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.
Advertisement
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.
More from Business
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.
Trade talks between the UK and the United States are “moving in a very positive way”, according to the White House.
President Donald Trump’s press secretary Karoline Leavitt spoke about the likelihood of the long-discussed agreement during a press briefing.
In Westminster, there are hopes such a deal could soften the impact of the Trump tariffs announced last month.
Leavitt told reporters: “As for the trade talks, I understand they are moving in a very positive way with the UK.
“I don’t want to get ahead of the president or our trade team in how those negotiations are going, but I have heard they have been very positive and productive with the UK.”
She said Mr Trump always “speaks incredibly highly” of the UK.
“He has a good relationship with your prime minister, though they disagree on domestic policy issues,” she added.
More on Trade
Related Topics:
“I have witnessed the camaraderie between them first hand in the Oval Office, and there is a deep mutual respect between our two countries that certainly the president upholds.”
Image: White House Press Secretary Karoline Leavitt said she was positive about a deal. Pic: AP
He was careful to not get ahead of developments, however, saying: “I think an agreement is possible – I don’t think it’s certain, and I don’t want to say it’s certain, but I think it’s possible.”
He went on to say the government wanted an “agreement in the UK’s interests” and not a “hasty deal”, amid fears from critics that Number 10 could acquiesce a deal that lowers food standards, for example, or changes certain taxes in a bid to persuade Donald Trump to lower some of the tariffs that have been placed on British goods.
Mr McFadden’s tone was more cautious than Chancellor Rachel Reeves’ last week.
She had been in the US and, speaking to Sky News business and economics correspondent Gurpreet Narwan, the chancellor said she was “confident” a deal could be done.
Please use Chrome browser for a more accessible video player
6:28
‘We’re confident’, says Reeves
But she sought to play down fears that UK standards could be watered down, both on food and online safety.
“On food standards, we’ve always been really clear that we’re not going to be watering down standards in the UK and similarly, we’ve just passed the Online Safety Act and the safety, particularly of our children, is non-negotiable for the British government,” Ms Reeves said.
The government is being urged to end the “absolute scandal” of new homes being built without solar panels.
Doing so would cut both household bills and greenhouse gases that cause climate change, the Local Government Association (LGA) said in a new report.
Just four in 10 new homes in England come with solar power, according to separate figures from the industry body Solar Energy UK.
Although that is a significant three-fold increase over the space of a year, the LGA said making it mandatory would benefit bill-payers and the climate for years to come, saving people £440 per year.
The UK lags behind its neighbours in the European Union, which last year adopted new legislation demanding all new residential buildings come with solar panels from 2030.
Greenpeace UK called it an “absolute scandal that homes are built without rooftop solar panels in this day and age”.
Its campaigner, Lily Rose Ellis, said: “Given the soaring cost of electricity, our desperate need to cut planet-heating emissions, and the relatively low cost of installation to housebuilders, solar panels on all new builds should be mandatory.”
More on Climate Change
Related Topics:
Last year, Labour promised a “rooftop revolution” that would see millions more homes fitted with solar panels.
But they have been accused of wavering over proposals to make it mandatory, as it also courts the house-building industry to help it meet its target to build 1.5 million homes during this parliament.
Please use Chrome browser for a more accessible video player
1:55
‘Tropical nights’ soar in European hotspots
The LGA wants the government to allocate them long-term funding in the upcoming spending review so they can help the country meet net zero.
A spokesperson for the Ministry of Housing, Communities and Local Government said they plan to “maximise the installation of solar panels on new homes” in its long-delayed new regulations, the Future Homes Standard, due later this year.
The Home Builders Federation said “Moving forward, to meet the ever more challenging carbon reductions set by government, we will see solar on the overwhelming majority of new homes, albeit it is not appropriate in every situation.”
Electricity demand is also growing as the country switches to electric cars and heating, and builds more data centres.
All this requires more wind and solar farms, as well as 1,000 kilometres of new cables to carry the electricity from where it is generated – often a wind farm in the North Sea – to where it is used in urban areas far away.
In parts of the country like East Anglia, a row has been simmering over whether to run those cables overhead on pylons or, to protect countryside views, underground.
A hefty new report by the Institution of Engineering and Technology today weighed in on the debate, finding underground cables are on average 4.5 times more expensive than overhead lines.
Liam Hardy, head of research at thinktank Green Alliance, said: “Those costs need to go somewhere. They go on to all of our electricity bills. And of course, it’s the poorest in society for whom those bills make up a bigger percentage of their income.
He added: “What they want to see is value for money as we build out that clean infrastructure that we need.”
The government has promised communities disrupted by the new infrastructure that they should reap some of the benefits, including giving households near new pylons £2,500 off their energy bills over 10 years.
Marks & Spencer (M&S) has ordered hundreds of agency workers at its main distribution centre to stay at home as it grapples with the unfolding impact of a cyberattack on Britain’s best-known retailer.
Sky News has learnt that roughly 200 people who had been due to undertake shift work at M&S’s vast Castle Donington clothing and homewares logistics centre in the East Midlands have been told not to come in amid the escalating crisis.
Agency staff make up about 20% of Castle Donington’s workforce, according to a source close to M&S.
The retailer’s own employees who work at the site have been told to come in as usual, the source added.
“There is work for them to do,” they said.
M&S disclosed last week that it was suspending online orders as a result of the cyberattack, but has provided few other details about the nature and extent of the incident.
In its latest update to investors, the company said on Friday that its product range was “available to browse online, and our stores remain open and ready to welcome and serve customers”.
“We continue to manage the incident proactively and the M&S team – supported by leading experts – is working extremely hard to restore online operations and continue to serve customers well,” it added.
It was unclear on Monday how long the disruption to M&S’s e-commerce operations would last, although retail executives said the cyberattack was “extensive” and that it could take the company some time to fully resolve its impact.
Shares in M&S slid a further 2.4% on Monday morning, following a sharp fall last week, as investors reacted to the absence of positive news about the incident.