
Charmin is a toilet paper brand wholly owned by Procter & Gamble (NYSE: PG), which acquired the brand in 1957. Founded in 1928 by the Hoberg Paper Company in Green Bay, Wisconsin, Charmin holds approximately 25% of the North American toilet paper market with approximately $2 billion in annual U.S. sales. P&G is headquartered in Cincinnati, Ohio, and is led by CEO Shailesh Jejurikar as of January 2026. Charmin faces ongoing greenwashing class-action litigation consolidated in federal court in Ohio.
Parent Company
Acquired
1957
Status
Publicly Traded
Headquarters
| Brand | Parent Company | Ownership Type |
|---|---|---|
| Charmin | Procter & Gamble Company | Brand division |
Charmin was first manufactured in 1928 by the Hoberg Paper Company in Green Bay, Wisconsin. The company developed a softer, more absorbent toilet paper using a specialized manufacturing process that produced a gentler texture than the harsh toilet paper commonly available at the time. The brand name "Charmin" was derived from combining the words "charming" and "champion," reflecting the product's intended positioning as a premium, pleasant-to-use toilet paper.
Throughout the 1930s and 1940s, Charmin gained popularity among American consumers who appreciated its softness. The brand's growth was steady but regional, as Hoberg Paper Company lacked the national distribution network to compete at scale across the United States.
The pivotal moment in Charmin's history came in 1957 when Procter & Gamble acquired the brand. P&G brought advanced manufacturing technology, national distribution, and marketing expertise to Charmin, transforming it from a regional product into a national brand. Under P&G ownership, Charmin benefited from significant investments in research and development, manufacturing scale, and consumer marketing.
Charmin's first iconic advertising character was Mr. George Whipple, introduced in 1964. Played by actor Dick Wilson, Mr. Whipple was a fictional supermarket manager who told customers "Please don't squeeze the Charmin!" while hypocritically squeezing the product himself when he thought no one was looking. The character and catchphrase were created by John Chervokas of the advertising agency Benton & Bowles. The campaign was designated among the top 100 advertising campaigns of the 20th century by Advertising Age. Wilson appeared as Mr. Whipple in more than 500 commercials between 1964 and 1985, and briefly returned to the role in 1999 and 2000. A 1978 TV Guide survey ranked Mr. Whipple as the third most recognizable person in the United States, behind only Richard Nixon and Billy Graham.
In 2000, P&G replaced the Mr. Whipple campaign with the Charmin Bears, a family of animated cartoon bears created by D'Arcy Masius Benton & Bowles. The original bear was not 3D-animated and had a light brown/tan color. In 2001, three cubs were added to the family. By 2007, a blue bear was introduced to represent the "Ultra Soft" variety and a red bear for the "Ultra Strong" variety. The bear became part of Charmin's packaging in 2004, replacing the baby image that had previously appeared on the product. The Charmin Bears campaign has run for over 25 years, making it one of the longest-running advertising campaigns in consumer products history.
Throughout the 2000s and 2010s, Charmin expanded its product line with multiple varieties including Ultra Soft, Ultra Strong, Essentials, and Mega Roll formats. The brand also expanded internationally, though the United States remains its primary market. Charmin has maintained its market leadership through continuous product innovation in softness technology, absorbency, and roll format optimization.
In 2016, P&G began featuring Forest Stewardship Council (FSC) certification on Charmin packaging as part of its "Keep Forests as Forests" sustainability campaign. The "Protect-Grow-Restore" logo was added to communicate three promises: protecting forests through FSC-certified pulp, growing two trees for every one used, and restoring forests through a partnership with the Arbor Day Foundation. These claims became the subject of significant litigation beginning in January 2025.
Procter & Gamble delivered mixed financial results in fiscal 2026, reflecting both the strength of its business model and challenges in the current consumer environment. In Q2 2026, P&G reported adjusted earnings per share of $1.88, exceeding Wall Street expectations of $1.86, while revenue of $22.21 billion fell slightly short of analyst expectations of $22.28 billion. The company's ability to beat earnings estimates despite revenue challenges demonstrates the effectiveness of its productivity initiatives and cost management strategies.
Financial Performance Overview shows P&G's resilience in a challenging market. The company revised its fiscal 2026 earnings outlook to 1% to 6% net earnings per share growth, down from the previous forecast of 3% to 9%, citing higher restructuring charges. Despite this adjustment, P&G maintained its sales growth guidance, reflecting confidence in its business fundamentals and strategic positioning. CFO Andre Schulten noted that "We've now completed what we fully expect will be the softest quarter of the fiscal year," indicating anticipation of improved performance in the second half.
Volume Performance revealed significant challenges across key categories, with overall volume falling 1% as three out of five product categories reported shrinking volume. This decline reflects broader consumer behavior patterns as inflation-weary consumers hunt for deals and reduce discretionary spending, particularly in P&G's largest market, the United States. Despite these challenges, Schulten emphasized that "People have not stopped washing their hair, they still buy diapers, they do their laundry — albeit at a little bit slower pace, so the market growth has certainly slowed over the last 18 to 24 months."
Segment Performance showed divergent trends across P&G's business portfolio. The baby, feminine and family care segment experienced the steepest decline with volume falling 5% in Q2 2026, facing tough comparisons with the year-ago period when retailers and consumers stocked up ahead of expected port strikes. The grooming business, which includes Gillette and Venus razors, reported a 2% volume drop, reflecting ongoing competitive pressures in the men's grooming market. The health-care segment saw volume fall 1%, including brands like Oral-B, Vicks, and Pepto-Bismol.
Bright Spots in Performance were primarily in the beauty segment, which was the only division to report volume growth, rising 3% fueled by stronger demand for hair-care products. The fabric and home-care business, which includes brands like Febreze and Tide, reported unchanged volume, demonstrating stability in P&G's largest business segment by revenue. These performance variations highlight the importance of P&G's diversified portfolio strategy in navigating market challenges.
Q1 2026 Results demonstrated stronger performance compared to Q2, with net sales of $22.4 billion, up 3% versus the prior year, and organic sales increasing 2%. The company achieved diluted EPS of $1.95 (up 21% YoY) and core EPS of $1.99 (up 3% YoY), reflecting strong operational execution. Operating cash flow was $5.4 billion, and the company returned $3.8 billion to shareholders through dividend payments and share repurchases, demonstrating P&G's commitment to shareholder returns.
Consumer Market Dynamics continue to shape P&G's performance, with the company facing "softer consumer markets, aggressive competition, and a dynamic geopolitical landscape" according to CFO Schulten. These challenges reflect broader economic pressures affecting consumer spending patterns and competitive intensity in key categories. However, P&G expects stronger results in the second half of the fiscal year, fueled by upcoming innovation and improved market conditions.
Innovation and Demand Creation remain central to P&G's strategy for driving growth. The company is increasing investment in innovation and demand creation to improve value for consumers and drive category growth. This focus on innovation is particularly important in the beauty segment, where new product development and marketing initiatives have helped drive volume growth despite overall market challenges.
Q3 2026 Results showed a significant acceleration in performance. P&G reported net sales of $21.24 billion, up 7% versus the prior year, beating Wall Street expectations of $20.5 billion. Organic sales increased 3%, driven by a 2% increase in volume — the first time in a year that P&G reported growing volume across the company. Core EPS of $1.59 beat estimates of $1.56, up 3% YoY. Diluted EPS was $1.63, up 6%, boosted by a gain from the dissolution of the Glad joint venture business. CEO Shailesh Jejurikar stated: "We delivered a solid acceleration in top-line results in our fiscal third quarter, with broad-based growth across product categories and regions." All five segments posted net sales growth: Beauty +11% ($3.87B), Fabric & Home Care +7% ($7.4B), Baby/Feminine/Family Care +6% ($5.06B), Health Care +7% ($3.07B), and Grooming +7% ($1.61B). The company returned $3.2 billion to shareholders via $2.5 billion in dividends and over $600 million in share repurchases. However, P&G warned about uncertainty from the Iran war's effects on input costs and consumer spending, projecting approximately $400 million in after-tax tariff costs and $150 million in commodity cost headwinds. If Brent crude stays around $100/barrel, P&G projects an annual after-tax headwind of $1 billion. The company will not provide a fiscal 2027 forecast until its July earnings report.
Leadership Transition Impact represents a significant element of P&G's current strategy. Shailesh Jejurikar's appointment as CEO effective January 1, 2026, brings fresh perspectives while maintaining continuity through Jon Moeller's transition to Executive Chairman. Jejurikar described his vision at the CAGNY Conference: leveraging P&G's strengths to "create the CPG company of the future."
Geographic Performance varied across P&G's global markets, with the United States facing particular challenges due to consumer behavior changes and competitive pressures. However, the company's global diversification provides stability, with different regions experiencing varying levels of economic pressure and consumer demand patterns.
Supply Chain and Operations have been optimized to support P&G's productivity initiatives and cost management strategies. The company's integrated supply chain encompasses suppliers, manufacturing partners, and retailers in complex networks ensuring product availability worldwide while maintaining operational efficiency.
Future Outlook remains cautiously optimistic, with P&G maintaining its fiscal year 2026 guidance for all-in sales growth of 1% to 5% and net EPS growth of 1% to 6% versus FY2025 diluted EPS of $6.51. Core EPS growth guidance is in-line to up 4% versus FY2025 core EPS of $6.83, equating to $6.83 to $7.09 per share. However, earnings are expected to trend toward the lower end of the range as cost headwinds persist and investments step up. The company faces approximately $400 million in after-tax tariff costs and $150 million in commodity cost headwinds. P&G will not provide a fiscal 2027 forecast until its July 2026 earnings report, citing uncertainty from the Iran war's impact on input costs and consumer spending.
Investor Confidence remained strong despite mixed results, with P&G shares rising more than 2% in morning trading following the Q2 earnings announcement. This positive market response reflects investor confidence in P&G's ability to navigate current challenges while positioning for future growth through strategic initiatives and operational excellence.
P&G's recent performance demonstrates the company's ability to maintain profitability and shareholder returns while navigating challenging market conditions. The combination of operational efficiency, brand strength, and strategic focus on innovation provides a solid foundation for continued success in the competitive consumer goods industry.
Charmin's sustainability practices are the subject of significant controversy and ongoing litigation. As a disposable paper product made from wood pulp, Charmin has an inherently large environmental footprint, and P&G's environmental marketing claims have been challenged as misleading.
P&G's "Keep Forests as Forests" campaign, launched in 2016, makes three promises displayed on Charmin packaging through the "Protect-Grow-Restore" logo. The "Protect" promise claims that Charmin uses only pulp certified by the Forest Stewardship Council (FSC). The "Grow" promise states that "for every tree used at least two are regrown in its place." The "Restore" promise advertises a partnership with the Arbor Day Foundation to plant one million trees in forests affected by natural disasters between 2020 and 2025.
The 2025 greenwashing litigation alleges that each of these promises is misleading. Plaintiffs claim that P&G has admitted internally that the available supply of FSC-certified pulp in Canada is insufficient for its production needs, and that the company has shifted to less rigorous chain-of-custody and controlled-wood designations and to other certifiers (Sustainable Forestry Initiative and the Programme for the Endorsement of Forest Certification) without changing the prominent FSC logo on packaging. The complaint also alleges that the "Rainforest Alliance Certified" seal still appearing on Charmin marketing materials is obsolete because the Rainforest Alliance ended that certification program and does not operate in the boreal forest.
Regarding carbon emissions, P&G has set a goal of a 65% reduction in Scope 1 and 2 greenhouse gas emissions by 2030 versus a 2010 baseline. As of June 30, 2024, P&G had achieved a 60% reduction, from approximately 5.4 million metric tons to approximately 2.15 million metric tons, primarily through energy efficiency and renewable electricity purchases without voluntary carbon offsets. However, Scope 3 emissions, which include the environmental impact of raw material sourcing and end-of-life disposal of Charmin products, remain significant and are not covered by this reduction target.
The Natural Resources Defense Council (NRDC) has published reports criticizing Charmin and other major toilet paper brands for relying on virgin wood pulp from the Canadian boreal forest rather than using recycled fiber or alternative fibers such as bamboo. The NRDC's "Issue With Tissue" report grades toilet paper brands on sustainability criteria, and Charmin has consistently received low scores.
Charmin does not hold B Corp certification. The brand's FSC certification is the subject of the ongoing litigation described above.
Greenwashing Class-Action Litigation (2025-2026): In January 2025, Hagens Berman filed a class-action lawsuit against Procter & Gamble in the U.S. District Court for the Western District of Washington, alleging that P&G made misleading environmental claims on Charmin toilet paper packaging. The lawsuit (Lowry et al. v. Procter & Gamble Company, Case No. 2:25-cv-00108) was filed on behalf of eight consumers from Washington, California, Illinois, and Massachusetts, seeking damages and injunctive relief on behalf of consumers in approximately 30 states and the District of Columbia.
By April 2025, seven separate class-action lawsuits had been filed in six federal district courts. On August 8, 2025, the Judicial Panel on Multidistrict Litigation transferred all seven cases to the U.S. District Court for the Southern District of Ohio for consolidated pretrial proceedings before Judge Douglas Cole. On October 30, 2025, P&G moved to dismiss the consolidated and amended complaint. Plaintiffs opposed the motion in December 2025, and P&G filed its reply in January 2026. As of August 2026, the motion to dismiss is pending, and the parties are conducting discovery.
The lawsuit alleges that P&G's "Keep Forests as Forests" campaign and "Protect-Grow-Restore" logo convey environmental responsibility that the company's actual supply chain does not support. Specifically, the complaint alleges that Charmin pulp is sourced from areas of the Canadian boreal forest harvested through clear-cutting and slash burning, and that replanted areas are converted into single-species tree plantations rather than the biodiverse primary forest that was harvested. The plaintiffs cite the Federal Trade Commission's Green Guides as the framework for what marketers can and cannot claim about environmental benefits.
Rainforest Alliance Certification Controversy: From 2016 until recently, Charmin featured the Rainforest Alliance Certified seal on its packaging. When the Rainforest Alliance transitioned its certification business, P&G funded a new program called "Forest Allies" under the Rainforest Alliance brand in 2021, costing $250,000 per year. This allowed P&G to continue featuring a seal on its products, though the Forest Allies seal refers to a community of practice supporting forest communities in the tropics rather than a certification process. The difference between these seals has become a point of consumer confusion and legal scrutiny. The lawsuit alleges that the "Rainforest Alliance Certified" seal still appearing on Charmin marketing materials is obsolete.
NRDC Sustainability Criticism: The Natural Resources Defense Council (NRDC) has published multiple reports criticizing Charmin for relying on virgin wood pulp from the Canadian boreal forest. The NRDC's "Issue With Tissue" report grades toilet paper brands on sustainability, and Charmin has consistently received failing scores. The reports highlight that the Canadian boreal forest stores 30% to 40% of land-based carbon and that clear-cutting for toilet paper production contributes to carbon emissions and biodiversity loss.
Environmental Impact of Disposable Paper Products: Beyond the specific greenwashing claims, Charmin faces the inherent environmental challenge of being a disposable paper product made from virgin wood pulp. Environmental advocates have called for Charmin to incorporate recycled fiber or alternative fibers such as bamboo, as some niche brands have done. P&G has argued that its FSC-certified sourcing ensures responsible forest management, but the litigation and NRDC reports challenge the adequacy of this approach.
These competing brands operate in the same categories and provide similar products or services. Compare key attributes to understand market positioning and competitive landscape.
| Brand | Parent Company | Country | Founded | Market Position | Primary Market | Gender Target |
|---|---|---|---|---|---|---|
| Unilever | United Kingdom | 1965 | Mass market | Global | All Genders | |
| Reckitt | United Kingdom | 1953 | Premium | Global | All Genders | |
| Honest Company | USA | 2012 | Premium | United states | All-ages |
Household Consumer GoodsOwned by Unilever plc
Global cleaning products brand owned by Unilever, sold in over 50 countries. Founded in 1965, Cif is known for surface cleaners, cream cleaners, and the probiotic-powered Infinite Clean line launched in 2025.
Household Consumer GoodsOwned by Reckitt
Dishwasher detergent brand owned by Reckitt, known for dishwashing tablets, gels, and additives sold globally.
Baby CareOwned by The Honest Company, Inc.
Consumer goods brand co-founded by Jessica Alba in 2012, focused on non-toxic household and baby products, publicly traded on NASDAQ under ticker HNST.
Market Positioning: Charmin competes with 3 brands in the same categories, ranging from mass market to luxury positioning.
Geographic Distribution: Competitors are headquartered across multiple regions, indicating global competition in this market segment.
Brand Heritage: Competitor brands range from established heritage brands to newer market entrants, with founding years spanning several decades.
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Household Consumer GoodsOwned by S.C. Johnson & Son, Inc.
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