Delivering Better Everyday Health to India

Q1. You’re committing £175 million to create a new oral health manufacturing site in India. What gives you the confidence to make this level of investment in India right now?

A1. The fundamentals are really compelling. India’s consumer health market is expected to exceed £23 billion by 2030, and it’s already one of our fastest-growing markets. We’re also seeing a clear structural shift towards prevention and everyday self-care amongst Indian consumers, which plays directly to our strengths and portfolio of superior, science-backed brands. So this is about investing ahead of demand - building local capacity in oral health so we can serve consumers faster and at scale, supporting our ambition to reach one billion more consumers globally by 2030.

Q2. You’ve described this as a ‘landmark’ investment. What actually makes it different from previous expansions?

A2. This is our first purpose-built manufacturing site as an independent company - and one of our largest investments to date. It’s also a step change in capability. We’ve designed a future-ready site with digital, AI, automation and sustainability embedded into the design from day one, rather than retrofitting existing infrastructure. More broadly, it marks a shift in how with think about our supply chain and manufacturing footprint: simpler, more local, and much closer to consumers.

Q3: What does this mean for consumers on the ground in India?

A3. Quite simply, this means better access to everyday health. Local manufacturing brings production closer to consumers, helping us respond faster to changing needs and reach more people reliably with trusted brands like Sensodyne and parodontax.

It also simplifies supply routes, reduces lead times and supports affordability, including through lower-cost formats such as our 20-rupee Sensodyne pack, which are important for value-conscious consumers. Our ambition is to reach more than three million outlets in India by 2030, and local manufacturing is what makes that possible.

Q4. Tell us more about the consumer landscape in India – what are consumers looking for to support their everyday oral health?

A4. India is a highly dynamic market, with very different consumer needs and behaviours playing out at different speeds across the country. In urban centres, particularly among younger and more affluent consumers, oral care is becoming more proactive; people are trading up into specialist products like sensitivity and gum care and are increasingly open to prevention and self-care.

But beyond that, you have a much larger population - especially in rural areas, where around 65% of people live - where access to dental care is limited, awareness is still developing, and many live with untreated conditions for years. In some communities, behaviour is shaped less by aspiration and more by affordability, access and trust.

So the opportunity is bridging that gap - combining innovation and premiumisation at one end with much broader access, education and affordability at the other - so more people can recognise symptoms earlier and take action as part of their everyday health.

Q5. ‘Last-mile’ delivery is often where strategies fall short. What are you doing differently?

A5. We’re investing directly in reaching consumers in underserved rural areas which are beyond the reach of traditional retail and pharmacy outlets. We’ve doubled our frontline teams on motorbikes, who are equipped with diagnostic tools and product samples, to expand access and build greater oral health awareness. These teams help people identify symptoms - sometimes for the first time - and connect them with products that not only provide relief and actively treat the problem at the source.

Alongside that, we’re running mobile oral health education through Sensodyne branded vans, turning local community spaces into hubs for awareness and access. So it’s a combination of distribution, education and engagement.

Q6: Haleon has talked openly about the need to transform its supply chain. How does this investment help you do that and how does it fit with the company’s overall strategy?

A6. When we separated from GSK we inherited very strong global capabilities, but also a complex supply chain made up of three legacy networks. Now that we have built strong foundations as Haleon and are evolving into a more agile, world-class consumer company, we have a huge opportunity to simplify our manufacturing network and supply chain.

We’re doing this by evolving our network – particularly in growing markets like India and China – and optimising our portfolio through fewer product variations and more standardised formulations and packaging. This investment is a key part of that evolution – by taking production in-house and helping us move from a multi-layered system to one that’s simpler and more competitive. In turn, this will help us to drive growth, productivity and build a culture that’s more agile and performance focused – in support of our global Win as One strategy.

Q7. You’re embedding AI and automation into this site. What tangible impact is that having today?

A7. We’re already seeing strong results. AI and digital tools are improving how we plan and forecast demand, helping us align production more closely with what consumers actually need. That reduces waste and excess inventory, while improving service levels. AI and automation are also improving efficiency, quality and safety, and freeing up our teams to focus on higher-value work by eliminating manual, repetitive tasks – allowing them to achieve their full potential.

Q8. Finally, looking back at your own career, what advice would you give to someone thinking about specialising in manufacturing and supply chain today?

A8. For me, supply chain is one of the most dynamic and impactful parts of any business, but people can often overlook it early in their careers.

My advice would be to stay curious and stay close to the reality of how things get made and delivered. Spend time in factories, in distribution centres, and with frontline teams – because that’s where you really learn how value is created.

And secondly, build a broad skillset. Today’s supply chain leaders need to be just as comfortable with data, digital and AI as they are with operations. The combination of discipline and adaptability is what really sets people apart.