R
eckitt Benckiser has a reputation for being upbeat and entrepreneurial. So when flat growth and key brand stag- nation shocked the market in the middle of the last decade it was time for new measures. The British-based multinational, that prefers to be known as RB, took the decision to split its portfolio of renowned household brands, such as Dettol, Lysol, Durex and Finish, into separate health and home hygiene divi- sions. In 2017 the clear task was to revive sales by mean of a sustainable business model. Christoph Häusler, was appointed to lead the rejuvenation of the home hygiene supply chain. “We wanted to put energy back into the front-line, the markets, and leverage benefits across all depart- ments. We transformed supply into a truly integrated end-to-end, business-enabling organization. The aim was to run the business as efficiently as possible and then reinvest the gains in innova- tion,” says the Executive vice president supply home hygiene. “Our growth at that time was stagnating and our target was 5+%, which we almost achieved before COVID. Now it’s way beyond our initial imagination in double digits, with a revenue of around 7 bln Euro expected.” The task now is to ensure that supply continues to drive the current productivity journey.
Firstly, how did you get involved in supply chain? “I studied industrial (mechanical) engineering. However, dur- ing a few internships with CPG and FMCG companies, I was fascinated to see how all value points connect together to create value and joy for the consumer. I enjoyed learning and connect- ing with people, talking to customers and moving beyond the epi-centre of the factory.
In 1995 I joined the P&G beverage business, based in Ham- burg, and after seven years moved to the pharmaceutical divi- sion at its headquarters in Cincinnati. It was the company pow- erhouse but by 2004 I was keen to move into a less corporate- heavy business. I met Klaus Jacobs, of Barry Callebaut, who was looking to rejuvenate the consumer business in Europe. I was there for more than three years and then had the opportunity to join Reckitt Benckiser in 2007. I liked its very entrepreneur- ial spirit and mixed culture. It was fast-moving and I felt the energy. It was a systems-light, manufacturing-heavy organiza- tion that had been through massive growth. There was also a clear focus to invest more in (personal) health and by 2017 we had a very successful health portfolio but we risked losing some of our home hygiene and disinfectant brands: Growth was slow and the innovation pipeline was thin. The portfolio had become too big. In 2017 the board decided that we needed a transforma- tion, called RB 2.O, which involved splitting the portfolio into health and home hygiene.”
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What is your responsibility now? “I’m responsible for everything that costs money and can go wrong – just joking. And, on the other hand, for everything that is strategic, fascinating and magic!
I am part of the executive leadership team for hygiene and run
Christoph Häusler: “For leaders to be effective and successful it’s paramount that we care about our people and ensure they are fully enabled.”
SUPPLY CHAIN MOVEMENT, No.40, Q1 2021
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