Thank you all for dialing in to join us today. I'm going to begin with the Safe Harbor statement. I recommend you read it at your leisure. I'm gonna give you the short story up front. 2021 was the year of supply chain disruption, inflation, and high consumer demand. We acted quickly in response. We raised price, and we added a significant number of co-packers and suppliers to our network. Consumer demand drove significant sales growth, which enabled us to offset some of the inflation. Because of the demand, we are now planning to significantly expand our capacity for vitamins, litter, and laundry in the next 2 years. During the past year, we kept our focus on being digitally savvy as our online sales grew to 15% of our global sales. We posted full year 2021 organic sales of 4%, which was broad-based across all our businesses, U.S., International, and Specialty Products. Our full year 2021 EPS growth of 7% is down the middle of the 6%-8% EPS outlook that we announced 12 months ago. We feel very good about hitting our EPS range given all that happened in 2021. Now let's jump into the formal part of the program. Let's start with our performance over time. Just about any period you would pick, you would conclude Church & Dwight is a stellar performer within the CPG space, and we are known for our consistency. 2021 was another year with 17.9% total shareholder return. We have an evergreen business model which calls for 3% organic sales growth and 8% EPS growth. If you said, "How's that evergreen model working out for you?" Well, let's take a look. We've averaged 4.3% organic sales growth for over 10 years, and if we take a look at EPS, we've averaged over 10% EPS growth over the same period. The sources of our 3% organic growth are 2% U.S., 6% International, and 5% Specialty Products. We have 14 power brands, and they drive more than 80% of our revenues and profits. We have a well-balanced portfolio with a pretty even split between household and personal care. Specialty Products rounds out the portfolio, representing 6% of sales. Our business has been known to perform well in virtually any economic environment because we have a balance of 60% premium products and 40% value. We are well positioned for good times and bad times. About three-quarters of our business is in the U.S., which means we have a lot of room to grow internationally. We believe one of our competitive advantages is we can move fast and adapt to a changing market. That quality was clearly demonstrated over the past 18 months, given all the obstacles we have overcome. We have experienced significant headwinds in 2021, which will continue in 2022. Regarding the inflation headwinds, we have raised price on 80% of our portfolio, and we are not done. We are planning for more price increases in 2022. Later on in the presentation, Rick Spann, our supply chain leader, will discuss our actions to address supply shortages. We have a long history of growth through acquisitions. Since 2004, we have completed an acquisition in almost every year as we have grown from a $1.5 billion company to over $5 billion today. Later on, Barry Bruno, our Chief Marketing Officer, will take us through our most recent acquisition, TheraBreath. Back in the year 2000, we had only one power brand, and that was ARM & HAMMER. Today, we have 14 power brands that are leaders in each of their categories. We've become a digitally savvy company. Only 1% of our sales were online in 2015. Today, it's 15%. This is another example of our ability to adapt. We have a low exposure to private label. The weighted average private label share in our categories is 12%. Actually, only five of our 17 categories have meaningful private label exposure. In general, private label has not been a significant factor in our categories over the past year. Now I'll turn the mic over to Barry Bruno, our Chief Marketing Officer. Thanks, Matt, and hello, everyone. I'm Barry Bruno, and for the last several years, you've been hearing from me about our International business. In October, I took over as our Chief Marketing Officer, so while I still love our International business and team, you're gonna be hearing from me now about our U.S. Domestic business. That business, which as you heard earlier, represents over 75% of total Church & Dwight sales, is in a great place and is well positioned for future growth. I can say that with confidence because, first and foremost, we compete in healthy, growing categories in which we often hold the number one or two market share position. Second, there are a number of macro trends, some of which are established and some of which are just emerging, which provide huge tailwinds to our brands going forward. Finally, our two most recent acquisitions have, for different reasons which I'll get into shortly, huge room to run ahead of them. To my first point about healthy, growing categories, here you can see the top 17 categories in which we compete, and whether they've grown in green or contracted in red in each calendar year. What you'll see overwhelmingly is a lot more growth than contraction, and if you look more closely at 2021 performance, you'll see sequential aggregate weighted growth across all categories of +6.2% in 2021, which was on top of exceptional +12.5% growth in 2020. My second reason for confidence in the future is that multiple trends, both established and emerging, point to long-term future growth. The first trend centers around pricing, where you heard Matt confirm earlier that we've taken price on 80% of our portfolio, and we think pricing is a muscle we're going to continue building as we expect a prolonged inflationary environment and see future price increases as likely. The second trend is an elevated, and we believe permanent, consumer focus on maintaining a cleaner and healthier home. The third is a belief that from a health standpoint, both mental and physical, prevention is the best medicine. The fourth is that self-care has gone beyond just an occasional splurge and has become an essential and permanent part of so many more consumers' daily routines. Finally, that a gradual return to normalcy, despite what we've seen in the past few weeks, is inevitable, and when consumers are ready to return to their pre-COVID social routines, we're ready for them. If that's not enough, we still have huge runway ahead on our two most recent acquisitions. With regard to Zicam, we haven't had a normal cold and flu season since COVID struck. As we emerge from COVID, and consumers are increasingly social, experts predict there's an inevitable return of the flu, and those peak seasons that we see in Q1 and Q4 will provide material growth that we haven't experienced since acquiring the brand. Now that we're launching Zicam in a new gummy form, which I'll talk about more in a bit, there's even more reason to believe. Finally, TheraBreath was a great holiday present when the deal closed on December 24th. When we combine significant new distribution opportunities with our great Waterpik dental hygienist detailing force, we see significant room for growth ahead. Speaking of TheraBreath, just about everyone suffers from morning breath, and over 2.5 billion people worldwide, or almost 30% of the world's population, suffer from some sort of chronic bad breath. That bad breath starts most of the time in the mouth, throat, and tonsils, driven by sulfur-producing bacteria that lingers there. Dr. Katz, who we bought the brand from, realized this not only as a dentist himself, but as the father of a daughter who was struggling with chronic bad breath. Dr. Katz invented this alcohol-free mouthwash designed to specifically target sulfur-producing bacteria. It was a home run with his daughter, and you can see here that it's been a home run with consumers everywhere as it has been materially outpacing total mouthwash category growth and the alcohol-free category subset every year since launch. Better yet, there's still huge room to run ahead of us. This slide captures total retail points of distribution for our top competitors and for TheraBreath. What you'll quickly see is that even though TheraBreath is driving category growth, as you saw in the last slide, we're way behind in total points of distribution, with ample room to launch new variants, new sizes, and expand into new channels ahead. In summary, we participate in great, healthy, growing categories. Multiple key trends are our friend, and our most recent acquisitions have tremendous room to run, all of which give us confidence in our future, and we haven't even talked about new products yet. Okay, now let's move over to new products, where we have a long history of launching new product innovation across our portfolio of power brands, and 2022 will be no exception. Let's dive into a sampling of some of our 2022 new products. The new VMS consumer who entered during the pandemic is more likely to purchase gummies, seeks products with multiple benefits, and is a more immune-conscious consumer. As the category continues to shift to gummies, VitaFusion set out to expand the relevance of gummies in order to continue to win at shelf. Introducing VitaFusion bilayer gummies. These two-in-one gummies provide two benefits, two flavors, and two colors to deliver multiple benefits in a fun and visually appealing way. This multi-plus platform clearly articulates product benefits and enhances shopability, and research has told us that the platform is expected to grow the VMS retail market basket as nearly 30% of respondents said they would take these in addition to their current multivitamin. The immune SKU is a multivitamin plus zinc and vitamin C. The beauty SKU is a multivitamin plus biotin and retinol, and we're looking forward to both driving great continued growth. Now, moving over to our specialty hair care franchise, you heard me say earlier that over the past several years, there has been a shift in consumer priorities towards self-care. During COVID, this trend has been magnified as consumers are spending much more time at home. One example of the desire to pamper and treat oneself can be seen in 23% growth in hair treatments, and within that segment, 72% growth specifically in hair masks. Hair masks represent an opportunity to care for the health and condition of hair. However, they typically take around 10 minutes to work and need to be rinsed off in the shower. Introducing Batiste leave-in hair masks, which deliver self-care on her terms. These lightweight conditioning formulas are infused with plant-derived proteins and vitamin E and allow her to nourish hair and seal in moisture between washes with no rinsing required. Now over to fabric care, where the baby detergent segment is currently a $136 million category and is the second fastest-growing segment in liquid laundry detergent. However, ARM & HAMMER doesn't have a product here today to meet mom's needs, where we know she's looking for a hardworking product at a reasonable price, so she doesn't have to compromise on what's best for her baby. Introducing our first ARM & HAMMER baby laundry detergent, which is designed to help families do what's best for their babies with zero compromises. Specially created with our ARM & HAMMER babies in mind, it's gentle enough for baby skin, tested by pediatricians, and offers a hypoallergenic formula that has zero preservatives, no phosphates, and no dyes, and it's even EPA certified as a safer choice. We're very excited about this launch because a baby liquid laundry detergent also helps us de-age the ARM & HAMMER brand, increasing the lifetime value of each consumer. In closing, these are just a few highlights from another great year of innovation from Church & Dwight. Okay, now over to my friend Mike Read to talk about our growing International business. Thanks, Barry. Over the next few minutes, I'd like to run you through the International consumer highlights, followed by our Specialty Products story. For the International division, our evergreen model target is 6% in organic sales growth. In 2021, we posted organic growth of 5%, slightly below our evergreen model of 6%, but lapping 8.6% growth in 2020. While we're below our evergreen model target, 2021 is a strong delivery in the face of widespread global supply disruptions, impacts from COVID-19, and weather-related events. Q4 finished at 4.7% growth, combining our two International segments. First, our subsidiary markets, which are fully staffed Church & Dwight teams, Canada, Mexico, the U.K., France, Germany, and Australia. Secondly, our global markets group that covers more than 130 markets and represented by over 400 distributor partners around the globe. Both our subsidiary and GMG segments posted positive growth in 2021 and continue to have strong consumer demand in improving market share positions in key categories. The result has rebuilt an International consumer business that is now in excess of $900 million in sales and approaching scale in several markets. Let's take a closer look. GMG now represents our largest segment at 35% of total International net sales and has doubled in size over the past five years, followed by Canada at 28%, Europe at 22%, and Australia and Mexico at 8% and 7%. Across all our segments, we continue to gain distribution, introduce new brands and innovation, enter new channels, and widen our geographic reach to drive growth. From a growth standpoint, our subsidiary markets grew 3% in 2021, and GMG grew almost 11%. Important to note, International mix is heavily weighted towards personal care in OTC categories versus household, many of which have faced category setbacks due to COVID-19. What's driving our International growth? We have a portfolio of brands that consumers love, and that's not limited to the U.S. market, and we are early days in many of the world's largest economies. We continue to expand our U.S. power brands into global power brands. Brands like ARM & HAMMER, OxiClean, and Trojan continue to gain momentum, all of which have long international runways in our global markets. This includes selectively leveraging innovation sourced out of our GNPI organization and launching locally relevant new products under our global brands. We continue to widen our personal care and OTC portfolio presence in emerging markets like China, Southeast Asia, the Middle East, and Latin America, with particular focus on brands like Batiste, Anusol, Gravol, and Stérimar. Our portfolio has proven over and over it can travel with success. We continue to drive household penetration of more recent acquisitions like Waterpik and Flawless. Acquisition has been a key growth driver for International, and TheraBreath offers our latest installment. As we continue to build scale, leverage pricing, and improve brand mix towards personal care and OTC, we continue to deliver on our evergreen target to expand operating margin in the International division by at least 50 basis points per year. We did better than expected in 2020, where we grew 120 basis points, and 2021 is more of the same, growing operating margin another 120 basis points. In closing on International, we've had a stellar track record of growth since 2014. At more than $900 million in net sales, we are pacing ahead of the long-term evergreen model target. By leveraging our portfolio brands that consumers love, including our newly acquired acquisitions and innovation, continuing to expand our global market footprint, and by investing in key capabilities, International remains committed to delivering our evergreen target of 6% organic sales growth and expanding operating margin by 50 basis points. Okay, let's switch gears to our animal productivity story. Our Specialty Products division, from an evergreen model perspective, aims to deliver 5% organic sales growth. Our Specialty Products division is now more than $330 million in sales and posted strong growth above plan in 2021 at 12%. 70% of the business is animal productivity, while the remaining 30% is supported by specialty chemical sales. As you can see, animal productivity is split into two main segments, dairy and non-dairy. We produce three types of products, prebiotics, probiotics, and nutritional supplements. This is important as today's consumer continues to move away from foods produced with antibiotics, and our portfolio is geared directly to support this growing trend. The dairy business is a cyclical market and represents the biggest part of the animal productivity business. Typically, every few years, we see an up year as evidenced by 2011, 2014, then again in 2017. Due to COVID-19, we did experience a delay in the upcycle in 2020, and we did anticipate a strong recovery in 2021. With healthy milk prices forecasted and strong demand for dairy products, we do expect back-to-back years of organic growth in 2022, breaking the animal productivity cycle. Back in 2015, non-dairy sales were largely nonexistent. Today, non-dairy sales represent approximately 26% and has balanced out in our portfolio. We expect our non-dairy sales to grow double digits in 2022. Similarly, we're adding resources and growing our animal nutrition business globally. In 2021, our International business has grown to represent 16% of total sales. Again, offering further balance and revenue growth streams in our portfolio. In summary, Specialty Products has delivered an impressive 12% growth in 2021. We're backed by a trusted brand in ARM & HAMMER. We're aligned to growing consumer trends towards prebiotics and probiotics. We continue to widen our species footprint to include cattle, swine, and poultry, and we're adding resources to grow our International business. Thanks for listening. Now over to Rick Spann to talk about supply chain. I'm going to take a few moments to talk about our efforts to secure the performance of our supply chain. Like many manufacturers, we have stepped up our focus on resiliency over the last two years. Here's how we articulate our strategy. Church & Dwight has a short, resilient, and tariff-proof supply chain serving Western and APAC markets with local manufacturing. We have implemented several initiatives to reduce the length of our supply chain over the last two years. One example is how we are supplying our growing business in the APAC region. In 2020, 0% of our business sold in APAC was manufactured there. By the end of next year, 40% will be sourced from within the region. Closer to home, we have added two 3PLs to our distribution network, which has enabled us to position buffer inventory closer to our customers' DCs in the southeast and south central regions. In order to reduce tariffs and our overall dependency on China, we have started to move Waterpik manufacturing to other Southeast Asia locations. By the end of 2023, 50% of our volume will be produced ex-China. We do a good job of managing a complex base of suppliers and co-packers. In order to add additional sourcing options, we have increased our co-manufacturing base by 19% since the start of the pandemic, and our supplier base by 22%. We now have many more options when we face upstream disruptions. Of course, in addition to a large base of contract manufacturers, we have impressive in-house manufacturing capabilities with an ability to produce a wide array of products in multiple formats across our 15 plants. We have done a lot of work over the last two years to increase throughput out of our plants and to be the best employer in the areas where we operate so that we can retain and attract talented employees. We are making significant capacity investment in-house in order to stay ahead of our growing categories. We have either completed or have active capacity projects underway for scent boosters, liquid laundry, unit dose laundry, trigger products, VMS, and cat litter. We have a dedicated and talented supply chain team. The vision that they march to is to maintain operational excellence while creating the supply chain of the future. Our talented team has done a great job of dealing with the many urgent issues that the pandemic has put in front of them while building more resiliency for the future. Now, back to Matt. Thanks, Rick. Let's spend a few minutes on how we run the company. We have five operating principles. Number one, we leverage our brands. Number two, we are a friend of the environment. Number three, we have highly productive people. Number four, we strive to be asset light. Finally, number five, we leverage acquisitions. If you do the first four well, you will have good shareholder returns. If you can add solid acquisitions, you can generate great returns. Number one, we are fortunate to have brands that consumers love, and we have dozens of brands around the world. Number two, we have a long history of being a friend of the environment. You can see some of the milestones on this slide. In addition to our goal of being carbon neutral by 2025 through science-based targets, we have a goal of reducing our water usage by 10% annually and maintaining a solid waste recycling rate of 75%. We have received plenty of recognition for our ESG efforts. A few of them are displayed here. Number three, we have the most productive people in the CPG space. We have approximately 5,000 employees with $1 million in sales per employee. We believe this is an underappreciated performance measure. Our people are motivated by a simple compensation structure with four metrics: sales, gross margin, EPS, and cash from operations. Our long-term incentives are stock options, so we are aligned with shareholders to drive our valuation. We have a focus on gross margin. This is an uncommon incentive compensation metric. While we missed our gross margin target in 2021, that hasn't shaken our confidence. We are still focused on the four drivers of gross margin expansion. Good to Great, which is our continuous improvement program, supply chain optimization, new products, and acquisition synergies. Number four is leverage assets. We are an asset-light company. Historically, CapEx averages about 2% of sales. That will be higher in 2022 and 2023 as we expand our capacity in our growing businesses, namely vitamins, laundry, and litter. Number five is leverage acquisitions. As I said earlier, we have a long history of growth through acquisitions. We have clear acquisition criteria and the discipline to apply that criteria. Our long-term view is this. We have 14 power brands today, 20 tomorrow. Next up is Rick to take us through the financials. Thank you, Matt. We have some great results to share. Across the board, we finished 2021 better than expected. Led by strong consumer demand for our products, and we're entering 2022 with momentum. Today, we'll walk through four areas. First, the evergreen model. Second, on 2021 results. Third, our 2022 outlook, and then finally, I'll wrap up with capital allocation. Here's our evergreen business model. We've had this for a very long time, and our long-term investors know this. 3% organic sales growth, 8% EPS growth. The details would be +3% organic sales growth, 25 basis points of gross margin expansion, marketing is typically flat, SG&A is leveraged, and we get 50 basis points of operating margin expansion, which leads to 8% EPS growth. We have a lot of different levers to pull in order to get 3% and 8%. Our full year 2021, we ended the year with 4.3% organic sales growth, 3.5% for Domestic, 5% for International, and 12% for SPD. Gross margin was down 160 basis points as we faced 9% of COGS inflation year- over- year, or $250 million. Marketing was down 100 basis points to 11.1%, and adjusted SG&A was down 50 basis points, all to get adjusted EPS at 7% or $3.02 per share. Cash from operations was $994 million, and free cash flow conversion was 116%. That's free cash flow divided by net income. How much net income have we turned into cash flow? Now turning to the outlook. 5%-8% reported sales growth, 3%-6% organic sales growth, operating profit margin of +60 to +70 basis points, and adjusted EPS growth of 4%-8%. Here's the detail. The 3.6% organic sales growth is made up of Domestic at 3%-6%, International at 5%-7%, and SPD at 5%. All these divisions are at or above their evergreen model for organic sales growth. Gross margins contracted, marketing dollars are higher. We leverage SG&A, and that's how we get to 60-70 basis points of operating margin expansion. The effective tax rate's higher year-over-year by 320 basis points or 23%. This is a huge headwind to face, but our profit is actually gonna be up 10%+ as a result, just showing and demonstrating the strength of our business. Adjusted EPS growth is 4%-8%, and cash from operations is about $920 million as we build back safety stocks on inventory. We're focused on gross margin, and we have been for a long time. Very few companies have it in their incentive targets. We believe it drives not only cash earnings, but cash flow as well. In 2021, we had a step down, largely due to inflation. We had a 9% increase in COGS. In 2022, we expect a 5%-6% increase in COGS. All the pricing work that we're doing is offsetting that, but we're gonna be continuing to chase that ball downhill. We're committed to offset it dollar for dollar, but margin will be down in 2022. There's a cadence to the margin. In the first half, we expect it to be down. In the second half, we expect it to be up, largely because of the timing of inflation in 2021. Specifically, in Q1, we expect margin to decline by 250 basis points. On marketing spend, we have a long track record of spending behind our brands. In 2021, we hit 11.1%. In 2022, we're gonna have higher dollars than in 2021. The percent will be lower as it's impacted by the top-line pricing actions that we've taken. SG&A leverage is a hallmark of Church & Dwight. We have the highest revenue per employee in the industry. We expect in 2022 to again leverage SG&A. We have a long track record of great EPS growth, up high single-digit, low double-digit EPS growth for a long, long time. In 2022, we expect 4%-8% EPS growth, $3.14-$3.26. The cadence for EPS growth is similar to gross margin, down in the first half but up in the second half. We expect stronger volumes in the back half as our supply chain improves and we have normalized promotional levels. Turning to cash flow. This is probably my favorite slide. 10 years of history here. 122% average free cash flow conversion. In 2021, 116%. How do we do that? We do it through a tight control of working capital. We've moved our cash conversion cycle from 52 days down to the 30s and the 20s and now 15 days in 2021. In 2022, we expect that to go up a little bit as we build back inventory and safety stock. We have a strong balance sheet. We ended 2021 with 1.9x debt to EBITDA. We expect to end 2022 with 1.6 x debt to EBITDA. That's despite doing our fourth largest acquisition recently, TheraBreath. This has been our business model for a long period of time. We buy business, we lever up, and we pay it down. We have significant financial capacity. We could do a $3.8 billion deal and maintain our credit rating. We're not a capital-intensive company. Our evergreen model is around 2% of sales for CapEx, and for many years, we've run below that. You can see back in 2009, when we have to add capacity, we do, and it will spike. In 2022 and 2023, it's no different. We're gonna bump up as we add capacity for laundry, litter, and vitamins. Then finally, we have a 4% dividend increase in 2022. This is 121 consecutive years of dividends. In Q3 and Q4, we also spent $500 million on share buybacks. We always like to return cash to shareholders. This ends the formal presentation.