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To deliver our purpose, we have defined two ambitions, to provide everyone at Haleon with a ‘North Star’ and guide us in everything we do:
1. Reach 1bn more consumers by 2030
We are proud of the impact we have on people around the world. Haleon helps 1.4 billion consumers look after their everyday health, by 2030 and we aim to serve a billion more.
2. Generate industry leading shareholder returns
We will create value for shareholders and generate industry-leading shareholder returns by driving continued top-line growth, capturing significant gross profit margin opportunity, and continuing to transform into a more agile and performance-focused consumer company.
Our Win as One strategy is all about raising the ambition and realising our full potential. It is how we are mobilising and driving the organisation forward, to capture the opportunities we see ahead. To Win as One, we have embedded four behaviours They are not just aspirational – they are actionable, shaping how we prioritise, make decisions, and deliver results.
Help many more people solve more of their everyday health needs.
We will achieve this growth by closing the incidence versus treatment gap, bringing advanced benefits by driving innovationled premiumisation driving innovation-led premiumisation, and expanding reach including amongst among lower-income consumers.
Build superior brands – trusted and preferred by consumers, customers and experts.
We do this by developing superior innovation and claims backed by evidence, building trusted relationships to drive engagement and recommendation, having brilliant execution to be first choice at shelf, delighting consumers with pack and sensorial attributes, and building meaningful and different brands.
Create capability advantage across the value chain – powered by data, digital and analytics, and operational excellence.
We are driving efficiency and productivity across the entire value chain. This includes for example reducing unnecessary complexity and inefficiency in our supply chain – radically simplifying our current portfolio and evolving our manufacturing footprint.
Unleash the potential of our people to deliver on our ambitions and cultivating a culture that gives us a genuine competitive advantage.
We are simplifying our processes, uplifting capabiility, driving a culture shift to become a more agile, performance-focused company, streamlining our operating model, and continuing to expand our business services footprint to support our growth and productivity agenda.
Understanding the consumer and putting them at the heart of our decision making.
Building strong relationships and constructively challenging to drive better outcomes.
Effectively using data, with a bias for action, and relentlessly focussing on creating shareholder value.
Consistently stretch and inspire each other to learn and develop.
1 Nicholas Hall (VMS,OTC) and Global Data (Oral Health) 2024
3 See FY 2024 Annual Report for definitions
4 Refers to adjusted EPS; see FY 2024 Annual report for definitions