Our Impact
Our Impact
At Haleon, our purpose is to deliver better everyday health with humanity.
As a leading global player in consumer health, we believe Haleon is well placed to understand and help to address a number of the social and environmental barriers that hold people back from achieving better everyday health. We want to use our reach and expertise to empower and support people to take charge of their health and wellbeing. As part of our commitment to being a responsible business we’re sharing detail on the progress we have made, to date, against our goals and commitments.
Haleon’s commitment to being a responsible business is critical to our success. We want to have a positive impact on our employees, consumers, and communities. I therefore expect our three key focus areas – Health Inclusivity, Environment and Upholding our Standards – to be front of mind in everything we do.
Welcome to our ESG Reporting Hub. In addition to the pages on our Responsible Business governance, materiality, stakeholder engagement, policies and positions, navigate the tabs below for further information on our 2022 performance across our Responsible Business strategy and to view our ESG Reporting Downloads and Documents.
| Focus Area | Our Goal | Our 2022 performance |
| Health Inclusivity | We will empower millions of people a year to be more included in opportunities for better everyday health, empowering 50 million people a year by 2025 | 22.4m+ empowered[1] |
| Tackling carbon emissions | We aim to reduce our net Scope 1 and 2 carbon emissions by 100% by 2030 vs a 2020 baseline[2] We aim to reduce our Scope 3 carbon emissions from source to sale by 42% by 2030 vs a 2020 baseline[4] |
41% reduction vs 2020[3]* 0% reduction vs 2020[5] |
| Making our packaging more sustainable | We aim to reduce our use of virgin petroleum-based plastic by 10% by 2025, and a third by 2030 vs a 2020 baseline[6] We aim to develop solutions for all product packaging to be recycle-ready by 2025[8], as part of our goal to make all packaging recyclable or reusable by 2030[9] |
3% increase vs 2020[7] 65% of our packaging was recycle-ready[10] |
| Sourcing trusted ingredients sustainably | We aim for all of our key agricultural, forest and marine derived materials used in our ingredients and packaging to be sustainably sourced and deforestation free by 2030[11] | 92% of our palm oil derivatives were RSPO mass balance certified[12] |
| Diversity, Equity and Inclusion | We aim to reach gender parity in leadership roles[13] by 2030 | 43.7% of leadership roles were held by women[14] |
For further information on the measurement approaches for each KPI please refer to our approach to reporting document.
*2022 data point assured by DNV as part of their limited assurance engagement over selected ESG data points. For further information click here.
[1] Reporting period = 1 January to 31 December 2022.
[2] Our goal to reduce net Scope 1 and 2 carbon emissions by 100% by 2030 is underpinned by a 95% absolute reduction target. The 2020 baseline year reporting period = 1 January 2020 to 31 December 2020. Although the 2020 baseline was calculated prior to the demerger, it includes only the sites which became Haleon sites following the demerger from GSK.
[3] Reporting period = 1 December 2021 to 30 November 2022.
[4] Our Net Zero and Scope 3 carbon emissions targets span all carbon emission categories from source to sale (excluding GHG-protocol categories 6, 7, 10-15). It covers mandatory Scope 3 upstream and downstream emissions. It excludes indirect consumers use-phase emissions, such as emissions associated with water used with our products. 2020 baseline year reporting period = 1 January 2020 to 31 December 2020.
[5] Reporting period = 1 July 2021 to 30 June 2022.
[6] Virgin petroleum-based plastic baseline = 46 thousand metric tonnes (estimated). 2020 reporting period = 1 January 2020 to 31 December 2020.
[7] Reporting period = 1 July 2021 to 30 June 2022.
[8] Recycle-ready means packaging that has been developed to be compatible with a targeted existing or emerging recycling infrastructure. By recycling infrastructure we mean the state-of-the-art technology and operations capable of achieving efficient collection, sorting and processing into recycled material feedstocks.
[9] Where safety, quality and regulations permit.
[10] Reporting period = 1 July 2021 to 30 June 2022.
[11] 90% of all agricultural, forest and marine derived materials are the following key raw materials: paper, corn/wheat derivatives, palm oil derivatives, soy derivatives, mint flavours and oil, carrageenan and fish oils. Scope includes Haleon’s globally managed spend on key materials which are agricultural, forestry or marine derived. Globally managed spend covers the majority of our internal spend and expands across some of our third-party manufacturing network.
[12] Reporting period = 1 July 2021 to 30 June 2022.
[13] Leadership roles = Employees within our compensation grades 0-5. These roles include members of the Executive Team, their direct reports (excluding administration support), heads of department and other upper management.
[14] Data reported as of 31st December 2022.
Our 2022 Activity
In 2022, our brands launched and/or scaled several inclusive products, programmes, and resources aligned to the three barriers to health inclusivity prioritised in our strategy.
Although resting when unwell helps recovery and keeps others safe, many US workers feel pressure to power through and go to work sick. Theraflu’s Temperature Check survey of 2,000 US workers found that 70% of Black women and 68% of Latina women felt that some form of financial assistance would help them take a sick day. In response, Theraflu ran the second year of its Rest & Recover initiative in partnership with the Good+ Foundation, focusing on raising awareness of the issue, changing attitudes to sick leave and providing a $200,000 Rest & Recover Fund to help cover lost wages from unpaid sick days.
We want to help improve health knowledge and understanding, empowering people to take better self-care.
Haleon works closely with experts in the healthcare community, including doctors, dentists and pharmacists. It’s a key pillar of our health inclusivity strategy to provide health professionals with tools and guidance to help them improve their patients’ health knowledge and understanding, empowering their patients to take better care of their own health.
One way we engage our network of health professionals is through Haleon’s HealthPartner portal, an online hub providing tools and materials to support health professionals in speaking with their patients to advance their health literacy. Members of the HealthPartner portal can access a library of free professional development materials, patient resources and on-demand webinars, which they can use to empower their patients. Our brands also engage with health professionals and consumers directly with the aim of improving self-care.
We are investing in health inclusivity research to inform Haleon’s and other stakeholders’ actions to help include millions more people each year in opportunities for better everyday health.
In 2022 we focused on supporting Economist Impact in creating the world’s first Health Inclusivity Index. The Index analyses efforts to improve health inclusivity around the world. It examines a range of factors, from policies to healthcare provision and community outreach, and assesses whether interventions are designed to be inclusive, accessible, and tailored for individuals, communities and vulnerable groups.
A key finding from the Index is that empowering people and communities is an important factor in health inclusivity, with eight of the top ten highest-performing countries overall performing strongly in this domain. The Index also showed a correlation between health inclusivity and healthy life expectancy – highlighting greater health inclusion as an important factor in helping people live in good health for longer.
We have supported the creation of the Index to help governments, policymakers, health professionals, civil society organisations and other businesses take evidence-based actions to collectively improve health inclusivity. Building on the macro view provided by the Index, we also conducted lived experience research to understand what it feels like to be excluded from better everyday health as less included groups and individuals can often go unheard.
By developing a deep, human understanding of what holds individuals back from getting the right treatment or appropriate level of care, we can understand how to help people be more included in better everyday health.
Our community investment strategy supports our wider health inclusivity ambition to empower 50 million people a year to be more included in opportunities for better everyday health by 2025. We identify opportunities where we can have the most impact, providing voluntary monetary, product, time, and in-kind donations to local and global charities.
Haleon is member of the B4SI (Business for Societal Impact) network. We will be using their best practice methodology to measure and report our community investment activities going forward.
Since July 2022, Haleon has made two key donations, these are:
£850k donated to Smile Train.
£1.7 million+ donated to the British Red Cross Ukraine Crisis Appeal.
We will be scaling up our community investment in 2023 and beyond.
Humanitarian Relief Efforts in Ukraine
In early March 2022 we reduced our business operations in the Ukraine and our focus has been on advising and supporting approximately 180 employees who either stayed in their homes or relocated, where possible, to safer areas. We helped people with practical support where needed including access to essentials such as temporary accommodation, communications and healthcare for them and their families. Our teams in neighbouring countries supported their Haleon colleagues across local borders and contributed to the broader humanitarian response. We continue to evaluate the best way to provide ongoing support for the humanitarian needs in Ukraine as the situation evolves, through established NGOs who have teams on the ground in Ukraine and in neighbouring countries.
We recognise that our business is vulnerable to the risks and opportunities associated with a changing climate and fully support the recommendations of the Task Force on Climate-related Financial Disclosures (TCFD).
We are committed to assessing the potential climate risks and opportunities we may face in the future and our first disclosure against the TCFD framework is provided in our 2022 Annual Report and Form 20-F. It can also be found here.
For our Streamlined Energy and Carbon Reporting Disclosure for the 2022 financial year, please see our 2022 Annual Report and Form 20-F. It can also be found here.
[1] The 2022 Scope 1&2 carbon emissions reporting period is 1 December 2021 to 30 November 2022. The 2022 Scope 3 carbon emissions reporting period is 1 July 2021 to 30 June 2022.
[2] Our Net Zero and Scope 3 carbon emissions targets span all carbon emission categories from source to sale (excluding GHG-protocol categories 6, 7, 10-15). It covers mandatory Scope 3 upstream and downstream emissions. It excludes indirect consumers use-phase emissions, such as emissions associated with water used with our products. 2020 baseline year reporting period = 1 January 2020 to 31 December 2020.
| Goal | Our Performance |
| We aim to reduce our net Scope 1 and 2 carbon emissions by 100% by 2030 vs 2020 baseline[1] | 41% Reduction vs 2020[2]* |
For further information on our measurement approach refer to approach to reporting document.
This performance was achieved by switching to 100% renewable electricity across all our sites which we directly control*, and through concerted action to decarbonise our manufacturing operations and drive energy efficiency. We achieved our renewable electricity milestone through a combination of actions: reducing our use of energy, installing site-based solar energy systems, purchasing local renewable energy contracts (Power Purchase Agreements) or green tariffs/Renewable Energy Certificates. We reduced total electricity consumption by 4% in our 2022 reporting period[3] versus 2020 despite strong product volume growth. Where we generated electricity on site by using fossil fuels, we procured carbon offsets to cover the resulting carbon emissions.
A more detailed emissions breakdown can be found in our GRI Index.
*2022 data point assured by DNV as part of their limited assurance engagement over selected data points in this report. For further information, click here.
[1] Our goal to reduce net Scope 1 and 2 carbon emissions by 100% by 2030 is underpinned by a 95% absolute reduction target. The 2020 baseline year reporting period = 1 January 2020 to 31 December 2020. Although the 2020 baseline was calculated prior to the demerger, it includes only the sites which became Haleon sites following the demerger from GSK.
[2] 2022 Scope 1 & 2 carbon emissions reporting period = 1 December 2021 to 30 November 2022.
[3] Reporting period = 1 December 2021 to 30 November 2022.
Goal |
Our Performance |
| We aim to reduce Scope 3 carbon emissions from source to sale by 42% by 2030 vs 2020 baseline[1] | 0% reduction vs 2020[2] |
For further information on our measurement approach refer to approach to reporting document.
In our first reporting year, our Scope 3 carbon emissions from source to sale decreased marginally by about 5,000 tonnes, a 0% change from our 2020 baseline. This modest reduction in Scope 3 carbon emissions, despite high volume growth and increased inventory related to the pandemic, shows we are starting to decouple business growth from Scope 3 carbon emissions. To build on this, our priority focus is on reducing carbon emissions from purchased goods and services, which account for over half of our total carbon emissions across Scope 1, 2 and 3. Our action plan includes working with third-party manufacturing organisations and critical raw and packaging materials suppliers to drive their transition to renewable energy, and reducing, removing or replacing high carbon intensity raw and packaging materials with lower carbon alternatives.
A more detailed emissions breakdown can be found in our GRI Index.
[1] Our Net Zero and Scope 3 carbon emissions targets span all carbon emission categories from source to sale (excluding GHG-protocol categories 6, 7, 10-15). It covers mandatory Scope 3 upstream and downstream emissions. It excludes indirect consumers use-phase emissions, such as emissions associated with water used with our products. The 2020 baseline year reporting period = 1 January 2020 to 31 December 2020.
[2] Reporting period = 1 July 2021 to 30 June 2022.
We are transitioning our product packaging to more circular models.
We aim to reduce the use of virgin petroleum-based plastic in our packaging by optimising packaging design to reduce the volume of plastic needed, increasing the use of alternative packaging materials, and using recycled and bio-based[1] plastic in our packaging.
| Goal | Our Performance |
| We aim to reduce our use of virgin petroleum-based plastic by 10% by 2025, and a third by 2030 vs 2020 baseline | 3% increase vs 2020[2] |
For further information on the measurement approach refer to our approach to reporting document.
Based on data from our internal sites, scaled up to include third party manufacturers, we estimate that we used 46,000 tonnes of virgin petroleum-based plastic in 2020 and 48,000 tonnes in the 2022 reporting period. Our estimated virgin petroleum-based plastic footprint has increased by 3% in our 2022 reporting period from our 2020 baseline due to high revenue growth and increased inventory related to the pandemic not being fully offset by our packaging reduction initiatives. We remain confident of delivering our 2025 ambition based on a pipeline of projects to reduce and move out of virgin petroleum-based plastic into alternatives, e.g. recycled and bio-based plastic.
Packaging recyclability
Making our packaging recycle-ready[3] is key to achieving recyclability. We define packaging as recycle-ready when it can be effectively collected, sorted and recycled in practice and at scale in at least one region.
| Goal | Our Performance |
| We aim to develop solutions for all product packaging to be recycle-ready[3] by 2025, as part of our goal to make all packaging recyclable or reusable by 2030[4] | 65% of Haleon’s packaging was recycle-ready[5] |
For further information on the measurement approach refer to our approach to reporting document.
Approximately 65% of our packaging was recycle-ready in the 2022 reporting period, increasing from approximately 62% in 2020. This increase is driven by the rapid roll out of recycle-ready mono-material toothpaste tubes. We have also launched our first recycle-ready sachet, with our ENO brand in India.
Further data on materials used to produce and package products can be found in our GRI Index.
[1] Bio-sourced or bio-based plastic means plastic that is wholly or partly derived from materials of biological origin, excluding materials embedded in geological formations and/or fossilised.
[2] Reporting period = 1 July 2021 to 30 June 2022.
[3] Recycle-ready means packaging that has been developed to be compatible with a targeted existing or emerging recycling infrastructure. By recycling infrastructure we mean the state-of-the-art technology and operations capability to achieve efficient collection, sorting and processing into recycled material feedstocks.
[4] Where safety, quality, and regulations permit.
[5] Reporting period = 1 July 2021 to 30 June 2022.
Earning trust starts with how we select and source ingredients that people feel good about using.
We are working to sustainably source the key ingredients we use in our products, helping to protect the environment, biodiversity and ecosystems from which we source them and to support the communities who farm and harvest them.
| Goal | Our Performance |
| Key agricultural, forest and marine derived materials used in our ingredients and packaging are sustainably sourced and deforestation free by 2030[1] | 92% of our palm-oil derivatives were RSPO mass-balance certified[2] |
For further information on the measurement approach refer to our approach to reporting document.
Haleon is a relatively small buyer of materials derived from palm oil. Haleon currently purchases palm oil as a derivative, principally in the forms of palm-oil derived glycerine, sodium lauryl sulphate and betaine. In the 2022 reporting period, 92% of these materials, purchased as part of Haleon's globally managed spend, were certified by RSPO under a mass balance system. Our membership of Action for Sustainable Derivatives has helped us to gain greater transparency of our palm oil supply chain by mapping 96.3% of globally managed spend volumes to refineries, 92% to mills and 30.7% to plantations in 2021.[3]
[1] 90% of all agricultural, forest and marine derived materials are the following key raw materials: paper, corn/wheat derivatives, palm oil derivatives, soy derivatives, mint flavours and oil, carrageenan and fish oils. Scope includes Haleon’s globally managed spend on key materials which are agricultural, forestry or marine derived. Globally managed spend covers the majority of our internal spend and expands across some of our third-party manufacturing network.
[2] Reporting period = 1 July 2021 to 30 June 2022. Scope includes Haleon's globally managed spend. Globally managed spend covers the majority of our internal spend and expands across some of our third party network.
[3] Data is from 2021, when our membership with ASD was as GSK Consumer Healthcare.
We strive for better water management and less waste in our operations.
All our manufacturing sites now owned by Haleon already send zero waste to landfill[1]. Whilst maintaining this performance, our next step is to move towards greater circularity and to achieve TRUE zero waste certification at our manufacturing sites.
As members of the Alliance for Water Stewardship (AWS), we are taking steps to ensure our management of water is environmentally sustainable and socially equitable through AWS certification of our sites.
In addition to our goals, we also track and measure other indicators on waste and water such as water withdrawal, water discharge, and non-hazardous and hazardous waste generation and disposal. Further data on these indicators and others can be found in our GRI Index.
In 2022 we partnered with WWF South Africa at our Cape Town site to support its water replenishment activities in the Western Cape. This will strengthen our efforts to be become water neutral at our Cape Town site, part of our efforts to achieve water neutrality at sites in water stressed basins. We expect our Cape Town site to become water neutral during 2023.
[1] This calculation excludes waste which we are legally obliged to send to landfill. The Jacarepaguá site in Brazil has an exemption from the zero-to-landfill policy for certain waste items due to local regulations.
[2] Determined using publicly available tools to identify water risk like the WRI Aqueduct Tool, site-specific reviews of local water risk using local data and a materiality of the risk to the business.
Embedding strong and responsible business governance is fundamental to delivering sustainable above-market growth.
Visit these pages for more information on Haleon Governance and Responsible Business Governance.
| Code of Conduct | Our Code of Conduct (Code) and related policies establish the key principles all colleagues must abide by and help create a culture of endeavouring to always do the right thing. The Code was reviewed and approved by the Board. |
| Anti-Bribery and Corruption (ABAC) | We have zero tolerance for all forms of corruption. Our ABAC policy sets global principles, standards, and requirements for our company. All employees and complementary[1] workers are required to complete training on the Code and ABAC policy, including new starters as part on their onboarding. All alleged violations of our Code are taken seriously. We conduct formal investigations where appropriate, and we have an end-to-end concerns management process to ensure we carry out disciplinary enforcement when necessary. The Audit and Risk Committee is kept updated on key investigative trends and investigations. |
| Data privacy and data security | We have an obligation to secure the data and protect the privacy of our consumers, experts and employees. Haleon’s Privacy Team is responsible for maintaining Haleon’s Global Privacy Governance Framework including creation and maintenance of all privacy compliance processes, privacy training, individual rights management processes, and the internal Privacy Policy and external Privacy Notices. The team is led by our Chief Privacy Officer, and Haleon has appointed a separate Data Protection Officer to fulfil applicable duties under the General Data Protection Regulation (GDPR). Mandatory policies govern acceptable use of personal information and the systems on which it is processed with violations subject to a full range of enforcement measures, up to and including termination. Our processes are subject to periodic and customary audits and verification. Haleon complies with all reporting and notification obligations in the event of qualifying personal data incidents. Questions about Haleon’s privacy practices can be directed to [email protected] For information on our approach to data privacy and data security, see our 2022 Annual Report and Form 20-F. Haleon’s Privacy Principles can be viewed here. |
| Speak Up | Haleon’s Speak Up channels allow anyone, whether working directly for Haleon or not, to ‘Speak Up’ about misconduct, possible breaches of our Code or other company policies or procedures, and suspected violations of laws and regulations. All reported concerns are taken seriously, with formal investigations conducted if appropriate. The Audit and Risk Committee receive regular reports on concerns management, including data and trends. Where appropriate, the Board is notified and updated on reports and investigations. We do not tolerate retaliation against those who raise concerns at Haleon. All concerns raised are treated in strict confidence. Although anyone can speak up anonymously, we encourage those who do to identify themselves to help us address concerns effectively. The more detail provided about the concern, the faster we can review it and make sure the necessary stakeholders are empowered to resolve it. We operate a zero tolerance policy towards behaviour which could be perceived as retaliation or harassment of any employee who raises concerns in good faith. Further information can be found in our Code of Conduct. |
| Discrimination and Harassment | Our Human Resources policies are specific to each country or region, but all make clear that we do not tolerate any action or behaviour that is unwelcome, unreasonable, or offensive to others. Any form of harassment, including sexual and non-sexual harassment, or bullying is unacceptable. Where concerns are identified, and substantiated appropriate corrective or disciplinary action will be taken. Haleon is committed to the principles and practices of equal opportunities in employment. We are committed to making decisions without regard to factors such as race, colour, religion or belief, gender, sex, sexual orientation, age, ethnic or national origin or disability, and on the grounds of ability to do a job and performance in that job. We continue to review processes and practices to strengthen our inclusive recruitment and employment approach. |
[1] Complementary workers (CW) is an umbrella term which includes three global categories; 1. Agency Workers (AW), 2. Statement of Work (SOW) workers, 3. Outsourced (OS) workers
We aim to respect and promote human rights wherever we do business.
In January 2022 we concluded Haleon’s first human rights risk and gap assessment, looking at risks across our value chain. From this we developed our two-year human rights strategy and action plan which was approved by our Human Rights steering committee which includes members of the Haleon Executive Team. In 2022, we made progress across the three workstreams in our strategy.
Workstream |
Key actions in 2022 |
1. Build our capacity to understand, identify and address human rights challenges |
|
2. Strengthen due diligence processes to identify the greatest risks to people across our value chain |
More information on our approach to human rights due diligence can be found in our 2022 UK and Australia Modern Slavery Statement. |
3. Invest in partnerships to positively impact people and the planet |
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For further information on our management approach to Human Rights, click here.
Nothing is more human than keeping one-another safe, healthy and well.
In 2022, we introduced our 12 Life Saving Rules which set out the most significant potential health and safety risks across the business and establish key actions for awareness, prevention and mitigation. Aligned to industry standards and best practice, they establish key actions for awareness, prevention and mitigation and remind staff of the measures they need to take to protect their own safety against potential critical hazards during work activities. In 2022 we made it a requirement that employees adopt these rules in their daily routines.
In 2022, we introduced an enterprise-wide leadership development programme – ‘Leading with Care’. This brings health, safety, and wellbeing leadership education and training together in a holistic programme. Managers learn how to embed health, safety and wellbeing in our culture and daily employee experience and understand how they can positively impact the health, safety and wellbeing of people, through their behaviours, informed decisions and actions. In 2022, our reportable injury and illness rate was 0.17* per 100,000 hours worked. Of these incidents, the lost time reportable injury and illness rate was 0.10* per 100,000 hours worked[1]. There were no fatalities* among employees or contract workers.
Haleon has a strategy to develop a zero-harm culture and benchmark reduction in reportable incidents with a priority on preventing significant events. Our health and safety strategy is supported by a set of annual objectives which we use to analyse and continually improve our performance.
[1] The reporting period = 1 December 2021 to 30 November 2022. Scope = All Haleon employees and supervised employees.
*2022 data point assured by DNV as part of their limited assurance engagement over selected ESG data points. For further information click here.
Our priority is to ensure we can deliver safe products when, where and how our consumers want and need them.
Fulfilling our purpose to deliver better everyday health with humanity demands rigorous attention to the quality and safety of our products. The safety of consumers is our foremost priority.
We continually improve our quality management system and enhance our end-to-end capabilities. For example, in 2022, we deployed electronic batch records (eBR) and Laboratory Information Management Systems (LIMS) at key internal manufacturing sites.
For further information on our management approach to product quality and safety, click here.
Our Product Quality and Safety Manual can be found here. For performance information, please refer to our 2022 ESG Data Book.
We have an ambition to become industry leading when it comes to supporting the health and wellbeing of our employees.
We introduced a new parental leave policy that all employees globally are entitled to 26 weeks fully paid leave following the arrival of a child. This is open to all employees regardless of gender or sexuality and covers biological birth, surrogacy and adoption.
This is a new global minimum standard policy which does not intend to deprive an employee of parental leave rights and benefits they may have under local law. It seeks to ensure all eligible employees can focus on raising a family, in the knowledge that their Haleon careers can continue to flourish.
We introduced a Global Caregiver Leave Policy which provides four weeks fully paid leave for employees within a calendar year when they need to care for a loved one, providing them with financial stability and security when they need it most. We are in the early stages of developing plans and policies aimed at supporting women in the workplace during various phases of their lives, including menopause and perimenopause, and are looking to provide constructive and supportive activities during the coming year.
For further information on our management approach to supporting our people’s health and wellbeing, click here.
We are striving to create an inclusive environment in which everyone can contribute and feel a sense of belonging, are all understood and valued, treated fairly and equally, and supported to progress and thrive.
| Metric | Performance |
Share of women in total workforce |
46.9% |
Share of women in leadership roles[2] |
43.7% |
For further information on our management approach to championing diversity, equity and inclusion, click here.
For further information on workforce and DE&I statistics, please refer to our 2022 ESG Data Book.
[1] Figures reported as of 31 December 2022.
[2] Leadership roles = Employees within our compensation grades 0-5. These roles include members of the Executive Team, their direct reports (excluding administration support), heads of department and other upper management. Scope = permanent employees only.
We want to work with third parties who share our commitment to responsible business behaviour.
We undertook work to improve our environmental and social due diligence processes, which form part of our third-party risk management (TPRM) system. This is Haleon’s process to support the business to manage relationships with third parties more effectively. It includes the screening and onboarding of new third parties and then ongoing management of existing third parties to ensure compliance with our standards.
Haleon launched a partnership with Manufacture 2030 (M2030) to address our scope 3 carbon impact with suppliers. The M2030 system will support suppliers to measure their carbon footprint, manage this and create a clear plan to reach their reduction goals, and most importantly reduce their footprint and focus on their areas that matter most. M2030 will provide collaboration and education sessions to support suppliers on this journey.
In 2022, we rolled out training for our procurement colleagues on key sustainability topics such as water, waste, sustainable sourcing and carbon reduction. This training was co-created with external partners to ensure information and key messages were correctly provided. We recorded the sessions and centrally stored the content to ensure that it is available to all Haleon employees throughout the business.
More information on supplier audits and assessments is included in our 2022 ESG Data Book.
For further information on our management approach to working with responsible suppliers, click here.
In 2023, we are bringing our suppliers together to discuss our sustainability goals and set expectations of suppliers to help us achieve them. In parallel, we are developing resources and guidance to support suppliers on specific topics such as carbon reduction, which will, in turn, help Haleon meet its goals and ambitions. We will also start rolling out the Sedex social auditing platform across our own operations and tier 1 supply chain covering manufacturing, raw materials, packaging and our highest risk service providers such as logistics.