Sustainability Report 2010.pdf - Reckitt Benckiser

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Contents Introduction Environment Marketplace Workplace Community Managing & Reporting Industry sustainability programmes A.I.S.E Charter for Sustainable Cleaning We work with A.I.S.E on a number of projects. A.I.S.E is the International Association for Soaps, Detergents and Maintenance products (www.aise.eu), which represents, among others, members of the European air freshener products industry. The Charter is the principal expression of the detergent industry’s commitment to sustainability. This voluntary initiative promotes a common industry approach to sustainable improvement and reporting, based on a lifecycle framework. A.I.S.E Air Freshener Product Stewardship Programme We have committed to the A.I.S.E. Air Fresheners Product Stewardship Programme, a voluntary industry initiative established in October 2007 (see www.aise.eu/airfresheners). Companies signing up to the programme must abide by a set of rules which go beyond legislative requirements and aim to promote best practice in the responsible manufacture, consumer communication and use of air fresheners across the EU, Iceland, Norway and Switzerland. Reckitt Benckiser has been a member of the Charter since June 2005 and has contributed to the update in 2010. This major upgrade introduces Additional Sustainability Procedures for products, supplementing the existing Charter Sustainability Procedures for companies. The Charter logo on packaging recognises our commitment and can only be used by companies committed to the Charter. RB Sustainability Report 2010 15
Contents Introduction Environment Marketplace Workplace Community Managing & Reporting Product quality We are committed to consistently delivering the highest quality products. We build in quality at the product design stage and aim to minimise quality risks across our supply chain, so we can stop quality issues before they arise. Our Quality organisation includes global, area, regional and site-level quality assurance functions that oversee and monitor process and product quality. We regularly audit key suppliers to assure and continuously improve the quality of raw materials, components or finished products. Quality improvement focus In 2010 we focused on preventing microbiological issues in our factories. This means we can use milder and lower levels of preservatives, in line with the thrust of regulations, without compromising product quality. We have invested £10.5 million to upgrade facilities and equipment, strengthened cleaning and sanitisation protocols and carried out extensive microbiological training for factory staff. We continue to focus on consumer satisfaction and in 2010 we reduced the level of complaints by 6%. In our North American food business consumer complaints have fallen by 40% over the last five years. The best indicator of customer and consumer satisfaction is the fact that our brands are leaders in their markets – that can only happen with repeated consumer satisfaction. Principal quality issues We define principal quality issues according to this hierarchy, beginning with the most critical: • Consumer recalls – recall of a product from the public. • Trade recalls – recall of a product from a trade customer. • Other principal issues – all other quality issues where the cost of correction rework and rejected material exceeds a certain level. In 2010 we had no consumer recalls, seven trade recalls and two other principal quality issues (see the table). In previous years we only included consumer recalls and other principal issues but believe it is important to also report trade recalls as an important measure of our performance even if they involve low volumes or low cost. Principal quality issues 2005 – 2010 Consumer recalls Trade recalls 2005 0 10 3 2006 0 10 5 2007 0 9 0 2008 0 7 1 2009 2 8 4 2010 0 7 2 Other principal RB Sustainability Report 2010 16
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