高露洁 2025年度报告

Dear Colgate-Palmolive Shareholders Our 2025 performance highlights theresilience of our business model and thestrength of our brands. In an operatingenvironment characterized by consumeruncertainty and a global slowdown incategory growth, Colgate-Palmolivepeople operated with determination andfocus. We delivered net sales growth,organic sales growth and, on a BaseBusiness basis, increases in gross profitand earnings per share, while generatingrecord operating cash flow to invest inthe business and drive total shareholderreturn. Net sales grew 1.4%; organic sales*also grew 1.4%, on top of strong 7.4% resilient supply chain; harnessing the powerof best-in-class omni-channel demandgeneration; leading in capabilities like data,analytics and artificial intelligence (AI) andevolving our high-impact, inclusive culture. Accelerating Science-Led Innovation Innovation remains a key priority for ourcompany. Over the last five years, weincreased our percentage of sales frominnovation by nearly 600 basis points,but we believe we need to step that upfurther. To accelerate our innovation, we arefocusing on people-centric insights, utilizing Noel Wallace organic sales growth in 2024, led by strength in oral careand pet nutrition, excluding private label as we have exitedthat non-strategic business. We strengthened our balancesheet and our Board of Directors authorized an increase inthe quarterly cash dividend. This was our 63rdconsecutiveyear of dividend increases and our 131stconsecutive yearpaying a dividend. new innovation models to accelerate discovery andincubation and scaling our innovation efficiently acrossmarkets. We are deploying proprietary AI tools to analyzedeep consumer insights and generate new concepts,images and copy. We are even utilizing "digital consumertwin" panels to test and validate ideas rapidly, giving us aprobability of success score before a product ever hitsthe shelf. This approach allows us to test, iterate andrefine products faster than ever as we focus on deliveringperceivable superiority with innovations that solve realproblems and create value. Despite the many challenges we faced, including sluggishcategory growth, significant raw material inflation andthe impact of incremental tariffs, our strategy is workingand delivering strong performance. We have grown ourcompany significantly over the last five years, drivingconsistent top and bottom-line growth as we look todeliver peer-leading total shareholder return. While weexpect the difficult operating environment and slowercategory growth to continue in the short term, thefundamentals of our business–healthy brands, strongmarket shares and a diverse global footprint–position uswell to deliver peer-leading performance in the long term. We are seeing the success of this approach across ourportfolio. In Europe, our elmex franchise is driving recordtoothpaste market shares with premium, science-drivenofferings in the therapeutic oral care segment. In AsiaPacific, Colgate Optic White Purple toothpaste and serumis fueling growth in the whitening segment. In Pet Nutrition,Hill’s continues to outperform the category by stayingdisciplined and true to its science-based positioning,gaining share in key fast-growing segments like cat andwet pet food. Moving forward, we will continue to invest toaccelerate innovation, particularly in geographies like theU.S. and key emerging markets. Launching Our 2030 Strategy2025 marked a pivotal moment for our company as we completed our 2025 strategic plan and introducedour 2030 strategy to the entire organization. Our 2025strategy drove significant progress, adding $5 billion innet sales. Our 2030 strategy does not call for wholesalechanges; rather, we are building on the strong base wecreated in the 2025 plan to accelerate the rate of changeas we adapt to a more complex and dynamic environment.Our 2030 strategy focuses resources on the areas thatwill deliver the greatest value, including the following keypillars: leveraging the global reach and penetration ofour brands; building the incremental benefit of superior,science-based innovation supported by an agile and Driving Omni-ChannelDemand Generation A central pillar of our 2030 strategy is a shift towardwhat we call omni-channel demand generation, orODG. The days of relying on television networks and 30second commercials are far in the past; today, we mustunderstand the "moments that matter" in the path topurchase journey where consumers are discovering andshopping for products both offline and online, oftensimultaneously. ODG requires us to behave and process inputs differentlyto execute more effectively on the ground. We need toseamlessly integrate our commercial spend across theorganization to ensure our communication and creativecontent truly address consumer needs to drive awareness,consideration, purchase and loyalty. As part of this effort,we are leveraging AI and working with our agency partnersto create a global content supply chain that a