colgate annual reports 2013

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Colgate-Palmolive Annual Reports 2013

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    At Colgate, developing innovative new

    growth. Colgates nine consumer in-

    novation centers, in strategic locations

    throughout the world, are focused on

    developing insight-driven innovation

    that provides value-added new prod-

    ucts across all price points. Marketing

    personnel work closely with scientists

    and other researchers, as well as ex-

    ternal organizations and academia, to

    ensure we have the technology in place

    to meet both short- and long-term con-

    sumer needs. Beyond new products,

    innovation is embedded into the Com-

    panys culture to encourage new ideas

    and improved processes throughout

    every aspect of the organization

    from the supply chain to marketing to

    GLOBAL

    Recently launched in Turkey and Brazil, Col-

    gate Maximum Cavity Protection plus Sugar

    -

    in plaque, the leading cause of cavities. While

    by the sugar acids on the tooth enamel, the

    patented technology in Colgate Maximum

    Cavity Protection plus Sugar Acid Neutral-

    izer helps neutralize sugar acids before they

    can harm teeth, keeping the mouth healthy.

    Clinically proven to reduce early tooth decay

    by half, Colgate Maximum Cavity Protection

    plus Sugar Acid Neutralizer toothpaste will berolled out globally with a focus on emerging

    markets. Colgate is partnering with the Alli-

    ance for a Cavity-Free Future, a charitable or-

    ganization representing a worldwide group of

    dental and public health experts, to undertake

    an innovative approach to educate communi-

    ties and dental professionals that cavities are

    still a major public health issue.

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    1& !"'

    VI ET NA M

    Since 1991, Colgates Bright Smiles, Bright Futures global oral health

    initiative has provided oral health education to over 750 million children

    worldwide. In Vietnam, Colgate is extending this reach even further. On

    Monday mornings, after children at Vietnamese primary schools gather

    utilizes this unique time to provide the students with oral health education

    and samples of Colgate products. Endorsed by the Ministry of Education

    and Training and welcomed by students and teachers, this innovative pro-

    gram has enabled Colgate to increase its coverage of students by more

    than three-fold in eight key cities and provinces throughout Vietnam.

    At Colgate, we have long believed

    that our values-based culture forms

    a strong foundation for good gover-

    nance, which leads to good results.

    Employees at all levels learn to take

    personal responsibility for being lead-

    ers, and they commit to conducting

    business with the highest integrity, in-

    corporating Colgates values of Caring,

    Continuous Improvement and Global

    Teamwork into all business activities.

    Colgate also demonstrates leadership

    as a member of the global community.

    are ensuring that the business grows

    consistently and responsibly and ben-

    promoting the well-being of future

    generations.

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    North America(18% of Net sales)

    Net sales increased 3.5% in 2013 and unit volume grew 3.5%.Operating profit increased 14%.Colgate Optic White, Colgate Total and Colgate Max Fresh Cool

    Scrub toothpastes, Colgate 360 Optic White and Colgate 360Total Advanced Floss Tip bristles manual toothbrushes, ColgateOptic White and Colgate Total Advanced Pro-Shield mouth-washes, Palmolive Soft Touch dish liquid and Suavitel fabricconditioner contributed to volume growth in the U.S.

    Latin America(29% of Net sales)

    Net sales decreased 0.5% in 2013 and unit volume grew 5.5%.Operating profit decreased 5%.Colgate Luminous White and Colgate Total Professional Gum

    Health toothpastes, Colgate 360 Luminous White and ColgateTriple Action manual toothbrushes, Colgate Luminous White andColgate Plax Fresh Tea mouthwashes, Protex for Men bar soapand shower gel, Lady Speed Stick and Speed Stick deodor-ants and Axion Oats dish liquid contributed to volume growththroughout the region.

    Ian Cook

    Q.Can you please give us an update on the 2012

    Restructuring Program?

    A.Colgates 2012 Restructuring Program is a four-year

    -

    line our cost structure to further invest in growth. We an-

    ticipate savings in the range of $275 million to $325 million

    program focuses on three initiatives we have been acting

    on for quite some time, now taking them to the next level.

    First, we are expanding our use of commercial hubs.

    That is, clustering single-country subsidiaries into more

    decision making on the ground by providing strengthened

    resources and capabilities to the smaller operations within

    the region, and it improves cost structure. Successful

    in Latin America for many years, we are expanding this

    structure around the world, beginning with the formation of

    our Central and Western European hubs, which are already

    underway.

    A second area of focus is extending our Colgate service

    centers to support the business in all regions. The general

    principle is to be as global as possible, enabled by our

    enterprise-wide use of SAPsoftware, while staying as lo-

    cal as necessary to assure success in building our brands,

    our market shares and our top-line growth. We have seen

    best practices in accounts payable for all 34 European

    subsidiaries, and are now reducing the number of vendor

    providers from 16,000 to 6,000. Similar centers have now

    been established in Mumbai and Mexico City and work is

    beginning to be transferred there.

    For more than 20 years, Colgate has been on a journey

    faster speed-to-market. We have today 54 facilities servic-

    ing our global business, down from 85 prior to 2004, and

    we expect to be down another 10% by the end of 2016. We

    have begun the consolidation of our oral care p

    Europe to a dedicated state-of-the-art facility i

    Poland, and have announced the relocation of

    arm deodorant manufacturing facility in Morrist

    Jersey to Greenwood, South Carolina.

    As planned, savings began in 2013 and sho

    able growth. Our reinvestment priorities for the

    erated by this program are focused on: enablin

    and analytics, digital engagement, emerging m

    innovation and brand building.

    Q.How is Colgate enhancing its innovation f or

    A.At Colgates nine consumer innovation cent

    cally located around the world, marketing pers

    closely with consumers, scientists and other re

    stream of insight-driven, value-added new proall of our categories.

    One recent example is Colgate Maximum C

    ties. In emerging markets, where this disease c

    most prevalent, we are working with local healt

    through Colgates Bright Smiles, Bright Future

    health education initiative to make a public hea

    part of what drives this product around the wo

    In personal care, we are reaching new cons

    Protex for Men bar soap and shower gel. Clinic

    to provide 10 times more protection against od

    bacteria than ordinary bar soap, Protex for Me

    supported with a fully integrated marketing cam

    cused on the idea, Man enough to be a dad, m

    Europe/South Pacific(19% of Net sales)

    Net sales declined 0.5% in 2013 and unit volume gOperating profit increased 8%.Colgate Max White One and Colgate Total Pro Inte

    toothpastes, Colgate 360 Max White One and CoInterdental manual toothbrushes, Colgate Max WhColgate Plax Complete Care mouthwashes, SanePalmolive Mediterranean Moments shower gels anPerfect Glide fabric conditioner contributed to voluthroughout the region.

    On the following pages, Ian Cook, Chairman, President and

    CEO, answers questions often asked by our shareholders

    regarding our business results, key strategic initiatives and

    prospects for future growth.*

    Q.Please comment on the Companys 2013 global

    business results.

    A.We are delighted to have delivered another year of strong

    performance in 2013. Net sales grew 2.0%, global unit

    volume grew 5.0% and organic sales, or net sales excludingforeign exchange, acquisitions and divestments, grew 6.0%.

    The strong top-line growth was led by emerging markets,

    where organic sales grew a robust 9.5%. We achieved our

    despite an intense competitive environment, volatile foreign

    currency exchange and challenging macroeconomic condi-

    tions worldwide.

    overhead expenses. This allowed us to increase advertis-

    ing spending behind the Companys brands by 6%, driving

    strong market share performance worldwide.

    We also maintained our strong balance sheet and cash

    increase in the quarterly dividend and a two-for-one stock

    Overall, we are very pleased with our results in 2013 and

    remain sharply focused on strengthening our fundamentals

    U N I T E D K I N G D O M

    0"&, A5'/"

    G E O G R A P H I C H I G H L I G H T S

    *In the questions and answers provided, the Companys results and outlook

    are discussed excluding charges resulting from the implementation of the

    2012 Restructuring Program and certain other items in 2013 and 2012. A

    complete reconciliation between reported results (GAAP) and results exclud-

    ing these items (Non-GAAP), including a description of such items, is avail-

    able on Colgates web site and on page 24 of this report.

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