounds, and ways of life. Each of these resource groups contribute to Colgate’s inclusive work environment by developing and implementing activities and programs to promote business and community involvement as well as cultural awareness.
A selection of Colgate national resource groups includes:
Asian Action Network
Colgate Parents Network
Black Leadership Network
Colgate Women’s Network
Colgate Abilities Network
Colgate LGBT and Allies Network
Hispanic Action Network
In addition, Colgate's Diversity Leadership Council, consisting of employee resource group leaders, is committed to nurturing programming aimed at diversity and inclusion to ensure optimal efficiency, effectiveness and support of the Company’s business objectives. Each leadership council consists of mid-senior level cross-functional management teams appointed by the division/function leader. The councils operate under established charters with a mission and set of operating and decision-making standards. They are helping drive a culture of diversity and inclusion by:
- • Providing regional and functional leadership with a framework to establish more effective/efficient talent management and inclusive leadership practices.
- • Establishing clear diversity objectives and accountability.
- • Driving a more focused approach to managing high-potential, high-performance career enhancement and upward mobility of women and diverse talent.
- • Encouraging people to lead, utilizing their diverse backgrounds, leadership competencies and varying perspectives.
- • Creating opportunities for cross-functional and cross-generational work teams and interactions.
- • Driving strategies and initiatives to support en route to a truly inclusive world-class workforce at all levels.
- • Colgate Abilities Network (CAN) has an advisory council consisting of Senior Executives. Our Chief Technology Officer led a panel discussion on how we can support people with disabilities; explore business opportunities connected with this community, and raise awareness among Colgate People. CAN strives to ensure Colgate’s business goals are connected to the global disability market, and serves as a valued resource to our Colgate colleagues around the world. Colgate Abilities Network launched a National Disability Employee Awareness Month campaign highlighting the strengths of Colgate People. 'At Colgate, we celebrate our unique differences, because we know they make us stronger.'
• Colgate continues its commitment to American Corporate Partners (ACP), a national non-profit organization dedicated to helping post-9/11 veterans successfully transition back into the private sector. Since 2014, more than 100 Colgate employees have volunteered with ACP to help returning veterans through one-on-one mentoring, networking, and online career advice.
• Colgate continues its partnership with Magnusmode, the company behind MAGNUSCARDS™, an innovative mobile app that empowers people living with cognitive special needs to independently manage daily skills like tooth brushing. Closely developed with oral health experts at Colgate, easy-to-understand digital card decks provide step-by-step guidance around brushing, brushing with braces, rinsing, flossing, and visiting the dental office. Colgate’s caring values extend to empower people with special needs to manage their daily oral care activities, and ultimately, to build a future they can smile about.
• In 2018, Colgate rolled out our Managing Unconscious Bias training, offered in six languages. All 5,500 people managers participated and will be responsible for cascading the learning to their teams. This training education and awareness program is of critical importance as unconscious bias can lead to systemic discrimination.
• Colgate is committed to educating employees about the dangers of drug overdose. In 2018, Colgate launched Opioid Awareness seminars and webinars to ensure Colgate People were informed on this topic. Employees were provided with the company policy on alcohol and substance abuse and information on our employee assistance program.
• Our Colgate Technology Campus in Piscataway, New Jersey, opened a brand new on-site child care facility, the ‘Little Smiles Early Learning Center.’ Little Smiles, a state of the art facility, provides services to children ages six weeks through five years. While this center will benefit all employees, Colgate is committed to recruiting and supporting the women in its workforce, especially after they return from maternity leave, by providing high quality child care. In keeping with Colgate’s focus on sustainability, this center is a LEED Certified building. Nestled amongst our peaceful, tree lined setting, the center boasts playgrounds, a nature path, a dedicated STEM learning lab, and an innovative curriculum designed to meet children where they are developmentally, with signature practices that build confidence and excitement about learning at every age and stage.
Colgate is committed to pay equity and its role in fostering a diverse and inclusive workplace. It is our policy to select, place, and pay all Colgate People on the basis of qualification for the work performed, without discrimination. Consistent with these values, Colgate has committed to conducting an annual company-wide gender pay analysis across occupations in the United States, along with other steps to promote equal pay and fairness. This annual pay analysis covers race and ethnicity in addition to gender, in accordance with Colgate’s policy, to compensate each individual at a level commensurate with his or her role, work location, individual performance, and experience irrespective of gender, race, ethnicity, or any other category protected by law. Colgate also complies with all applicable laws and regulations related to fair pay practices.
Established in 1998, our Supplier Diversity program is embedded in our U.S.- based organization with clear goals to drive growth. We drive performance through our quarterly Supplier Diversity Forums, and we collaborate with our suppliers to support our goals. Our procurement teams are encouraged to seek suppliers that add value and innovation while also delivering cost savings.
We maintain accountability by incorporating high standards and objectives for Supplier Diversity for procurement buyers and managers. Our competitive proposal processes include fostering a continuously diverse network of suppliers. Suppliers interested in doing business with us may register and upload their current certification documents to our supplier diversity database. As part of the registration process, the supplier provides content including basic company information, capabilities, and certification documents. The database is a highly efficient way for suppliers to share their capabilities and learn about business opportunities. We also collaborate with our internal stakeholders to identify needs and research diverse suppliers with relevant capabilities.
We recognize our diverse suppliers for the value-added solutions, cost savings, and continuous improvement they have provided to Colgate over the years. We have recognized some of our suppliers as well for their participation and contributions in support of supplier diversity by using and mentoring diverse businesses for success.
We have made progress toward these goals in 2018:
• To support our supplier diversity goals, our teams have set objectives such as inclusion of diversity spend requirements in contracts with first-tier suppliers, maximizing second-tier spend opportunities and execution of targeted supplier day forums to engage and build relationships. In 2018, Colgate spent 5.5 percent of our total U.S. procurement spend of $3 billion with diverse suppliers.
We have delivered growth with our supplier partners, including:
• We have increased our spend with partner Adhesive System, Inc. by 12 percent, through product and geographic expansion, while delivering savings and improved quality and delivery.
• We increased our spend with partner U.S. Chemicals by 35 percent across a portfolio of materials in eight categories over the last two years, helping the supplier grow and expand in spend and material coverage.
The health and safety of our employees and the communities in which we operate is paramount in all we do; our goal is zero incidents. Colgate People around the world are committed to being “Colgate Careful” (having safety standards in place that meet or exceed the local safety regulations) by maintaining a robust safety culture and healthy and safe working conditions.
Colgate’s global occupational health and safety program is grounded in our Environmental, Occupational Health and Safety (EOHS) Standards. Although we do not participate in the OHSAS 18001 certification system, our management system and technical standards expectations are well aligned with that system.
Colgate sites are expected to self-assess conformance with our standards and local regulations at 18-month intervals. Corporate audits are conducted every three to five years, closure progress is reported quarterly and verification audits are conducted to provide closure assurance. Third-party industrial hygiene firms also review our operations annually to ensure occupational health exposures are well controlled. Any identified exposures are managed using the hierarchy of controls. Closure of previously identified exposures is verified by the third-party industrial hygiene provider.
We also provide numerous safety training programs as an important part of our safety management strategy. We offer 150 e-learning courses, which are available in as many as eight languages. Courses cover a range of topics, such as EOHS incident management, hearing conservation, ergonomics in the workplace, confined space entry, fire safety emergency, safe work practices and industrial hygiene. We also conduct evacuation drills across our sites to ensure we are prepared in the event of unforeseen circumstances.
Our 2018 safety results showed improved performance in both our total recordable rate (TRR) and lost workday case rate (LWCR). Our total recordable rate (TRR) was 0.22, down from 0.28 in 2017. This represents the lowest number of recordable accidents reported in one calendar year in the history of Colgate. Our lost workday case rate (LWCR) was 0.06, which was a slight reduction versus 2017. In 2018, we experienced 18 accidents – ranging from fractures to hospitalizations – which Colgate considered “serious” according to Colgate’s Accident/Incident Reporting and Recordkeeping Standard. We are proud to report zero work-related fatalities in 2018 across all facilities and operations.
In 2018, we received independent third-party verification of our health and safety data collection and reporting processes as well as the data itself. As part of this project, the number of hours worked, number of lost-time incidents, number of recordable incidents and number of occupational fatalities were verified at select sites.
To continue to maintain our world-class safety performance, we evolved our critical risk programs in 2019 to focus on identification, mitigation, and elimination of critical risk incidents, accidents, and tasks. Our approach involves establishing foundational culture and engagement, ensuring visible and active leadership, having sound technical programs and solutions to control hazards and reduce/mitigate risks.
Our plant in Guatemala City, Guatemala established a robust culture program to re-emphasize the importance of our core safety values. This journey focused on the importance of working safely with a commitment to care for their people, driven by leadership at all levels. The plant implemented a number of impactful campaigns, such as the motto, “The reason I work safely is for my family and myself.” Guatemala created a video to share with everyone as a reminder to always work safely, and think before acting.
As part of Colgate’s ‘Shop Floor Coaching & Feedback’ training program, our Hills’ Richmond site leveraged a ‘See-Say-Do’ program to identify and correct EOHS-related gaps - see something, say something, do something. Once an issue has been accepted for consideration, a responsible party is assigned to identify an appropriate corrective action that is tracked to closure. Feedback is provided to the individual who raised the issue, and before and after pictures are posted in the plant to provide the team with a visual of how the risk was resolved. This process drives continuous improvement, ownership, and accountability while demonstrating the importance of safety in the site’s culture.
We continue to sharpen our focus on risk-based safety management with a goal to eliminate serious incidents and fatalities. This approach involves evaluating the risk severity for tasks conducted in our operations, and ensuring the appropriate controls are in place to prevent an adverse outcome. In 2018, our program emphasized communicating and establishing appropriate controls to reduce and mitigate critical risks and serious incidents and fatalities. This expectation has been formally incorporated into our EOHS Management System and Audit Program.
We require our manufacturing sites to prepare an annual risk assessment and preventive and corrective action plans. This is reviewed during management reviews and audits, conducted twice a year, to ensure our most significant risks are adequately controlled.
Working at Heights Safety
In an effort to reduce serious incidents involving employees working at heights, especially when a ladder is required, Colgate embarked on a global process to identify where ladders are used to access a height, and if a safer alternative was available, such as fixed work platforms, stairs, portable platforms, and/or use of drones. If a safer solution was not available or feasible, sites were requested to implement a solution for ladder access with an appropriate fall arrest engineered system. We are making positive progress.
• In 2018, our plant in Mission Hills, Mexico, was challenged with finding safer alternatives to working at elevated heights, replacing the use of fixed or portable ladders. In partnership with the EOHS, operational, and engineering teams, the site determined it would be safer to replace a tank ladder with a fixed platform. This provided site workers a safer, more efficient manner to perform their job responsibilities.
Mission Hills, Mexico plant
Reducing Noise, Dust and Chemical Exposures
In 2018, Colgate moved to a single vendor to support industrial hygiene initiatives. This provided us with process simplification, enhanced program effectiveness, and optimized our reporting system. In addition, we began transitioning to a new industrial hygiene data system, allowing for deeper analytics. Colgate continues to strive to reduce noise, dust, and chemical exposures at our facilities. Our goal is to reduce the number of people who must wear hearing protection or chemical cartridge respirators in order to reduce their exposure below the applicable acceptable limit. In 2018, we observed a slight uptick in the percentage of employees required to wear mandatory hearing and respiratory protection as compared to 2017:
% Required to use in 2014 (Baseline)
% Required to use in 2017
% Required to use in 2018
Although the percentage of individuals wearing mandatory hearing protection in 2018 increased slightly, the absolute number of employees required to wear hearing protection decreased by over 440. While we have not reduced the need to use hearing protection, our toothpaste manufacturing facilities have eliminated the use of mandatory respiratory protection.
We continue to push towards reducing mandatory use of hearing and respiratory protection.
Reducing Ergonomic Exposure
In 2018, we concluded our global ergonomic risk reduction program. The program focused on five key elements: (1) completion of ergonomic assessments of job tasks; (2) reduction or elimination of ergonomic hazards associated with manual bag dumping stations; (3) reduction or elimination of ergonomic hazards associated with manual palletizing; (4) implementation of appropriate control strategies for high-risk tasks; and (5) completion of annual ergonomics training. Many of our sites have implemented a number of innovative solutions to reduce our risks related to manual handling, packaging, and movement of materials.
- • Mission Hills, Mexico is leveraging collaborative robots to reduce risks associated with manual placement of bottles on conveyors in their Home Care Focus plant.
- • Our Cambridge, Ohio, USA Home Care plant has implemented the use of collaborative robots to minimize hand case packing in their co-pack operations.
- • Our Anzio, Italy Personal Care plant has implemented an automation solution to enable a collaborative robot to perform solution preparation in the microbiology lab, eliminating repetitive tasks.
- • In Mission Hills, Mexico, we installed a new fully automated production line for liquid cleaners that does everything from blow-molding the bottle, to labeling it to filling it, all on one line. As a result, this safer to operate line has increased our production speed by 44% with cost savings of 32%.
We have improved our safety-related incentive mechanisms by linking compensation to behaviors that drive a robust safety culture. These behaviors include training completion, physical inspections, corrective action completion, behavioral observations, and participation in activities that engage employees. We do not link compensation to recordable rates and lost-time accidents.
2018 Safety Week Highlights
Safety Week is our annual opportunity to provide employee engagement events and activities to continue to demonstrate and celebrate our commitment to our EOHS Guiding Principles and foster the safety culture of each of our sites. Each year, Colgate holds a company-wide Safety Week, sharing best practices and refreshing our commitment to health and safety. This week remains a cornerstone of our safety culture and provides an opportunity to focus on fundamentals, and each facility’s own creativity delivers a solid and exciting week year after year. Several Safety Week events also include Colgate families in fun and educational activities. Colgate’s 2018 Safety Week activities included chemical spill and emergency evacuation drills, machine guarding treasure hunts to identify gaps, rock wall climbing, and engaging external speakers to address key points of safety, important to Colgate people at all of our facilities.
Colgate’s plant in Swidnica, Poland asked employees to participate in a Safety Perception Culture Survey to measure employee engagement related to safety issues.
Colgate’s plant in Rillieux, France conducted workshops on working at heights with a rock climbing event to reinforce the criticality of working safely at heights.
Colgate’s plant in Guatemala City,Guatemala, organized a variety of activities for Safety Week, including a review and update of the lockout/tagout procedures, as well as a workshop on safe handling of forklifts.
Third Party Code of Conduct
Colgate People are committed to the highest standards of integrity and full compliance with the Company’s Code of Conduct. It is our goal to ensure that our relationships with our suppliers and business partners reflect and support the same high ethical standards.
Colgate’s Third Party Code of Conduct establishes the Company’s expectations for suppliers and business partners in a number of critical areas, including labor practices and universal human rights, protecting the environment, health and safety, and ethical dealings. Sections of the Third Party Code are modeled on, or contain language from, the Universal Declaration of Human Rights and the standards of the International Labor Organization.
The Code is provided to suppliers and business partners, and Colgate’s contracts and purchase orders typically require suppliers to abide by the Code’s standards (or suppliers’ comparable code standards), including applicable labor and equal employment laws as well as environmental, occupational health and safety regulations, the Foreign Corrupt Practices Act, and Colgate’s Anti-Bribery policy.
Assessing and Managing Supplier Risk
As a multinational company with a global supply chain, adverse actions and events associated with our supply chain could affect Colgate’s reputation as a responsible company. To manage the risk to the Company and to the workers in our supply chain, Colgate has a formal process to identify and manage social, ethical, and environmental risks in our supply chain and with other business partners. Colgate’s Supplier Responsible Sourcing Assessment (SRSA) program requires selected suppliers and business partners to complete a self-assessment focused on labor practices, human rights, worker health and safety, environmental management, and business integrity. Risk factors considered in the selection of suppliers to participate in the program include: geographic risks (using the Verisk Maplecroft Risk Indexes); Colgate’s in-country knowledge; industry-associated risks; and business criticality to our operations. Through the use of a supplier risk assessment scorecard, selected suppliers and business partners are scored against critical risk factors to determine the need to conduct a social compliance audit. When a supplier is assessed as high risk, a third-party audit of its facility is required. To date, there are currently 550 suppliers and service providers in the program and 46% have conducted a social compliance audit.
As a member of the Supplier Ethical Data Exchange (Sedex), Colgate uses the Sedex Members Ethical Trade Audit (SMETA) protocol when required to assess suppliers’ compliance with laws covering freedom of association, forced and child labor, health and safety, wages and benefits, working hours, and discrimination as well as environmental and business ethics matters. Since the program’s inception in 2012, Colgate has assessed more than 80 percent of our spend, exceeding our 2018 target with suppliers in high-risk geographies, including raw material and packaging suppliers, contract manufacturers, co-packing facilities, and warehousing operations. In 2018, we expanded our risk assessment scope to include third-party labor providers, providing labor in Colgate operations. Internally, Colgate has also completed assessments of all manufacturing facilities and conducted social compliance audits at all facilities located in high-risk geographies.
Colgate is also a member of AIMPROGRESS, a global industry forum dedicated to the promotion of responsible sourcing practices and sustainable production systems.Through the principle of mutual audit recognition, suppliers share noncompetitive audit data with other manufacturing companies that often use the same suppliers, enabling us to gain information more efficiently and relieving the burden of “audit fatigue” on suppliers.
To further drive improvement in our supply chain, Colgate has participated in capacity-building sessions through the AIM-PROGRESS forum that are designed to improve suppliers’ social and environmental performance. We have participated in events in Latin America and North America. In addition, Colgate conducts similar independent supplier responsible sourcing training events for our suppliers.
Colgate does not use forced labor within our own operations, and we strive to eradicate forced labor from our supply and value chains. We are committed to the Consumer Goods Forum (CGF) Resolution on Forced Labor and the Priority Industry Principles (PIP) and believe that every worker should have freedom of movement, no worker should pay for a job and no worker should be indebted or coerced to work. Moreover, it is Colgate’s policy not to work with any supplier or contractor known to operate with forced labor. In June 2017, Colgate published our disclosure statement, “Respecting Human Rights and Labor Rights: Disclosure Statements,” in compliance with requirements of the California Transparency in Supply Chains Act, and the UK Modern Slavery Act and consistent with the CGF Social Resolution. In 2018, to further strengthen our actions on fighting forced labor, we revised our employee Code of Conduct and our Third Party Code of Conduct to incorporate additional language reflecting our expectations on respecting human and labor rights and commitment to the CGF PIP. In addition, we published a Third-Party Labor Provider Recruitment and Employment Standard and a labor provider risk assessment methodology with the objective of establishing expectations and evaluating the risk of forced labor where third party employees, such as temporary workers, are working in Colgate’s operations.
Colgate supports ending the violence and human rights violations by armed groups in the Democratic Republic of Congo (DRC) and neighboring countries that have been funded in part by proceeds from the mining of cassiterite, columbite-tantalite (coltan), wolframite and gold, including their derivatives tin, tantalum, and tungsten (3TGs). For more information, see Colgate’s Policy on Conflict Minerals.
SUPPLIER RESPONSIBLE SOURCING ASSESSMENTS
Through the Supplier Responsible Sourcing Assessment program, Colgate has assessed the performance of more than 80 percent of our suppliers in high-risk geographies since 2012, driving improved working conditions for more than 50,000 employees across our external supply chain.
Providing oral health education is a Colgate tradition dating back to 1911. Today, Colgate’s flagship Bright Smiles, Bright Futures (BSBF) program is among the most far-reaching, successful children’s oral health initiatives in the world. With progress in 2018, BSBF has reached more than 1 billion children and their families in over 80 countries since 1991. This is made possible by partnering with educators, parents, dental professionals, academic institutions, government, and non-governmental organizations (NGOs), such as the Alliance for a CavityFree Future, the American Dental Association, the Global Child Dental Fund, the National Dental Association and Save the Children, among others. The cornerstone of BSBF is its award-winning educational curriculum. Developed by global experts, the multicultural education materials help illustrate how to maintain healthy teeth and gums, and are implemented in more than 80 countries in 30 languages each year. In several countries, the program materials are part of the permanent school curriculum.
We have an ambitious target to educate 1.3 billion children through our BSBF program by the year 2020. To date, we have grown BSBF through leveraging our six-point plan:
In School — Colgate partners with local schools, ministries of health and ministries of education to organize oral health educational classes, and provide free oral health products. In the U.S., 3.5 million children across all 50 states, nearly nine out of every 10 kindergarten students, participated in BSBF’s classroom curriculum.
Community Relations — In some countries, BSBF is mobile. In the U.S., BSBF provides a fleet of nine mobile dental vans based in hub-cities working with dental professionals, non-professional volunteers, and the community to provide education, dental screenings and treatment referrals annually. Each year, the BSBF dental vans reach over 10 million children in under-served rural and urban communities. Of those reached, 1 million children received $39 million in donated dental care.
Employee Engagement — In 2018, over 20% of Colgate employees worldwide volunteered through BSBF and gave back to the local communities where we do business.
Integrated Marketing Communications (IMC)/Trade Partner — With retail partners, such as Walmart, BSBF engages consumers at local stores and online.
Digital — Educational resources are provided online, including downloadable teachers’ guides, videos, oral health games, and apps, which are available in Apple and Google Play stores.
Professional Partnerships — Colgate partners with government health agencies, NGOs, and dental associations to expand the reach of oral care education around the world.
• Since the program’s inception, BSBF has reached 1 billion children. To celebrate this critical milestone, Colgate embarked on a global education campaign to spread the message that people need to brush for two minutes, two times per day with a fluoride toothpaste to achieve maximum oral health benefits.
• 2018 marked the 50th anniversary of the Colgate Dental Health Unit in the UK, a unique collaboration between Colgate and the dental school at the University of Manchester, designed to find new ways to treat oral disease. This partnership has provided most of the scientific evidence for Colgate Anticavity and Colgate Total. Modeled after this success, a second Dental Health Unit is now in place in Brazil.
• To reach the thousands of taxi drivers in Mumbai who have poor oral health and no time to visit a dentist, Colgate India Limited, in partnership with Indian Dental Association (IDA), found an innovative solution: a free pop-up dental clinic. A two-day dental clinic was conducted at the GVK Chhatrapati Shivaji International Airport to provide taxi drivers from the city with free dental check-ups, consultations and treatment by IDA dentists, and education about preventative oral care measures and the importance of oral health. This initiative was an integral part of Colgate’s Oral Health Month program and the brand’s objective to Keep India Smiling.
• In partnership with the Dis-Chem Foundation, C-P South Africa launched “Buy A Brush, Help A Child”: campaign to improve the oral health of South African children. For every toothbrush bought at a participating Dis-Chem pharmacy, a toothbrush and toothpaste -- along with access to information about good oral health -- was given to a child in need. More than 135,000 dental kits were distributed. This initiative formed part of Colgate’s BSBF program, aimed at teaching children the importance of practicing good oral hygiene.
• Colgate’s commitment to increasing access to children’s oral health and education in the community includes a strategic partnership with Save the Children in Colombia, Mexico, Guatemala, Dominican Republic, El Salvador, Honduras, and the U.S. In 2018, we reached more than 84,000 children with oral health education.
• In October 2018, in Lebanon, Colgate North Africa Middle East, partnered with Miles for Smiles, Syrian American Dental Society (SAM), dental students from the University of St. Joseph, dental professionals, and volunteers to provide free dental screenings and oral health education to refugee children affected by conflict. More than 4,500 BSBF dental kits were distributed, along with BSBF educational material provided in Arabic.
• Colgate’s Africa Eurasia team embarked on a BSBF campaign to educate children both inside and outside the classroom. The goal is to simplify in-class materials, provide teachers with a gold standard reference video, and provide engaging reminders of good oral health habits outside the classroom. Colgate People leveraged the fact that African schools use their walls as a medium to educate, creating ‘Talking Walls.’ Talking Walls were provided to 131 schools and, in 2019, will reach 1,200 schools. We reached over five million children in approximately 20,000 schools with in-class curriculum and dental kits in 2018.
Handwashing Education The simple act of washing hands with soap is one of the most effective ways to prevent disease transmission, especially among children. Handwashing with soap at key times, however, is not widely practiced. As a leading marketer of bar and liquid hands soaps, Colgate-Palmolive, through its brands Protex, Palmolive, and Softsoap, is working with public health officials, academia, local schools, and clinics to educate millions of children and their families about the health and hygiene benefits of handwashing with soap. Our global handwashing program provides educational materials and sample products to schools and communities, and builds awareness through advertising and public relations campaigns. In some countries, Colgate teaches handwashing as part of our Bright Smiles, Bright Futures (BSBF) oral care education program, building the steps for proper hand washing into the oral care curriculum and messaging. Like the oral care component of BSBF, the program creates shared value for both Colgate and society, helping to improve health outcomes while building brand awareness and reputation for Colgate’s Palmolive and Protex soap brands. In 2018, Colgate reached 56 million people through advertising, media campaigns, community events, and educational programs in schools.
Colgate was one of the nine founding members of the Global Handwashing Day campaign, among others such as the World Bank and UNICEF. Celebrated October 15th, Global Handwashing Day drives awareness of the vital importance of handwashing with soap and its impact on health.
For many years, Protex has been carrying out a handwashing campaign in Latin America, to raise awareness about the importance of hand washing hygiene in preserving good health. In Brazil, Colgate teaches handwashing as part of our BSBF oral care education program. Children were taught proper handwashing techniques along with reinforcing our global commitment to “Making Every Drop of Water Count.”
A commitment to support WASH, or water, sanitation and hygiene, program is part of Colgate’s Water Stewardship Strategy and our commitment to partner with local and global organizations to bring clean water to underserved areas of the world. Through our partnership with Water For People, Colgate supports programs that provide access to clean water, sanitation systems, and/or health, and hygiene education, including handwashing. Colgate has contributed to Water For People’s Everyone Forever program, helping them to reach over 450,000 people since 2013.
Hill’s mission is to help enrich and lengthen the special relationship between people and their pets. Through the Hill’s Food, Shelter & Love™ program, Colgate partners with animal shelters across the U.S. to provide discounted Hill’s pet food, and training, digital tools and content, as well as shelter visuals. For pet owners, Hill’s provides Science Diet adopter kits with coupons and access to a New Pet Parent website. Hill’s believes the combination of loving shelter care and premium nutrition helps make pets healthy and happy so they are ready to go home. Whether a shelter has 100 or 10,000 adoptions a year, the goal is to ensure that every pet finds a forever home. That means nourishing every pet that arrives at the shelter with Hill’s nutrition and sending a small starter bag home with every new adopted pet. Through this partnership with animal shelters, the Company provided pet food with a retail value of more than $3 million in 2018, and helped more than 688,000 dogs and cats find their forever home last year. Hill’s also partners to provide emergency food shipments to shelters and veterinary hospitals in the event of a disaster through its Disaster Relief Network, which is an extension of the Food, Shelter & Love program in the U.S.
In 2018, Hill’s responded to 12 emergencies across the U.S. and shipped over 80,000 pounds of pet food to more than 68 unique organizations in communities affected by disaster.
- • Hill’s Pet Nutrition is partnering with Kansas State University to create a new Pet Health and Nutrition Center. The new Center will be dedicated to clinical training, classroom teaching and research.
- • Hill's Prescription Diet, our line of premium, therapeutic products, is only available with a veterinarian’s recommendation and primarily sold through clinics. To make this valuable product more accessible and convenient, Hill's created an innovative ‘Hill’s to Home’ eCommerce service in the U.S. so vets can offer free home delivery; except for a $1/item surcharge in two states; subscription discounts and, importantly, continued engagement to ensure ongoing care.
- In July and August of 2018, Hill’s teamed up with NBC and Telemundo Stations as a national sponsor of NBCUniversal Owned Television Stations’ Clear The Shelters nationwide pet adoption campaign. 1,200 shelters participated and more than 102,000 pets were adopted during last year’s Clear The Shelters campaign. Over 300 Hill’s employees volunteered at participating shelters near them on Clear The Shelters Day, Saturday, August 18.
Colgate contributes both funding and products to a wide range of charities and community organizations around the world. Colgate also partners with retailers, consumers, and our employees to raise funds. Driven by Colgate’s core value of Caring and supported by the involvement of Colgate People, our Global Giving Program makes a difference in the communities we serve by supporting organizations that address health and educational disparities.
Colgate’s giving priorities are:
1. Creating educational opportunities
2. Advancing health and well-being
3. Engaging Colgate people
* Cash and in-kind contributions to charitable organizations, including spending for the Bright Smiles, Bright Futures program in Colgate’s 20 largest subsidiaries (by oral care sales)
Creating Educational Opportunities
- • Community has always been a top priority at Colgate. One of our proudest initiatives is Estrellas Colgate in Mexico, a non-profit fully funded by Colgate since 1980 to help low-income children foster good habits and gain education through athletic and health programs.
- • Colgate is proud to partner with the YMCA to help Black and Hispanic teens from underserved communities and schools have access to quality educational programs like Y Scholars. We are a proud sponsor of the Hispanic Achiever Awards and College Scholarships.
To promote the importance of education among Latinos and help them on the path to higher education, Colgate in partnership with the Hispanic Heritage Foundation sponsors the Haz la U educational grant program. This program awards 31 educational grants totaling $100,000. This initiative is committed to preparing future generations of Latinos and to giving them the tools to become leaders in their communities.
The Colgate Women’s Games continue to be the largest women’s amateur indoor track and field series in the U.S. For 45 years, this program has helped young girls and women develop a strong sense of personal achievement and self-esteem, value teamwork and discover the importance of education. Open and free to all girls from elementary school through college and beyond, Colgate Women’s Games has awarded more than $2.6 million in educational grants-in-aid. And to date, 26 Colgate Women’s Games alumnae have gone on to compete in the Olympics!
In India, Colgate offers a scholarship contest to make a small yet meaningful difference in children’s lives. With each round, over 500 consumers have the opportunity to win educational scholarships by calling a number printed on Colgate packaging and advertised in stores and in the community. Since its launch in 2009, these scholarships have enabled more than 1,000 Indian families, across 100 cities, to give their children a brighter future━be it in dance, sports, music, or academics.
Advancing Health and Well-being
- • Colgate’s BSBF Program partners with Kids in Need Foundation to Help Students Smile Brighter for School. Colgate has donated 25,000 toothbrushes and toothpaste tubes to the Kids In Need Foundation, which is encouraging elementary school teachers, educators, parents, and community members across the United States to pledge their commitment to educating children about the importance of oral health.
Colgate continues its partnership with Save the Children to bring oral health care to marginalized children in the U.S. and globally. The partnership focuses on increasing access to oral health care and products and will benefit over 36,000 children in low-resource environments, including El Salvador, Honduras, Columbia, and Dominican Republic.
- • Tom’s of Maine teamed up with The Kids in Need Foundation to donate 10,000 “Backpacks Full of Good” to students most in need, across the United States. Each backpack is filled with essential school supplies to help students thrive and reach their full potential. Tom’s of Maine donates 10% of profits each year to nonprofit organizations committed to causes such as human health, animal welfare, education, and environmental sustainability.
- • Throughout the year, Colgate India supports a group of 90 children infected or affected by HIV/AIDS to help provide for their nutrition and education, including their school fees, under the “Positive Step” program. This initiative positively impacts health, well-being and educational advancement. Colgate Business Leadership Program Associates and Volunteers engage with these children through activity based learning sessions, which help these children gain confidence. Additionally, Colgate employees volunteer through a mentorship program to mentor children pursuing higher studies.
Engaging Colgate People
- • Tom’s of Maine continues its practice of donating 10% of profits each year to nonprofit organizations committed to causes such as human health, animal welfare, education, and environmental sustainability. In 2018, Tom’s of Maine donated over $2 million to The Nature Conservancy, with funding directed towards water conservation efforts. Plans include important watershed restoration projects in Colorado and Mississippi as well as a national awareness and engagement campaign.
In South Africa, Colgate sponsors the Phelophepa Train, treating nearly 50,000 people in many communities where medical services and infrastructure are unavailable.
- More than 450 volunteers in Mexico and 300 volunteers in the Andina region (Bolivia, Colombia, Ecuador, and Peru) participated in activities supporting social and sustainable causes for their annual Colgate Cares Day.
In Brazil, employees are trained to be “Agentes do Sorrisos” or “Smile Agents” to teach BSBF in local communities. The program now has a network of 1,012 volunteers who have reached over 48,000 children with BSBF education since its inception.