Hershey

Almost $20 trillion in revenue—and a record-breaking $1.87 trillion in profits. Introducing the 2025 Fortune 500, the definitive list of the biggest companies in America.

Fortune 500

Industries included in the sector are beverages, food consumer products, and food production.

Fortune Sector Leaders: Food, Beverages, and Tobacco

The Fortune 500, in its 70th year in 2024, ranks the biggest U.S. companies by revenue.

The 300 companies on this list are transforming industries from the inside out.

America's Most Innovative Companies

See which workplaces made this year's list.

GPTW Manufacturing Production Large 2023-The Hershey Company

Employees say:<br />
<br />
"What makes The Hershey Company a Great Place To Work is its unique connection to the Milton Hershey School. Knowing that every candy bar we sell makes an impact on a child's life makes me proud. I am also proud of our unique and delicious brands that bring happy moments to our consumers."<br />
<br />


Best Large Workplaces in Manufacturing and Production

The Fortune 500, in its 69th year in 2023, ranks the biggest U.S. companies by revenue.

This year’s Fortune 500 marks the 68th running of the list.

This year’s Fortune 500 marks the 67th running of the list.

F500-2021-370-Hershey

Employing approximately 18,000 people internationally, the sweets-maker is home to brands such as Hershey's, Reese's, and Jolly Rancher.

This year's Fortune 500 marks the 66th running of the list.

F500-2020-398-Hershey

The chocolate and sweets company sells more than 80 brands around the world.

This year's Fortune 500 marks the 65th running of the list.

This year's Fortune 500 marks the 64th running of the list.

This year's Fortune 500 marks the 63rd running of the list.

This year's Fortune 500 marks the 62nd running of the list.

This year's Fortune 500 marks the 61st running of the list. Wal-Mart claims the top spot again. See who made the list.

Best Workplaces In Manufacturing And Production

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An icon in the chocolate space and famous for its candy bars and Kisses, the Hershey Company was founded in 1894 and specializes in confectionery and pantry products. It also owns non-chocolate brands including Jolly Rancher, Twizzlers, and Bubble Yum. The company is divided into three segments: North America confectionery, North America salty snacks, and international. Clients range from wholesale distributors to dollar stores and vending machines.

Hershey (HSY): Company Profile, Stock Price, News, Rankings

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Companies

Hershey | Fortune

Hershey (HSY): Company Profile, Stock Price, News, Rankings | Fortune

Fortune Editors

Fortune 500 Power Moves: Which executives gained and lost power this week, Aug. 16-22, 2025

/2025/08/22/fortune-500-power-moves-august-16-22/

Phil Wahba

Outgoing Hershey’s CEO transformed the business with salty snacks. But consumers need chocolate for their ‘emotional well-being’ more than ever, she says

/2025/08/18/hershey-ceo-exit-interview-michele-buck-fortune-500-chocolate-salty-snacks/

Dee-Ann Durbin

The Associated Press

Bad weather and disease in West Africa are making your chocolate bar 10% more expensive—at least

/2025/07/23/why-is-chocolate-so-expensive-africa-weather-illness-hershey-lindt/

Chris Morris

Chocolate cravings are about to be costlier as Hershey’s confirms price increases are on the way

/2025/07/23/hershey-chocolate-price-increases-cocoa-costs/

Fortune 500 Power Moves: Which executives gained and lost power this week, July 4-11, 2025

/2025/07/11/fortune-500-power-moves-july-4-11/

Paolo Confino

Exclusive: Manufacturing platform Keychain raises $15 million in Series A funds, including from the maker of iconic breakfast cereals

https://fortune.com/2024/11/19/keychain-series-a-15-million-general-mills-oisin-hanrahan-angis-list-cpg/?itm_source=parsely-api

Emma Burleigh

Inside the small business success story of Tony's Chocolonely, which rakes in $230 million yearly thanks to influencers and Gen Z values

https://fortune.com/article/tonys-chocolonely-marketing-gen-z-social-media-tiktok-trends/?itm_source=parsely-api

How does Hershey's new CEO's salary compare to his predecessor?

https://fortune.com/2025/07/09/hershey-ceo-kirk-tanner-salary-compensation-pay-vs-michele-buck/?itm_source=parsely-api

Outgoing Hershey's CEO transformed the business with salty snacks. But consumers need chocolate for their ‘emotional well-being' more than ever, she says

https://fortune.com/2025/08/18/hershey-ceo-exit-interview-michele-buck-fortune-500-chocolate-salty-snacks/?itm_source=parsely-api

Emma Hinchliffe

Sara Braun

Hershey CEO's exit knocks the number of women running Fortune 500 companies

https://fortune.com/2025/07/09/hershey-ceos-exit-knocks-the-number-of-women-running-fortune-500-companies/?itm_source=parsely-api

Chocolate cravings are about to be costlier as Hershey's confirms price increases are on the way

https://fortune.com/2025/07/23/hershey-chocolate-price-increases-cocoa-costs/?itm_source=parsely-api

https://fortune.com/2025/07/23/why-is-chocolate-so-expensive-africa-weather-illness-hershey-lindt/?itm_source=parsely-api

 Michele, when you were tapped to become CEO of Hershey, it was the first time in your career that you became CEO of a big American company. What have been the most important leadership lesson that you've learned so far? I read a great article about the CEO as the chief energy officer. That just rung so true with me. I think during this time of accelerated change in the marketplace, the importance of powerful leadership is even greater and the importance of energizing an organization. So what I've begun to think about is in this time of unprecedented change, I need an organization that has more than just technical competence but leaders who create energy in this organization, who encourage our employees and support them to take bold action, to be willing to move with speed, and to pivot, to constantly be evaluating what's going on in the marketplace around us. What I find very interesting at Hershey is that the top four positions are all held by women. You're the CEO. So is the chief financial officer. And then the general counsel and chief growth officer are also women. This is so unusual. Why all women? I must give a lot of credit to my predecessor JP Bilbrey who really came into the role and said, I am going to make this organization diverse at the senior ranks, and took it on as a personal mission. And I think that's what you have to do to be able to make this happen. You have to say I'm settling for nothing less. There's great talent out there. There is a great, diverse talent, and I'm going to make it happen. And he has. And I plan to continue that legacy. So how is it different having four of the top executives of the company women? Is running the company differently, the leadership that you talk about, but also just the leadership tone and conversations in board meetings or in other business meetings? I'd say one of the things I most value in a team is diverse thinking. I think the more that a team is representative of the actual population, the more you get that diverse thinking. And I think we see that every day. So what is it going to take to get more women in the C-suite? Women have to have great experiences, and I'm fortunate that I had a number of great opportunities throughout my career. When opportunities are out there, lean in and don't be afraid to go for those opportunities. The times I learned the most and developed the most are when I took those opportunities that were outside my wheelhouse. And I grew so much as an individual and learned that I had something in me that I didn't realize before. Well, you know, so many women dream to get to the top of their organizations like you have. And what's the best career advice that you give to them? Make an impact in every single assignment that you are given. Look at it as how can I take this to the next level, and be confident in yourself. Again, I think women just don't have as much inherent confidence in themselves. They tend to be harsher critics of themselves than I think they need to be. So go for it. Besides being the CEO of a Fortune 500 company, you were also the first female CEO of Hershey in its 123 year history. What was the secret to your success? I believe the secret to success is hard work. I grew up in a very humble family. My mother lived on a farm with no indoor plumbing. My father was the first in his family to graduate from high school, and I learned early the values and virtues of hard work. I think there is no substitute for hard work. Michele, as you look back on your life, both the personal side as well as on the professional side-- you worked many years at Kraft. And then you came to Hershey, and you made this long climb to the top. What's the best leadership advice that you ever received, and how did it shape you as a leader? Both my parents and several leaders that I worked for along the way counseled me to trust my gut, to listen to that inner compass, that sixth sense, whatever you call that. And it was very powerful and shaped me because one of my leadership styles is to ask questions and listen. And I love to do that, and I think it gets me to the best outcome. But the most wonderful outcome is when I listen, take in different diverse perspectives, and then bounce that off my gut. If it feels right, it's probably right. If not, it's probably not. 

Hershey CEO Looks For Leaders Who Create Energy

Leadership

Michele Buck shares her thoughts on what makes an effective employee.

Michelle when you were tapped to become CEO of her, she It was the first time in your career that you became CEO off a big American company. What have been the most important leadership lesson that you've learned so far? I read a great article about the CEO as the chief energy officer, and I just that's just wrong. So true with me, I think during this time of accelerated change in the marketplace, the importance of powerful leadership is even greater and the importance of energizing an organization. So what I've begun to think about is in this time of unprecedented change, I need an organization that has more than just technical competence. But leaders who create energy in this organization, who encourage our employees and support them to take bold action, to be willing to move with speed and to pivot to constantly being evaluating what's going on in the marketplace around us. What I find very interesting at her she is that the top for positions are held by women. You're the CEO. So is the chief financial officer and then the general counsel in Chief Growth officer are also women. This is so unusual. Why all women. I must give a lot of credit to my predecessor, J. P. Bill Bree, who really came into the role and said, I am going to make this organization divers at the senior ranks and took it on as a personal mission, and I think that's what you have to do to be able to make this happen. You have to say, I'm settling for nothing less. There's great talent out there. There is a great diverse talent, and I'm gonna make it happen. And he has, and I plan to continue that leg. So how is it different having four of the top executives of the company? Women? How is the running the company differently? The leadership that you talk about but also just see leadership tone and conversations in board meetings, another business meeting? I'd say one of the things I most value in a team is diverse thinking. I think the more that a team is representative of the actual population, the more you get that divers thinking, and I think we see that every day. So what is it gonna take to get more women in the C suite? Women have to have great experiences and unfortunate that I had a number of great opportunities throughout my career when opportunities are out there, lean in. And don't be afraid to go for those opportunities. The times I learned the most and developed the most, or when I took those opportunities that were outside my wheelhouse, and I grew so much as an individual and learned that I had something in me that I didn't realize before. You know, so many women dream to get to the top of the organizations like like you have. And what's the best career advice that you give to them make an impact in every single assignment that you are given. Look at it as How can I take this to the next level and be confident in yourself again? I think women just don't have as much inherent confidence in themselves. They tend to be harsher critics of themselves, and I think they need to be. So go for it. Besides being the CEO of a Fortune 500 company, you were also the first female sea eel off Hershey in its 123 year hit history. What was the secret to your success? I believe the secret to success is hard work. I grew up in very, very humble family. My mother lived in a farm with no indoor plumbing. My father was the first in his family to graduate from high school, and I learned early the values and virtues of hard work. I think there is no substitute for hard work. Michelle, as you look back on your life, both the personal side as well as on the professional size. You worked many years at craft, and then you came to her. She and he made this the long climb to the top. What's the best leadership advice that you ever received? And how did it shape you as a leader? Both my parents and several leaders that I worked for along the way counseled me to trust my gut. Listen to that inner compass, that sixth sense, whatever you call that, and it was very powerful and shaped me because one of my leadership style is to ask questions and listen. And I love to do that, and I think it gets me to the best outcome. But the most wonderful outcome is when I listen, taking different, diverse perspectives and then bounced that off my gut. It feels right. It's probably right, if not probably not

 Michelle, you've said that you want Hershey to be an innovation snacking powerhouse. Tell us what you mean by that. So Hershey has wonderful iconic brands, like Hershey's and Reese's, Kisses, and Kit Kat, that consumers love. What many people may not know is that we're actually the number 2 snacking player by virtue of being number 1 in confections. And so my vision is how do we take that to the next level? How do we meet even more snacking occasions for consumers, both by expanding the presence of our iconic loved brands, and also by expanding our portfolio to offer other types of snacks? So you're saying you want to go beyond the chocolates and the sweets into snacks. I mean, what are you picturing? If we look at consumers, they're now snacking more than ever before. So in some occasions, they're looking for treats, like we deliver at Hershey's today. And in other occasions, they're looking for something that's a little bit more nutrient dense or perhaps better for you. So our Reese's snack mix, for example, has Reese's. It also has pretzels, peanuts, et cetera that offer more satiety and more of a meal bridge type of snack. Well, as you know, so many of the big food companies are also moving in this direction and have a bit of a head start on you. So how are you going to compete in this very crowded market? I think one of our strengths as a company has always been our razor sharp focus on the consumer and on the customer. We've always excelled at having some of the best insights. And I think that's how you win. You must be consumer-obsessed, understand everything about how the consumer lives their life and what they're looking for. And if you can have the best insights, and be smartest in the marketplace in that way, I think you can win. On your very first day as CEO of Hershey, you sent out a letter to Hershey's 15,000 employees. And you said, in this new chapter for Hershey, it's time for transformational thinking. And you said that-- you urged them to be open to all ideas, no matter where they come from. How's that going so far? What kind of feedback are you getting? It is going great. People see what's going on, and they know that, to win, we have to think boldly, we have to be willing to operate with speed, be willing to make decisions with 80% of the information and then pivot and change course. So our employees are really starting to grab hold of this. Did you get any suggestions about mergers, acquisitions? How open are you to that? I'm very open to mergers and acquisitions and they play-- I see them playing a key role in our growth agenda going forward. We've an opportunity with mergers and acquisitions to go into spaces where our brands currently can't travel. And that will be one way that we will grow. Michelle, just a few months ago, Mondelez made a big unsolicited offer to buy Hershey. It fell through. It seemed like a great concept bringing together these two iconic companies, and creating a snacking and confectionery giant on a global scale. Can you see doing a big merger like that, maybe with a different partner? You know, I am open to many opportunities going forward. I'm very focused right now on driving our internal growth relative to driving our core business, winning within the traditional box of retailers, as well as expanding aggressively in e-commerce, bringing great innovation to the marketplace, and pursuing acquisition. All right. So because you said, in that letter, you want transformational thinking, what will it take for you to do a transformative deal? Obviously, price is part of it. But what else? I think it's about-- a great acquisition, a transformational acquisition, is about the right marriage of portfolios, expansion into new areas that are on trend with consumers, and of course, the right price always factors into that as well, where you can really create value across those two companies for consumers and into the marketplace. I know you like to move fast. Have you already started looking and talking to your bankers about possibilities out there? You know, we have bankers on staff with whom we are constantly working and evaluating any number of assets that are in the marketplace. We have a team internally who is focused on analyzing companies that are in the snacking space to really help us to zero in on what might be the best fit for us. So looking ahead, two three years, what will people be saying about Hershey? How will they describe it? How will it be different? People will say that Hershey is a snacking company, as opposed to a confection company. People will say that they are amazed at how Hershey has moved aggressively, has been able to take bold steps, and has a culture that is vibrant and embracing all the change in the marketplace today. 

Watch Hershey's CEO Michele Buck Discuss her Big Plans for Small Snacks

Consumers are snacking more than ever before, and Hershey’s wants to be on the forefront of the expanding industry.

Michelle, You said that you want her. She d be on innovation. Snacking powerhouse. Tell us what you mean by that So her. She has wonderful, iconic brands like Hershey's and Greases Kisses and Kit Kat that consumers love. What many people may not know is that we're actually the number two snacking player by virtue of being number one in confection. And so my vision is, How do we take that to the next level? How did we meet even more snacking occasions for consumers, both by expanding the presence of our iconic loved brands and also by expanding our portfolio to offer other types of snacks? So you're saying you want to go beyond the chocolates in the suite into snack? What are you picturing? We look at consumers there now, snacking more and more than ever before. So in some occasions they're looking for treats like we deliver it. Hershey's today, and in other occasions they're looking for something that's a little bit more nutrient dense or perhaps better for you. So our recent snack mix, for example, has Reese is. It also has pretzels, peanuts, etcetera that offer more satiety and more of a meal bridge type of snack. Well, as you know, as so many of the big food companies are also moving in this direction and have a bit of a head start on you. So how are you going to compete in this very crowded market? I think one of our strengths of the company has always been our razor sharp focus on the consumer and on the customer. We've always excelled at having some of the best insights, and I think that's how you win. You must be consumer obsessed, understand everything about how the consumer lives, their life and what they're looking for. And if you can have the best insight and be smartest in the marketplace in that way, I think you can win. On your very first day of CEO of Hershey, you sent out a letter to her. She's 15,000 employees, and you said in this new chapter for her she it's time for transformational thinking and and you said that you urged them to be open to all idea, no matter where they come from. How's that going so far? What kind of feedback are you getting? It is going great. People see what's going on and they know that toe win. We have to think boldly. We have to be willing to operate with speed, be willing to make decisions with 80% of the information, and then pivot and change course. So our employees are really starting to take. Take grab ahold of this. Did you get any suggestions about mergers? Acquisitions? How often are you to that? I'm very open to mergers and acquisitions and they play. I see them playing a key role in our growth agenda. Going forward, we have an opportunity with mergers and acquisitions. To go into space is where our brands currently can't travel, and that will be one way that we will grow. Michelle just a few months ago, moaned, Elise made a big, unsolicited offer to buy her. She it fell through. It seemed like a great concept of bringing together these two iconic companies and creating a snacking and confectionery giant on a global scale. Can you see doing a big merger like that? Maybe with a different partner, you know, I am open thio many opportunities going forward. I'm very focused right now on driving our internal growth relative to driving our core business winning within the traditional box of retailers as well as expanding aggressively in e commerce, bringing great innovation to the marketplace and pursuing acquisition Alright. So because you said in that letter, you want transformational thinking, what will it take for you to do a transformative deal? Obviously, Price is part of it. But what else? I think it's about a great acquisition of transformational acquisition is about the right marriage of portfolios expansion into new areas that are on trend with consumers. And of course, um, you know the right price always factors into that as well, where you could really create value across those two companies for consumers and into the marketplace. I know you like to move fast. Have you already started looking and talking to your bankers about possibilities out there? You know, we have bankers on staff with whom were constantly working and evaluating any number of assets that are in the market place. We have a team internally who is focused on analyzing companies that are in the snacking space to really help us to zero in on what might be the best fit for us. Still looking ahead 23 years, what will people be saying about her? She How will they describe how will be different people will say that her she is a snacking company as opposed to a confection company. People will say that they are amazed at how her she has moved aggressively, has been able to take bold steps and has a culture that is vibrant and embracing all the change in the marketplace today.

I realized about myself that I am a perfectionist, and therefore, the bar I set for myself is incredibly high. And so as I look at my career, I would set short- term goals, and once I saw I could achieve those, I would then move on to the next step. [ MUSIC ] [ MUSIC ] I think throughout my career, I was fortunate to have a lot of managers and sponsors and mentors who saw something in me before I saw in myself. And that was the case with taking on the CEO role, it really took My boss who was CEO to say, hey I think you can do this and then for me to realise, wow I think you're right, let me maybe look at the things I've done and I really do have the experiences and skills to take this on. I think the most important this that's helped me to get where I am today Is approaching every assignment, as an opportunity to take whatever business or area I was running to the next level to really drive differentiated results. And every time that was about challenging the status quo and believing that even if something was in good shape, it could be even better, incrementally better, or if it was in bad shape, being willing to do and take on the turn around, that enabled me to deliver results that I think got my work Noticed that contributed significantly to each company's performance that I've been in, and that ultimately is what leads to new opportunity. [ MUSIC ] [ MUSIC ] I would say at a very early age, probably eight or nine years old, I was very interested in working. I always loved working. I wanted the responsibility, I wanted the independence of being able to make my own money. Coming out of college, my first job was as a fiscal analyst. It gave me a lot of great Opportunity to build financial jobs which I think have been important later in my career and also to kinda take a step back and perform some important consulting role and that gave me the ability to really think broadly about processes and systems and opportunities to take those to the next level. I believe that as a leader the most important thing you can do is unleash the power of an organization by creating energy. And creating an environment and a culture that lets people do their best work. And if you can do that, it really multiplies the results you can drive. [ BLANK_AUDIO ]

Most Powerful Women: Michele Buck

[ MUSIC ] [ MUSIC ] [ MUSIC ] m [ MUSIC ]

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