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McLaren secures major partnership with Procter & Gamble ahead of Singapore GP. October 8, 2026 McLaren F1 Secures Groundbreaking Partnership with Procter & Gamble Ahead of Singapore Sprint Transform your passion into a work of art. Inspired by racing. Crafted for your wall - STUDIOSBRICKS Discover more Motorsport News Subscription MotoGP Live Timing Formula 1 News McLaren Racing has announced a landmark partnership with consumer goods giant Procter & Gamble (P&G), signaling a strategic alliance that marries motorsport precision with household brand innovation. The deal, unveiled just before the Singapore Grand Prix sprint weekend, introduces a dynamic collaboration focused on fan engagement across the Asia Pacific region through prominent P&G brands such as Head & Shoulders and Oral-B. This partnership leverages P&G's vast global reach, spanning roughly 70 countries, and its portfolio of internationally recognized brands including Gillette, Tide, Pampers, Pantene, and Olay. While it remains unconfirmed whether McLaren's cars will feature P&G branding during this weekend's sprint race, the alliance promises co-branded products and promotional campaigns designed to captivate both McLaren enthusiasts and P&G consumers throughout Asia Pacific. Stanislav Vecera, President & CEO of P&G Asia Pacific, emphasized the synergy between the two entities: "P&G and McLaren Racing share a relentless commitment to innovation and high performance." He elaborated, "Formula 1 and McLaren Racing bring together people who value technology, precision, progress, and memorable experiences - qualities that also inspire P&G brands and the consumers we serve. Together, this shared passion enables us to drive meaningful innovation, deeper consumer engagement, and category growth for our retail partners." McLaren Racing CEO Zak Brown echoed this sentiment, underscoring the cultural alignment between the teams: "McLaren Racing and P&G share a culture of innovation, precision, and continuous improvement." Brown added, "P&G's trusted brands are part of consumers' everyday lives, while McLaren Racing inspires our global fan base through performance, technology, and teamwork. This partnership allows us to connect with fans in new ways and bring our audiences closer together." Discover more Motorcycle News Updates Motorsports Merchandise The timing of this announcement highlights Formula 1's rapid expansion in global popularity, with over 830 million fans worldwide - a staggering 64% increase since 2018. Notably, 43% of this audience is under 35 years old, and women constitute 42%, with nearly half of new fans gained in 2025 being female. The Asia Pacific market is particularly significant, boasting 221.1 million fans in China and almost 79 million in India alone. This collaboration marks a renewed engagement following previous interactions between P&G and McLaren, notably Gillette's marketing partnership with McLaren Mercedes in 2014 centered on "Precision Engineering." However, the current 2026 agreement introduces a fresh Asia Pacific-focused program, with no immediate indication of expansion beyond the region. As McLaren and P&G unite to blend cutting-edge racing technology with everyday consumer products, this partnership is poised to redefine how motor racing engages with global audiences, driving innovation both on and off the track. DON'T MISS ONE SECOND WITH THE NEW APP WHERE YOU CAN SEE THE LIVE TIMING OF MOTOGP, FORMULA 1, NASCAR, INDYCAR AND MUCH MORE: JUST PRESS - HERE (FREE FOR ALL USERS)

P&G AND THE McLAREN MASTERCARD FORMULA 1 TEAM ANNOUNCE PARTNERSHIP TO DRIVE CONSUMER ENGAGEMENT ACROSS ASIA PACIFIC. Two innovation-led organisations come together to connect fans and consumers with the growing global passion for Formula 1. SINGAPORE, Oct. 8, 2026 /PRNewswire/ - The Procter & Gamble Company (NYSE: PG) today announced a partnership with McLaren Racing to engage Formula 1 fans across Asia Pacific. Unveiled ahead of the Singapore Grand Prix, the collaboration brings together two organisations committed to innovation, performance and creating meaningful connections. The partnership brings McLaren fans and P&G consumers across Asia Pacific together through co-branded products and other activations featuring brands such as Head & Shoulders and Oral-B. Innovation Meets a New Era of Fandom P&G develops superior innovations that earn consumers' preference in everyday life, while McLaren Racing applies engineering excellence to compete at the forefront of motorsport. Both organisations focus on innovation, continuous improvement and high performance. Their partnership also reflects how people's engagement with brands and culture is evolving. Live sport remains one of the few experiences that commands attention at scale. Formula 1 fandom also extends beyond race weekends through streaming, social media, gaming, fashion and fan communities. Its growing, younger and more diverse audience gives P&G brands new ways to connect with consumers through relevant, participatory experiences rooted in shared passions. "P&G and McLaren Racing share a relentless commitment to innovation and high performance," said Stanislav Vecera, President & CEO, P&G Asia Pacific. "Formula 1 and McLaren Racing brings together people who value technology, precision, progress and memorable experiences - qualities that also inspire P&G brands and the consumers we serve. Together, this shared passion enables us to drive meaningful innovation, deeper consumer engagement and category growth for our retail partners." A Shared Commitment to Superior Performance McLaren Mastercard F1 Team is one of Formula 1's most recognised teams, with a heritage shaped by engineering excellence, constant reinvention and competitive performance. Its global reach and highly engaged fan community make it a strong partner for P&G as the company brings elite innovation to consumers and creates new opportunities with retailers and other stakeholders. "McLaren Racing and P&G share a culture of innovation, precision and continuous improvement," said Zak Brown, CEO of McLaren Racing. "P&G's trusted brands are part of consumers' everyday lives, while McLaren Racing inspires our global fan base through performance, technology and teamwork. This partnership allows us to connect with fans in new ways and bring our audiences closer together." From the precision of a Formula 1 car to everyday consumer products, innovation matters most when it delivers results people can see and feel. This partnership creates opportunities to engage both consumers and fans, support category growth with retail partners and demonstrate how collaboration between leading organisations can accelerate innovation. P&G serves consumers around the world with one of the strongest portfolios of trusted, quality, leadership brands, including Always(R), Ambi Pur(R), Ariel(R), Bounty(R), Charmin(R), Crest(R), Dawn(R), Downy(R), Fairy(R), Febreze(R), Gain(R), Gillette(R), Head & Shoulders(R), Lenor(R), Olay(R), Oral-B(R), Pampers(R), Pantene(R), SK-II(R), Tide(R), Vicks(R), and Whisper(R). The P&G community includes operations in approximately 70 countries worldwide. Please visit https://www.pg.com for the latest news and information about P&G and its brands. About McLaren Racing McLaren Racing was founded by racing driver Bruce McLaren in 1963. The team entered its first Formula 1 race in 1966. McLaren has since won 23 Formula 1 world championships, over 200 Formula 1 Grand Prix, the Indianapolis 500 three times, and the Le Mans 24 Hours at its first attempt. McLaren Racing competes across three racing series. The team competes in the FIA Formula 1 World Championship with McLaren Mastercard F1 drivers Lando Norris and Oscar Piastri, the NTT INDYCAR SERIES with Arrow McLaren drivers Pato O'Ward, Scott Dixon, Felix Rosenqvist and Ryan Hunter-Reay, and F1 Academy with Driver Development Programme members Ella Lloyd and Ella Stevens. McLaren is a champion for sustainability in the sport and a signatory to the UN Sports for Climate Action Commitment. It is committed to achieving net zero by 2040 and fostering a diverse and inclusive culture in the motorsport industry. SOURCE The Procter & Gamble Company

How consumer healthcare brands are adapting FMCG media strategies. More consumers are looking to over-the-counter solutions to everyday healthcare needs. In response, marketers working to gain share in the pharmaceutical and healthcare sector are borrowing from the modern CPG playbook and altering their approach to paid media. OTC sales rose to $58.2 billion in 2025, up from $44.3 billion the previous year. Meanwhile, the U.S. Food and Drug Administration (FDA) signaled its willingness to allow more drugs to switch from prescription access to OTC. In basic terms, consumer demand and regulatory change mean that pharmacies and DTC firms are playing a greater role in everyday consumers' health. "Historically, people relied more on their physicians," explained Sandy Weag, client president, CMI Media Group. "[Now] people are taking a much more proactive approach to their health, and are making product decisions as a shopper, similar as they would any other consumer product." That change means that pharma and healthcare companies need to earn and retain the trust of consumers making those decisions via the medium of a strong brand. To meet that goal, marketers at consumer healthcare firms like Opella have adopted strategies first devised for CPG brands. "You have to ensure that your credibility and your scientific rigor is respected, but at the same time that you are embracing brand building," said Opella chief growth officer Albert Hernandez, who refers to the company's category as "fast moving consumer healthcare." The business was spun out of Sanofi over a year ago, creating a €825 million ($927 million) business overnight; the French pharma giant retains a 48% stake. Though commercial results are not published - Opella is a private company - the first half of 2026 saw net sales increase 3.6%, fueled by e-commerce growth, according to an Opella spokesperson. In media terms, that means investing more in retail media, creator marketing, paid social and search as Opella attempts to gin up its DTC business in markets around the world. Hernandez said the company's e-commerce sales had grown from 4% of its revenue to 12% over the last three years. "We have to embrace a new way of operating," said Hernandez. "If I believe I'm going to do that using the traditional pharma model of 30-second TV ads, that's not going to work." Hernandez, a CPG marketer who spent 17 years at Nestlé prior to joining Sanofi's consumer business in 2020, said that 60% of the company's media investments now lay in digital channels, with 40% remaining with pharma favorites such as television or out-of-home (he didn't provide specific budget estimates.) To manage that shift, he said the company hired more e-commerce talent and senior CPG marketers, like chief sales officer Victoria Tiffin, who was brought over from Procter & Gamble in July. Her appointment followed the hiring of former Reckitt exec Gonzalo Balcazar, who was made president of Europe and Latin America in March, while Murali Rao, previously of Reckitt and dairy giant FrieslandCampina, was appointed brand and innovation head for Africa, the Middle East and Turkey. It's built up an 85-person in-house team designed to use generative AI tools to swiftly spin up digital creative assets and handle versioning, following a trail first laid out by CPG firms lIke Unilever. It's also brought more of its search and programmatic media investments in-house. "It has made us much faster," said Hernandez. "It has increased our ROI significantly." Opella isn't the only firm embracing a CPG-esque approach. Fellow pharma spin-out Kenvue is also competing for market share, while DTC healthcare firm Hims & Hers ran a Super Bowl ad in February. And ad spend forecasts suggest the pharma sector's digital ad spend is set to reach $26.3 billion this year. For Hyun Lee-Miller, chief media officer at Good Apple, healthcare brands' transition toward social and creator marketing made sense "When people make personal health decisions, they trust peer-to-peer lived experiences more than traditional ads," said Lee-Miller. "Patients increasingly expect the same kind of access, choice and convenience they have in other parts of their lives, and go-to-market strategies are adapting to that," said Lee-Miller. "Digital tools have given people much more autonomy, and as physician access shrinks, brands are also investing more in multichannel patient campaigns that can reach and educate consumers throughout that decision-making process." Borrowing from the CPG recipe book has brought novel challenges to healthcare marketers' doors, however. With the company leaning harder into retail media, Hernandez noted Opella now had to navigate that sector's peculiar frictions - including debates over which teams control retail media investments. Hernandez and his team must also stay ahead of shifting user behaviors unleashed by the advent of AI search, via LLM citation and visibility monitoring. "AI is becoming a major gateway to health information," he said. Weag noted that more pharma and healthcare firms were increasing their spend on performance-oriented channels, drawn by the same pull factor of measurability as CPG marketers. "We are seeing a lot more media moving to channels where there is more immediacy in terms of measuring sales... that expectation, I'd say, is across nearly every client we work with," she said. That lean could lead the firms following Hernandez' "FMCH" playbook onto a shoal. CPG marketers are already consumed by the balancing act of growing their brands over the long-term, and the need to present measurable success to CFOs or skeptical C-suites. Furthermore the huge CPG brands founded on mass market techniques aren't, as it happens, doing so well; CPG firms underperform relative to the S&P500 while NielsenIQ recently found that American grocers and supermarket sales of food and CPG products fell by 9.3 billion units over five years. As they respond to changing consumer healthcare habits, marketers like Hernandez will have to decide which lessons to take from the CPG world - and which ones to leave.