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We’re investing in six strategic imperatives, led by four growth drivers, to maintain sustainable growth. Meanwhile, we’re evolving our work and leadership culture, while responding to changing consumer needs, by capitalising on the rising impact of digital technologies.

Strategic imperatives

We have identified six areas of focus which support our medium-term objectives of delivering sustainable mid-single digit growth and mid-20s adjusted operating margins.

01Grow our brands and innovate

Investing in our brands to drive equity and improve our consumer product offering.

02Drive superior execution

Investing in capability centres for commercial excellence – sales outperformance, marketing excellence, eRB and medical sales.

03Invest in capabilities

Investing in centralised areas, including our supply chain, R&D and digital channels, to strengthen the core of our business and support our three Global Business Units.

04Increase productivity

Embedding programmes to enhance the company’s effectiveness and efficiency, and to fund investment.

05Embed sustainability

Incorporating sustainability throughout our value chain and across our business.

06Actively manage the portfolio

Moving the company to higher growth and addressing structural challenges.

Strategic growth drivers

Our category-led growth strategy is anchored in consumer demand. We use our deep consumer insights, combined with our strength in science and technology, to drive our growth.

01Product penetration

Increasing product usage by capturing new consumers and households.

02Market share gains

Winning by serving existing consumers faster, better, and more efficiently with superior and more relevant products.

03Expansion into new places

Taking our brands and products into new geographies and new channels.

04Expansion into new spaces

Capturing new market opportunities using our brands and consumer relationships.

Our 2030 sustainability ambitions

Embedding sustainability across our business and throughout our value chain is a key focus area. Our 2030 ambitions build on the progress we have already made, focusing on three areas:

Young Asian father with cute little daughter grocery shopping for fresh fruit juice in supermarket.

We want to have a positive impact by ensuring that we don't just sell products people want to buy, but also ones that make a positive difference in the world.

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2022 strategic highlights

Continued strategic progress throughout 2021, with investment in strategic imperatives leading to improved performance

2Based on Advantage Group 2022 survey of retailers.
3Increase from 24.0% (YTD Oct 2021) to 24.7%.


Category Market Units (CMUs) holding or gaining market share


Share of the markets where recognised as top tier by supplier partners2


Total Reckitt share of total distribution point3

Two female Reckitt colleagues talk in the Hull office.

Culture & inclusion

Dynamic, inclusive and collaborative

We are nurturing our dynamic, inclusive and collaborative culture to take on the fight for a cleaner, healthier world. We celebrate and encourage behaviours rooted in our shared sense of purpose.

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Our brandsFind out how our brands are driving progress against our strategy

Find out how our brands are driving progress against our strategy

InvestorsExplore our latest results

Explore our latest results

Our scienceExplore our latest innovations

Explore our latest innovations