As workers plan 2026 travel plans and debate how to increase their PTO, thousands of Colgate-Palmolive employees will not have to choose. International travel is part of the job.

The $68 billion consumer products giant intentionally rotates employees through global assignments to strengthen its culture and reflect new ideas. With 220 years of history and operations in more than 100 countries, Colgate’s global footprint is reflected in its workforce. Today, one in 12 salaried and clerical employees work in two or more countries, and half of senior leaders have roles in multiple international locations.

That move played a key role in shaping Colgate’s leadership pipeline, said Sally Massey, the company’s chief human resources officer. One-third of the company’s division and country-hub leaders now work outside their home countries, reinforcing Colgate’s belief that global mobility is a necessity for senior leadership.

International rotations are designed to expose employees to how Colgate operates in different markets, from decision-making processes to consumer strategy. The goal, Massey said, is to develop leaders who understand the business through a broader lens than a single region.

Massey himself was a product of that strategy. During his 26-year tenure, he worked throughout North America, Latin America, and Europe, starting with a 12-month development program that kept him moving. The payment, he said, is mutual. Employees gain broader perspectives and deeper insight into the market, while Colgate builds more agile leaders who are able to navigate today’s complex global economy and take on different perspectives that drive growth.

By rotating employees across regions, functions, and roles, Colgate aims to avoid developing leaders with narrow, single-market expertise. Leaders who work in multiple markets, Massey says, are better equipped to balance consumer needs and make global decisions.

Emma Burleigh
Reporter, Success
[email protected]

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