|Type||Public limited company|
1938 by merger of Reckitt & Sons and J&J Colman
1999 by merger of Reckitt & Colman and Benckiser
|Headquarters||Slough, United Kingdom|
|Key people||Adrian Bellamy (Chairman)
Rakesh Kapoor (CEO)
Consumer healthcare products
Personal care products
|Revenue||£9.567 billion (2012)|
|Operating income||£2.435 billion (2012)|
|Net income||£1.833 billion (2012)|
Reckitt Benckiser plc (LSE: RB) is a British multinational consumer goods company headquartered in Slough, United Kingdom. It is a major producer of health, hygiene and home products. It was formed in 1999 by the merger of the UK-based Reckitt & Colman plc and the Netherlands-based Benckiser NV.
Reckitt Benckiser's brands include Dettol (the world's largest-selling antiseptic), Strepsils (the world's largest-selling sore throat medicine), Veet (the world's largest-selling depilatory brand), Air Wick (the world's second-largest-selling air freshener), Calgon, Clearasil, Cillit Bang, Durex, Lysol, and Vanish. It has operations in around 60 countries and its products are sold in almost 200 countries.
Reckitt & Colman 
Colman's was founded in 1814 when Jeremiah Colman began milling flour and mustard in Norwich, England. Reckitt & Sons started in 1840 when Isaac Reckitt rented a starch mill in Hull, England. He diversified into other household products and in due course passed on his business to his four sons. Reckitt & Sons was first listed on the London Stock Exchange in 1888. In 1938 Reckitt & Sons merged with J&J Colman to become Reckitt & Colman Ltd. The company made several acquisitions, including the Airwick and Carpet Fresh brands (1985), the Boyle-Midway division of American Home Products (1990), and the Lehn & Fink division of Sterling Drug (1994). Reckitt & Colman sold the Colman's food business in 1995.
1999 to present 
The company was formed by a merger between Britain's Reckitt & Colman plc and the Dutch company Benckiser NV in December 1999. Bart Becht became CEO of the new company and has been credited for its transformation, focusing on core brands and improving efficiency in the supply chain. The new management team's strategy of "innovation marketing". – a combination of increased marketing spend and product innovation, focusing on consumer needs – has been linked to the company's ongoing success. For example, in 2008, the company's "rapid succession of well publicised new product variants" were credited for helping them "to capture shoppers' imagination". Business Week has also noted that "40% of Reckitt Benckiser's $10.5 billion in 2007 revenues came from products launched within the previous three years."
In October 2005, Reckitt Benckiser agreed to purchase the over-the-counter drugs manufacturing business of Boots Group, Boots Healthcare International, for £1.9 billion. The three main brands acquired were Nurofen's analgesics, Strepsils sore throat lozenges, and Clearasil anti-acne treatments. In January 2008, Reckitt Benckiser acquired Adams Respiratory Therapeutics, Inc., a pharmaceutical company, for $2.3 billion; one of the major brands acquired was Mucinex. In July 2010, Reckitt Benckiser agreed to buy SSL International, the makers of Durex condoms and Scholl's footcare products, in a £2.5 billion deal.
On 27 August 2011, Reckitt Benckiser recalled all remaining stock of its major analgesic product, Nurofen Plus, after packs were found to contain an antipsychotic drug. It turned out that this was the work of a codeine addict who had been stealing the pills and replacing them with his anti psychotic medication.
In April 2011, Bart Becht announced he was to retire as CEO of Reckitt Benckiser and would be replaced from September 2011 by executive vice president of Category Development, Rakesh Kapoor, who had played a key role in recent acquisitions.
The company runs a number of graduate programmes, in most of its markets, with over 200 graduates joining the schemes worldwide. Once hired, graduates tend to work for a couple of years as a trainee in the country in which they were originally employed, followed by a posting overseas for those who have excelled during initial training. Graduate trainees start off in one of the firm's business areas—marketing and sales, supply chain, research and development, human resources and information systems.
Reckitt Benckiser organises the majority of its products into three main categories – health, hygiene and home – with other brands belonging to three further categories: food, pharmaceuticals and portfolio brands. The company's strategy is to have a highly focused portfolio concentrating on its 19 most profitable brands, which are responsible for 70% of net revenues.
Reckitt Benckiser currently produces the following products:
Corporate governance 
Reckitt Benckiser's current directors are: Rakesh Kapoor, Adrian Bellamy, Richard Cousins, Liz Doherty, Dr Peter Harf, Ken Hydon, Graham Mackay, André Lacroix, Judith Sprieser, and Warren Tucker. Current members of the executive committee are: Rob de Groot, Amadeo Fasano, Heather Allen, Freddy Caspers, Liz Doherty, Salvatore Caizzone, Gareth Hill, and Simon Nash. Liz Doherty is set to leave the company in March 2013, to be replaced by Adrian Hennah. In January 2013, Freddy Caspers announced his intention to retire from his role as Executive Vice President for the Latin America and Asia Pacific region the following June, with Roberto Funari named as his successor.
From the company's creation in 1999 until he retired in 2011, Bart Becht was CEO. He was widely credited with the company's recent success. The Guardian called him "one of the most successful businessmen of his generation". Under him, the company focussed on its core brands, and on improving efficiency in the supply chain. It also increased its marketing budget. BusinessWeek noted that "40% of Reckitt Benckiser's $10.5 billion in 2007 revenues came from products launched within the previous three years". Becht was Britain's highest-paid businessman, taking home more than £90 million in 2009. In April 2011, he announced that he would step down in September of that year, to be replaced by Rakesh Kapoor, who had been with the company since 1987. Reckitt Benckiser shares fell by 6.6% on the news.
In 2009 Reckitt Benckiser revamped its corporate identity to reposition its brand as "the power behind the Powerbrands". This saw the launch of a new logo to replace the logo which had been introduced at the time of the Reckitt/Colman merger in 1999. The new logo is a pink Kitemark containing the letters RB. The logo is often used with the company's full name Reckitt Benckiser in grey alongside the Kitemark logo, using a typeface designed especially for the company
The new logo, created by branding agency The Workroom, was inspired by a sports kite and is intended to reflect the "loud, confident personalities of its Powerbrands". The identity has been introduced on packaging, and is used on internal and external communications.
Reckitt Benckiser has held Platinum status in the Business in the Community CR Index, since 2005 and in 2009 entered the Dow Jones Sustainability World Index and the Carbon Disclosure Leadership Index.
Save the Children 
Save the Children has described Reckitt Benckiser as its "most valuable UK-based corporate supporter". Their staff fundraises in many different ways, from football tournaments and silly hat wearing to payroll giving and marathon running. Members of staff in 2009 completed a global employee trek, facing the challenges of natural disaster and altitude sickness in order to raise almost £250,000 for the charity. In 2011 a group of 65 RB employees took part in a Global Challenge in Brazil, some undertaking a dangerous trek and others volunteering on a community project. In June 2012, 20 employees from six countries across Latin America took part in a gruelling trek challenge and helped to build a community centre in Cali, Colombia, raising £63,000 for Save the Children.
In its Full Year Results for 2012, Reckitt Benckiser stated it had helped to reach approximately 325,000 children and families in 2012 and since the relationship with Save The Children began in 2006 the initiative has reached nearly 900,000 vulnerable children and families.
Carbon 20 
Reckitt Benckiser implemented an environmental initiative called Carbon 20. The initiative, which was announced in November 2007, aimed to cut the total carbon footprint of its products—from creation to disposal by 20% by 2020. As part of the initiative the company has reduced by 70% the amount of plastic in the packaging of its Vanish cleaner.
In January 2010, Reckitt Benckiser announced that they had already reached the halfway mark on their carbon reduction target in the third year of the Carbon20 initiative. RB stated "Over 3 million tonnes of CO2 was avoided last year by a 11% reduction per unit dose in the carbon impact across our products’ life cycle – the same impact as taking nearly 1,000,000 cars off the road". RB cited new programmes to redesign products using fewer materials and less energy, packaging, and waste, along with moving a number of factories and plants to combined heat and power energy systems as the main contributors to achieving the target so far.
The Independent characterised the Carbon 20 initiative as "a typically savvy bit of marketing" on the part of Bart Becht, the company's former CEO. It observed that Reckitt Benckiser's initiative seemed to go further than similar green initiatives by other companies, and that it would lead to increased profits.
In New York in February 2009, Earthjustice filed a lawsuit against Reckitt Benckiser and others. The petitionseeks to compel the companies to identify all of the ingredients used in their products. Earthjustice contacted several companies in September 2008 requesting that they comply with a 1971 law requiring them to disclose the ingredients in their products and make available any associated health or safety studies. Reckitt Benckiser and the other defendants ignored or refused the request.
In May 2012, RB announced that they had exceeded the target eight years early, with a 21% reduction in carbon emissions per Dose (rising to 26% once emissions from acquisition SSL are included.)
In September 2012, following the success of Carbon 20, RB launched a new strategy for sustainable innovation, betterbusiness, which focuses on the changing needs of women and the scarcity of water. The initiative sets three key goals for 2020: a third of net revenue to come from more sustainable products, a reduction in the water impact per product by one-third across its lifecycle and a reduction in carbon footprint per dose by a third. The company expects to achieve these aims through improvements and innovations in design and production, and transparent, consistent communications.
Trees for Change 
In June 2006, Reckitt Benckiser launched Trees for Change, a major forestation project designed to offset the greenhouse gasses created as a by-product of its manufacturing processes. The project aims to create over 25 square kilometres of forest by planting more than two million trees on previously deforested land in British Columbia, Canada.
Gaviscon anti-competitive behaviour 
In 2008 the BBC's Newsnight programme broadcast a report which accused Reckitt Benckiser of attempting to delay the introduction of a competitive, generic version of one of its most popular products, Gaviscon, a treatment for heartburn and gastroesophageal reflux disease. Introducing the report, reporter Martin Shankleman said, "Gaviscon is hailed as a power brand by its owners, Reckitt Benckiser". He continued,
"Reckitt Benckiser like to claim that the profits flow from their expertise in marketing. But we know that there's another way in which they've been coining it in—by ripping-off the NHS; as a whistle-blower has told us.
The "whistle-blower" was shown in silhouette and his words were spoken by an actor: "Reckitt's cheated the National Health Service. It could have saved the NHS millions of pounds. But not just the NHS, patients, doctors—they've cheated health professionals. I felt it had to be exposed".
Newsnight claimed that Reckitt Benckiser had a "secret plan to ensure that it kept its stranglehold" after the Gaviscon patent expired in 1999, and that Newsnight had seen the plan. The Department of Health asked Newsnight to hand its documents to the NHS counter-fraud service.
The investigation was widely reported in the British press. The Guardian quoted a leaked memo in which the product's manager explained that the company could use "the rationale of health and safety" to design a switched product to "muddy the waters." The newspaper quoted Reckitt Benckiser as stating that the leaked memos were "inappropriate and did not reflect Reckitt's eventual actions".
The Independent quoted Warwick Smith, director of the British Generic Manufacturers Association (BGMA): "The sort of evergreening alleged by Newsnight can cost the NHS tens of millions of pounds with no patient benefit." It also quoted a statement issued by the company: "...Reckitt Benckiser is a responsible company and we have therefore instigated an immediate internal investigation and will take action. However, we do not accept much of what has been alleged."
The Times noted that "Although Gaviscon has been out of patent for almost ten years, no other manufacturer has developed a cheap generic version. Such a drug could have saved the NHS up to £40 million." It stated that the Office of Fair Trading was expected to examine whether Reckitt had acted illegally. It also printed verbatim extracts from several of the leaked memos. The Times report included an extract from the statement issued by the company (see below).
In response to the Newsnight report and the reports in the press, Reckitt Benckiser issued a statement which began:
We are shocked by the allegations made as Reckitt Benckiser is a responsible company in the way it conducts its business.
Nevertheless, we are deeply concerned by the inappropriate sentiment expressed in some of the historic internal correspondence reported. We take this very seriously and have instigated an immediate internal investigation, and will take action. We also refute much of what has been reported which implies a power and influence we simply do not possess.
The company has never objected to a monograph driven generic name being published. The timetable of which is not, and never has been, within our control a monograph/generic name could have been published at any time by the regulators without reference to any third party.The company made appropriate challenges where it felt it was justified in order to ensure patients are prescribed the right treatment. These were within the law and relevant regulations. We stress that the regulators only take a comment into account when it is valid.
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