Reckitt has leveraged internal research to launch its new Future of Work Strategy.

The research uncovered key highlights for employees working for the consumer healthcare organisation in Australia, which form the foundations on which the Reckitt Future of Work model was created.

Completely based around flexibility, the approach offers employees a hybrid model where they can choose to work remotely or in the Reckitt head office at World Square, Sydney.

Promoting a truly flexible work culture for its entire workforce, Reckitt’s new hybrid work arrangements, implemented by its consumer health division, aim to offer the flexibility and balance that employees are looking for in the workplace.

The Reckitt Future of Work Strategy involves four contemporary working practices:

1. Ongoing hybrid work: Flexible approach to people working from their homes and the office. The focus will be on productivity, impact and output over the number of hours physically worked in the office.

2. Simplified and richer technology experience: A commitment to ensuring all employees have a seamless, unified experience by embedding technology solutions making it easier than ever to collaborate, communicate and be productive, from anywhere, at any time, safely, simply and securely.

3. People-centric workplaces: The traditional office space will transition to a collaborative space for hybrid working, with a focus on the human experience, accessibility, and inclusivity.

4. Integrated workspaces and technology: A move away from the traditional office setup to progressive spaces planned with a diverse set of tools, both digital and analogue. This will include collaboration lounges, piazzas designed for town halls, flex hubs with moveable furniture and focus studios.

David Rankine, regional director of Reckitt’s consumer health arm, said: “The way we work at Reckitt is changing.

“We’re committed to creating an environment of trust and accountability as we deliver upon life-changing purpose campaigns and brand partnerships that provide greater access to effective high-quality consumer health and hygiene products to all Aussies.

“We recognise that impact and output matter most, not the typical nine-to-five workday. A sense of wellbeing and balance is more valued than ever, and it’s important that we live the values of the brands we represent.”

Employee feedback

When employees were asked about why Reckitt was a great place to work, five key themes emerged:
• Work-life balance: The prioritisation of wellbeing and flexibility.
• Interesting career: The ability to have ownership over their role, various career opportunities and ongoing learning.
• Stimulating people: The opportunity to be around smart people and a sense of collaboration.
• Nurtured: A sense of respect, celebrating success and perks.
• Responsibility: Being environmentally conscious and having a positive role in the community.

Ally Jonas, human resource director at Reckitt, said the consensus was that employees thrived with the ability to pursue a career in consumer healthcare on terms that suited them, especially when said career had true social impact.

“Our people have a choice on when to meet in the office with the focus being on opportunities to connect, collaborate, create or coach,” she said.

Globally, Reckitt partnered with two of the world leaders in wellbeing and performance, Tignum and Hinsta, to offer wellbeing guidance and tools for employees globally.

The hybrid model will start rolling out in the coming months with a focus on creating an environment where Reckitt Health employees can thrive, personally and professionally as they drive forward consumer healthcare innovation in Australia.