So news of two more big company demergers today, hot on the heels of the three-way break-up of 129-year-old US industrial giant General Electric announced on Wednesday, suggests that “doing the splits” is being looked at anew by company boards.
Toshiba, one of the best known companies in Japan, announced that it is breaking itself up – also splitting itself into three separate businesses.
Image: One division will be focused on Toshiba’s electronics devices
The 146-year old company said one of the them would be focused on infrastructure, including products and services such as water treatment, trains, power turbines and nuclear-plant maintenance.
A second will be focused on electronic devices such as power semiconductors.
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The third business, which will retain the Toshiba name, will manage the company’s stake in the flash-memory company Kioxia Holdings and other assets.
The move follows an accounting scandal six years ago – after which activist shareholders urged the company to break itself up.
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The measure, however, may not go far enough with those investors that had wanted Toshiba to go private.
It received – and rejected – a takeover proposal in April from CVC, the private equity group, valuing it at $20bn.
Image: General Electric announced a break-up earlier this week
Toshiba’s move attracted a good deal of interest since it has echoes of the GE announcement which, in turn, was at least partly inspired by similar moves two years ago by the German industrial stalwart Siemens.
Hot on the heels of that news came the announcement that Johnson & Johnson, the $429bn healthcare and consumer goods giant that is America’s 12th largest public company, is to split itself in two.
J&J, the world’s biggest healthcare company by both sales and market value, will hive off its consumer health business, the owner of brands such as Band-Aid, Listerine, Tylenol, Neutrogena and the eponymous Johnson’s baby oil, into a separate company.
The core J&J business will retain the company’s existing pharmaceuticals and medical devices businesses.
The consumer health business will be the smaller of the two but will still be a substantial company, with annual sales of $15bn a year, in its own right.
Like Toshiba, J&J has had a difficult few years, becoming embroiled in a costly legal battle with the US state of Oklahoma over its past sale of painkillers.
More recently it has been dogged by allegations – furiously denied – that its talcum powder caused cancer.
But Alex Gorsky, J&J’s chief executive, insisted that the demerger – due to take place during the next 18 to 24 months – was nothing to do with that.
Image: Johnson & Johnson denies allegations about its talcum powder Pic: AP
He told the Wall Street Journal, which broke the story: “The best path forward to ensure sustainable growth over the long term and better meet patient and consumer demands is to have our consumer business operate as a separate healthcare company.”
As with Toshiba and GE, J&J is a stalwart of its country’s business scene.
It dates back some 135 years to when three brothers, Robert Wood Johnson, James Wood Johnson and Edward Mead Johnson, launched a business selling surgical dressings, supposedly after hearing a speech by the British surgeon and pathology and antisceptic pioneer Joseph Lister.
J&J sold the world’s first commercial first aid kits and the world’s first women’s sanitary products.
It moved into pharmaceuticals in 1959 and the more predictable cash flow from its consumer goods businesses helped finance research and development into the more up-and-down, but potentially more lucrative, drugs and medical devices businesses.
More recently, though, some investors have become unhappy at the relatively sluggish performance of the consumer goods arm.
Its sales rose by 1.1% last year while the pharmaceuticals arm grew by 8%.
Shareholders these days prefer to focus on specific sectors.
Image: J&J boss Alex Gorsky said the demerger was the “best path forward to ensure sustainable growth”
An investor in J&J seeking exposure to its pharmaceuticals business will not, necessarily, want exposure to its consumer goods arm.
Activist investors such as Elliott, ThirdPoint, ValueAct and Starboard are now mighty beasts in the investment world, unafraid to take on some of the world’s largest companies.
No chairman or chief executive wants to see them popping up on their shareholder register.
Taking pre-emptive action, for example a demerger, is one way of avoiding costly, draw-out and debilitating battles with such investors.
J&J’s move is also in keeping with those of other big pharmaceuticals companies.
The German drugs giant Merck sold its consumer healthcare business, which owned brands including the hay fever remedy Claritin and the sun tan lotion maker Coppertone, to Bayer seven years ago.
Pfizer announced at the end of 2018that it was merging its consumer healthcare business, the maker of Chapstick lip balm, Centrum multi-vitamins and Advil painkillers, with the consumer healthcare arm of Britain’s GlaxoSmithKline.
GSK emerged in effective control of the business and, in February last year, said it would demerge it.
Image: J&J is going down a path previously trodden by GSK
That move effectively is the road that J&J now plans to go down.
But, as with GSK, it is not without risk.
Without the predictable cash flows of consumer healthcare products, the research and development arms of the stand-alone pharmaceuticals businesses will have to be more disciplined, channelling their resources only into work where a positive outcome can be guaranteed.
It was why Sir Andrew Witty, GSK’s former chief executive, always refused to break up the company.
His successor, Dame Emma Walmsley, decided something more radical was required.
Mr Gorsky, at J&J, has clearly reached the same conclusion.
One thing is clear: with three gigantic and storied companies – GE, Toshiba and J&J – all announcing break-ups within days of each other, demergers are very much back on the business agenda.
The outgoing boss of the British Olympic Association will this week be named as the new chief executive of one of Europe’s biggest e-commerce platforms for sports and outdoor enthusiasts.
Sky News has learnt that Andy Anson, who will step down next month as chief executive of Team GB, is joining Sportscape Group, which boasts a ‘member community’ of over 25 million people.
Sportscape is owned by bd-capital and Bridgepoint, which merged their respective portfolio companies SportPursuit and PrivateSportShop in 2022.
Prior to leading the BOA, Mr Anson was chief executive of Kitbag, which was subsequently sold to Fanatics.
He is also a former commercial director of Manchester United Football Club.
Sportscape trades across core markets including the UK, France, Germany, Italy and Spain.
“Sportscape has already established itself as a key player in the European sports e-commerce landscape, and I look forward to working with the team to unlock its next phase of growth,” Mr Anson said in a statement issued to Sky News.
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Andy Dawson, bd-capital’s co-founder and managing partner, said Mr Anson’s experience in global sports commerce made him the right choice to head Sportscape.
Since his departure as the BOA boss was announced during the summer, Mr Anson had agreed to work with another bd-capital-backed company, Science In Sport, by joining its board.
His successor as Team GB chief has yet to be announced.
The government will underwrite a £1.5bn loan guarantee to Jaguar Land Rover (JLR) after a mass cyber attack forced a shutdown.
JLR suspended production at its UK factories following the attack on 31 August. The shutdown is expected to last until 1 October, leaving the largest UK carmaker’s suppliers in limbo.
The loan is expected to give suppliers some certainty amid the continued shutdown, as the £1.5bn will help bolster JLR’s cash reserves as it pays back companies in its supply chain.
The government will give its backing to the loan through the Export Development Guarantee (EDG), a financial support mechanism aimed at helping British companies that sell their goods overseas.
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JLR shutdown extended
The £1.5bn loan, from a commercial bank, will be paid back over five years.
“Following our decisive action, this loan guarantee will help support the supply chain and protect skilled jobs in the West Midlands, Merseyside and throughout the UK,” Business Secretary Peter Kyle said.
Chancellor Rachel Reeves added: “Jaguar Land Rover is an iconic British company which employs tens of thousands of people – a jewel in the crown of our economy.
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“Today we are protecting thousands of those jobs with up to £1.5bn in additional private finance, helping them support their supply chain and protect a vital part of the British car industry.”
Image: Rachel Reeves, during a visit to Jaguar Land Rover in Birmingham with Prime Minister Sir Keir Starmer. File pic: PA
As a result of the attack, production was halted across the car-making supply chain, with thousands of staff off work.
More than 33,000 people work directly for JLR in the UK, many of them on assembly lines in the West Midlands, the largest of which is in Solihull, and a plant at Halewood on Merseyside.
An estimated 200,000 more are employed by several hundred companies in the supply chain, who have faced business interruption with their largest client out of action.
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Inside factory affected by Jaguar Land Rover shutdown
Ministers have had daily contact with JLR and cyber experts following the attack as the company attempts to restart production at its UK factories.
Unions and politicians have warned that small suppliers producing parts for JLR could collapse as a result of the shutdown unless they receive urgent financial support.
This week, Mr Kyle met workers and bosses at Webasto, which makes sunroofs for JLR.
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Image: Peter Kyle visits the JRL supplier Webasto in Sutton Coldfield in the West Midlands. Pic: PA
The brand has the largest supply chain in the UK automotive sector, which employs around 120,000 people and is largely made up of small and medium-sized businesses.
The government’s promise of underwriting the JLR loan has been praised by the Unite union, whose general secretary Sharon Graham said the loan was “an important first step and demonstrates that the government has listened to the concerns raised in meetings with Unite over recent days”.
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Are we in a cyber attack ‘epidemic’?
She added: “This is exactly what the government should be doing, taking action to protect jobs.
“The money provided must now be used to ensure job guarantees and to also protect skills and pay in JLR and its supply chain.”
The energy supplier Ovo is plotting the sale of a stake in its software arm at a ‘unicorn’ valuation as part of efforts to strengthen the balance sheet of Britain’s fourth-largest residential gas and electricity group.
Sky News has learnt that Ovo, which has just under 4m retail customers, has appointed Arma Partners, the investment bank, to explore options for Kaluza.
It replicates a move by larger rival Octopus Energy – revealed by Sky News – to hire advisers to work on a demerger of its Kraken software arm at a potential valuation of well over $10bn (£7.4bn).
Kaluza, which describes itself as an energy intelligence platform and this week announced a licensing partnership with the French-based energy group Engie, is 80%-owned by Ovo.
The remaining 20% is owned by AGL, an Australian energy company which bought a stake last year in a deal valuing Kaluza at $500m (£395m).
Industry sources said that Ovo was likely to seek a valuation for Kaluza in any new transaction of well over $1bn, although they added that there were questions about the software business’s path to sustainable profitability and its pipeline of new customers.
One analyst suggested that Kaluza’s majority-owner could pitch a valuation for Kaluza – run by chief executive Melissa Gander – of as much as $2.5bn based on annual recurring revenue (ARR).
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Kaluza recently bought Beige Technologies, an Australian energy software specialist, in order to strengthen its presence in the Asia-Pacific region.
The prospective Kaluza stake sale comes amid a wider effort by Ovo to bolster its financial position.
Rothschild, the investment bank, has been orchestrating talks with potential investors about a plan to inject in the region of £300m into the company.
At one point, this is understood to have included discussions with Iberdrola, the owner of rival supplier Scottish Power.
Centrica, the owner of British Gas, may also have expressed an interest in examining a deal, according to banking sources.
A deal with another third party is said to be likely before the end of the year.
On Friday, Sky News revealed that the company – like Octopus Energy – had so far failed to meet targets imposed as part of a new capital adequacy regime overseen by Ofgem, the industry regulator.
A spokesperson for Ovo said it had “taken proactive measures to align with Ofgem’s new capital rules, working constructively to meet the requirements.”
Ovo recently named Dame Jayne-Anne Gadhia, the former boss of Virgin Money, as the independent chair of its retail arm.
Founded by Stephen Fitzpatrick, the entrepreneur who now owns London’s Kensington Roof Gardens, Ovo’s existing shareholders include the private equity firm Mayfair Equity Partners, Morgan Stanley Investment Management and Mitsubishi Corporation, the Japanese conglomerate.
Under Mr Fitzpatrick, who launched Ovo in 2009, the company positioned itself as a challenger brand offering superior service to the industry’s established players.
Ovo’s transformational moment came in 2020, when it bought the retail supply arm of SSE, transforming it overnight into one of Britain’s leading energy companies.
Its growth has not been without difficulties, however, particularly in relation to its challenged relationship with Ofgem and a torrent of customer complaints about overcharging.
The group is now run by David Buttress, who was briefly Boris Johnson’s cost-of-living tsar after leaving the top job at Just Eat, as its chief executive.
Kaluza declined to comment on the appointment of Arma Partners.