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Our strategy is designed to grow our portfolio of leading brands and market categories. We target sustainable above-market growth and attractive returns, with our purpose and culture bringing focus and clarity to the strategic decisions we make.

Using our competitive strengths of deep human understanding and trusted science, we are well placed to meet the growing demand for self-care and the opportunities to serve unmet consumer needs. Haleon does this by increasing condition awareness, building brand relevance and its innovation pipeline, and capitalising on new and emerging trends. We are mindful of the challenging consumer environment and pressures on people, and how this may impact self-care.

Underpinning the way we run our business are four strategic pillars:

1 I n c r e a s e h ou s e ho l d p e n e t r a t i o n M a x i mis e s i g n i fi c a n t g r o w t h o p p o r t u n i ti e s a c r o s s o u r c a t e g o r i e s b y a pp l y i n g o u r p r o v e n a pp r o a c h t o p e n e t r a ti o n - l e d g r o w t h . K e y f o c u s a re a s — Me a n i n g f u l a n d d i s ti n c ti v e bra n d s — I n n o va ti o n — E x p e r t a d v oc a c y — C o m me r c ia l e x c e l l e n c e 2 C a p i t al i s e o n n e w a n d e m e r g i n g op p o r t u n iti e s I n c r e a s e g r o w t h o f o u r bra n d s a c r o s s c h an n e l s , r ou t e s t o m a r k e t a n d g e o g ra p h i e s . E x p a n d o u r p o r t f o l i o t h r o u g h n e w a n d e me r g i n g c o n su m e r t r e n d s a n d b y pu r s u i n g R x - t o - OT C s w i t c h e s . K e y f o c u s a re a s — C h an n e l e x p a n s i o n: e - c om me r c e — G e o g rap h i c e x p a n s i o n — P o r t f o l i o e x p a n s i o n : e m e r g i n g c o n su m e r t r e n d s — R x - t o - OT C s wi t c h e s 3 M a i n t a i n s t r o n g e x e c u ti o n a n d fi n a n c i a l di s c i p l i n e F o c u s o n d r i v i n g e f fi c i e n c y , e f f e c ti v e n es s a n d a g i l i t y t o m a k e e v e r y i n v e s t me n t c o u n t . K e y f o c u s a re a s — Q ua l i t y a n d su pp l y c h ai n ( Q S C ) — M a r k et i n g e x e c u ti o n — C om me r c ia l e x e c u ti o n — C a s h a n d c o s t c o n t r o l 4 R u n a r e s p o n s i b l e bu s i n e s s M a k e e v e r y d a y h e a l t h m o r e i n c l u s i v e . Pr ot e c t t h e e n v i r o n me n t a n d a d d r es s s o c ia l su s t a i n a bi l i t y b a r r i e r s t o e v e r y d a y h e a l t h . E m b e d s t r o n g g o v e r n a n c e a n d e t h i c a l bu s i n es s b e h a v i o u r s . K e y f o c u s a re a s — E n v ir o n me n t — H e a l t h i n c l u s i v i t y — U p ho l d i n g o u r s t a n d a r d s

Our Key Performance Indicators 

We have several enterprise metrics monitoring performance across the business, from which we select our key performance indicators (KPIs). These are the most applicable in tracking our strategic performance, sustainability and commitment to our key stakeholders. The Board and Executive Team monitor our KPIs to ensure continued alignment to our strategy and, where applicable, they are linked to Executive Directors’ remuneration.

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