Reckitt Benckiser 2017 Social Investment Report...In its second year of reporting, RB has taken the positive step to increase the scope of its social investment measurement. This year’s

Reckitt Benckiser

2017 Social Investment

Report

January 2018

© Corporate Citizenship Sustainability, Simplified. Page 1

Contents

Executive Summary................................................................................. 2

Introduction .............................................................................................. 3

Activity in scope .......................................................................... 3

Our approach .............................................................................. 4

RB’s 2017 contribution (inputs) .............................................................. 5

Introduction .................................................................................. 5

Contribution analysis ................................................................... 6

Strategic social investment ........................................................ 7

New this year: Brand social investment .................................... 9

Other investments ....................................................................... 9

Beneficiaries reached (outputs) ......................................................... 10

Beneficiaries reached ............................................................... 10

WHO 7 point plan ...................................................................... 11

Other outputs ......................................................................................... 12

Leverage .................................................................................... 12

Employee engagement ........................................................... 12

The benefits of RB’s activity (impacts)................................................ 13

Benchmarking RB’s social investment ................................................ 15

Recommendations and next steps .................................................... 16

Appendix 1. Brand social investment methodology........................ 18

Appendix 2. Countries included in the 2017 assessment ................ 20

Appendix 3. Data summary ................................................................. 21


Executive Summary

Data in this report covers activity during the 2017 calendar year. RB has

widened the scope of measurement in 2017 to include both a wider set of

activities and data from an increased number of RB markets. Top-line results

are:

Inputs – Contributions made

• RB’s own contribution (excluding additional funding) has increased by

22% from £8.0m to £10.5m.

• Additional contributions and funds from other sources (e.g. employees or

customers) have increased more than doubled to £2.9m.

• Brand Social Investment initiatives have been captured for the first time

this year. They account for over £5.7m (54%) of RB’s own contribution.

• Non-cash contributions (employee time and in-kind contributions) have

increased from 8% to over 13% of RB’s total contribution.

• The inclusion of brand social investment activities has increased the

proportion of education-focused activity from less than 1% to over 15%

of RB’s total contribution.

Outputs – Beneficiaries reached

• The number of direct beneficiaries reached through RB’s social

investment partnerships and charitable donations is estimated to be at

least 8.9m people, up from 1.5m reported last year.

• The increase in beneficiary numbers is largely due to inclusion of large-

scale brand social investment activities, the Banega Swachh schools

programme for example increased its reach to 2.5m children.

• RB’s outputs are increasingly aligned with the WHO 7-point plan

strategies for both prevention and treatment of diarrhoea.

Impacts – Changes achieved

• Impact data has been drawn from programme evaluation reports from

key initiatives/partners (such as Banega Swachh or Save the Children).

• Overall the data shows that RB’s programmes have:

‐ Improved the knowledge and skills of more than 2m people (up from

0.77m last year)

‐ Increased the quality of life of 0.54m people (up from 0.27m last year)

‐ Enabled more than 0.5m people to make positive changes in

behaviour (up from 0.14m last year)


Introduction

In its second year of reporting, RB has taken the positive step to increase the

scope of its social investment measurement. This year’s social investment report

therefore includes both a wider set of activities and data from an increased

number of countries where RB operates. It covers activities undertaken during

the calendar year 2017.

31 markets have reported social investment data this year, in addition to

corporate spending, an increase from 11countries in the 2016 report. The full list

of countries is shown in Appendix 2.

This report provides an analysis of the contributions RB has made to society (the

inputs), the reach of programme (the output) and the benefit this has on the

people engaged (the impact).

The final section of the report shows how RB’s efforts in 2017 compares with

other leading global companies who report data using the LBG framework.

Activity in scope

The data covered in this report refers to what

is often termed corporate community

investment. To align with RB’s terminology, this

report will use the term social investment to

describe this type of activity.

Applying a best practice definition of social

investment, this report includes RB data from

the following streams of activity:

1. RB’s longer term partnerships, including:

• Its global partnership with Save

the Children

• A similar programme in Pakistan

partnering with Plan International

• The Banega Swachh initiative in

India

• The social enterprise model

Project Hope that operates in

India, Nigeria and Pakistan

Defining corporate

community investment

A subset of corporate

responsibility; focussed on

the voluntary contributions

that companies make to

community-based

organisations or activities

(e.g. charities, non-profits,

NGOs, schools, hospitals,

etc.) that extends beyond

their core business activities.

It is sometimes alternatively

referred to as social

investment, corporate

citizenship, philanthropy,

company giving or grants,

social programmes or

strategic philanthropy.

http://www.lbg-online.net/


2. Some elements of brand social investment activity where there is a

direct public benefit in an area such as education or health. However

activities are only included where there is a clear charitable purpose (i.e.

providing a direct public benefit in an area such as education or health).

RB has been careful in ensuring that activities must meet certain ‘tests’ to

qualify for inclusion, and that costs focussed on branding and/or product

promotion are not included. Appendix 1. outlines the full methodology

adopted for measuring brand social investment.

3. Other charitable activities such as one-off or ad hoc donations made in

different markets

Our approach

Corporate Citizenship undertook the following steps to collate and analyse RB’s

social investment data for the calendar year 2017:

Working with markets to support data collection

With RB’s input, Corporate Citizenship developed a simple tool in spread sheet

format for markets to collect and record their social investment data.

Corporate Citizenship also recorded an instructional video and ran several

webinars to support markets with the process of logging data.

Sense checking information

Once markets submitted data, Corporate Citizenship reviewed and sense

checked activities to ensure that they met the definition for community

investment and that the numbers reported were in line with RB’s approach of

being conservative when reporting its social investment contribution.

Analysis and feedback

Corporate Citizenship analysed an increased number of markets’ data to

assess RB’s total contribution across charitable gifts, social investment and

brand social investment. We have reviewed the outputs and impacts across

RB’s key partnerships to provide insight into the results that RB’s programme is

having on the individuals engaged.

This report represents the output of our assignment, and sets the data and the

findings of the 2017 social investment measurement process.


RB’s 2017 contribution (inputs)

Introduction

RB’s social investment is focussed on the

voluntary contributions that extend

beyond the company’s core business.

Through its core partnerships, market

based initiatives and brand social

investment activity RB aims to contribute

to stopping children dying from

preventable diseases such as diarrhoea,

building toilets to discourage open

defecation educating communities on

hygiene habits.

RB’s own social investment contribution

amounted to £10.5m in 2017, which

represents an increase of 30% on the

£8.0m contributed in 2016.

When including the additional funds

raised from other sources such as

employees or customers (the leverage),

the total contribution generated by RB

rises to £13.3m, an increase of over 30%

on last year’s total.

Over a third of RB’s own contribution is made through strategic social

investment, of which a significant portion is contributed towards longer term

initiatives such as Save the Children partnerships in India, Nigeria and Indonesia

and Plan in Pakistan.

Defining inputs

Inputs are the resources that a

company contributes through its

social investment. This may be

cash donations; employee time

(i.e. volunteering hours); or in-kind

support (such as the use of

facilities).

• Cash: The monetary amount

RB paid in support of social

investment activities

• Time: The cost to RB of the

paid working hours

contributed by employees

• In kind: The non-cash

resources (e.g. products)

contributed by RB to

community organisations


Contribution analysis

Type of contribution

RB’s own social investment

contribution of £10.5m in 2017 is

made up of different types of

investments:

• Cash £9.1m

• Time: £0.4m

• In kind: £1.0m

As the total contribution increased in 2017, so did investments in each of these

categories. Total cash increased by almost a quarter and the value of the time

contributed by RB employees increased by 65%. Significant product donations

in 2017, such as Durex condoms in New Zealand and Harpic bottles in

Indonesia, meant that in-kind contributions increased by more than 150%.

Nature of contribution

Similar to other leading companies,

RB’s social investment contribution

consists of a combination of ad hoc

donations to serve local market

needs (charitable gifts), strategic

initiatives aimed at tackling specific

issues (social investment) and

commercial initiatives in the

community (brand social investment).

In 2017, the amounts contributed

through each of these motivations are:

• Charitable gifts £0.98m

• Social investment: £3.8m

• Brand social investment1: £5.7m

1 Banega Swachh was included in the 2016 data. However, as ‘brand Social Investment’ initiatives were not

separately identified it was reported as a ‘social investment’. It has now been classified as a brand social

investment and accounts for half of the total of such contributions.

87%

4% 9%

Cash

Value of

employee time

Product

donations

9.4%

36.4%54.2%

Charitable

gifts

Social

investment

Brand social

investment


Social focus area

RB’s markets tackle various social

focus areas in addition to the core

priority of health.

The inclusion of schools-focussed

brand social investment activities in

2017 has increased the proportion of

education-focussed activity from less

than 1% to 15% of RB’s total

contribution.

Market activity

RB increased the scope of its social

investment measurement in 2017 to include 31 of the markets where it operates

in addition to the corporate spending from headquarters. The full list of

countries is shown in Appendix 2.

The 20 markets that reported data for the first time in 2017 accounted for just

over half (51.4%), of the total contribution. However the 11 markets that

reported data for a second year running increased their spending this year as a

group by 45%.

Strategic social investment

Over a third (36%) of RB’s own investment in 2017 was dedicated to addressing

RB’s priority issues, such as stopping children from dying from preventable

diseases including diarrhoea, building toilets to discourage open defecation or

educating communities on hygiene habits. This was achieved through RB’s

longer term partnerships and other social investment activity taken place within

markets.

Longer term partnerships

RB has partnered with Save the Children since 2003 to deliver initiatives across its

markets aimed at reducing the prevalence of diarrhoea amongst children.

In 2017, RB markets total contribution to the Save the Children partnership

reached £2.6m. This included £0.9m of RB’s own contribution and £1.7m worth

of additional fundraising (leverage). This is a reduction on 2016 and is a natural

result of the partnership drawing to a planned close at the end of 2018.

RB’s partnership with Plan International delivers the signature stop diarrhoea

initiative in Pakistan.

Project Hope, RB’s social enterprise model, aims to educate women regarding

health and hygiene, but also to provide them with cost-effective solutions in the

15%

72%

4%0%

2%2%

1%3%

Education

Health

Economic

developmentEnvironment

Arts/Culture

Social welfare

Emergency relief

Other Support


form of hygiene products to complement this education. Women are trained

and empowered to both earn a livelihood through selling RB’s products to

households within their villages and also to educate their neighbours on health

and hygiene practices. RB contributed over £0.13m to Project Hope in Pakistan

in 2017, spread across cash investments and value of employee time.


New this year: Brand social investment

For the first time RB has captured the contribution it makes to society through its

brand-sponsored programmes that deliver health or hygiene education. This is

termed brand social investment.

In 2017, RB contributed £5.7m (54% of total contributions) through its brand

social investment campaigns. This included global campaigns such as the

Dettol New Moms Hospital Programme in Kenya and Nigeria and local

campaigns such as Box Tops for Education in the USA.

Brand social investment also includes the Banega Swachh initiative2. It is a 5

year programme to address the rising need of hygiene and sanitation in India.

In 2017, RB contributed £2.8m across several core initiatives including the Dettol

School Hygiene Program, partnering with the Government of Maharashtra and

the Tata Trust, and the NDTV campaign which reached 13 states across India.

In its first year of reporting the contribution through brand campaigns, RB has

been careful to ensure that activities must meet certain ‘tests’ to qualify for

inclusion, and that costs focussed on branding and/or product promotion are

not included. Appendix 1. outlines the full methodology adopted.

Other investments

In addition to the longer term partnerships and other social investment, RB

business units continue to respond to local needs of communities where they

operate, to the tune of £0.98m in 2017. While this is more than double the

amount invested in 2016, it remains less than 10% of overall contributions, which

reflects general practice.

2 Banega Swachh was included in the 2016 data. However, as ‘brand Social Investment’ initiatives were not

separately identified it was reported as a ‘social investment’. It has now been classified as a brand social

investment and accounts for half of the total of such contributions.


Beneficiaries reached (outputs)

Beneficiaries reached

RB’s programmes reached an estimated

8.9m people in 2017. This figure is a

substantial increase on the 2016 figure

(1.54m). However, it reflects the fact that

the scope of the 2017 assessment has

widened to include a greater number of

markets and brand social investment

data.

The following chart gives an indication of

where the beneficiaries are coming from.

The increase in beneficiary numbers is

largely due to inclusion of large-scale

brand social investment activities, the

Banega Swachh schools programme for

example increased its reported reach to

2.5m children. Others such as the New

Mums Programme in Nigeria and the Dettol School Programme in Kenya were

also very successful in engaging a wide audience with their messages.

However, a conservative approach has been taken regarding the data and

beneficiary numbers have only been included where evidence or a narrative

on how the people reported have directly engaged in an activity has been

provided.

Defining outputs

Outputs are the measure of what

happens as a result of RB’s

contribution. It is the numbers of

beneficiaries reached,

organisations supported,

employees engaged by

volunteering, and funds

leveraged from sources other

than RB.

• Direct beneficiaries: The

number of people directly

reached by or engaged in

RB’s social investment activities

• Employee volunteers: The

number of RB employees

volunteering during working

time

• Organisations supported: The

number of community

organisations RB supported

through its contribution

• Leveraged funds: Additional

resources contributed from

sources other than RB to

support RB’s social investment.

259,185 80,330

6,509,990

Charitable gifts

Social

investment

Brand social

investment


Beneficiary numbers from RB’s core partnerships have also increased, with an

additional 600,000 reported by Save the Children’s India Programme and over

450,000 reached by Plan in Pakistan.

WHO 7 point plan

The WHO has set out a 7-point plan that includes a treatment package to

reduce childhood diarrhoea deaths, as well as a prevention package to make

a lasting reduction in the diarrhoea burden in the medium to long term.

The following table shows how, in 2017, the outputs from some of RB’s key

partnerships are aligned with the plan.

This data includes beneficiaries from the Save the Children initiatives in India,

Nigeria and Indonesia, the Plan International partnership in Pakistan, Project

Hope and Banega Swachh.

As brand social investment activity is still in its first year of measurement, the

evidence base is not yet ready to undertake this analysis.

The beneficiary data for 2017 demonstrates how RB’s outputs are increasingly

aligned with the WHO 7-point plan strategies for both prevention and treatment

of diarrhoea. The only element of the plan where RB’s data shows is a negative

trend on 2016 - the promotion of community-wide sanitation – is most likely due

to the level of data capture in 2017, as opposed to RB’s performance.

Activity type

Estimated

people

reached

% change

on 2016

Fluid replacement to prevent dehydration 18,032 435%

Zinc treatment 5,986 212%

Rotavirus and measles vaccinations 43,410 81%

Promotion of early and exclusive breastfeeding

and vitamin A supplementation 141,202 139%

Promotion of handwashing with soap 3,997,522 436%

Improved water supply, including treatment and

safe storage of household water 1,052,696 215%

Community-wide sanitation promotion 271,823 -18%


Other outputs

Leverage

In addition to its own contribution of

£10.4m, RB leveraged almost £3m from

other sources, a significant increase on

the £1.4m raised in 2016.

The total leverage figure includes £1m from RB employees (almost of all which

come through Save the Children activity), an additional £0.03m through payroll

giving and £1.8m for other organisations, such as suppliers.

Employee engagement

Over 3,000 RB employees volunteered in social investment activity during paid

working time in 2017, contributing a total of 19,644 working hours. Two thirds

more employees volunteered than in 2016 which lead to 6,000 more hours

being contributed.

Defining leverage

Additional resources contributed

from sources other than RB to

support RB’s social investment.

For example, leverage includes

employee fundraising and payroll

giving as well as contributions

from other organisations towards

RB’s social investment activities.

Leveraged funds do not count as

a part of RB’s total contribution as

these funds are derived from

others and not from the

corporate.

36%

1%

63%

Value of

employee

fundraising and

donations

Employee

payroll giving

Contributions

from other

sources (e.g.

suppliers)


The benefits of RB’s activity

(impacts)

The scope of the impact data measured

and reported in 2017 has increased to

include Save the Children partnerships in

India, Nigeria and Indonesia as well as

the Banega Swachh Initiative. The Plan

International partnership in Pakistan

expects to be able to report impact for

2018.

The impact analysis focusses on results

reported around three areas:

1. Improvements in people’s

knowledge of hygiene and

handwashing

2. Increasing people’s quality of life

(e.g. through access to cleaner

water)

3. Changes in behaviour around

handwashing with soap at critical

moments

Where these have been assessed, results

show that positive changes have been

generated in people’s lives as result of

RB’s activities. More than 2m people

developed their skills and 0.5m positively

changed their behaviours OR

experienced an improvement

in their quality of life. In each

case this is a significant

increase on 2016.

This uplift is due in large part to

a significant increase in the

coverage of impact

assessment for the Banega

Swachh schools programme,

where the number of

Defining impacts

Impacts on individuals: The

change RB has effected on

individual beneficiaries,

measured using the LBG

framework and applying the

following types of impact:

• Behaviour/attitude: The

activity helped people make

behavioural changes that can

improve the person’s life,

challenge negative attitudes

or enable them to make more

informed choices

• Skills/personal effectiveness:

The activity helped people to

develop new, or improve

existing, skills to enable them

to develop

• Quality of life: The activity

helped people to be

healthier, happier or more

comfortable (e.g. through

improved emotional, social or

physical wellbeing)

2,071,642

539,337 505,000

-

500,000

1,000,000

1,500,000

2,000,000

2,500,000

Skills/Knowledge Quality of life Behaviour

change


participants covered by impact data increased from 100,000 to over 2 million.

The data should give encouragement to RB that it is not just reaching people

through its activity but, where assessed, making a measurable improvement in

many of their lives.

As with the output data on beneficiaries, the impact data are a conservative

estimate and something that has the potential to continue to increase as more

consistent approaches to measurement across programmes are embedded.

The discrepancy in the number of people reached compared with the number

reporting an impact is partly due to the fact that most brand social investment

activities are not yet measuring the benefit.


Benchmarking RB’s social

investment

RB is an active member of LBG (see sidebar), so

is able to access benchmarking information to

understand how its contributions and results

compare to those of other leading companies.

RB’s total contribution of £10.5m places it

comfortably within the top 50% of LBG members

reporting their community investment

contributions. Within the consumer goods sector

(which includes companies like Diageo, Cocoa-

Cola Enterprises and Japan Tobacco), only

tobacco companies are reporting higher

contributions than RB.

When expressed as a contribution per employee

(based on 2016 headcount), RB’s contribution is

£299 per employee, slightly below the LBG

average of £359.

RB is among the top 20% of LBG member

companies in terms of leverage (additional funds raised from other sources).

RB’s beneficiary figure of 8.9m people in 2017 would place it second-highest

across LBG (based on the 2017 LBG benchmark), demonstrating an impressive

reach. However, community projects can reach a lot of people in a limited way

OR can reach a smaller number in a deeper way. So there is no right or wrong

level of reach. A trend among some companies in LBG is to focus less on

reaching a large number of people but to try to effect a deeper more

transformational change among a smaller group.

RB’s impact data coverage is increasing and provides a valuable insight into

the type of impact it is generating through its major partnerships. Other

companies are capturing impact data from a larger proportion of beneficiaries

and also making progress in understanding the depth of impact achieved as

well as the type.

• LBG is global standard

for measuring

corporate community

investment

• RB has been an

active member of

LBG since 2016

• LBG’s global

benchmark includes

data from 100

member companies


Recommendations and next

steps

Setting overarching measurement goals

In just two years of assessment RB has made good progress in understanding its

contribution and some degree of the impact it is having. However, there is

currently no overarching goal to which activities are working (or reporting) so it

risks not being able to provide a comprehensive assessment of results. Setting its

activities in the context of an overall goal will provide a basis for RB to better

assess and communicate the value that its social investment programme is

delivering for society to external audiences and its own employees.

The degree to which people are impacted

There is a great opportunity for RB to build a more comprehensive assessment

of the benefit it is having as it moves into the next phase of its social investment

programme. This can be achieved by measuring the degree to which

beneficiaries are impact by an activity, in addition to the ways in which they

are better off (the type).

The LBG Framework includes a simple three point scale to identify distinct levels

of change that a beneficiary might experience, which RB could customise to

suit its programme:

• Connection: The number of people reached by an activity who can

report some limited change as a result of an activity (e.g. raised

awareness of opportunities to improve hygiene)

• Improvement: The number of people who can report some substantive

improvement in their lives as a result of the activity (e.g. actually have

better hygiene)

• Transformation: The number of people who can report an enduring

change in their circumstances, or for whom a change can be observed,

as a result of the improvements made (e.g. living healthier lives)

Alignment with global standards and initiatives

Aligning measurement with global standards and initiatives will help to bring

awareness and credibility to RB’s social investment programme and the impact

that it is achieving.


As RB develops a measurement framework for the next phase of the social

investment programme, it should try to align the ambitions of its activities with

recognised standards and initiatives such as the SDGs. This will help RB

communicate the importance of the issues it is addressing in society and

enable it to better communicate its impact in the context of global challenges.


Appendix 1. Brand social

investment methodology

Key principle:

When considering whether to include a Brand Social Investment activity

(brand-sponsored programmes delivering health or hygiene benefits to groups

in society) as part of RB’s overall community contribution it is important to: only

count those input costs, and impacts, that have clear charitable purpose (i.e.

that provide a direct public benefit in an area such as education or health).

To make this assessment there are two things to consider?

1. Does some, or all, of an activity count as a community contribution?

2. If so, how much of the budget is reasonable to include?

1. Does an activity count?

To establish whether an activity can count it can be checked against a set of

‘tests’ to establish its public benefit credentials:

• Does the activity go beyond consumers of RB’s own products (i.e. can

you benefit and NOT be a consumer/customer)?

• Does the activity directly address an issue of public health (or other

social issue) that is recognised in the country/region where it takes

place?

• Is the activity developed with or have the backing of an institution that is

recognised as an expert in this space (e.g. a charity, a government

department, a UN body?)

• Does the activity involve direct engagement with beneficiaries to enable

them to use the advice given?

• Is there a framework in place, or a commitment, to measure the impact?

To be confident in counting an activity you should use this table, be able

answer YES to at least four of the questions and be able to refer to supporting

information.


Name of activity Y or N ? Supporting

details

Goes beyond consumers of RB’s own products?

Directly addresses a recognised issue of public

health (or other social issue)?

Developed with or have the backing of

recognised institution or authority

Direct engagement with beneficiaries?

Impact framework?

2. How much of the budget to count?

If an activity satisfies the public benefit tests, you need to establish how much of

RB’s running costs for the initiative to count as a community contribution. The

simplest way to do this is to estimate a proportion of costs depending on the

extent of branding/product promotion in the material that is used/provided.

LOW MEDIUM HIGH

Campaign is

unbranded or any

branding limited

to logo appearing

as sponsor

Prominent branding (e.g. a

brand in the programme

name) and/or direct reference

to brands/products in materials

Heavily branded

and/or direct appeal

to/link to the purchase

or use of an RB

product in materials

used or advice given

Count 100% of

outreach costs

Count 50% of outreach costs Count 25% of

outreach costs

Example -

Sponsored

programme:

Example - Brand-name

programme and prominent

branding:

Example: Direct link to

specific product use:


Appendix 2. Countries included in

the 2017 assessment

The following markets were included in the 2017 social investment report in

addition to the corporate headquarters:

Markets also included in 2016: New markets in 2017:

Australia Argentina and Chile

Brazil Benelux

Canada Colombia

China Costa Rica

France Greece

Germany Indonesia

India Japan

Italy Kenya

Spain Malaysia

UK Mexico

USA New Zealand

Nigeria

Nordics

Pakistan

Poland

Romania

Russia

South Africa

Thailand

Turkey


Appendix 3. Data summary

Inputs 2017 2016 Change £m £m %

Overall contribution 13.3 9.4 43%

Of which

RB contributions 10.5 8.0 32%

Additional funding 2.9 1.4 104%

RB contributions breakdowns % %

i. By type

Cash 87% 92%

Employee time 4% 3%

In-kind 9% 5%

ii. By issue

Health 72% 69%

Education 15% 0.2%

Others 13% 31%

iii. By driver

Charitable gift 9.4% 5%

Social investment 36.4% 95%

Brand social investment 54.2% -

Outputs 2017 2016 Change

Beneficiaries reached Number Number %

Save the Children/Plan 2,071,808 1,022,702 103%

Brand Social Investment 6,509,990 - -

Other activities 339,515 541,953 -37%

Total beneficiaries 8,921,313 1,564,655 470%

Organisations supported 11,778 -

Impacts 2017 2016 Change

Number Number %

Skills/knowledge 2,071,642 770,709 169%

Quality of life 539,337 267,778 101%

Behaviour change 505,000 139,036 263%

Contact

Website: www.corporate-citizenship.com

Twitter: @CCitizenship

LinkedIn: Corporate Citizenship Company

London Office

Corporate Citizenship

Holborn Gate, 5th Floor

326-330 High Holborn

London

WC1V 7PP

E: [email protected]

T: +44 (0) 20 7861 1616

Melbourne Office

LBG Australia & New Zealand


Suite 5.04, Level 5, 20-22 Albert Road

South Melbourne, VIC 3205

Australia


T: + 61 (3) 9993 0452

New York Office

Corporate Citizenship 241 Centre

Street, 4th Floor

New York, NY10013

United States


T: 1 212 226 3702

San Francisco Office


1885 Mission Street

San Francisco, CA 94103

United States


T: 1 415 656 9383

Santiago Office


Av. Kennedy 5735

Oficina 1503

Santiago, Chile


T: +56 2 3224 3569

Singapore Office


2 Science Park Drive

Ascent Building, 02-06

Singapore, 118 222


T: +65 6822 2203

http://www.corporate-citizenship.com/

https://www.linkedin.com/company/corporate-citizenship?trk=biz-companies-cym

mailto:[email protected]






Documents

Reckitt Benckiser 2017 Social Investment Report...In its second year of reporting, RB has taken the positive step to increase the scope of its social investment measurement. This year’s