When it comes to building a culture that leads with People First, it's important that we take the time to focus on the wellbeing and the unique needs of our teammates. In 2024 we launched our Be Well program which is focused on the needs of our teammate's physical, mental, financial, and emotional wellbeing. A year later our Wellbeing Champions across our locations, planned and carried out so many exciting activations. With this in mind, I recently sat down with our wellbeing sponsor, Chief Legal and People Officer, LaTanya Langley, to dive deeper into the program.

Karen: To begin, can you start by sharing a bit of your own story as it relates to Wellbeing?

LaTanya: Wellbeing is a deeply personal mission for me because I have witnessed firsthand the transformative effects it can have on individuals and organizations. I personally had a neurological condition that had profound effects on various aspects of my life when I was at the peak of my professional journey, including my mental, social, emotional, and physical wellbeing. As such, it became a mission of mine to understand these impacts on other teammates and help provide better support, resources and community. My role in the People Function further solidified my belief in the power of wellbeing initiatives, as I know firsthand how they enhance satisfaction, productivity, and overall company culture.

Karen: Can you speak a bit about why it’s so important to have an emphasis on Wellbeing at Edgewell?

LaTanya: First and foremost, our teammates are our most valuable asset – so much so that operating as a People First business is one of our core values. 

We know that organizations with robust wellbeing programs are businesses that people want to be a part of. We know that we attract and retain the industry’s top talent and we want to make sure our teammate experience matches that. Our Wellbeing program speaks to our commitment to maintaining an amazing culture and showing that we care about the holistic success of our people. Wellbeing is not just an investment in individual teammates but in the growth, stability and success of Edgewell too.

LaTanya: Since you’ve served such a pivotal role in bolstering the wellbeing program here at Edgewell, can you walk us through the four pillars of wellbeing and why they are so important?

Karen: Of course! Our Be Well program is centered on four key pillars: Physical, Financial, Social, and Emotional Wellbeing. Each of these pillars play a critical role in supporting the overall health and happiness of our teammates, and they are interconnected in a way that encourages our team thrive both personally and professionally.

Physical Wellbeing focuses on the importance of maintaining good physical health through exercise, proper nutrition, and access to healthcare resources. When our teammates are physically well, they have more energy, focus, and resilience – making it foundational to the program.

We understand that financial stress can significantly impact a teammate’s emotional state. That's why we provide Financial Wellbeing resources, and education to help our teammates better manage their personal finances, plan for retirement, and feel more secure about their financial future. 

Building strong relationships, both in the workplace and beyond, is essential for feeling supported and connected. The Social Wellbeing pillar focuses on fostering collaboration, interaction, and a sense of togetherness. When individuals feel socially connected, they are more likely to be engaged and satisfied with their environment.

Finally, Emotional Wellbeing is centered on cultivating a healthy mindset and providing the support to navigate life’s challenges. Our program places a strong emphasis on mental health by offering resources like mindfulness sessions, stress-management tools, and additional support for teammates. By focusing on emotional fitness, we aim to help individuals manage stress effectively and maintain a positive outlook, both of which are key to long-term happiness and resilience.

When we place value in physical, financial, social, and emotional fitness, the hope is that we help our teammates show up as the best version of themselves. A healthy, happy team leads to a workplace filled with joy and better prepared to put their best foot forward in everything they do. 

LaTanya: Thank you for that! It’s crucial to understand the basics of our wellbeing pillars to know how to act on them. With that in mind, can you share a little bit about how the Wellbeing program is being implemented at Edgewell?

Karen: Our wellbeing champions are the driving force behind the program, serving as its heartbeat and ensuring its success.  They are the ones who bring the purpose to life fostering a culture of health and support throughout the organization.  Their dedication and leadership are essential in creating an environment where wellbeing thrives. 

In the past year, the Be Well Champions have hosted wellbeing fairs, flu shot clinics, blood drives, local lunch & learns, and global speaker sessions creating space for teammates to either take care of their health or have the option to learn about topics that are important to them.  I’m incredibly excited by the work that our wellbeing champions are doing at each of our locations. They are dedicating their time and effort to show that the wellbeing of our teammates is a top priority.

Karen: If someone were to ask you, outside of these bigger events or activations, how Edgewell prioritizes Wellbeing on a day-to-day basis, what would you say?

LaTanya: The most important we can do is remember that small connections in our everyday lives have a large impact on our Wellbeing – and no act of caring is too small! Simple things like checking in on each other, being mindful of how we manage our own schedules, and actively choosing to end meetings 10 minutes early so there is a small break (or snack) for anyone who may have back-to-back calls. That makes a difference! Even the smallest actions can impact our wellbeing and if we maintain that mindset, we can continue making progress in the right direction.

We are also on a continuous journey to bring more joy to our workspaces.  We have enhanced our wellbeing rooms, we have put up Resource Boards and been quite deliberate about our hybrid work arrangement. Our culture teams are committed to ensuring joy when we come together by hosting various events to celebrate holidays and special occasions across our footprint.  These examples have included food trucks, sweet treats, giveaways and more!

Although it may take a different shape in different locations, in our work environment, we try to bring nature into our workplaces. In some case we have brought in plants. In our Teplice manufacturing office, they installed large landscape murals in the manufacturing plant to enhance the environment during the workday.  

Karen: What do you hope that teammates gain from the Wellbeing program? How do you think it will benefit Edgewell overall?

LaTanya: I hope our teammates discover a deeper sense of balance, stability, and resilience through the company’s Wellbeing initiatives. This program is designed to empower teammates with the essential resources, tools, and support to take charge of their wellbeing. I hope it inspires them to manage stress, prioritize their health, navigate their financial paths, and cultivate fulfillment both in and out of work. I want our people to know that they have access to a comprehensive support system that encourages self-care and growth whether it's through a lunch & learn session we host, reminding folks of our mental health resources available, or attending one of our many events or workshops. I also want to remind people that there is tremendous power in simply checking-in on one another, and I would encourage everyone to simply ask your teammates if they are OK. If they choose to share how they are doing, I would encourage you to always have an empathetic ear to listen and never judge. It's grounding to know that there is a support-system in my teammates at Edgewell, and I know that our Wellbeing program will only emphasize that.

LaTanya: I’d also love to hear your perspective on that question as well! What do you hope teammates gain from the Wellbeing program?

Karen: We’ve all had moments when we’ve prioritized others over ourselves, neglecting our own wellbeing. This program is designed to help individuals prioritize their health. Wellbeing is a deeply personal journey, and we aim to support each person in finding what works best for them, empowering them to finally tackle the goals they've always kept on their 'should-do' list.

As we approach the end of 2024, I am proud to look back on a year marked by our unwavering commitment to innovation and growth and value creation. Our team has worked diligently to bring innovative, new products to life and craft meaningful strategies and campaigns that resonate deeply with our consumers. We’ve worked to do all of this while operating with our core purpose and values in mind – which drive all our actions and serve as the beacon that keeps us on course.

When I became Edgewell’s CEO back in 2019, there was a moment at a company townhall that stuck with me. The event was held in an auditorium to accommodate the larger audience that was in attendance, and I asked the room if anyone could tell me what our current vision, mission, and values were. Unfortunately, no one could come up with anything. I knew then that we had to change that. What we had was nice on paper, but it wasn’t unique to Edgewell. Because of this, there was no recall of our mission or values and no one was matching their behaviors with the statements that we said were so important to us.

With that in mind, I wanted to anchor the transformation of our business and culture on a new purpose, underpinned by meaningful values that meant something to us. That ended up becoming our purpose, Make Useful Things Joyful which is carried out through our values; putting People First, always aiming to Move Forward, actively Listen Up and Speak Up and to approach each interaction with an Own It Together mindset. I firmly believe that the growth and success we’ve had over the past five years is due to this foundational mindset and cultural shift, and I’m so proud of how far we’ve come.

Our annual Global Experience Survey asks teammates to evaluate what’s working and where we can improve. This year, 80% of respondents reported positivity for the engagement index questions that focus on satisfaction, advocacy, retention and pride . Following the launch of our cultural transformation, these engagement scores have continued to rise year-over-year, with a significant 20-point increase over this time period. Our results and this positive engagement has translated directly to a significant reduction in employee turnover, with turnover rates now running at an all-time low. And with this, we are now being recognized by third-party and external candidates for the culture we maintain at Edgewell.

This year we continued to put a genuine emphasis on our People. We’ve worked hard to create a culture that empowers and supports our people, through ensuring everyone has meaningful work to do. This includes growing our Teammate Resource Groups, launching a wellbeing program and BeWell champions which fosters a culture of wellbeing and caring by supporting teammates’ physical, social, financial and emotional fitness. We’ve also worked to provide opportunities to recognize fellow teammates for their accomplishments with our InspireJOY recognition program, promoting learning and development opportunities and more.
Because of these things, we received some humbling recognition, like ranking #2 on Forbes America’s Best Midsize Employers list and achieving a Great Places to Work UK certification for many of our locations in Europe.

We were also recognized by the U.S. Environmental Protection Agency, with a SmartWay Excellence Award for operating as an industry leader in freight and supply chain environmental performance. I know how hard our Sustainability and Operations teams work to improve efficiency and better optimize and manage distribution and this is a clear reflection of our Move Forward value in action.

Edgewell was also recognized this year on Newsweek’s list of America’s Most Responsible Companies 2025 for the sixth year in a row. The ranking focuses on a holistic view of corporate responsibility that considers all three pillars of ESG: Environment, Social, and Corporate Governance. We’ve put our Listen Up and Speak Up value to the test here, working to continuously evaluate feedback and seek out divergent opinions. With this, we hope to adjust our path forward to better serve our consumers and provide products that truly do make useful things joyful. While we will always have room for improvement and continued growth, we’ve worked hard to welcome new thoughts, ideas and voices in service of operating responsibly.

Our Own It Together value has also been present in all that we’ve accomplished this year. Edgewell is comprised of 6,800 teammates in more than 50 countries, so working together is essential to ensure that all the right folks can contribute their unique perspectives and expertise to their work. This past year we were named by Forbes as one of America’s Dream Employers as surveyed by college and technical students in the U.S. I believe this is partly due to our emphasis on teamwork and collaboration, which is something that those entering the workforce value. It enables us to teach new skills and bring big ideas to life which allows our teammates to carry a sense of accomplishment, make meaningful personal growth and feel like a part of the collective success of the business. By balancing ownership and empowering our people to lead, we can all finish strong.

I am so proud of our team and all that they’ve accomplished. While this is just a subset of some of the external recognition we’ve received over the past year, it’s a testament to our ongoing efforts to truly live out our purpose and values. Whether it’s been working toward operating as efficiently as possible, innovating to create new trail-blazing products, or bolstering our culture through community support and engagement, 2024 proved to be a strong and compelling year. Stepping into 2025 I am assured and confident that our business will continue to grow and push new boundaries, with our culture and people fueling those efforts.

As we approach Veteran’s Day this year, Edgewell is proud to recognize and support our Veteran teammates. From my own experience transitioning into civilian life, I quickly learned that the work ethic you gain in the Military is very valuable. It’s something I put to use every single day and something I try to share with others, too.

With this in mind, on November 12th the organization will host a one-hour session for our teammates, with Major General Beth A. Salisbury, who currently serves as the Commanding General of the 807th Medical Command (Deployment Support). She will speak on leadership, motivating and leading teams (within both the Military and civilian life), and transitioning out of the Military. She’ll also discuss how a leader who has never had Military experience can and should manage someone with Military experience. As Edgewell has done in the past, most of our manufacturing sites in the U.S. will also be offering up a meal and/or some form of a gift to the Veterans at their individual sites. It’s another way that we make an effort to take a moment and recognize the Veteran in our community.

My own experience as a Veteran started out a bit rocky, all be it over 20 years ago. My plant director at the time didn’t understand the value that Military folks brought to the organization and didn’t particularly make us feel welcome. Fast forward to today and Edgewell has moved so far and above what I ever thought it would. All of our Teammate Resource Groups (TRGs) bring so much to the organization, especially our Veterans TRG. It brings Veterans and non-veterans together, allows us to share our experiences and ideas, and gives us a platform to exchange information on important topics. It truly makes the company a stronger entity, as any Veteran we hire possesses a skill set that you can't necessarily teach.

In fact, the Veterans TRG is a vital piece of our organization and a great example of how we’ve worked to create a space for this community. It gives Veteran teammates a forum to share what they’ve learned from their past and how we can all tie them into what we do every day. It’s also a great way to pool our resources together to develop unique and different ways to support the wider EPC community, in addition to our own. It also provides information and organizes events that can increase our knowledge base about the Veteran community and serve as a way to make a difference by empowering its members.

At Edgewell, one core value we have is operating as a People First organization. We understand that all our accomplishments are the result of our people, and with that comes a responsibility to support them and foster a community that empowers them. This includes our Veteran community. It’s our hope that resources and events like these bring shared experiences within this community to the forefront and create a stronger bond amongst our teammates.

In my 20 years here at Edgewell, I have seen an increasingly focused effort toward tapping into those who are transitioning from the Military to civilian life. There are so many incredible and transferable skills that us Veterans have learned during our service. It can be hard to learn how to leverage those tools in civilian life, but that’s part of why I’m so proud of our team here at Edgewell.

Through our policies, programs, and shared experiences, we aim to create a workplace where our diversities are celebrated, regardless of our background or origin. We believe that each person’s unique experiences are what make this organization strong and allow us to continue to grow.

As a leader, I’ve learned that in the Military, your people are your most important asset, and it makes me proud to say that this is the same today at Edgewell.

Supply Chain operations are a crucial part of our business – it's at the core of what makes Edgewell run. These teams often work hand in hand with our Sustainability team to drive progress and improve our business. We achieved great things last year, with the release of our FY23 Sustainability Report, we became more efficient and continued to make progress toward our commitments, but it doesn’t stop there. There are still adjustments to be made and work to be done.

We’re dedicated to reducing energy and water usage while maintaining efficient operations. Our global manufacturing teams are constantly looking for ways to conserve energy at our sites. Thanks to these efforts, as of FY23 we achieved an 11.3% reduction in energy usage compared to our FY19 baseline, exceeding our 2030 energy reduction goal. On top of this, we aimed to reduce water usage by 5% compared to the FY19 baseline by 2030. In FY23, we exceeded this goal by achieving a 5.2% reduction in water usage. I am proud of our Operations team for their commitment and persistence in achieving these goals well ahead of schedule.

On a product level, our company’s purpose — make useful things joyful — and our sustainability vision go hand in hand. Product design plays an important role in both, and for Edgewell, it goes beyond just how our products look and work. We also focus on how innovation and design can influence our operations — from the materials we use, to our ethical and responsible sourcing practices, and our ongoing pursuit of reduced operational impact.

For example, our Sun Care team launched a very exciting product this year – Banana Boat 360 Coverage Sunscreen Mist, which features a reusable pump sprayer that can be used again and again with corresponding refill bottles. This innovation provides a new way to spray, with a dual function non-aerosol mist. The refill bottles contain 25% post-consumer recycled plastic and can be recycled where facilities exist .

On top of this, our team in Ormond Beach, FL reimagined the production process of our Banana Boat Sport Ultra spray sunscreen by introducing an innovative cold processing method – a new method that doesn't involve any heat and actively reduces water use during manufacturing, all while keeping the high product quality that consumers know and love.

Another example of how we’re keeping sustainability top of mind, is our shift to regionalize our operations. This means we’re moving products between our facilities and situating our machines closer to the consumer. This not only makes us more efficient but also reduces our environmental impact. As part of this, we’ve shifted a significant part of our European sunscreen business to be produced in Europe which streamlines our operations and reduces our carbon footprint by cutting back on transportation distances.

When it comes to transportation, we're also exploring ways to optimize and manage our distribution. When possible, we look for ways where we can be more efficient with how we transport our products, like shifting to carriers with lower emissions and using fuel-efficient options. We also focus on maximizing truckloads, cutting down on empty delivery miles, and consolidating shipments to reduce the number of trucks on the road.

I can confidently say that our teams are always looking for ways to be better, faster and stronger. Part of how we do this is to make sure we’re operating sustainably. It’s a key business enabler at Edgewell and it helps to make many of our processes, innovations and products better for it. I am proud of our company’s success and commitment to our sustainability goals, and I'm even more proud to be leading a team that executes their already complex jobs, while also being mindful of our environmental footprint. I believe that this is part of what makes Edgewell so great and I’m happy to be leading a team that achieves such amazing progress.

 ¹Can be used up to 14 times
 ²excludes cap, sprayer, and label
 ³bottles and refill caps are recyclable where facilities exist, not sprayer

I’m currently the VP of Diversity, Equity & Inclusion, but I haven’t always been. I have both my undergraduate and graduate degrees in Engineering and thought I’d always be an engineer. However, at the encouragement of a mentor, I pivoted into Operations. Though I was initially resistant to the idea of working in manufacturing, I went on to spend almost 15 years in Operations. Manufacturing was where I developed my leadership skills, led major project installations and ushered in significant transformations. Suffice it to say, I will always have a heart for Manufacturing.

Edgewell recently held our inaugural Women in Manufacturing (WiM) Summit for internal teammates. On the heels of this event, I sat down with two Operations leaders in Edgewell; Russ Dorsten, SVP of Global Operations, and Taryn Dalmasso, Senior Director of Regulated Operations, to get their insights on how we can best support women in the field.


What obstacles exist in terms of career paths for women in manufacturing?

Russ:
Some of the challenges are:
1. Understanding career paths available and building a way forward.
2. Lack of women in technical programs—only 16.5% of engineers and 27% of the tech sector are female. We need to spark interest in science and technology early.

Taryn: Some challenges are external to Edgewell; manufacturing requires on-site presence, often at all hours. Many women, despite having partners, handle most home responsibilities which make it tough to balance work and home life. Additionally, women may limit themselves by not applying for jobs unless they meet all requirements. Without the right guidance, coaching and encouragement some women will not take that leap to the next level. Edgewell can support all teammates, and especially women, by being aware of and eliminating bias during performance reviews.


How do you believe the current workplace culture within the manufacturing industry contributes to the underrepresentation of women?

Russ: We have to overcome this stereotype of manufacturing jobs being a rough, hardnose, physically challenging occupation that is run more through fire and brimstone than with leadership. It’s also a challenge that historically, the manufacturing industry has largely been a male dominated field.

Taryn: 2023 data shows that in the US, women make up 32% of the manufacturing workforce, while men represent 68%. It can be intimidating knowing that you are working in an environment where you are going to be one of a few or sometimes the only one in the room. People may not think of the advanced automated technology that we have today. It's important that we showcase what manufacturing jobs in 2024 look like and the career opportunities and lifestyle it can provide.

Are there partnerships (current or planned) with educational institutions or organizations focused on STEM education?

Taryn: This is site-specific since it depends on local schools and requires plant leadership to build relationships with local educational institutions. For example, in Milford, CT, our Plant Manager showcases blade technologies to high school students. In Dover, DE, we host annual high school tours and are considering sponsoring STEM events for mentoring. These are all efforts we need to make now to support future staffing needs.


How are we ensuring that our talent acquisition strategies are inclusive and attract qualified women to manufacturing roles?

Russ: From my own experience, whenever we are looking externally for a candidate, we make a concerted effort to solicit women candidates. Additionally, if I am asked to review resumes, I ask to review them without names, so that the process is clearly based on the credentials and qualifications.

Taryn: It's important that each hiring manager work closely with talent acquisition to determine the best strategy, as there isn't a one size fits all. Some tactics we have used in the past include attending the Women in Manufacturing virtual job fair, college campus recruiting and working with the Society of Women Engineers.


What strategies are in place to prepare internal candidates for opportunities in manufacturing, so there is a more diverse pipeline?

Taryn: We have succession planning, for both our hourly and salary teammates. Again, it’s important to have those career discussions so if there are development needs, we can work on those together. Perhaps through events like the virtual WiM session we recently held for Edgewell teammates, we may have created interest from someone outside of a manufacturing role who wants to find out more about positions in operations.


How do you envision the role of women in manufacturing evolving in the coming years?

Russ: In my mind it only evolves as women move into technical fields such as engineering, supply chain/logistics, robotics and AI.

Taryn: I agree! I’d also note that manufacturing has evolved significantly. We now hear about empathetic leadership and flexibility - concepts that were rare 15 years ago. If we aim to thrive, we must embrace these values; otherwise, we'll struggle to retain talent. While onsite work is essential, we must find ways to be more flexible and considerate, especially towards those working 3rd shifts or weekends.


What specific steps are you taking to position Edgewell as a leader in promoting gender equality and diversity?

Taryn: I’m passionate about team building and supporting all team members by ensuring fair treatment for everyone. I have an open-door policy where I make time for anyone who needs me. Having been the only woman on a team before, I aim to prevent that isolating experience for others. This virtual summit that we recently held for our teammates created a larger community of women within Edgewell manufacturing, and I’m so excited to see its impact.

Russ: I aim to treat everyone on the team with equality and with that, my focus is on cultivating and identifying talented candidates and teammates who can propel the company forward. Women are, and should be, a big part of that. At Edgewell, we look for individuals who will excel in their positions and have the capability to inspire and challenge their colleagues and as a result, foster an environment of continuous improvement and drive the company's success.

Wilkinson Sword recently embarked on a new journey – reimagining their brand with a new look and consumer approach. The new approach is an upbeat, clever and humorous take, pulling from their British Heritage full of wit and irreverence. Wilkinson Sword has positioned themselves as, 'The Blade Masters since 1772' which reinforces their status as a top competitor among established brands, drawing inspiration from their 250+ year history and origins in sword-making. We spoke with Sophie Rock, Head of Brand Strategy, to learn more about the new and reimagined Wilkinson Sword.

Q: Can you shed some light on reimagining the brand with a new look and consumer approach? Can you walk us through its evolution?

We started this journey 18 months ago and the project has grown and grown exponentially since then. Initially, we intended to simply shift our positioning and communication, but that quickly changed to include updating the brand logo, packaging design, range architecture and even developing a new line of shaving preps along the way.

Q: Tell us about the motivation behind the choice to change Wilkinson’s brand image? Why now? 

The category has been in a long-term decline and Wilkinson Sword has felt the impact across multiple markets for several years. It was clear that a significant change was needed to help set the brand up for future success. As a challenger brand, it was time to start acting differently and challenging the status quo. We needed to be bold and brave to make a real impact and achieve growth.

Q: What were the first steps in bringing this to life?

We needed to understand the consumer to find the right role for Wilkinson Sword in the shave category - a role that could be distinct from our competitors but also in line with who we are as a brand. We collaborated with expert strategists who spent the first six weeks diving into every piece of data and insight we had on the brand and the category. From all of this analysis and the rich insights we had gathered, a clear story emerged. This led us to develop the big idea of "Blade Masters". This resonated well with everyone involved because it was rooted in consumer insights, and when we tested it with them, it was fantastic to see the positive engagement. It helped to show us that we were on to something special.

Q: Why did the team choose to go with a more humorous approach with their ads?

Very early on we realised we had an opportunity to use tone of voice to our advantage. We are a brand with a strong British heritage which allows us to communicate in a different way than our competitors - with wit, humor and irreverence. Our aim is to stand out and challenge the norm and what better way to do that, than by leveraging a unique and fun voice?

Q: Were there any big obstacles along the way? Conversely, were there any milestone accomplishments or “big wins”?

Given how fast we've had to move we certainly encountered many obstacles. Changing over 150 SKUs (stock keeping units) alone, brought about numerous challenges managing artworks and production scheduling. Even with such a large amount of work to get through, the team was (and always is) dedicated to owning it together and they’ve done an incredible job!

Q: How do you think this change will affect the brand?

We know that men’s shave is a challenging category right now, so we’ll need to continue to innovate and evolve to serve the consumer best. Our goal is to be recognized and noticed - we want to interrupt his autopilot purchasing and break through the inertia that currently exists in the category. Whether it's the elegantly crafted packaging design that now creates a strong brand block on the shelf, or the advertising making him crack a smile, if we are able to make him stop in his tracks and re-consider Wilkinson Sword next time, he's about to purchase some blades, then we've done an excellent job! 

Q: Who do you hope this reaches and what are you hoping this re-brand accomplishes?

I hope everyone sees us in a new light, but particularly younger men (under 35 years old) who wouldn't usually consider Wilkinson Sword in their repertoire. Our goal is to be the top challenger brand in male shave category. This is just the first step to building a new era for Wilkinson Sword, driving modernity and consideration within the next generation of men. 

Q: Can you tell us more about the future plans for the 'Blade Master'?

We love the Blade Master and think he’s the perfect representation of our brand.  Of course, he is the ultimate blade connoisseur. We have big plans for him in the coming years, and I can definitely see him sharing his own shaving wisdom with more men. We’re all excited to bring some fun and playfulness back into this category!  

On the flip side, receiving unanimous feedback on a winning packaging design route was fantastic and a big win, for sure. We pushed our design agency to bring something new to the table. The winning design was actually a wild card, but I think it demonstrates that sometimes you do need to push things further than you’d think if you really want to make a step change. Additionally, getting the claim "No One Knows Blades Better" approved by Clearcast in UK and ARRP in France (pre-clearance authorities) was a huge relief. It was a big team effort that involved the Legal team, Insights, R&D and Marketing to get that claim approved. With this, we gained a compelling top-parity claim to compete with "the best a man can get".

Schick Intuition is heading out on tour this summer with singer/songwriter Cassadee Pope in a breakthrough new campaign. The brand is thrilled to be partnering with this Grammy Award-nominated artist and past winner of “The Voice” to sponsor her 14-city summer tour and create original branded content featuring her new song “Eye Contact”. Intuition is excited to bring Pope’s upbeat personality and authentic affinity for the Intuition Base razor to consumers across the country.

Cassadee Pope, known for her powerful voice and dynamic performances, has an impressive career as a singer-songwriter. Formerly the lead singer of Hey Monday, she gained national attention as the first female winner of NBC's "The Voice" and went on to earn a Grammy nomination. She’s set to release her new album, 'Hereditary,' on July 12th, coinciding with the launch of the tour. 

Schick Intuition’s presence on this exciting tour is designed to inspire, inform and drive awareness with new Schick Intuition users, while making a memorable connection with them both virtually and in real life. From inception, the brand worked with agency partners to leverage a proprietary data engine to match the right talent to Schick Intuition’s busy solution-seeker audience. The brand looked for the perfect partner to embody Schick Intuition’s message of a clever, savvy solution for their personal skin care routine, whether they are on the road or at home. Once Cassadee came on board, the team knew they were on the right track.

These videos, featuring Schick Intuition’s Advanced Moisture and Sensitive Care razors, will deliver over 24 million impressions through custom storytelling content across Youtube, Facebook, Instagram and TikTok, including promotion through Cassadee’s own social media channels. The media will drive to key retailers Walmart and Target during its run -- a key element of the campaign that will engage as many people, fans and consumers as possible and allowing them to click through and shop the for the Schick Intuition products featured in the content.

While keeping the consumer in mind and where they spend their time, the Schick Intuition team is also engaging with social media influencers who will be attending shows. By documenting their entire experience and sharing their excitement with their followers, the brand influencers will be embodying Edgewell’s ethos to make useful things joyful.

The campaign will include 14 tour stops across the US in July, where fans will have a chance to engage with the Schick Intuition brand via QR code at the concert venues to win free artist merch and Schick Intuition product, as well as the ability to opt in for follow up offers from the brand.

This activation has truly been an "Own It Together" moment. So many teams contributed to bring this activation to life, including Brand Activation, Brand Strategy, Social, Creative, Direct-to-Consumer and Promo teams. It couldn’t have been achieved without everyone’s expertise and passion. This activation even transcended the Shave business unit with every Edgewell brand contributing a sample product for the swag bag, to joyfully welcome Cassadee to the Edgewell family- truly a business-wide collaboration.    

We can’t wait to see this come to life and share it with all of you. To find out more about the tour, follow @schickintuition on Facebook, Instagram and Tik Tok.

At Edgewell, maintaining a culture that supports the unique needs of our diverse global workforce and ensuring each teammate feels valued, welcomed and included is more than a corporate initiative; it's a commitment embedded within the company's culture. Central to this is our People First value and it’s brought to life through our Teammate Resource Groups or TRGs. These are crucial pillars for supporting underrepresented communities within the organization. TRG’s provide a platform for employees to connect, share experiences and advocate for meaningful change. By facilitating dialogue and promoting understanding, Edgewell's TRGs contribute to a workplace where every individual feels valued and respected.

June is a busy month with National PTSD Awareness Day on June 27th, PRIDE celebrations taking place globally and Juneteenth in the U.S. We are looking forward to highlighting these moments through our Veterans TRG, PRIDE TRG (supporting our LGBTQIA+ teammates) and our Vested in Black Excellence (V.I.B.E.) @ Edgewell TRG (supporting our teammates of African descent). 

At Edgewell, the celebration of Pride month transcends geographical boundaries, echoing the vibrant and diverse ways the LGBTQIA+ community commemorates this occasion worldwide. From bustling parades in metropolitan cities to intimate gatherings in rural communities, Pride events serve as powerful affirmations of identity, love, and resilience. In cities like New York, Toronto, London, Bogota, Berlin and Tokyo, Pride parades are iconic gatherings where rainbow flags wave high and people of all ages, genders and sexual orientations come together to march in solidarity. These events are not only joyful celebrations but also platforms for advocacy, where LGBTQIA+ individuals and allies raise awareness about pressing issues in the community and foster ways to further enrich the tapestry of LGBTQIA+ experiences. At Edgewell, the company encourages participation in local Pride celebrations which underscores its unwavering commitment to fostering an inclusive workplace where LGBTQIA+ employees are celebrated and supported year-round. Internally, our PRIDE TRG will be hosting many activities for teammates throughout the month with trivia competitions, micro-lessons and a panel discussion with one of Edgewell’s Board members and her son who hope to connect with our teammates in the community and share their own experiences.

Juneteenth is a more recent holiday being celebrated at Edgewell. Having only become a national U.S. holiday in June 2021, Juneteenth commemorates the emancipation of the last enslaved African Americans in the United States two years after the proclamation, freeing all slaves, was issued. Through various local events and initiatives, Edgewell Teammates honor the resilience and contributions of Black communities while acknowledging the ongoing work needed to achieve racial equity. Juneteenth serves as a poignant reminder of the importance of acknowledging history and actively working towards a more just and equitable future. Our V.I.B.E @ Edgewell TRG is promoting awareness and education about Juneteenth through internal activities & local celebrations. Edgewell leadership is also recognizing and honoring the holiday by participating in and speaking at events near our corporate headquarters in Shelton, CT.

Later in the month, on June 27^th Edgewell will recognize National PTSD Awareness Day. While this condition can affect all individuals, PTSD can be more common amongst Veterans. Edgewell is a place where we look to support our teammates in any way we can. In fact, our culture is based on the belief that we all benefit when there’s a dynamic working environment that accounts for the needs of all our teammates and provides space for everyone to have a voice. With that in mind, our Veterans TRG is activating around PTSD Awareness Day to host an open discussion for teammates to share experiences, raise awareness and learn more about the condition.

To be an ally at Edgewell means actively supporting and advocating for marginalized groups within the organization. This involves listening without judgement, leading with empathy, educating oneself on issues of diversity and inclusion and using one's privilege to amplify the voices of those who are often overlooked. Edgewell realizes this and because of that, we’ve worked to deploy TRG’s as one way of enabling teammates to take tangible actions like learning from one another in group discussions, participating in training programs, challenging discriminatory behavior and advocating for inclusive policies and practices. By standing in solidarity with underrepresented teammates and offering them safe spaces and meaningful resources, TRGs plays a crucial role in supporting a workplace culture where everyone can thrive.

With our core values always top of mind, we support and encourage our TRGs and their leaders as they work tirelessly to create a great place to work. We’re so excited for our teammates to experience and participate in these events and look forward to continuing the momentum in the months ahead.

In the world of feminine care, there are numerous products geared toward helping women take control of their periods. However, as soon as a woman becomes a mother, they might feel overlooked and ignored. Carefree is breaking through and changing this trend! Nicole Harris, Head of Marketing, Fem Care, worked to help launch Protection for the Protectors, the new integrated campaign that supports the struggles and strength forged through motherhood. She sat down to discuss and share a bit more about the new Carefree Masterbrand, and its road to launch.

Q. Can you speak about the process of bringing the Masterbrand to life, from conception through to launch?

A. Bringing Carefree Masterbrand to life is a massive accomplishment that goes beyond introducing a new range of pads. It means giving moms the long overdue place and recognition they deserve in the feminine care aisle. As soon as a woman becomes a mother, they have an instinct to protect their child at all costs. Carefree believes that mothers should have the same level of unwavering protection they give their loved ones every day.

Carefree Masterbrand represents our commitment to providing superior products designed to meet a mother's unique and evolving feminine care needs. Our campaign, Protection for the Protectors, highlights this commitment by embodying a mother's protective spirit.


Q. Can you take us through the process behind this new innovative marketing approach - why now? What were the key elements of the Masterbrand launch that the teams investigated?

A. Our work on Masterbrand began shortly after the pandemic, which was a challenging and unprecedented time for everyone, but had a unique impact on mothers. The pandemic caused mothers to reassess and reset expectations, and to stand up for their family’s needs. And on a personal level, moms got real about the help they are lacking and the antiquated expectations that were highlighted by mom being back at home 24/7. We dove deep into our research to understand mothers today and surveyed 1,000 of them. We found that the majority of these women universally experienced physical and mental tolls from motherhood. 65% admit that they are struggling with mental health and burnout. Physically, they are experiencing unpredictable changes with LBL (Light Bladder Leakage) and heavier and sporadic menstruation flows. But despite this, when asked about their experiences, half of them said that becoming a mother has made them stronger and the difficulties they encountered helped them develop empathy, and confidence. This realization was the inspiration behind our consumer truth.

Q. What were the goals for the Mastercare launch and how will this separate Carefree from other feminine care brands on the market?

A. When we looked at our brand’s perception within the broader competitive set we found that Carefree firmly stands as a trusted and reliable brand with women. We also discovered an opportunity to fill a gap within the category by emphasizing our reliability and positioning Carefree as the modern and inspiring antidote to the daily challenges moms face. From a product perspective, Carefree will be the only brand clearly driving a pads & liner regimen with multi-fluid and odor control. We are also delivering more sustainable options to pad users with a super soft, non-plastic top sheet with no efficacy tradeoffs.

Q. Who is the target audience for Carefree Masterbrand and how will you continue to serve this consumer?

A. Our target is the “Ringleader Mom”. She has a full plate and always puts family first, which means her needs fall to the bottom of the list. Her feminine care needs are at a prime due to the physical changes that come with motherhood. Carefree is stepping in to be her advocate and putting her needs at the top of our list. We’re not just selling Carefree liners, we’re selling the Carefree system, which provides her protection every day of the month.

Q. Can you speak about the motivation behind the marketing portion of the Masterbrand expansion?

A. Protection for the Protectors means All Day, All Night, Everyday Comfort & Protection. We keep it real with products built to withstand the feminine care needs of motherhood. Our creative shows Moms how we see them, and our products walk the talk to help them get more out of them every day. We’re for the unfiltered moms, who come in all shapes and sizes, can be any age, and come from all walks of life. They can’t be defined by a certain demographic, but one thing unites them. They’ve been in the trenches of motherhood.

Q. Why is this launch so important for Edgewell, the category overall and our consumers?

A. We are challenging the societal norms by presenting an honest and unapologetic portrayal of motherhood. We aim to relate to all women, regardless of whether they are mothers or not. Our honesty and unwillingness to shy away from speaking boldly about feminine care challenges positions us as an ally for all women and shows we’re a brand they can trust.

At Edgewell, we believe in operating our business responsibly and view our sustainability efforts as a key enabler of our growth strategy. Our Sustainable Care 2030 strategy continues to guide us forward as we pursue our ambitious goals and explore new ways to create positive impact. We’re proud of our efforts to date in critical areas such as reducing greenhouse gas emissions and conserving natural resources across our global operations — and we’re expanding our efforts to support more local communities and help to protect nature.

However, we recognize we cannot do it alone. Strategic partnerships are key to helping us extend our reach in important areas such as biodiversity protection, and therefore I am excited to share that Edgewell is partnering with the Arbor Day Foundation for a third consecutive year. As the world's largest member nonprofit dedicated to planting trees, the Foundation — through its members, partners and programs — educates and engages stakeholders and communities across the globe in its mission of planting, nurturing and celebrating trees.

Since 2022, we have partnered with the Foundation and supported the planting of over 18,000 trees across areas of the U.K., Australia, U.S. and South America. Over the next 40 years, these trees are projected to sequester approximately 13,000 metric tons of carbon. This year, we are building on our support and helping to fund the planting of 7,000 more trees, for a total of 25,000 trees.

Our most recent collaboration continues to support reforestation and biodiversity efforts in the Polyepis forest of South America’s Andes Mountains, which has been impacted by natural and man-made disasters in recent years. While the Polylepis forest is an important contributor to regional watersheds, streams and wetlands — all of which are sources of freshwater for thousands of local people — today it covers less than 10% of its natural range. According to the Foundation’s local planting partner, Acción Andina, these trees have the potential to help safeguard biodiversity and water security, as well as expand healthy habitats for regional wildlife. This project is particularly close to our hearts, as the forests are home to one-third of all known hummingbird species — Edgewell’s emblem.

As a company with caring at our core, doing our small part to help protect biodiversity and nature is important to us. And it speaks to our desire to create a world in which the joy of caring for ourselves is balanced with caring for our shared planet and each other, and I am grateful to the Arbor Day Foundation for helping us put that philosophy into practice.

¹Source: Metrics reported by the Arbor Day Foundation, configured using U.S. Department of Agriculture Forest Service i-Tree Tools.

Billie recently launched its biggest category expansion yet: moving beyond body hair into bodycare. The launch was a team effort, and the 15-product lineup offers consumers an impressive selection of products. We spoke with SVP of Brand Marketing, Catherine Wolpe and Senior Director of Product Innovation, Lauren Pepper of the Billie team to dive into all the details of the new bodycare line and what it took to bring it to market:

Q: With the launch of Billie’s new Bodycare line, the brand now offers an expanded selection of products that go beyond shave products and into skin care - can you tell us what the motivation behind the expansion was? 

Catherine: We’ve always strived to champion womankind by challenging harmful pressures and expectations. The bodycare space has often been dominated by messaging that suggests women’s natural bodies are inherently “flawed” and in need of fixing. It was important to us to offer an alternative that isn’t centered around meeting societally dictated beauty standards, and really has our customers’ needs and wants at its core.

We’ve also always had the ambition of Billie becoming the go-to-brand in women’s daily routines, so an expansion into bodycare was a very natural progression.

Q: Can you shed some light on how the team identified what products to produce for the new line?

Lauren: We saw an opportunity to better serve our customers with a range of washes and lotions that not only smell and feel great but are also specifically designed for different skin types and needs. So, whether your primary focus is hydration, brightening skin, or even soothing, we’ve got you covered.

When it came to deodorant, we’d observed that a lot of women described the experience of shopping for deo as feeling like a compromise, where you were choosing between effective antiperspirants that include ingredients you’d prefer to avoid, or natural deodorants that left you smelling not-so-fresh throughout the day. Our two lineups of deodorant, All Day and AHA, are available in a variety of amazing scents and are all aluminum and baking soda-free, while providing effective, 24-hour odor protection.

Q: How were these formulated with the Billie consumer in mind? Are there any key features to highlight? Any difficulties that the team overcame in the development process?

Lauren: Our products were inspired by the needs of the consumer, and the gaps that we felt existed in terms of product offerings on the market. These products offer ingredients and skincare benefits that are often associated with luxe options, but at a price point that’s way more accessible. Like all Billie products, our new bodycare offerings are centered around women deciding for themselves what their bodies want or need and deliver a quality experience at an accessible price point. 

Offering our lineup at an accessible price point led to challenges in hitting the desired gross margin. We leaned heavily on procurement alongside Edgewell’s third party manufacturing partners to understand the cost drivers and figure out how we can hit the desired cost of good without compromising quality and user experience. 

Q: What was the motivation behind “10 Things I Hate About Bodycare” video? Were there any goals that you hoped to achieve with the launch of this campaign?

Catherine: “10 Things I Hate About You” is such an unforgettable film, and everyone remembers its iconic poem scene. We wanted to put a modern spin on that instantly recognizable moment from the movie and use it to encourage women to reject the messaging we see too often telling us that we should hate our bodies. For this effort we partnered with actress, body-positivity advocate, and mental-health activist Jameela Jamil. As someone who’s shown time and time again what it looks like to challenge and reject toxic beauty standards, we thought she’d be the perfect person to reprise this scene and call for a new approach to women’s bodycare. 

Our objective with this work was to deliver an unmissable breakthrough campaign to launch Billie Bodycare, helping drive awareness and, in partnership with our suite of product-focused spots, demand.

Q: Out of the bodycare product lineup, is there one item you were most excited about incorporating into your own daily routine?

Lauren: It’s been really reaffirming to see how varied everyone’s “favorites” have been, even within the Billie team. Personally, I’m most excited about Body Wash. I love treating the skin on my body as delicate as the skin on my face and these benefit-driven washes do just that - and they smell sooo fresh!

 

Purchasing your favorite products digitally is easier than ever and now it’s even accessible via social media with in-app purchasing. Viewers from across the globe can scroll through their feed, watch a video and tap a link to bring them directly to a purchasing page, without ever leaving the platform. Popular social media app, TikTok, is one such platform. Everything from makeup tutorial videos to influencer driven product reviews can be found on the platform and because of this, the TikTok Shop feature is an excellent way for businesses to reach an engaged audience, and for users to easily find and shop for products that bring them joy.

 

After our Hydro Silk Wax roller went viral in 2023, hitting over 40 million views on the platform, we knew there was more potential to unlock an opportunity and connect with consumers through our established social channels. The team put this idea into action and we worked to create a TikTok Shop for Hydro Silk through strategic planning and analyzing consumer trends.

With the consumer always at the center of our strategy, it was important to us to offer them a seamless shopping experience. The Hydro Silk shop on TikTok features a variety of our most popular products including the Wax Roller, Wax Wand, Waxing Strips, Hair Removal Cream, Touch-Ups, Dermaplaning Wand, Sensitive Care Razor, Rose Gold Razor and TrimStyle. This mix of products ensures that our customers have access to the latest and greatest that Hydro Silk has to offer.

This launch was a true team effort. Monica Cushner, Head of Social & Partnership, noted how timing was of the essence to have the Hydro Silk brand take a significant step in the social commerce space, making it one of the first in Consumer Product Goods and Shave specifically, as a first mover advantage. She noted that this innovation will drive consumer awareness and help Schick Hydro Silk reach a wider audience. Melissa Murphy, Director of Brand Strategy for Hydro Silk & Skintimate, was another team member who contributed and collaborated with the team to bring this idea to life. Melissa knew that by creating an integrated shopping experience with TikTok, we could meet our consumers, in-platform, on one of the most popular social media apps and offer them the convenience and accessibility they are looking for.

 

This new initiative is extremely exciting for us and provides a whole new avenue for consumers to discover our products while gauging what resonates with them the most. We can see that through engagement and conversion rates and direct attribution via sales – part of the reason why this launch is so valuable. By harnessing TikTok's vast and diverse user base, we aim to get closer to the consumer, encourage product trials and increase market visibility. Creating the shop was a challenge but an exciting concept. It took meaningful collaboration amongst many cross-functional partners to make it happen and I’m so excited to see where this will take the brand and what we can learn to help guide even more EPC brands to join us on TikTok Shop.

Since joining Edgewell, I’ve focused on a leadership style that encourages integrity and authenticity while creating trust and credibility. I’ve learned that focusing on these things fosters an environment where we’re able to care for one another while also staying sharp, constantly innovating and making meaningful progress. As I settle into the position of Chief People and Legal Officer, I know there is a lot to learn and listen to. However, I do know one thing for sure - that leading with empathy and purpose is integral to creating a joyful and successful team and I am so excited to start on that journey in my new capacity.

During my time as the Chief Legal Officer, I had the privilege of diving deep into the legal intricacies of our business. I've navigated regulatory landscapes and ensured the legal compliance and security of our operations. The experience I gained has equipped me with invaluable skills but most importantly, a profound understanding of our company's operations. Through it all, what stood out to me most is that we’re a People First organization at the end of the day. I’ve seen this sentiment guide our company’s actions, time and time again and the HR and DEI functions are at the core of this. I’m honored to be joining this incredible group of people doing such impressive and important work.

While they may not seem to have much to do with one another on the surface, the truth is that the legal operation of this company, has worked in tandem with our people operations in many ways, so I have had close exposure to HR in all my prior roles. While these functions will remain separate, as the leader of both my goal is to use our position at the table to not only provide counseling partnership to our people strategy, but to empower teammates to push the envelope and lean into new ways of working and executing. We can do this by focusing on maximizing engagement and fostering a great employment experience. It's our job in HR, to create the type of environment that inspires joy amongst our people leaders. To achieve this, I’m laser focused on listening to and learning from my new HR teammates, while also being open to new ideas and challenging current ways of thinking.

An important piece to driving Edgewell’s growth strategy through our people function, is winning with talent and enhancing the teammate experience. We have made steps toward this over the past year, and I’m energized by the plans we have in FY24 and beyond to move this forward through leadership development, DEI programs, a new onboarding program, and more. We’re committed to making sure our teammates have positive experiences here at Edgewell, and it’s a great honor to be joining the team that is responsible for driving those strategic initiatives forward.

Being given the chance to uplift and empower so many of our teammates is something I do not take lightly. I recognize this as an opportunity to leverage the guidance I’ve employed so far at Edgewell, and lead by the principles that are at the core of our organization – prioritizing our People First value. By encouraging integrity, authenticity and nurturing trust and credibility, I know we will continue to be disruptors in our space and forge new paths forward. I’m so honored to be leading the People and Legal departments and am looking forward to embarking on a path of growth and success with these impressive teams.

As we celebrate Veterans Day here in the United States I often think back to when I transitioned out of the military and into corporate America back in 1997. It was a time when I was unsure about what the future held. I learned valuable lessons during my time in the Air Force and my transition into the civilian workplace that continue to be applicable in my day-to-day responsibilities at Edgewell.

I’m proud of my service and where my path has taken me, and I know that every day at Edgewell we make an effort to welcome and support Veterans through our policies, programs, and shared experiences. We strive to create a workplace where our diversities are celebrated and no matter what your background is or where you’re coming from, we believe that your unique experiences and skills are what will make this organization even stronger.

This year I’d like to shine a light on some of our teammates who are members of our Veterans Teammate Resource Group. They’ve been kind enough to share their own unique experiences as Veterans. I invite you to take a moment and read their stories as we celebrate our Veterans here in the U.S. – we’re so proud to have them as part of our team.

• How was your transition after leaving the military?
• Eric Treschuck | VP, Global People Strategy & Development: “I had a good transition from U.S. AirForce to General Mills in 1998. I worked with Cameron-Brooks (a junior military officer recruiting firm) similar to Rod, and they helped a great deal with the transition.”
• Roy Jaoude | Inventory Manager, Supply Chain: “My transition from the military into my current career in Supply Chain Management was challenging and an adventure. I was fortunate enough to use a computer and learn Microsoft Excel in my last 2 years of service which was a key skill that landed me a role as a temporary employee at my first company. I gradually took on more and more responsibilities due to my eagerness to learn, discipline and organizational skills all of which were developed in the Army. I eventually moved on to lead an ever-increasing team which again, tapped into a skill which I first developed while serving.”
• How do our values align with the military's values?
• Barbara Massa | Global Project Manager, Research and Development: “Edgewell’s People First value relates to our Veterans in the sense that they are critical as individuals and collectively as a unit. In the Military you must Own it Together, which is a core EPC value. Here at Edgewell, everything we do is based on teams working together. Another EPC value, Listen Up & Speak Up, also aligns. Being in the Military, you must be able to listen to your leaders, listen to your troops, listen to what the mission requires to be successful. At the same time, you need to speak up when you see an issue or when things don’t go as planned and then work together to get back on track. As a Program Manager at Edgewell, I know that this value is very important. During core team calls, team members all listen and speak up in order to understand each area’s needs and ensure we are all on the same page. Each person matters and their collective engagement with each other brings our products to life. In the Military, all these values together allow it to Move Forward for a successful mission and for the safety and security of our country and all its people, just as all of these values collectively allow Edgewell to grow and bring quality personal care products to our consumers.”
• How does Edgewell uplift Veterans?
• Arlen Lewis | Senior Training and Development Specialist: “In the past few years Edgewell has done a great job uplifting veterans. From our own Teammate Resource Group, to recognizing the Veterans Day holiday at the company, to making a concerted effort to try to find and hire Veterans. Edgewell is looking out for today’s Vet teammates and looking forward to welcoming in more of the community here, in the future.”
• Roy Jaoude | Inventory Manager, Supply Chain: “My very first interview at Edgewell happened to be with a veteran who recognized the value that we bring to a company.”

Edgewell being a people-first organization means a lot of things. For one, it means that our brands provide consumers with products that are more inspired and more personal to them. It also means that we are dedicated to listening and supporting our community. With this in mind, our brand, Schick Intuition set out to work with an artist to uplift their voice and celebrate their culture. As a result, the brand recently launched a collaboration with esteemed Afro-Latina Visual Artist and Author, Reyna Noriega, in honor of Hispanic Heritage Month.

 

The collaboration unveiled a Sensitive Care® limited-edition razor available exclusively at Target stores and Target.com. Beautifully designed to embody the richness and diversity of the Latino community the razor fuses first-class functionality with thoughtful art and design. It showcases Reyna's artistic vision and her signature aesthetic, creating a stunning homage to the soulfulness and diversity of Latino heritage.

Often times, holidays like Hispanic Heritage Month can be recognized at organizations, but rarely is it actually incorporated in the work. The activation shows the Schick team’s dedication to living out our People First value and activating around this celebration of Latino culture. By offering up their platform to Reyna Noriega to design a razor, the team aimed to not only launch a product that celebrated the Latino culture, but to also find a way to shed light onto the importance of representation in our industry.

Artist and Author, Reyna Noriega with the newly designed Sensitive Care® limited-edition razor

This activation was a true team effort. Our Head of Social Media & Partnership Marketing at Schick, Monica Cushner and her team of social media experts, brand managers and associates worked in tandem with our Senior Director of Sales, Linda Lieberman and her team to bring this idea into reality. It truly showcased our values as a team and reinforced our thinking when it comes to DE&I. There is joy in diversity, and we are dedicated to using our daily interactions and when possible, our platforms, to build relationships and create products that reinforce our similarities while honoring our differences. I am so proud to have played a part in this awesome product launch celebrating Hispanic Heritage Month, and I can’t wait to see what the Schick team has in store for the future.

To learn more about the Edgewell team and its culture, visit Edgewell.com/our-culture.

When most people think of Edgewell’s brands, they likely think of our products on shelf and online, the catchy advertising, iconic logos or creative merchandising that’s done to capture a consumer's interest. But what does it take to get that product onto the shelf? How many people in supply chain have worked to ensure that product is available? You’d probably be surprised!

Of Edgewell’s 7,000+ teammates, approximately 74% work in a supply chain function with the purpose of ensuring that the right products get to market when and where our consumers need it.

In Dover, DE we manufacture Edgewell’s feminine care brands, such as Playtex Sport tampons, Carefree liners and Stayfree pads. We have over 500 people who work all hours to transform raw materials into our finished products. We have always understood, and I think the pandemic strengthened this belief, that our product is essential. If it’s not available, it will negatively impact womens’ lives. This is a responsibility we take very seriously.

As the Director of Operations for Edgewell’s Feminine Care category, I’m also acutely aware that I am responsible for the livelihood of the 500+ people that work in our Dover plant. My focus is to ensure we make the highest quality products and deliver them to our consumers at a cost-effective price. We must do this while also ensuring the safety and well-being of our teammates. A huge accomplishment this past year is that we have been able to hire and retain more talent, which allows a greater work-life balance for our team. In addition, we have continued to focus on our corporate purpose and values, and how that enables us to perform better as a team. This year we began the rollout of our Purpose, Values and Behaviors Teambuilding sessions and will finish the plantwide rollout in October. While we have many technical accomplishments we can celebrate, making sure our people are protected, find a sense of fulfillment in their roles and see growth opportunities for themselves is what we celebrate the most!

Edgewell Operations, Quality and R&D Leaders from our Dover, DE Location

I have worked in operations for over 25 years and the focus has not always been on our teammates, and my time hasn’t always been easy. Being a woman in operations has meant that many times I am the only woman in a room full of men. My strengths, including leading with empathy and harmony, were not always recognized as strengths because they were so different than many of my male peers. As I navigated those rooms and eventually came into a position where I was able to lead large teams, it has been important to me to cultivate a diverse workplace. I want to make sure that people can see someone like themselves in their leaders – whether it be their gender, race, sexuality, etc. I’ve been at our Dover location for the last six years and I’m really proud of how the leadership team has evolved at Edgewell over the years, and I look forward to a continued evolution.

The next time you’re in a store or browsing online and you see a product of ours, I hope you think about the hundreds, potentially thousands, of people that it took to get that item there. I know we think of our consumers when we’re making it!

If you’re interested in learning more about Edgewell and its opportunities, find out more at Edgewell.com

I’ve been a part of the Edgewell team (through various acquisitions, divestitures and spin-offs) for more than 25 years and have really enjoyed a career path that’s been anything but “textbook” or linear. Having grown through previous roles in Finance, Sales, Strategic Planning and General Management, I am now serving the company as Chief Human Resources Officer.

Along the way, some of the moves I made were lateral and others may have been viewed as backward steps, but I didn’t give that much thought at the time. To me, the journey was more important than the ultimate destination. With the cross-functional moves, I tried to enter each new role with a mindset of asking questions and listening to and learning from my teammates to get grounded and understand the situation through their eyes.

As I became more familiar and comfortable in the roles, I thought about the skills & knowledge I had acquired from my prior experiences and how they could help me to engage the team to set an ambition, shape a strategic agenda and do some great work, together! Our most recent work on the People Strategy for Edgewell is an example I’m very proud of. I believe it reflects an in depth understanding of the business and how the HR function can contribute towards improving company performance, in partnership with our people leaders.

We’re all wired differently in terms of career philosophy, but for me, a career is a long time, and my curiosity took me in different directions at a few key inflection points. I was fortunate to have bosses along the way who supported me and didn’t think my career aspirations were crazy. Years ago, I never envisioned landing in HR, but things have a way of working out and I feel like I’m now in a function where I can add a lot of value at this stage of my career.

I wouldn’t have been able to make the career moves I did without a culture that supports individual growth and active sponsorship from key leaders. Regardless of where you are coming from or where you’re headed, Edgewell believes that supporting teammate growth is part of our People First value and key to our success. It’s my job to lead the HR function in a way that’s laser focused on delivering a teammate experience that maximizes engagement and performance which ultimately enables business success. It’s also my job to ensure that our People leaders are working closely with their direct reports and having robust discussions about career development.

My own journey at Edgewell serves as just one example of how career-pathing can take shape if you advocate for yourself and are willing to make a few trade-offs (it’s not always about getting a more senior title with every move!) along the way. We have other stories like mine at EPC, where career paths have taken unexpected, yet welcome turns. The career path of one of my HR teammates, Eric Treschuk, comes to mind. Starting in the Air Force, Eric transitioned into Marketing and General Management for much of his career, then he made a career leap into Change Management a few years ago and now serves as the VP of People Strategy and Development, leading our Talent and Analytics and HR Systems teams while using his prior experiences to also lead major corporate transformation initiatives. He was able to take his learned skills and talents and merge them with his own personal goals and passions to form his own path - we know there’s tremendous value in that.

In addition to Edgewell people who are already forging their own unique careers, you might be wondering what else are we doing as an organization to support cross functional moves and growth from within? Well, we’re working hard to foster and enable this by creating a clear and transparent progression process. One example comes out of our Global Finance and IT departments where in partnership with HR, they’ve implemented a broad-scale functional program called “Career Voyage.” The program provides a standardized framework that delivers a deeper understanding of different roles and career opportunities within both departments. It also has given many of our teammates the opportunity to work on projects with teams in different regions that they might not interact with naturally. By breaking down exactly what each role does, how it operates and what functional skills and capabilities are needed to perform the job, our teammates can get a better understanding of their workspace and actively influence their career development and succession planning accordingly.

A primary goal at Edgewell is to make sure our people feel fulfilled in their careers and can apply their best talents in a way that is helpful to the business. We strive to make sure that our people are happy with their path forward, whether that means transitioning their talents to a cross-functional role or prioritizing promoting from within. All these paths allow for fresh perspectives to be brought to our work and ultimately contribute towards stronger team performance.

My own path and career changes were humbling and, at times, daunting, but along the way I learned the importance of supportive executives, managers, peers and direct reports in creating a foundation and open mindset from which I was able to succeed. It makes me very proud to be a part of an organization that fosters and protects a supportive culture, so I can pay it forward and be that support system for others’ careers.

At Edgewell our Purpose is to Make Useful Things Joyful. If we succeed in creating joyful careers for our teammates, I’m confident this will drive performance and be useful to the business!

It’s my hope that my path might inspire others to also take an unconventional leap, trust in their foundation and move forward, even if it’s not a straight path.

To find out more about our team and opportunities, check out https://edgewell.com/careers/

At Edgewell, we are dedicated to making useful things joyful. In my role as the leader of the Global Innovation and Insights Team, part of contributing to our purpose is identifying global trends and consumer demands, partnering with our regional marketing teams to understand commercial opportunities, and the partnering with R&D to deliver new innovations that are meaningful to our consumers. I see our teams working toward this every day and it’s one of the many reasons I’m so proud to be here.

Specific to the area of waxes, we noticed over the years that hair removal sales in key markets were impacted by consumers who had moved to salons for alternate methods of hair removal. E-commerce wax offerings were mainly driven by hot waxes of various formats, which were largely under-represented in stores. Rather than in the aisles of their pharmacy or grocery store, consumers were looking to expert professionals for hot waxes, partly because they felt it was too complicated to do at home. Then when the pandemic hit, we noticed that consumers were pivoting to DIY (do-it-yourself) waxing methods as salons closed, but they were limited in options. Coming out of the pandemic lock-down, those DIY habits continued on, so the longer-term opportunity space quickly became apparent to us and we had to move fast.

As we started to develop the business opportunity, our insights team found that most of the on-shelf retail assortment was composed of ready-to-use cold wax strips. With this discovery we knew that the wax aisles were ripe for innovation and consumers were craving more options.

From here, the innovation and marketing teams brainstormed solutions that would be easy to use, affordable and preferential for consumers to do at home while still achieving professional results. As an example, we first recognized that hot wax roll-ons are widely used by salons and that expert professionals use a warming station that takes up space and is expensive. Given this, the team looked at ways we could make this same process possible at home – and that is how our Sugar Wax Roller was born!

Once we had our product concept identified, we then went through multiple rounds of tests to improve the product proposition. The team also conducted home-usage tests to make sure we delivered on performance.

One of the biggest challenges we faced was speed to market, requiring a short development timeline to launch while the opportunity space was still ripe for innovation. We worked with a co-manufacturer to develop for us a total of four SKUs in U.S. and six SKUs in Europe. In total, this resulted in 11 formulations and 25 pieces of artwork. This required laser sharp focus from all project team members in order to successfully launch on time, which, thanks to the team, we were able to do. The process shined a light on how each team member was genuinely and completely engaged and up for the challenge. It also demonstrated their ability to seamlessly and successfully work across functions to make all this happen.

With all this hard work, we were fortunate enough to see the products resonate with consumers on the sales and marketing side as well. In April of this year, we saw our Schick Hydro Silk Sugar Wax Roller had become the #1 selling wax both on Amazon.com and in physical retail stores¹. That same product also went viral with 15M TikTok views from community sourced user generated content, as well as one of our most recent organic TikTok posts going viral with 3.2M views and counting.

At the core of my job, I aim to lead and inspire my team toward developing, revitalizing, expanding and evolving our well-known brands through specific consumer insights that result in successful, consumer-centric innovation. This wouldn’t be possible without an extremely talented and hardworking innovation and insights team. I am so proud of the work put into Schick Hydro Silk’s new line of waxes and it has been nothing but a joy to see how well its resonated with consumers across the globe.

To find out more about Schick Hydro Silk or purchase these new wax products, you can head to www.schick.com.

¹IRI InfoScan, Multi-Outlet data for the 13wks ending 6/4/23.

Behind all the amazing brands, innovations and products of Edgewell, it is a company made up of amazing, individual people, before anything else. In fact, the sentiment, “People First” is our leading value and a key aspect of our corporate purpose. As the Director of Diversity, Equity and Inclusion at Edgewell, that’s one of the many reasons why I’m so proud to work here. Keeping that core value at the forefront of my everyday work, I ensure that DEI supports our purpose and the focus on our people, and serves as a foundational function to support Edgewell’s values.

This is where our Teammate Resource Groups (TRGs) come into play. TRGs are a voluntary teammate-led group intended to build networks around groups that have been under-represented in the workplace. Our goal in launching these was to find a way to enable our vision that every teammate embraces our own it together mindset when it comes to diversity, equity and inclusion. We wanted to engage teammates, provide a forum for our people to share experiences and challenges, and support DEI on a broad scale.

After initial listening sessions and a company-wide survey aimed at honing in on how we could make sure our teammates feel more supported, we set out to launch our first resource groups. The first TRGs were CARE: Cultural Awareness Respecting Everyone and WISE: Women and Individuals Supporting Equality. In November of 2022 we launched a Veterans TRG and most recently, in June 2023, we’ve launched a TRG in support of the LGBTQ+ community.

Members of our CARE TRG at a local CT chapter of the Boys & Girls Club.

While they are still new, what’s come out of these TRGs is truly amazing. Each group is supported by an executive sponsor, volunteer TRG leaders and amazing teammates who are active and engaged in what’s important to them. They are empowered to host discussions, learn from one another, have conversations or make suggestions about culture, what’s important to them, and create outreach events – internally and in the community.

One example from this past May, was our CARE TRG which held its second-annual community outreach event with a local CT chapter of the Boys & Girls Club. Teammates were able to meet with the kids, play some dodgeball, host an ice cream party and spend a day encouraging them to celebrate their own individualities. Some left wanting a dodgeball rematch (or at least a recount…), but everyone was encouraged to spend the day embracing themselves as individuals and emphasizing how our unique qualities make us stronger together. Our WISE TRG hosts internal events in support of International Women’s Day and Women’s History month and bring in external speakers on topics such as Assertiveness with Grace and Tackling Period Poverty, to name a few, that educate the group on important topics. Not only have the WISE members created amazing events in support of International Women’s Day, they also inspired local sites as well. Additionally, our newest LGBTQ+ TRG has sponsored Pride events around the world. These efforts are so much more meaningful to me because they are suggested by and supported by our teammates directly.

Another element our CARE TRG offers is book clubs and movie suggestions based off conversations and topics suggested by the group. While it might not seem hard-hitting to some, it’s the small moments that are the most impactful. When someone has expressed that they were excited to see that we had a movie or book for a group of individuals that looked like them, that’s powerful. Knowing that they recognize that they’ve been seen and represented within the Edgewell community is a huge foundational part of what we strive for. On a personal level, I’m grateful to have the opportunity to connect with teammates internally that I wouldn’t normally have the chance to interact with. Being witness to all the folks who attend, participate, and run these TRGs is amazing, and I am so appreciative and impressed by their passion every day.

I could not be more excited for our recent Veterans TRG and our brand new LGBTQ+ TRG to grow and support our mission of supporting our community and creating a more open and inclusive environment. It’s so important to be able to empower our teammates with spaces where we can freely share our experiences and challenge old paradigms.

Although we’re still in the beginning stages, the work our teammates have put into these groups has already created a tighter community amongst our teammates and made connections that would not have normally been made. Everyday I’m encouraged by the support, engagement, and conversations it has fostered. I’m optimistic about the supportive spaces we’ve built here and couldn’t be more excited to continue the journey towards expanding and supporting our TRGs at Edgewell.

This week, Edgewell Personal Care is proud to have received a B score for our 2022 Climate Change impact report from CDP, a global non-profit that runs the world’s leading environmental disclosure platform. This score demonstrates our commitment to continuous improvement and transparency, and reflects our company’s ongoing efforts to operate responsibly and sustainably, all while producing innovative and high-quality products for our customers and consumers.

Our sustainability mission at Edgewell is to create products that people love to use to take care of themselves, with careful consideration of our planet and everyone who shares it. Our Sustainable Care 2030 strategy provides a roadmap for delivering on our ambitions and guides us to ensure that we are a successful and responsible business not just today, but for generations to come.

Part of executing on this strategy is our focus on reducing our environmental footprint. More specifically, in our disclosure to the CDP this year – and following the advice of leading climate science to align to a 1.5°C pathway – we’ve shared our commitment to reduce our absolute greenhouse gas (GHG) emissions by 50% by 2030 compared to 2019 levels, which is more aggressive than our previously stated goal to reduce GHG emissions by 10% compared to 2019 levels. Edgewell's ambition is to go beyond this goal, to achieve carbon neutrality across our global operations for Scopes 1 and 2.

We are proud to join over 20,000 businesses around the world who also disclose data to CDP and believe that through measurement we can drive better performance. We recognize the importance of being transparent with our stakeholders and remain committed to taking action on climate change.

To learn more about Edgewell’s approach and sustainability commitments, please visit our 2021 Sustainability Report. I look forward to sharing more updates on our progress in the coming year when we release our 2022 Sustainability Report!

After nearly five years in my role on the eCommerce team at Edgewell as Senior Vice President, I’ve seen our team grow from 5 people to nearly 50. It’s been an exciting journey, and the work we’re doing is becoming more impactful and increasingly necessary as digital evolves. While teams across the globe at Edgewell unite to make useful things joyful, we help the business move forward toward our digital transformation ambitions. It hasn’t been a straightforward journey, but it has been an exciting one filled with purpose, learning and growth. As the world moves faster than ever and our need to keep focused on what lies ahead, it’s important to reflect on how far the eCommerce team has come and how we’ve gotten here so we can understand how best to move forward for the future.

What it takes to move eCommerce forward

What I’ve learned throughout my time at Edgewell has been instrumental in helping me create a thriving team focused on our goal of moving forward. Not only have I learned a lot personally, but I’ve also learned so much about what it takes to build a talented team, especially when what we do requires such specialized capabilities.

We’ve worked hard to ensure that everyone on the team is passionate about the same goal, without necessarily having the same background or expertise. Over the years we’ve found that it’s our combined skillset that really makes the magic happen in eCommerce. As a management team, we dedicate time to finding the right candidate for a role and don’t set any boundaries for ourselves. We keep our eyes and ears open for talent with the right skillset we need, whether they’re already part of the Edgewell team and are looking for a new challenge, or they’re on the other side of the world but have the skillset we’re looking for. We prioritize finding the right people who will help us grow and accomplish our goals.

One of the best ways we move eCommerce in Edgewell forward is by recognizing potential talent and ensuring we put plans in place to give our teammates the training they need to grow and develop. This people-first mentality flows from the broader Edgewell values into the vision for our eCommerce team.

I take pride in being an approachable leader for my team so everyone can run their area of the business and I can play a supporting role where and when I’m needed. I make sure my team are comfortable and confident in the skills required to help a global brand like Edgewell find their place in this growing digital world. When I first started at the business, our eCommerce was done through Amazon alone—now we’re finding ways to bring our portfolio of brands to more people in more places, so it takes a lot of organization and ambition to get the job done. Ensuring our teams can build relationships, work successfully with different people and have the confidence to own what they do so we can all move forward together is hugely important. I’m there in a supportive capacity to remove any roadblocks, but its each member of the eCommerce team that drives our division of the business forward. It really is a privilege to see this diverse and multi-talented group do the work they do and do it so successfully.

To move forward we need that specialized skillset, and we’re fortunate to have the flexibility to find those perfect candidates. While we’ve been lucky enough to share our team with talented individuals from across the globe for some time, the beauty of the Hybrid Working model at Edgewell means that we have even more scope to find the right person wherever they may be located. Right now, our team includes people from across the United States, Europe and Asia Pacific but can come from anywhere. By fostering a collaborative and diverse team, we’re ready for whatever lies ahead.

Finding your feet in eCommerce at Edgewell

As I mentioned before, the rate at which our team is expanding is a testament to the incredible work the team is doing. They bring their all to work every day, whether that’s through their commitment, their ideas or their ambitions to help us drive our digital transformation ambitions forward. While we’re a diverse team, we do have a few things in common. The biggest commonality we all share is certain behaviors that embody the culture we have here at Edgewell.

Firstly, we take being decisive seriously.

Just as we’re open to making the right call on the right candidate regardless of where they’re located, we take making the right call in our day-to-day seriously as well. This is all part of how we own it together. When we make a decision, we’re confident in it. Whether it turns out to be the right one or not in the long-term, we know that in the moment it was the right decision for us. Things change so quickly that we need to think fast, decide fast, and adapt fast. So far, this is something which has helped us grow and really make an impact to how people across the globe find those useful Edgewell products that bring them joy.

Next, we make sure to create a supportive environment so we can try, create and learn.

Just like making the right decision in the moment may not lead to the best outcome down the line, this is never something we worry about. When we make a mistake, or the decision doesn’t go the way we thought it would somewhere down the line, we take it as a learning. It’s just another opportunity to learn and grow. Personally, I don’t think we’d have gotten to the place we are now, or we’d have had the successes we’ve had as a team, without that safe environment to try something new, experiment and learn as we go. No one has all the answers, but we try our best to give the best answer we can and work together to do the right thing—for ourselves as individuals, our team and the broader businesses at Edgewell.

Moving forward together to make eCommerce matter

Just like the ever-changing digital world we all experience in our day-to-day lives, our role on the eCommerce team at Edgewell is never the same day after day. As we strive for transforming the business digitally, as a team we’re flexible and ready to tackle whatever a new day brings. This flexibility is key, and our team needs to be able to color outside the lines because a lot of times things are so new to us and there’s so much to be done.

This is where doing the right thing comes into play, it’s a huge part of how we move forward toward our digital transformation ambitions. By focusing on the behaviors that unite us both in the eCommerce team like being decisive and a willingness to try and learn, we can move forward to make eCommerce matter at Edgewell. We know we’re never going to have the perfect strategy, so that’s where the whole team can come together to make an impact.

The next step for us as an eCommerce team at Edgewell is to be a little disruptive within a traditional organization. We’re trying to challenge. We ask questions, like how can we do this quicker, or is there a benefit to positioning this to a digital-first approach? In order to move forward we have to think about how we play a digital role in this traditional world by working with other teams at Edgewell to ensure we’re making things work for every team along the production and distribution chain. There’s a big role to play for the eCommerce team at Edgewell with a lot of opportunities on the horizon, and as we make a bigger impact quarter by quarter, we’re looking for the right people to help us do it.

I hope this has given you an insight into the team here at Edgewell—what we do, why we do it and how we’re moving not only our team forward, but also the impact Edgewell has across the globe too. I am so proud of my team and all they’ve accomplished, and I’m excited to see where we go.

Whether you’re placed in a role with another team at Edgewell and have a real interest in eCommerce and digital transformation, or you’re already working in the space and want to bring your talents to Edgewell, we always want to hear from you.

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This week, top business and government leaders have been convening virtually for the World Economic Forum’s #Davos Agenda. With 2020 behind us, it is gratifying to see that sustainability and conservation are central to WEF’s agenda and critical to the organization’s approach to drive our global recovery from the pandemic.

A deep commitment to the planet and our people is nothing new to Edgewell. Last year, I had the privilege of rolling out Edgewell’s Sustainable Care 2030 strategy, which enables us to sustain and grow our business and operate responsibly today and into the future. Edgewell also unveiled a new corporate strategy in November 2020, with sustainability as a core driver of corporate success.

While I am energized by our ambitious targets and commitments – such as the use of 100% renewable electricity; reducing use of virgin petroleum-based plastic content; aiming for 100% recyclable, compostable or reusable plastic packaging; enhancing our focus on diversity, equity, and inclusion; and more – I am equally excited about how we are going to achieve these goals.

Central to our path to success is our deep commitment to leading with purpose. At Edgewell, we make useful things joyful in everything we do – for our people, our consumers, our retailers, and our suppliers. What does this mean for our sustainability vision? It means that we focus our efforts on nurturing a world where the joy of caring for yourself is balanced with caring for our shared planet and society. Purpose fuels strategy, and we have a unique ability to operate with agility and lead through purposeful decisions, improvements, actions and results.

To quote some recent words from our CEO, Rod Little, during a sustainability discussion, “Our sustainability strategy through 2030 is a key part of our journey. As a company who creates a wide range of products that global consumers use in their daily lives, it’s important now, more than ever, that we look inward to ensure that we are leading with purpose and living by our values. Whether we’re in discussions with a retailer, a consumer, investors, or a potential new employee – many are looking to support or work with brands and companies whose values match their own. I believe that we can operate in environmentally- and people-friendly ways and also have it be compatible with good business results. Doing the right thing is always a good business decision.”

I encourage you to learn more about Edgewell’s approach and sustainability commitments in our fiscal 2019 Sustainability Report. And I am especially excited to keep you all updated on our progress in the coming months when we will release our fiscal 2020 Report. Stay tuned!

View Sustainability page

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Edgewell is global, and as a leader in Talent Acquisition across the Americas my job is to seek out talented people that can potentially fit in with our incredible teams. For us, it’s so important to build our teams with diverse talent and varied backgrounds - this mix helps make our teams and products the best they can be. It really fills me with joy to meet these incredible people and see them flourish in their roles at Edgewell. I thought I would share some of what I’ve learned about matching experience and personality to a company’s values to help you prepare for an interview and decide your next step.

At Edgewell the way we work is defined by our values. Understanding these values is a huge part of the recruitment process because it allows you to put your best foot forward in the interviews and assessments. They are an obvious clue as to what organizations look for and should be a key focus of your preparation. And of course, we would encourage candidates to outline their own values when preparing for an interview. What is important to you? Are you seeking a structured environment, or flexibility for example? We ‘value’ our values and believe you should value yours too.

Here are a few of my tips on how you might prepare for an interview with us:

Put People First

I’m sure it’s no surprise that, at Edgewell, people are our priority. From our teams to the communities we reach, by putting people first you can help bring out the best. Approachable and personable characteristics are really important but a shared understanding that it is people that drive our business and will drive our future success is something we look for when recruiting. We want to create the best environment for all to thrive in and every hire we make can have an impact on that. Why not prepare some examples where people were at the forefront of a decision you made?

Own It, Together

Throughout Edgewell, we find joy in collaborating because we know teamwork leads to great things, but we always remain personally accountable ourselves. Teams at Edgewell are made up of all types of personalities and, to me, that’s what makes us work so efficiently. Your difference is what makes you unique and desirable as a new hire, embrace it and don’t be afraid to show us a little of your personality during the interview stages. It is beneficial to have polished answers but find a way to tell us about you, the real you.

Move Forward

At Edgewell, we learn from our mistakes and continue to pursue innovative ideas with a passion and joy which is unique to our business. Don’t be afraid to take small risks and move forward quickly. We understand that failure is sometimes inevitable, and that’s ok. Recognize your past successes and failures and take pride in your resilience. My top tip is to have examples where you’ve learned from and had to adapt to a given situation. Be prepared to be asked questions around this too and think of your answers in terms of the STAR model; What’s the SITUATION, What TASK did you complete, Describe the specific ACTIONs you took, Close with the RESULT of your actions.

Listen Up, Speak Up

At Edgewell we prioritize sharing honest, compassionate feedback and helpful insights, so our teams find joy in moving forward together. As you explore roles and advice, welcome new voices and actively seek out different opinions. During your job search, keep an open mind and ask for honest feedback where you can, that little bit of advice could help you land your ideal role. So, these are a few of the values we live by at Edgewell and I hoped they helped shed a light on whether you might be a right fit for us or gave you a helping hand with your job search. My last piece of advice is to remember all that YOU can bring to a role. Your outlook, life experience and personality can always add to any organization. Own it, embrace it, and I wish you the best of luck on your search. If Edgewell sounds like a place you’d love to work—join us! We spend our days making useful things joyful and finding new and innovative ways to bring sustainability and best practices to the products you know and love. Check out our careers site to learn more and to see our current vacancies: View Careers page

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Today is Veterans Day here in the U.S. and so before I share my story, I want to acknowledge my fellow servicemen and -women who served. You built and preserved the foundation of freedom on which we stand. Thank you for your service.

Having been at Edgewell for nearly three years, I realized many of you probably don’t know much about my background and experiences. Each year on this day I reflect upon the contributions and sacrifices of my fellow servicemen and -women, past and present and I decided it was time to share a bit more about myself and how my time in the military has shaped my life and leadership approach.

The military is the ultimate team sport.

I was fortunate to spend nine years in the U.S. Military – four as a cadet at the U.S. Air Force Academy followed by five as an active duty officer in the U.S. Air Force.

When most people find out I was in the Air Force, their first question is, “Were you a pilot?”, and so I’ll answer that straightaway. Yes and no. I had my private pilot’s license, but I didn’t have a passion for flying. What really drew me to the Academy was its academic rigor and the opportunity to serve my country. I saw it as a highly competitive environment that would push me, challenge me, and help me grow and develop. So, I passed on pilot training and instead went on to work in the Air Force Research & Development organization after graduation.

The U.S. Military is a special and unique organization that, in my opinion, is not replicated elsewhere in business, sports, or other militaries around the world. Those who join this all-volunteer organization believe in the mission of preserving independence and freedom in the U.S. as well as democracy and freedom around the world. I was fortunate to work for some amazing people who taught me what great leadership looks like.

As I reflect on my time in the Air Force, it’s easy to draw the parallels between my service and how I choose to lead in business.

Team Mentality

My colleagues at Edgewell know I am a big promoter of the team-first mentality – of having a winning mindset and believing wholeheartedly your team will prevail. I truly believe this is how we must operate to be successful – we win together, we learn together, we pick up our teammates when they are in need, and we always look to the team first for advice and guidance. Much of this mindset comes from my service.

As I reflect on my time in the Air Force, it’s easy to draw the parallels between my service and how I choose to lead in business.

The focus is always on the team unit, with a deep conviction that service, success and delivery on the mission are more important than the individual. Relying on others to achieve objectives, forms deep bonds and trust. In any team situation, belief that you are on the best team ensures success, regardless of the circumstances.

Results-Driven

The military is a results-oriented business. It’s win or lose, live or die. Everything that happens on any given day is focused on achieving victory. As a result, all decision-making structures, specific roles, and individual objectives are clear and directly linked to the team’s goals.

I’ve taken this approach to my role as CEO of Edgewell, where I consistently seek to trust, build and empower my team. Individual goals for every person in the company should link directly to the overall mission and objectives and provide line of sight on how their work and contributions help deliver success. My job is to ensure the right leaders are in place, they are clear on their objectives, and they are able to get the best from everyone in the organization.

My role is to motivate, develop and coach the team to deliver.

To drive results, there must also be a constant focus on learning and development – with a balance between experiential and “classroom” learning.

Diversity is the Key to Success

Diverse teams deliver better results. The military is a true reflection of the broader U.S. population and because the focus is on the higher order of mission and winning, it creates strong bonds and common objectives between people that otherwise might not have been on a team together in civilian life. The diversity is truly unique – a range of ethnicities; residents of small towns and big cities; men and women; poor and wealthy; highly educated and little to no education – all come together on a level playing field as part of the same team.

Diverse teams deliver better results. 

I saw the power of diversity in action in the military and know the best results are driven when conventions are challenged, and a range of diverse options are considered. People from different backgrounds provide critical views and perspectives simply by virtue of having different experiences – this shapes outcomes and results that otherwise might fall victim to narrow viewpoints and herd mentality.

Taking Stress in Stride

Nothing in the business world has stakes as high as what I experienced in the military. If we get a business decision wrong or execute poorly, we simply miss a commitment, and worst case may be I get fired – but nobody dies. The stakes are completely different, and my frame of reference allows me to rarely, if ever, feel stress from what happens with work and the business. Sure, like anyone else I think about competition, the pandemic, the future, etc., but it’s always from a place of positive energy and eagerness to solve the issues at hand rather than a stressful, worried mindset that can lead to inaction or erratic decisions.

Crises and difficult situations are opportunities to excel and build the team.

Overcoming the most trying times often builds the greatest level of trust among teammates and a feeling of true accomplishment.

Leading by Example

While there is a clear hierarchy and structured lines of reporting, leaders in the military are taught to be selfless and step up to do what is right, regardless of the official hierarchy. The best lead by doing – going to the front to lead the team, never asking their team to do something they wouldn’t do themselves and never leaving anyone behind.

This is the single most important aspect of being a leader and is the reason I strive to be hands on with every aspect of the business. There is nothing I would ask my team to do that I haven’t already done or be willing to do myself.

 Teams know if you have their back and are in it with them.

If you are still here with me, thank you for taking an interest in my experiences and learning. I do this to shine a light on how the military isn’t just training fighters, it’s shaping leaders and providing important skills that many of my fellow servicemen and -women can use throughout the rest of their lives to excel, regardless of career choice.

Thank you to all who have served. You have my utmost respect and gratitude. Today we honor you and those who made the ultimate sacrifice.

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