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Key Performance Indicators

Key performance indicators (KPI) are quantifiable measurements that reflect the critical success factors of Colgate. Colgate has clearly defined goals that are reflected in these key performance indicators.

Key Performance Indicators

People

 199920002001200220032004200520062007200820092010
Average number of employees37,20038,30038,50037,70036,60036,00035,80034,70036,00036,60038,10039,200
Total recordable rate
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2.04 1.69 1.41 1.06 0.92 0.79 0.72 0.74 0.57 0.47 0.48 0.45
Lost workday case rate
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1.05 0.87 0.73 0.40 0.34 0.24 0.19 0.23 0.19 0.12 0.11 0.11
Safety notices of violation
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4
6
0
2
0
1
1
0
0
5
2
0
Safety fines paid ($)
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2,625 7,152 0 12,000 0 5,245 300 0 0 16,899 7,800 0
% Minority officials and managers (U.S. EEOC data)        24.6 24.6 24.9 27.2 27.2 28.9
% Minorities in workforce (U.S. EEOC data)       27.9 28.9 28.6 29.5 29.0 28.8
% Women officials and managers       29.3 30.6 32.0 32.9 36.2 36.6
% Women in workforce       34.0 36.1 37.0 38.9 40.7 40.7

Planet

 199920002001200220032004200520062007200820092010
Energy use efficiency (kWh x 1000/ton of product) 0.512 0.490 0.493 0.526 0.525 0.495 0.470 0.443 0.434 0.427 0.415 0.411
Water use efficiency (m3/ton of product) 2.1 1.95 1.90 1.96 1.78 1.63 1.51 1.33 1.28 1.22 1.15 1.10
CO2 emissons (metric tons x 1000) n/a n/a n/a 721 723 699 692 690 689 666 641 665
Wastewater CODs (kg/ton of product) n/a n/a n/a 3.75 3.38 2.98 3.01 3.04 2.93 2.70 2.63 2.61
Environmental Incidents 6 3 5 3 4 3 1 2 2 2 2 0
Environmental Notices of Violation
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3 2 7 5 6 5 3 0 8 8 7 2
Environmental fines paid ($)
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39,500 0 5,000 6,620 0 0 0 0 26,200 9,057 1,000 0

Performance

 199920002001200220032004200520062007200820092010
Global Sales ($MM) 8.801 9.004 9.084 9.294 9.903 10.584 11.397 12.238 13.790 15.329 15.327 15.564
Global charitable contributions - Cash ($MM)
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n/a n/a n/a n/a n/a 7.010 7.329 7.059 8.307 9.678 20.941 17.809
Global Charitable Contributions - In-Kind ($MM)
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n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a 26.334 21.85
View latest Total Return Chart
Notes
   

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