REJUVENATING 28th July 2020 SUSTAINABLE GROWTH Disclaimer

Cautionary note concerning forward-looking statements

This presentation contains statements with respect to the financial condition, results of operations and of RB (the “Group”) and certain of the plans and objectives of the Group that are forward-looking statements. Words such as ‘‘intends’, ‘targets’, or the negative of these terms and other similar expressions of future performance or results, and their negatives, are intended to identify such forward-looking statements. In particular, all statements that express forecasts, expectations and projections with respect to future matters, including targets for net revenue, operating margin and cost efficiency, are forward-looking statements. Such statements are not historical facts, nor are they guarantees of future performance. By their nature, forward-looking statements involve and uncertainty because they relate to events and depend on circumstances that will occur in the future. There are a number of factors that could cause actual results and developments to differ materially from those expressed or implied by these forward-looking statements, including many factors outside the Group’s control. Among other and uncertainties, the material or principal factors which could cause actual results to differ materially are: the general economic, business, political and social conditions in the key markets in which the Group operates; the ability of the Group to manage regulatory, tax and legal matters, including changes thereto; the reliability of the Group’s technological or that of third parties on which the Group relies; interruptions in the Group’s supply chain and disruptions to its production facilities; the reputation of the Group’s global brands; and the recruitment and retention of key management. These forward-looking statements speak only as of the date of this announcement. Except as required by any applicable or regulation, the Group expressly disclaims any obligation or undertaking to release publicly any updates or revisions to any forward-looking statements contained herein to reflect any change in the Group’s expectations with regard thereto or any change in events, conditions or circumstances on which any such statement is based. Laxman Narasimhan

Chief Executive Officer Key messages

Strong start to 2020 – delivering our strategic plans; tailwind from COVID-19

Global shifts reinforce our strategy, portfolio, purpose and fight

Expanded plan to accelerate growth with higher investment

Organisation, capabilities and culture change well underway to realise opportunity

Reckitt Benckiser Group plc (RB) 3 Agenda

Strategic update Overview of H1 2020 H1 2020 financial details and outlook

Reckitt Benckiser Group plc (RB) 4 Overview of H1 2020 In February we presented our growth and investment plans

2019 Medium term

Revenue Growth +0.8% Mid-single digits

Investment • P&L investment of £200m • £1.3bn enhanced productivity program £2bn • Transformation costs £250m, spread over 2 years over 3 years • Two years of capex at 4% of net revenue

Earnings Growth +2.8% +7-9% pa

Reckitt Benckiser Group plc (RB) 5 Overview of H1 2020 Strong underlying performance coupled with COVID-19 tailwinds

Adjusted Adjusted Operating Net Revenue Operating Profit* Profit Margin* £6,911m £1,696m 24.5% +11.9%* +15.0% +90bps PY: £6,240m PY: £1,475m PY: 23.6%

Adjusted Earnings Free Cash Flow* Dividend per share per Share* 166.5p £1,902m 73.0p +14.5% +104.7% unchanged PY: £929m PY: 73.0p PY: 145.4p

Reckitt Benckiser Group plc (RB) *Refer to adjusted and other non-GAAP measures, definitions and terms presented within the HY 2020 results and Q2 trading statement 6 Overview of H1 2020 Underlying business is getting stronger

Strengthening supply chain performance Strengthening customer execution pre-COVID Increased capacity for #1 selling disinfecting spray to meet Steady improvement in US product fill rates US COVID-19 demand – now c.30% of Lysol worldwide

c.+2.5x

June 2019 June 2020 Oct 19 Nov 19 Dec 19 Jan 20 Feb 20 Mar 20

Progress on productivity programme: FY 2020 targets Traditional productivity Additional planned productivity Total planned productivity On track to deliver against plan £240M + £103M = £343M 105%

Reckitt Benckiser Group plc (RB) 7 Overview of H1 2020 Consumer behaviour trends through COVID-19

Hygiene and health awareness Pantry loading and unloading Nesting at home

Pantry stocking accounted for 85% 60% of people have improved their over 40% of Americans are cooking at hygiene habits since hearing of US spending on CPG home more due to COVID-193 about the coronavirus1 in March 20202

Decreased social interaction Channel shift Potential economic recession

Worldwide online spending 51% 100+ countries of American consumers believe imposed full or partial lockdowns increased 77% their finances will be impacted year-over-year in May4 for 4+ months by COVID-195

1: Toluna survey for RB in April 2020; 4,203 respondents across 17 countries. 2: Under Pressure: COVID-19’s Immediate and Long-term Impact on the Consumer Packaged Goods . William Blair and IRi. 3: 2020 Food & Health Survey. International Food Information Council. 4: COVID-19 Reckitt Benckiser Group plc (RB) Accelerated E-Commerce Growth ‘4 To 6 Years’. Forbes. 5: Survey: US consumer sentiment during the coronavirus crisis. McKinsey 8 Overview of H1 2020 Our portfolio is well positioned against COVID-19 trends

Description Brands most affected Expected trend

Hygiene and Increased consumption for hygiene Sustained uplift health awareness products and preventative treatments for our brands

Pantry loading As virus is controlled consumers Loading and unloading to and unloading start to destock pantries balance out over full year

Lockdowns increasing time at home and Consumption returning to Nesting at home use of products which maintain the home normal as lockdowns lift

Decreased social Social distancing and lockdowns Consumption returning to interaction reduce interaction between people normal as lockdowns lift

Shopping has moved online; larger focus Prolonged positive Channel shift than ever on eCommerce and digital fulfilment All brands effect on eCommerce

Portfolio is well positioned to withstand a potential economic recession

Reckitt Benckiser Group plc (RB) 9 Overview of H1 2020 Expanding our plan to accelerate growth

Expanded plan Implications

Reinvesting incremental upside Optimise investments across the to grow our leading position with portfolio to maximise growth potential Dettol and Lysol

Accelerate eCommerce growth Increase in capital expenditure and shift through eRB to capture faster some investment into H2 2020 and 2021 to channel shift – “be big and bold” address increased demand for disinfectants

Build professional category with Increased confidence in achieving our strategic accounts – e.g. Hilton, Delta medium-term goals Airlines – and enhanced distribution

Reckitt Benckiser Group plc (RB) 10 Jeff Carr

Chief Financial Officer H1 2020 financial details Net Revenue: Strong LFL Sales Growth

Group up 11.9% LFL (10.8% actual) Overall group COVID-19 impact Underlying growth estimated to be around 3-4% 13.3% 18.6% Deferred revenue Volumes up 11%, Price/Mix up 1% 16.1% adjustment 2.9% 10.5% 11.9% 9-10% 9-10% • Deferral of revenue for goods in transit: reduces H1 Net Revenue by £88.5m

3-4% 3-4% • Total estimated eCommerce sales -4.8% up over 60% Q1 2020 Q2 2020 ‐ 12% of HY Net Revenue (H1 2019: 8%)

Group Hygiene Health (excl. IFCN) IFCN COVID-19 Underlying

Reckitt Benckiser Group plc (RB) Growth rates at constant exchange rates 12 H1 2020 financial details Group Margins: Significant leverage benefit to H1 margins

H1 Change £m 2020 2019 Actual FX Constant FX*

Net Revenue 6,911 6,240 +10.8% +11.9%

Gross Margin % 60.9% 60.2% +70bps

BEI % 13.8% 15.4% -160bps

Other costs % 22.6% 21.2% +140bps

Adjusted Operating Profit (AOP) * 1,696 1,475 +15.0% +15.7%

Adjusted Operating Profit % 24.5% 23.6% +90bps

* Net revenue measured on a like-for-like basis. For further details on all non-GAAP measures please refer to adjusted and other non-GAAP Reckitt Benckiser Group plc (RB) measures, definitions and terms presented within the HY 2020 results and Q2 trading statement 13 H1 2020 financial details Adjusted Operating Profit Margin Bridge

360bps -310bps Includes £69m COVID-19 related costs +230bps -190bps

24.5%

23.6% +90bps

H1 2019 Leverage COVID-19 and Productivity Reinvestment H1 2020 Other Headwinds

Reckitt Benckiser Group plc (RB) 14 H1 2020 financial details Productivity Program: On track to deliver productivity target

Building strong trusted relationships to improve costs Direct Procurement for both RB and our partners (1,355 active projects) £50m

Reducing manufacturing and logistics costs through lean manufacturing Supply Chain practices and continuous improvement (1,557 active projects) £38m

Reducing cost by improving old designs and consumer products and being more Design to Value sustainable by leveraging latest and insight (762 active projects) £16m

Improved supplier negotiations driven by scale, Indirect Procurement centralisation and competitive bids (1,216 active projects) £20m

Network / Cost Organisational optimisation and improved return on investment focused on go to £41m Optimisation efficiencies and driven investment decisions (714 active projects)

YTD savings £165m

Reckitt Benckiser Group plc (RB) 15 H1 2020 financial details Hygiene: Strong underlying growth with significant COVID-19 tailwind

Net Revenue Europe / ANZ • Double digit growth in North America, 11.4% Europe / ANZ and most emerging markets £2,737m +16.1%* • Strong growth from Lysol, Sagrotan and Finish PY: £2,402m • Solid performance from Air Wick, Calgon, AOP Cilit Bang, Harpic, Mortein and Veja DvM NA 7.8% 29.1% £687m • Market share performance continued recent positive trends +30.4% PY: £527m Volume +15% • E-Commerce revenues up over 90% AOP Margin Price/Mix +1% +320bps

Reckitt Benckiser Group plc (RB) All numbers are adjusted to exclude the impact of adjusting items. Net revenue reported on a like-for-like basis 16 H1 2020 financial details Health: Strong underlying growth with significant COVID-19 tailwind

Net Revenue Europe / ANZ • OTC: strong first quarter in North America and 7.2% Europe / ANZ; with second quarter impacted by £4,174m the effects of pantry unloading and retail volume +9.3%* reductions PY: £3,838m • Other Health: exceptional demand for Dettol (up around 60%) and VMS; more than offset modest AOP NA DvM declines for Durex and Scholl 5.4% 20.8% £1,009m PY: £948m • IFCN: Expected slow start in Greater China and impact of dryer overhaul in Latin America; offset +6.4% Volume +7% by solid performance in North America

AOP Margin • E-Commerce revenues up over 50% Price/Mix +2% -50bps

Reckitt Benckiser Group plc (RB) All numbers are adjusted to exclude the impact of adjusting items. Net revenue reported on a like-for-like basis 17 H1 2020 financial details Adjusted EPS Bridge

Net Finance 31.1p -3.1p -6.3p -0.6p 166.5p Expense c.3% of Net Debt 145.4p

Adjusted Tax expected to remain c.23%

H1 2019 Adjusted Net Finance Tax Weighted H1 2020 Operating Expense Share Profit Movement

Reckitt Benckiser Group plc (RB) 18 H1 2020 financial details Free cash flow generation: Strong Free Cash conversion in H1

£m H1 2020 H1 2019 Change Working capital benefit from negative working Cash generated from continuing operations 2,582 1,525 1.057 capital position

Less: net interest paid (147) (129) (18)

Less: tax paid (391) (305) (86) Expect FY capital expenditure c.3.0-3.5% Less: purchase of property, plant & equipment (114) (131) 17 of net revenue

Less: purchase of intangible assets (32) (50) 18

Plus: proceeds from the sale of property, plant & equipment 4 19 (15) Target strong free cash flow conversion Free Cash Flow 1,902 929 973

Free Cash Flow Conversion 160% 90% 70pps

Reckitt Benckiser Group plc (RB) Refer to adjusted and other non-GAAP measures, definitions and terms presented within the HY 2020 results and Q2 trading statement 19 H1 2020 financial details Net Debt

Net Debt June 2020 Gross Debt by Borrowing Gross Debt Maturity Profile

Gross debt £12.8bn

€ & £ Bonds 364 days - CP* Cash (£2.6bn) Commercial Paper* 364 days - Bond

Net debt £10.2bn US$ Bonds US$ Term Loan c.£2bn Bond issued in May 2020 • Euro and Sterling denominated • Lower usage of commercial paper 5+ years - Bonds

2-5 years - Term Loan Average Maturity of 5.4 years & Bonds (previously 4.2 years at 31 Dec 2019)

Reckitt Benckiser Group plc (RB) * Backed by undrawn committed bank facilities totaling £5.5bn and maturing in 2-4 years 20 H1 2020 financial details Disciplined capital allocation continues to be key priority

Invest in operations to drive growth and maximise returns on investment

Remain focused on delivering strong free cash conversion

Sustain dividend pay-out at 2019 levels. Interim dividend declared at 73.0p

Target single A rating

Rigorously manage portfolio

Reckitt Benckiser Group plc (RB) 21 Laxman Narasimhan

Chief Executive Officer Strategic update and outlook In February we set out a clear strategic agenda

Good house, great neighbourhood, potential to be a great house

Clear strategy to rejuvenate growth

Investment plan and productivity to deliver growth

Sustainable, long-term value, while engaging with purpose

Leading and inspiring the people of RB to succeed

Reckitt Benckiser Group plc (RB) 23 Strategic update and outlook Global mega-trends trends further reinforced by COVID-19

Urbanisation and Growing demand Sexual Growing and ageing Technology global warming for Self Care health crisis population proliferation

Digital and Hygiene Health Nutrition eCommerce

Dense populations drive pressures Increased need for Demand for adult Digital transforming need for good hygiene on healthcare costs prevention and fun nutrition creating what people buy and as the foundation of creating opportunity driving opportunities opportunities how they buy it health in Self Care in Sexual Well Being

Solutions must be sustainable for the planet and society

Reckitt Benckiser Group plc (RB) 24 Strategic update and outlook Three spaces – well positioned for growth

Hygiene Health Nutrition

RB Focused RB Focused RB Focused Market Growth c +3-5% pa Market Growth c +4-6% pa Market Growth c +3-5% pa

Move from 75 CMUs to 100 CMUs Penetration, market share, new places & new adjacent spaces

Digital, eCommerce, channels and innovation

Reckitt Benckiser Group plc (RB) 25 Strategic update and outlook Growth drivers enable us to win key battles, especially in disinfectants

1 Penetration 2 Market share optimisation

Region Product

3 New places: channels, 4 New spaces & adjacencies

Average

Reckitt Benckiser Group plc (RB) 26 Strategic update and outlook Hygiene: winning key battles presented by COVID behaviour trends

Penetration Market share optimisation New places New places Lysol USA mega brand Finish ADW USA From 40 to 50 Power CMUs Professional

Market share growth CMU value MAT growth rates +662 bps

May avg. +600 bps market share growth vs pre-COVID c.10x Global USA

USA

Top 42 Next 8 Remaining MAT June ’19 MAT June ’20 Oct-19 Jan-20 Apr-20 Feb 2020 May 2020 Philippines USA Medium term growth +3-5% pa

Reckitt Benckiser Group plc (RB) 27 Strategic update and outlook Health: prioritising customer and consumer need delivery across the portfolio

Market share optimisation Market share optimisation New places New places Dettol Bar Soaps Maximising supply by Durex eCommerce Iberia Professional rationalising EUR SKUs Market share % SKU reduction

c.85% c.80% #1 in India, UAE, +1100 bps Australia Malaysia & Saudi Arabia +1000 bps Capacity increase +74%

c.1.3x Global +1400 bps c.1.5x

Lockdown* +430 bps Middle East Jan 20 Mar 20 May 20 Jul 20 Dettol Dettol Product 1 Product 2 # Durex orders Lockdown avg Oct-19 Jan-20 Apr-20 Pre-COVID During COVID Pre-lockdown avg Thailand Medium term growth +4-6% pa

Reckitt Benckiser Group plc (RB) * Lockdown considered as the time of the strictest restrictions in Spain (14 March 2020 to 11 May 2020) 28 Strategic update and outlook Nutrition: making progress but some challenges still exist

Hong Kong Emerging markets challenges

Correlation between Mainland visitors LATAM Estimated births2 USA to HK and IFCN offline sales growth1 LATAM and Caribbean 100K Greater China

Jun 2019: HK protests begin 80K

Jan 2020: HK COVID-19 Mexico 60K border closures begin 40K

ASEAN 20K

0 2000 - 2005 - 2010 - 2015 - 2020 - 2025 - 2030 - 2035 - 2040 - 2045 - 2050 - 2005 2010 2015 2020 2025 2030 2035 2040 2045 2050 2055

Indonesia Vietnam

Jan 19 Apr 19 Jul 19 Oct 19 Jan 20 Apr 20 WIC Program # of Mainland HK Offline IFCN pricing pressures visitors to HK % sales growth Philippines Thailand

1. Solo Visitor arrival (using Individual Visitor Scheme) data from HKTB (Hong Kong Tourism Board) Reckitt Benckiser Group plc (RB) 2. United Nations World Population Prospects 2019. Medium Variant 29 Strategic update and outlook Nutrition: new initiatives affirm growth expectations

Market share optimisation New places Market share optimisation Penetration NeuroPro USA ASEAN eCommerce Enfinitas Greater China Airborne USA

eCommerce % NR contribution Weekly YOY % sales growth +237 bps market share growth in Super High 416% Premium segment YTD +14 pps

Jan 20 Mar 20 May 20 Jul 20

+470 bps 3-month old baby market share growth vs MAT 2017 2018 2019 Q2 2020

Medium term growth +3-5% pa

Reckitt Benckiser Group plc (RB) 30 Strategic update and outlook eRB uplift through COVID lockdowns; plans to accelerate in H2 eRB net revenue Areas of focus for H2 2020

Capture and retain new consumers Win top omnichannel customers on event days on key marketplaces & activate next growth platforms > +60%

11.11 +20% singles day Black Friday Cyber Monday

Grow direct-to-consumer to drive Build rocket brands via 1on1 consumer connections

.com .com

new DTC sites .com 15 opening in H2 H1 2018 H1 2019 H1 2020

Reckitt Benckiser Group plc (RB) 31 Strategic update and outlook Supply chain: good progress but new opportunities for improvement

Current Status Opportunities Implications and Next Steps

Short-term: expanding capacity and partnering with co-packers Short-term: continue building Good progress co-packer relationships to maximise on supply chain supply and meet consumer demand fundamentals

Additional work to be done Long-term: assess opportunities to address growth potential, for additional in-house capacity Long-term: developing additional and invest for optimal returns particularly for Dettol & Lysol lines and greenfield sites

Increasing flexibility and COVID-19 has restricted resilience in core operations Rephasing investments investment to-date in into 2021 and 2022 overhauls and refurbishment

Reckitt Benckiser Group plc (RB) 32 Strategic update and outlook Managing our investments during COVID-19

February July

P&L investment £200m in 2020 £200m weighted to H2 2020 / H1 2021

Transformation costs £250m total, phased out in 2022 £250m total, weighted to H2 2020 and 2021

Productivity programme £1,300m over 3 years On track, reviewing options to expand plan

Reinvestments - £100m in H2 2020 / 2021

Capital expenditure £300m incremental spread over 2 years c.£400m incremental spread over 3 years

Total £2.0 bn – over 3 years £2.2bn – over 3 years

Reckitt Benckiser Group plc (RB) 34 Strategic update and outlook Expanded plan increases confidence in growth

• Sustain Hygiene growth Performance • Reignite Health volume and growth Drivers • Reignite Nutrition DvM growth

• eCommerce and Digital • Branding building tools Foundational • Research & Development • Productivity delivery Capabilities • Channel specific sales excellence • Supply chain resilience

• Accelerate eCommerce and Digital • Support supply chain expansion Expanded • Fully deliver Lysol and Dettol potential • Expand CMU’s, new white space Plan • Build professional capabilities and adjacencies

Reckitt Benckiser Group plc (RB) 35 Strategic update and outlook Medium term financial algorithm is unchanged

2020 2021 Medium term High single digit Expected COVID-19 Mid-single digits Net Revenue growth (3-4% underlying) headwinds of 5-6% (unchanged) (previously better growth than 2019) (new) 2020 in line with expectations, expect to reflect the full 350bps investment vs 2019 over 2 years Adjusted operating (previously over 1 year) Rebuild to mid-20’s margin (unchanged) Expect incremental COVID-19 costs continue in H2 2020 and 2021 (new) c.3.0 - 3.5% of Net Revenue >4% of Net Revenue for 2021/22 3.0 - 3.5% of Net Revenue Capital expenditure (previously c.4%) (previously c.4%) (unchanged)

Free cash conversion Focus on delivering sustainable strong free cash flow conversion in the medium term

Increased confidence in mid-single digit Net Revenue growth & EPS growth of 7-9% in the medium term

Reckitt Benckiser Group plc (RB) 36 Strategic update and outlook Our purpose and our fight

Our purpose Our fight

To protect, heal and nurture Making access to the in the relentless pursuit of highest quality hygiene, a cleaner, healthier world wellness and nourishment a right, not a privilege

Reckitt Benckiser Group plc (RB) 38 Strategic update and outlook Our compass

Do the right thing. Always.

Reckitt Benckiser Group plc (RB) 39 Strategic update and outlook Playing our part in combating COVID-19

Fight for Access Fund Educational campaigns Equivalent to over 1% of our operating profit donated to benefit communities around the world Myth Busting with Lysol HERE For COVID-19Facts.com Healthy Schools

Educational program to minimize • 2.5m users across 20+ countries the spread of germs in the classroom UNAIDs Dettol UK pledges £1 million to (IRC) to • 80+ claims evaluated Expanded to reach 58,000 US Title 1 to reach 220,000 150,000 care provide lifesaving • Reached 38m through social media school by 2020 individuals in Africa packages to support programmes to support with hygiene packs NHS workers refugees in Middle East TikTok Dettol Hand Wash challenge ~#HandWashChallenge Impact so far 124.8bn Views 20 initiatives 2.2 million Over 8 million providing support to people benefiting by individual products 41 countries projects reported donated

Reckitt Benckiser Group plc (RB) 40 Strategic update and outlook The Reckitt Global Hygiene Institute

Our expert partners

Professor Peter Piot Director of the London School Funds research & innovation to advance of Hygiene & Tropical Medicine the understanding of the links between hygiene and health Dame Sally Davies Master, Trinity College Cambridge

Research Center for , Tsinghua Professor Feng Cheng Informs and behaviour change University School of Medicine, Tsinghua to effect long-lasting changes in consumer Director, All India Institute behaviour to improve hygiene and health Dr Randeep Guleria of Medical Sciences (AIIMS)

Professor Dr Albert Ko Department Chair and Professor of Epidemiology, Yale School of Medicine Develops protocols to incorporate hygiene into the global public health agenda Dr Teo Yik-Ying Dean, Saw Swee Hock School of Public Health, National University of Singapore

Reckitt Benckiser Group plc (RB) 41 Strategic update and outlook Environmental commitments and ambitions

Our commitments Our ambitions

Pledged to accelerate the 65% 100% reduction in renewable electricity delivery of the Paris Climate greenhouse gases powering our Change Agreement to keep from our sites by 2030 operations by 2030 global warming to below 1.5°C Continuous innovation to reduce the carbon footprint of our products and increase energy efficiency Member of Net carbon neutral by 2040 – ahead of the world’s goal of 2050

Reckitt Benckiser Group plc (RB) 42 Strategic update and outlook Our Leadership Team

“An international team: the best of RB supplemented by new hires”

Harold van Kris Licht Aditya Sehgal Jeff Carr Ranjay Chief Financial Radhakrishnan den Broek President Health President Officer Chief HR Officer President & Global Chief Nutrition & eRB / Hygiene Customer Officer Greater China GBU Presidents

Rupert Bondy Zephanie Miguel Veiga Sami Naffakh Volker Kuhn Group General Jordan Pestana Chief Supply Chief Transformation Counsel Chief SQRC Head of Corporate Officer Officer Officer Affairs & Sustainability Joined 1 July Joining 1 August

Reckitt Benckiser Group plc (RB) 43 Key messages

Strong start to 2020 – delivering our strategic plans; tailwind from COVID-19

Global shifts reinforce our strategy, portfolio, purpose and fight

Expanded plan to accelerate growth with higher investment

Organisation, capabilities and culture change well underway to realise opportunity

Reckitt Benckiser Group plc (RB) 44 Q&A Appendices H1 2020 financial details Productivity Program: Case studies

PROCUREMENT SUPPLY CHAIN Developing relationships Nijmegen container fill rate for joint success

Working with our partners • We negotiated a rebate matrix based The opportunity The outcome to deliver mutual savings on business growth. With wipes in high demand this will provide further future • To re-configure the palletisation • Increased palletization is safe thanks • In health relief, our Procurement financial benefit of milk powder cans shipped to proven individual pack strength; team are working to build strong from Nijmegen to China benefits of which are immediate trusted relationships to improve Annual estimated cost saving • Improve sustainability and • Changed the configuration of the costs for both RB and our partners of c.£250k eliminate unnecessary pallet from 9 to 10 per layer, and Optimal Care Wipes transport costs implemented 11 high stack pallets • Cost savings and a reduction of • Optimal Care is a long term Spanish The challenges vendor for RB, providing wipes across CO2 emissions a number of brands • Ensuring transport safety across the entire supply chain • We worked with them to understand Annual estimated cost saving the breakdown of their raw / pack of c.£200k material

Reckitt Benckiser Group plc (RB) 47 H1 2020 financial details Productivity Program: Case studies

NETWORK / COST DESIGN TO VALUE OPTIMISATION Digital platform cross GBU collaboration Mexico 18% material saving

The opportunity Sharing contracts and processes The World packaging • In collaboration with our supplier, we across the global business units recognized RB for World Star Packaging worked together in a restructuring of • We have a number of brands at RB Award 2020 the components of the original which need unique digital experiences • Collaboration across the business packaging, weight and stiffness of the to ensure we connect with our to consolidate processes as well • The Mexican Packaging Association bag consumers as consolidating contracts awarded RB for our new lamination • Both Health and Hygiene purchased used in the bag of infant formula • The re-engineering work was made the same Product Information Annual estimated cost saving products possible through the development of Management system with their own of c.£250k a tetralaminate, Bioriented Nylon on set of licences with different contract • Change in packaging resulted in an the outside of the bag making it more length terms 18% reduction in the use of plastics flexible and resistant to punctures reflected in the savings of materials (from 24.63 lbf to 43.26 lbf), made of • Opportunity to work together and and resources polyester, aluminum, and thermo-seal migrate from two contracts to one Annual estimated cost saving of c.£280k

Reckitt Benckiser Group plc (RB) 48 Reckitt Benckiser Group plc (RB) 49