![]() |
Reckitt Benckiser Group, which bills itself as a global leader in health & hygiene, is proud of its role in fighting the COVID-19 pandemic.
The maker of Lysol and Dettol believes it has a responsibility to provide consumers accurate, up-to-date information on the best ways to protect themselves from COVID-19.
The British company certainly lived up to that commitment to accuracy after president Trump suggested during his April 23 daily COVID-19 campaign appearance that people inject themselves with disinfectant to treat coronavirus.
"I see the disinfectant that knocks it out in a minute, one minute," said Trump. "And is there a way we can do something like that by injection inside or almost a cleaning? As you see, it gets in the lungs, it does a tremendous number on the lungs, so it would be interesting to check that."
RB quickly issued a April 24 statement slugged "improper use of disinfectants."
It reads: "we must be clear that under no circumstance should our disinfectant products be administered into the human body (through injection, ingestion or any other route).
"As with all products, our disinfectant and hygiene products should only be used as intended and in line with usage guidelines. Please read the label and safety information.
"We have a responsibility in providing consumers with access to accurate, up-to-date information as advised by leading public health experts. For this and other myth-busting facts, please visit Covid-19facts.com."


Deepfakes have crossed a critical threshold from an emerging concern to an effective tool, where any public figure is now a target for AI-enabled reputational manipulation. Here’s what PR pros need to know.
If you’re like a lot of people, you have been obsessed with “Love Story,” the FX series that has been airing for the past eight weeks about JFK Jr. and Carolyn Bessette. But why didn’t Kennedy use crisis PR to deal with the paparazzi, the news media and the tabloids?
Much is made of the importance of proper planning to anticipate and manage a crisis—but what matters most is understanding how decisions will be made once the crisis is underway.
Slow and procedural messaging without emotional resonance, fragmented leadership communication, overwhelming policy‑heavy language and a pervasive gap between words and observable action have repeatedly undermined corporate credibility.



