GlaxoSmithKline's headquarters in London. The company rejected Unilever's £50 billion bid at the weekend. Reuters
GlaxoSmithKline's headquarters in London. The company rejected Unilever's £50 billion bid at the weekend. Reuters
GlaxoSmithKline's headquarters in London. The company rejected Unilever's £50 billion bid at the weekend. Reuters
GlaxoSmithKline's headquarters in London. The company rejected Unilever's £50 billion bid at the weekend. Reuters

Unilever considers higher offer for GlaxoSmithKline’s health business


Alice Haine
  • English
  • Arabic

Unilever is considering a higher offer for GlaxoSmithKline's consumer health business, despite its £50 billion ($68.4bn) offer being rejected at the weekend.

London-based Unilever said on Monday that GSK’s consumer healthcare unit – which produces Sensodyne toothpaste and Emergen-C vitamin supplement – was a “strong strategic fit” for its brand, which makes Lifebuoy and Dove soap.

"The acquisition would create scale and a growth platform for the combined portfolio in the US, China and India, with further opportunities in other emerging markets," it said.

Marmite maker Unilever is promising to overhaul its structure and plans to sell slow-growth brands as it looks to make a higher offer for GlaxoSmithKline consumer unit.

Unilever said on Monday that it will announce the restructuring later this month. The disclosure came after GSK said at the weekend that it had rejected three offers from the consumer products company for a bundle of brands, including Advil painkiller and Sensodyne toothpaste.

GSK said on Saturday that Unilever’s offer "fundamentally undervalued" the business, and announced that it would stick to its plan of listing the business this year.

GSK shares jumped 5 per cent in early trading on Monday. The company’s consumer business, in which US drugs company Pfizer owns a 32 per cent stake, has annual sales of about £10 billion.

Meanwhile, Unilever's stock slid 6.5 per cent to touch March 2020 lows after it signalled it would continue to pursue the deal.

"The negative share price reaction probably reflects investor fears that Unilever is going to come back with a higher offer and, potentially, pay too much," said Russ Mould, investment director at AJ Bell.

"Unilever’s actions effectively fire the starting gun for a bid war for the consumer goods unit. Nestle could be interested, so too will private equity."

The Unilever building in London. The acquisition of GSK's consumer health business would be Unilever’s biggest deal. Reuters
The Unilever building in London. The acquisition of GSK's consumer health business would be Unilever’s biggest deal. Reuters

Mr Mould said Unilever is bidding for the unit "because it needs to inject some excitement into its business", having recently disappointed with sales and profit margins.

GSK has been planning to spin off its consumer brands but shareholders such as Elliott Investment Management have been pushing chief executive Emma Walmsley to consider a sale instead.

The drug maker said at the weekend that it is sticking with plans to spin off the portfolio.

“This really is a Marmite situation for GlaxoSmithKline’s shareholders – they are either hoping for a quick return now through a sale or better returns in the future through the planned demerger," Mr Mould said.

“GlaxoSmithKline chief executive Emma Walmsley would be delighted if someone came and paid top dollar for the unit, as she has been under pressure from investors to deliver some good news for a long time."

Demergers can be beneficial as management are able to run the business with more freedom, Mr Mould said, rather than simply being a division of a bigger company and having to follow group protocol.

"Therefore, the consumer goods arm could be worth a lot more in time, if allowed to forge its own path as a stand-alone business and potentially enjoy a stock market re-rating," he said.

If Unilever secures the deal, it would also be the company’s biggest transaction, advancing chief executive Alan Jope’s ambition to execute bigger and bolder acquisitions to reshape the company’s roster of labels.

“This is not about Unilever going from a £100bn company to a £150bn [business] as there will be portfolio rotation,” Mr Jope said on Monday.

“We are looking for competitive, responsible growth and don’t conflate this activity with a defensive mindset.”

Shortly after taking the helm in 2019, Mr Jope signalled that the company was ready to progress past the takeover strategy of former chief executive Paul Polman, who had focused on incremental deals in fast-growing sectors such as male grooming and home care.

Mr Jope’s three-year tenure has been mired in distractions and misfires that have held back the company’s stock.

Fundsmith founder Terry Smith, one of Unilever’s top 15 shareholders, said last week that the company had “lost the plot” by focusing on burnishing its sustainability credentials at the expense of financial performance.

Separately, the owners of British supermarket Asda, the billionaire Issa brothers, are considering a multibillion pound takeover of UK pharmacy chain Boots – reportedly worth as much as £10bn.

The brothers, Mohsin and Zuber, have held early stage talks over the possibility of adding Boots to their portfolio, joining a race to snap up the chain's 2,200 UK shops. Bain Capital and CVC Capital Partners are also considering a joint bid.

Conflict, drought, famine

Estimates of the number of deaths caused by the famine range from 400,000 to 1 million, according to a document prepared for the UK House of Lords in 2024.
It has been claimed that the policies of the Ethiopian government, which took control after deposing Emperor Haile Selassie in a military-led revolution in 1974, contributed to the scale of the famine.
Dr Miriam Bradley, senior lecturer in humanitarian studies at the University of Manchester, has argued that, by the early 1980s, “several government policies combined to cause, rather than prevent, a famine which lasted from 1983 to 1985. Mengistu’s government imposed Stalinist-model agricultural policies involving forced collectivisation and villagisation [relocation of communities into planned villages].
The West became aware of the catastrophe through a series of BBC News reports by journalist Michael Buerk in October 1984 describing a “biblical famine” and containing graphic images of thousands of people, including children, facing starvation.

Band Aid

Bob Geldof, singer with the Irish rock group The Boomtown Rats, formed Band Aid in response to the horrific images shown in the news broadcasts.
With Midge Ure of the band Ultravox, he wrote the hit charity single Do They Know it’s Christmas in December 1984, featuring a string of high-profile musicians.
Following the single’s success, the idea to stage a rock concert evolved.
Live Aid was a series of simultaneous concerts that took place at Wembley Stadium in London, John F Kennedy Stadium in Philadelphia, the US, and at various other venues across the world.
The combined event was broadcast to an estimated worldwide audience of 1.5 billion.

Record breaker
  • The most total field goals made in NBA history, as well as the most consecutive games scoring 10 or more points
  • The only player in NBA history to reach 10,000 rebounds and 10,000 assists
  • Four-time regular season MVP and four-time NBA Finals MVP
  • Six-time NBA All-Defensive selection. Rookie of the Year in 2004
  • The most All-NBA selections with 21 in a row, including a record 13 first team selections
  • The most consecutive All-Star selections with 21
  • The only player to play alongside his son; Bronny James was chosen by the Lakers in the 2024 NBA draft
COMPANY PROFILE
Name: Mamo 

 Year it started: 2019 Founders: Imad Gharazeddine, Asim Janjua

 Based: Dubai, UAE

 Number of employees: 28

 Sector: Financial services

 Investment: $9.5m

 Funding stage: Pre-Series A Investors: Global Ventures, GFC, 4DX Ventures, AlRajhi Partners, Olive Tree Capital, and prominent Silicon Valley investors. 

 
UAE currency: the story behind the money in your pockets
Our legal columnist

Name: Yousef Al Bahar

Advocate at Al Bahar & Associate Advocates and Legal Consultants, established in 1994

Education: Mr Al Bahar was born in 1979 and graduated in 2008 from the Judicial Institute. He took after his father, who was one of the first Emirati lawyers

How to wear a kandura

Dos

  • Wear the right fabric for the right season and occasion 
  • Always ask for the dress code if you don’t know
  • Wear a white kandura, white ghutra / shemagh (headwear) and black shoes for work 
  • Wear 100 per cent cotton under the kandura as most fabrics are polyester

Don’ts 

  • Wear hamdania for work, always wear a ghutra and agal 
  • Buy a kandura only based on how it feels; ask questions about the fabric and understand what you are buying
Updated: May 30, 2023, 10:54 AM