2025 Health Inclusivity and Sustainability Report (accessible version) (health inclusivity and sustainability report 2025 accessible)

Health Inclusivity and Sustainability Report 2025

‌Haleon Health Inclusivity and Sustainability Report 2025 2‌

In conversation with our CEO

Brian McNamara,

Chief Executive Officer

• Increasing access to everyday health products -making more affordable and accessible versions

  
  
  

  of our products available to more people.

  See page 11.
  
  

• Tackling bias and prejudice - challenging negative stereotypes which hold people back from better everyday health.

See page 11.

Haleon's long-term success and delivery of our Win as One ambitions depends on the health of people, communities and the environment we operate in.

Reducing our environmental footprint and providing solutions to help people manage the growing impact of environmental changes on their health is key. To grow our business and meet our key stakeholders' expectations we need to operate with enduring resilience for people and planet. This will help us

to access the talent, skills and resources we need to grow our business today and tomorrow. It also

protects Haleon from risks and potential supply chain disruption which can impact our ability to meet the needs of the people we serve.

For further information, our first Double Materiality Assessment (DMA) on page 5 confirms our strategicfocus areas.

You can read more about our new strategic framework

We have also made good progress on our environmental goals - cutting our own carbon emissions and those along the value chain, with our net Scope 1 and 2 emissions reducing by 55%* from the 2020 baseline and source to sale Scope 3 emissions reducing by 13% from the 2022 baseline. However, continued progress depends on systemic shifts - particularly greener electricity grids and collective action to decarbonise energy used for heating and cooling.

We drove circularity forward, with 80%* of our packaging now recycle-ready and significant reductions in virgin plastic use, and are one of the first global consumer companies to achieve Alliance for Water Stewardship (AWS) certification across all our manufacturing sites.

What lies ahead for Haleon with regards to health inclusivity and sustainability?

Looking ahead, health inclusivity and sustainability will remain central to Haleon's strategy - shaping how we operate, innovate and grow. Our focus is clear:

we are stepping up our actions and commitment to improve health inclusivity, while continuing to

Discover more…

Information on Haleon can be found on our website and on page 1 of our 2025 Annual Report and Form 20-F.

Information on our Win as One strategy can be found on pages 6-8 of our 2025 Annual Report and Form 20-F.

For information on our progress across our six categories, can be found on pages 9-14 of our 2025 Annual Report and Form 20-F.

What role do health inclusivity and sustainability play in your Win as One strategy?

In 2025, we launched our new Win as One strategy, which aims to raise our ambition and realise the full potential of Haleon.

Our purpose is to deliver better everyday health with humanity. This is the impact we want to create for our consumers around the world. To deliver our purpose, we have defined two ambitions: to reach one billion more consumers by 2030 and to generate industry-leading shareholder returns. Our Health Inclusivity and Sustainability strategy works in lockstep with Win as One and underpins our global ambitions.

Health inclusivity is central to our updated framework and where we believe we can deliver the biggest

impact. By improving health inclusivity we can help millions of people take more control of their everyday health - improving health outcomes, reducing the burden on overstretched health systems and growing our business.

We are proud to be launching a new, ambitious goal to provide opportunities for over 300 million people a year to take more control of their everyday health by 2030.

This builds on our previous goal and strong performance by adding a focus on improving access to everyday health products. We will work to deliver the goal by:

• Building health literacy - equipping people with the information and resources they need to take more control of their health.

  See page 10.

  on page 3.

  Can you share some of your key achievements from the year?

  In 2025, we delivered strong progress against our commitments despite an uncertain external environment.

  We significantly exceeded our health inclusivity goal to empower 50 million people a year to be more included in opportunities for better everyday health by the end of 2025, empowering over 74 million people in 2025. Our actions here drive business growth by increasing demand for our products. With our updated goal to 2030, we will also capture the positive impact from fulfilling that increased demand by making our products more accessible and affordable - testament to the core role that health inclusivity plays in our strategy.

  transform how we work to build enduring resilience across our value chain, reducing our environmental footprint and upholding robust ethical standards.

  Over the next year, we will continue to develop and empower our own people and collaborate with suppliers, industries and communities across our value chain to drive change and develop the solutions needed to enable people to achieve better everyday health today and tomorrow.

  Across our business, we will continue to embed sustainability considerations into decision-making, seeking to ensure our actions are transparent, science-led, and aligned with stakeholder expectations.

  Together, these actions help us deliver our purpose, our Win as One strategy and ambitions.

  * KPMG LLP has issued independent limited assurance over the selected data indicated using assurance standards ISAE (UK) 3000 and ISAE3410.

  Appendices

‌Haleon Health Inclusivity and Sustainability Report 2025 3‌

Our Health Inclusivity

and Sustainability strategy

Our strategic framework

By 2030, we aim to provide opportunities for over 300 million people a year to take more control of their everyday health. We are making this happen by:

Deliver better everyday health with humanity

Building health literacy

Increasing access to everyday health products

Tackling bias and prejudice

For health inclusivity...

We help people take more control of their everyday health

With enduring resilience...

We work with respect for people, nature and resources

Cutting carbon emissions

Making packaging more sustainable

Managing natural resources responsibly

Supporting our people and our partners

Upholding robust ethical standards

• Building health literacy - because knowledge and confidence change behaviour. While 80% of people want to take more care of their health, we know that only 20% feel confident they know how2, so we are equipping consumers, Health Professionals and community health workers with the information and resources they need to take more control of their health.

• Increasing access to everyday health products -because everyday health should be within everyone's reach. We provide bespoke solutions in different markets, such as affordable products, new formats and pack sizes.

• Tackling bias and prejudice - because everyone deserves to be seen, heard, and treated fairly.

We challenge negative stereotypes which hold people back from better everyday health.

We are transforming how we work to build resilience across our value chain, reduce our environmental

2022 baseline. We have rolled out recycle-ready toothpaste tubes and are scaling up initiatives to reduce virgin plastic by replacing it with recycled or bio-based plastic.

• Managing natural resources more responsibly - because thriving natural ecosystems sustain our business and our health. We work to sustainably source the key ingredients in our products and focus on good water stewardship across our sites

  and on increasing waste circularity to ensure shared resources are managed equitably and responsibly.

• Supporting our people and partners - because resilience depends on people. To deliver our sustainability goals, we develop and empower our own people and collaborate with individuals, industries and communities across our value chain, from mint farmers to packaging experts, scientists and Health Professionals to develop the skills,

  capabilities and solutions needed to enable people to achieve better everyday health today and tomorrow.

  Upholding robust ethical standards

All of this is anchored on upholding robust ethical standards. From operating responsibly, embedding robust quality and safety standards, to protecting human rights, these standards guide our actions

80%

of people want to take more care of their health but only 20% feel confident they know how2.

100%

renewable electricity across our manufacturing sites*.

We deliver

better everyday health with humanity.

Haleon is a consumer company that is solely focused on better everyday health. Our people, brands, research, investment and innovation are all aimed at improving the everyday health of those we serve at all stages of their lives.

Yet, today too many people are held back from achieving better everyday health due to a lack of knowledge, access to affordable care, and bias and prejudice. Changes to the environment are also impacting people's health, making many everyday health conditions worse, with the most vulnerable impacted first and hardest.

That is why improving health inclusivity is central to our strategy and where we believe we can make

the most impact. By building health literacy, increasing access to everyday health products, and tackling bias and prejudice, we can help millions of people take more control of their everyday health, helping to close the incidence-treatment gap and put health in more hands. Because we know when people have the knowledge, tools, and confidence to care for their health it strengthens families, communities, and entire health systems1.

We also recognise that Haleon's long-term success is dependent on the health of people, the natural world and the shared resources we all rely on. That is why we are committed to reducing our environmental impact across our value chain and operating with enduring resilience so that we can help people

to live longer, healthier lives today and tomorrow.

footprint and provide solutions to help people manage the impact of environmental changes on their everyday health, enabling lasting value and meeting the expectations of our consumers, stakeholders and communities. We do this by:

• Cutting carbon emissions - because a healthy planet underpins human health. We are decarbonising our manufacturing sites and targeting net zero carbon emissions from source to sale by 20403. Through the Haleon Sustainable

  Supply Chain Pledge, we are working with suppliers to drive decarbonisation across our value chain.

• Making packaging more sustainable - because increasing circularity reduces waste, protecting our environment and people's health. We aim to make all our packaging recyclable or reusable by 2030, where safety, quality and regulations permit, while reducing our use of virgin plastic by one-third vs our

and safeguard the trust that underpins our brands.

Together, these actions help us to deliver our Win as One strategy and our ambitions to reach one billion more consumers by 2030 - helping millions more people feel healthier and happier, and generating industry leading returns for our shareholders.

1. World Health Organization (WHO): Health Literacy fact sheet.

2. Vintura: The Health Economic Benefits of Self Care.

3. Aligned to guidance from The Climate Pledge and Race to Zero.

   * KPMG LLP has issued independent limited assurance over the selected data indicated using assurance standards ISAE (UK) 3000 and ISAE3410.

   Appendices

‌Haleon Health Inclusivity and Sustainability Report 2025 4

2025 performance highlights

Focus area Our goals and metrics1

Our 2025

performance

Our 2024

performance Progress vs goal

1. Further information on the reporting periods and reporting criteria for each goal can be found within the corresponding sections of this report and in our 2025 Health Inclusivity and Sustainability Basis of Reporting, including reporting developments and improvements.

2. The end point for the goal delivery period is the end of the 2025 calendar year.

3. The 2024 Scope 3 result and 2022 baseline differ from the value (2024: -10%) in the 2024 Annual Report and Form 20-F due to methodology and data improvements, including updated emission factors and granular data for products made at third-party manufacturers. While the change in the Scope 3 result is not material, the change in split of emissions across the GHG protocol categories is material. The restated Scope 3 result better reflects the drivers of our footprint and where we are focusing our actions.

4. Reporting period for virgin-petroleum based plastic reduction is 1 July to 30 June. The 2025 performance of -9% represents the reduction achieved in this reporting period. Based on actual results as of 30 September 2025, we have surpassed the target of -10% by end of 2025 and have therefore achieved our 2025 interim goal.

5. The 2024 recycle-ready packaging result differs from the value of 74% disclosed in the 2024 Annual Report and Form 20-F due to packaging data improvements at internal sites and inclusion of granular data for products made at third-party manufacturers.

6. The stated performance is against the 2025 recycle-ready goal only. We have achieved our 2025 interim goal. Reporting period for recycle-ready packaging is 1 July (prior year) - 30 June (reporting year).

7. Gender parity is defined as between 48-52%. Since 2025, this metric does not include the US and Puerto Rico. The 2024 result has also been updated to exclude these, hence the 2024 result shown differs from the value of 45.2% disclosed in the 2024 Annual Report and Form 20-F and the 2024 Responsible Business Report. Percentage indicates the percentage of female permanent employees.

* KPMG LLP has issued independent limited assurance, using assurance standards ISAE (UK)3000 and ISAE (UK) 3410, over the selected data indicated. See page 48 for further information.

‌Haleon Health Inclusivity and Sustainability Report 2025 5

Double materiality assessment

Identifying material impacts, risks and opportunities

A Double Materiality Assessment (DMA) evaluates both how our business impacts society and the environment (impact materiality) and how ESG topics affect our business (financial materiality).

In preparation for potential future reporting by the Group/or our companies in accordance with the EU Corporate Sustainability Reporting Directive (CSRD), in 2024 we carried out our first Group-level DMA taking account of the CSRD and European Sustainability Reporting Standards (ESRSs), using draft guidance from the European Financial Reporting Advisory Group (EFRAG). In 2025, we revisited our DMA to incorporate nature-related insights from our LEAP (Locate, Evaluate, Assess and Prepare) assessment in line with the Taskforce for Nature-related Financial Disclosures (TNFD) framework and the latest external and internal developments, taking account of the CSRD and ESRSs that had been enacted prior to 2025. We continue to monitor legal developments and will update our approach, as and if required, to align with the latest laws and guidance.

Further information on our Climate and Nature-related Financial Disclosures can be found on pages 19-30 of our 2025 Annual Report and Form 20-F.

Stakeholder engagement

Throughout the assessment, internal and external stakeholders provided insights to inform our identification and assessment of impacts, risks and opportunities (IROs). Internal stakeholders reviewed IROs for completeness and relevance, conducting detailed and - where relevant - quantitative reviews against assessment criteria.

Key external stakeholder groups included suppliers, customers, investors, communities, shareholders, consumers and end-users (including vulnerable consumers). Representatives from those groups

or their proxies were interviewed to gather their perspectives.

In 2025, we revisited our DMA to incorporate nature-related insights from our LEAP (Locate, Evaluate, Assess and Prepare) assessment in line with the Taskforce for Nature-related Financial Disclosures (TNFD) framework and the latest external and internal developments, taking account of the CSRD and ESRSs that had been enacted prior to 2025.

Our double materiality assessment process

3.

Assessment of impacts, risks and opportunities (IROs)

To determine materiality, we assessed each IRO using a methodology consistent with the requirements of the ESRSs and aligned to our Enterprise Risk Management (ERM) framework (see page 50 of our 2025 Annual Report and Form 20-F). IROs were assessed at a gross level, without consideration of potential mitigation and/or management activities undertaken by Haleon. We will consider assessing IROs on a net basis

in the future informed by latest guidance and best practice.

The financial materiality assessment evaluated the likelihood and magnitude of the financial effects of the sustainability-related risks and opportunities. The overall risk and opportunity scores were calculated by averaging likelihood and magnitude scores to arrive at the materiality score.

Key internal experts contributed to the relevant aspects of the IRO scoring based on their areas of expertise.

Haleon Health Inclusivity and Sustainability Report 2025 6

Double materiality assessment

continued

Double materiality matrix:

Opportunity Risk Positive Impacts Negative Impacts Equal impact and financial materiality

Our material topics

Taking account of the requirements of the CSRD and the ESRSs, the assessment resulted in IROs related to the material topics, as plotted on the double materiality matrix graphic. The outcomes of the DMA have been reviewed by the Environmental and Social Sustainability Committee. See page 7 for details on governance. The ESRS numbers associated with each material topic are indicated in parentheses (e.g.

Energy and Emissions (E1)).

Interaction with our Health Inclusivity and Sustainability strategy

Material topics have been mapped to the pillars

of our Health Inclusivity and Sustainability strategic framework and the enterprise scorecard used to performance manage the delivery of our goals, enabling alignment between our materiality assessment outcomes and our strategic priorities and actions.

Material topics

6

3 2

1

4

11

10 9

8 7

5

12

Haleon impact on people and planet

Financial impact on Haleon

Impact and Financial material Impact or Financial material only Not material

‌Haleon Health Inclusivity and Sustainability Report 2025 7

Responsible governance

The Haleon Board has overall responsibility for the Group's Health Inclusivity and Sustainability strategy.

In March 2023, the Board established the Environmental & Social Sustainability Committee, chaired by an Independent Non-Executive Director,

Marie-Anne Aymerich. The role of the Committee is to provide effective governance over Haleon's progress against our health inclusivity and

sustainability priorities. The Committee also oversees the embedding of robust ethical standards in our operations and value chain, to confirm that Haleon

is operating responsibly in line with current ESG regulatory and reporting requirements, while preparing to meet evolving requirements.

See our Environmental & Social Sustainability Committee terms of reference and pages 74-75 of our 2025 Annual Report and Form 20-F.

See our 2025 Annual Report and Form 20-F for more details on risk management, governance, and board committees (pages 50-57 and 64-77). For ESG-linked executive compensation, see pages 78-103.

Audit & Risk Committee

Responsible governance:

Audit & Risk Committee

Environmental & Social Sustainability Committee

Remuneration Committee

The Audit & Risk Committee oversees Haleon's principal risks, including our principal risk related to ESG, which covers climate change and nature (see pages 70-73 of the 2025 Annual Report and Form 20-F).

Remuneration Committee

The Remuneration Committee supports our Health Inclusivity and Sustainability strategy by aligning Haleon's Performance Share Plan via the ESG qualifier. Executive remuneration is tied to specific ESG KPIs (see pages 78-103 of the 2025 Annual Report and Form 20-F).

Chief Executive Officer and the Executive Team The Chief Executive Officer and the Executive Team are responsible for the delivery of our Health Inclusivity and Sustainability strategy and performance managing delivery against our externally committed goals. To support this, our performance share plan includes an ESG qualifier. They are supported by various governance forums, including for the management of risks and opportunities as described on page 64 of the 2025 Annual Report and Form 20-F.

The Executive Team Risk Forum (Risk Forum) oversees the management of principal risks, including that the ESG principal risk is managed effectively (see pages 50-52 of the 2025 Annual Report and Form 20-F).

In May 2025, the Risk Forum reviewed the ESG principal risk, which is owned by the Chief Corporate Affairs Officer and monitored via Haleon's risk management framework (see page 50 of the 2025 Annual Report and Form 20-F).

Compliance and Risk Forums (CRF)

The CRFs are conducted by our functional teams, categories, and business units, to embed risk management in day-to-day business operations. Details about the Sustainability CRF can be found on pages 19-20 of the 2025 Annual Report and Form 20-F.

‌Haleon Health Inclusivity and Sustainability Report 2025‌

01.

When Haleon was first created as a standalone company we set the following goal:

8

Further information

The reporting criteria for selected data points can be found on pages 36-37 of this report and in our 2025 Health Inclusivity and Sustainability Basisof Reporting.

page 10

page 11

page 11

In this section:

Building health literacy

Increasing access to everyday health products Tackling bias and prejudice

When people are empowered to take better care of their everyday health it shapes how they feel and their quality of life - today, and into the future.

Better everyday health helps to prevent more serious illness, eases pressure

on overstretched health systems and enables people to live longer, healthier lives.

Discover more…

Policy positions

Overview

As a consumer company with a purpose to deliver better everyday health with humanity, we are committed to improving health inclusivity. We recognise that today too many people are held back from better everyday health due to a lack of knowledge, access

to affordable care, and bias and prejudice. We also recognise that changes to the environment are impacting people's everyday health, making many everyday health conditions worse. Everyone is affected but the most vulnerable are hit first and hardest.

That's why improving health inclusivity is central to our strategy and where we believe we can make the most impact.

Health inclusivity has been identified as a material topic in our DMA (positive impact and financial opportunity), reflecting its critical importance to our business and stakeholders (see pages 5-6).

Progress in 2025

In our 2025 reporting period1, we empowered more than 74 million people to be more included in opportunities for better everyday health, surpassing the goal we set in 2022. These include over 52 million* people via the Haleon Health Partner Portal. Details on progress and key initiatives are presented for each health inclusivity pillar at pages 10-11. In 2025, we donated over £15 million2 to causes that address barriers to health inclusivity. We also invested in research and actions to improve health inclusivity for our business and our stakeholders.

We are pleased to announce a new goal to 2030 which underlines our commitment to improving health inclusivity:

By 2030, we aim to provide opportunities for more than 300 million people a year to take more control of their everyday health.

We will do this by:

• Building health literacy - because knowledge and confidence changes behaviour. We are equipping people with the information and resources they need to take more control

  of their health.

• Increasing access to everyday health products - because everyday health should be within everyone's reach. We are making more affordable and accessible versions of our products available to more people.

• Tackling bias and prejudice - because everyone deserves

to be seen, heard, and treated fairly. We are challenging negative stereotypes which hold people back from better everyday health.

Our new goal builds on the progress already made and increases our ambition. As with our previous goal it measures the impact of our actions to improve health literacy which is key to closing the incidence-treatment gap. We do this by building people's knowledge and confidence directly and by equipping Health Professionals with tools and resources to help them provide trusted, easy-to-follow advice.

We also continue to measure the impact of our actions to tackle bias and prejudice - overcoming limiting beliefs which get in the way of people's ability to achieve better everyday health - from ageism to pain bias.

Our new goal goes further by including the impact of our actions to increase access to everyday health products - putting essential, accessible versions of our products within price and arm's reach of millions more people. We know that affordability and accessibility are key barriers to everyday health and are committed to addressing this through our updated health inclusivity goal and strategic focus on getting health in more hands.

Health inclusivity and self-care policy position

Improving global oral health policy position

Meaningful access to vitamin and mineral supplements policy position

The role of pharmacists in self-care policy position

The value of self-care policy position

1. Reporting period is

   1 December (prior year) to

   30 November (reporting year).

2. Includes cash and in-kind product donations. Reporting period = calendar year.

* KPMG LLP has issued independent limited assurance over the selected data indicated using assurance standard ISAE (UK) 3000.

‌Haleon Health Inclusivity and Sustainability Report 2025 9

For health inclusivity continued

Spotlight

Health Inclusivity Index

Since 2022, we have supported Economist Impact in creating the Health Inclusivity Index. Phase 1 assessed how countries' health policies and systems enable inclusivity, while Phase 2 assessed the extent to which countries are putting inclusive health policy into action through a survey of over 40,000 people across 40 countries. In May 2025, Phase 3 of the Index launched, examining the health and economic benefits of improving health inclusivity across seven everyday health conditions and four underserved groups. These include people with low health literacy, people with low incomes, women, and people aged 50+. The study found that reducing low health literacy by 25% across the 40 countries could deliver significant annual healthcare savings1.

The results show that closing health inclusivity gaps improves health outcomes, saves cost and boosts productivity.

Our global and regional teams are using Phase 3 outputs to engage policymakers and healthcare providers and inform more inclusive policies and practices across the

seven health conditions and four underserved groups studied.

$358bn

lifetime2 tooth decay savings through better education and access to preventative care when targeting low-income groups1.

1

We work to increase health inclusivity through our brands, through extensive engagement with Health Professionals and partnerships with organisations like UNICEF, Smile Train and Economist Impact. Driving sustained impact also depends on enabling policies and practices to support health inclusivity.

40,000

people were surveyed in Phase 2 of the Health Inclusivity Index to understand their lived experience of health inclusivity.

Looking forward

To reach our new goal where we aim to provide opportunities for over 300 million people a year to take more control of their everyday health by 2030, we will scale up existing activities that build health literacy and tackle bias and prejudice. For example, in 2026, we plan to expand our "Ageism Off. Life On." campaign to new markets and reach more Health Professionals through expert initiatives via the Haleon Health Partner Portal. We are also launching our Better Everyday Health Community Project, with founding partner Care International UK, to deliver community programmes which focus on building health literacy, tackling bias and prejudice and improving access to everyday health products and services.

A large proportion of our 300 million target will be delivered by increasing access to everyday health products. We will make our products more accessible and adapted to fit into the different realities of people's daily lives. We will also

expand distribution so that our products are within both price and arm's reach of millions more people.

We aim to provide opportunities for over 300 million people a year to take more control of their everyday health by 2030.

See more on the Economist Impact's Health Inclusivity Index page.

1. Source: Economist Impact (2025).

2. Between the age of 12 and 65 years.

‌Haleon Health Inclusivity and Sustainability Report 2025 10‌

Building health literacy

Health literacy is a key determinant of health. In the US, for example, health literacy is a stronger predictor of an individual's health status than income, employment status, education level or racial and ethnic group1. It is also a critical global issue, with

the World Health Organization (WHO) highlighting significant disparities across populations - even in high-income countries1.

We are committed to building health literacy, because informed choices lead to healthier lives for individuals, their families, and their communities. Through various programmes across the world, we support Health Professionals and individuals to find, understand, evaluate and use clear, relevant health information.

We support Health Professionals to better understand and manage their patients' pain. The Haleon Pain Index is a global study which reveals how pain affects people differently - across regions, ages, and genders. It highlights the emotional, physical,

and social impacts of pain and aims to raise awareness and inform better pain management strategies worldwide. Through our Haleon Health Partner (HHP) online portal we provide Health Professionals with tools and resources to support more confident, and improved, patient care.

Spotlight

Haleon Health Partner portal

Haleon Health Partner (HPP) online portal plays a key role in our work to build health literacy and improve health inclusivity. The portal provides Health Professionals with trusted, evidence based training, tools, advice and resources to help them build everyday health knowledge and confidence across the diverse communities they serve.

The portal is not just a trusted source of resources and tools for Health Professionals, it is an important enabler of more inclusive everyday health. In 2025 we continued to invest in broadening and deepening the content and reach of the portal - adding new resources and engaging more Health Professionals through the portal. During 2025, enhanced portal content included deeper condition-specific education materials, new support tools

tailored to pharmacists, dentists and doctors, and expanded training materials on important inclusivity topics, including new content addressing pain bias.

One of the year's most important additions was the integration of The Haleon Pain Management Institute (PMI) resources.

These materials, shaped by new human understanding and insights are designed to help Health Professionals recognise and address disparities in access to pain treatment and differences in patients' knowledge, understanding and confidence in describing and managing their pain.

This specialist pain content is designed to support Health Professionals to overcome barriers to effective pain treatment, including pain bias, building on the success of our long-standing #ListentoPain programme.

In 2025, HHP continued to support Health Professionals in providing trusted advice through webinars, downloadable tools and resources. Over 170,0002 Health Professionals around the world engaged with the portal in the year, empowering over 52 million* people in 20252 to be more included in opportunities for better everyday health.

52m+*

individuals empowered by Health Professionals engaged via Haleon Health Partner online portal in 20252.

The Haleon Health Partner portal includes specialist pain content designed to support Health Professionals to overcome barriers to effective pain treatment, including pain bias.

170,000

Health Professionals engaged with the Haleon Health Partner online portal in 20252.

1. Source: WHO (2025).

2. Reporting period is

1 December (prior year) to

30 November (reporting year).

* KPMG LLP has issued independent limited assurance over the selected data indicated using assurance standard ISAE (UK) 3000.

‌Haleon Health Inclusivity and Sustainability Report 2025 11‌

Increasing access

to everyday health products

Challenges in accessing everyday health products and affordable care are significant barriers to health inclusivity, particularly among rural, hard-to-reach and lower-income communities. We are committed to making everyday health products more affordable and available, so that they are within price and arm's reach of millions more people by:

• Developing affordable product solutions that meet the needs of lower-income consumers.

• Expanding our reach in key markets such as India, China, Southeast Asia, the Middle East, Africa, and Latin America.

• Launching products in accessible formats and at price points which help people to look after their health while managing their household budget, including through single-serve and low-cost packs. For example, the more accessible version of our Sensodyne toothpaste in India, where we offer a smaller pack size priced at 20 rupees, to make it much more accessible to lower-income consumers, many of whom are daily-wage earners. By offering this more accessible version and extending distribution, we have more than doubled our reach in small towns and villages across India.

Product donations

Across many markets we also address lack of access to everyday health products by working with non-governmental organisations (NGOs), such as Direct Relief, International Health Partners and Good 360. Together, we donate essential products to communities where affordability and accessibility remain a challenge. For example, in 2025, we provided over 1.4 million units of product to 32 countries and supported 8 disasters with Direct Relief.

Tackling bias and prejudice

Spotlight

Project Amplify

In India, fewer than one in four people visit a dentist each year, leaving millions without the preventive care they need to maintain lifelong oral health. This gap is even wider within underserved communities, where access to dental services is often limited.

We believe everyone deserves access to quality dental care which supports their oral health and personal confidence.

Project Amplify was created to turn this belief into tangible action. Working in collaboration with dental colleges and dedicated Health Professionals across India, Project Amplify expands access to essential oral health services. Through these partnerships, we have supported free dental check-ups across more than 800 clinics nationwide, helping ensure individuals receive not only check ups but also practical, personalised advice to manage daily hygiene habits.

To reach people beyond clinic walls, we introduced a QR-based code, to facilitate

at-home oral health checks. Placed throughout dental colleges, this simple digital tool allowed individuals to assess their oral health using their mobile phones, broadening engagement and removing barriers to care.

Since 2023, Project Amplify has empowered more than 600,000 people to improve their oral health through accessible, community-centred support. Engagement continues to grow, rising by 48% from 2024 to 2025 and reaching 330,000 individuals in 2025 alone1.

We are empowering individuals to improve their everyday health through accessible and attentive health services.

Bias and prejudice are major barriers to health inclusivity. These issues are not confined to a single country; they are global, systemic, and deeply entrenched within both our health systems and individual beliefs. They have a significant impact on access to care, health outcomes, and mental

wellbeing. We are committed to helping address this barrier by engaging directly with consumers, helping them recognise and overcome limiting beliefs.

We also provide training and resources to Health Professionals to help them offer culturally relevant, inclusive advice to the people they serve. Through our research and advocacy, we promote inclusive health policies and practices to help create an enabling environment for improved health inclusivity.

We are committed to engage directly with consumers and provide training and resources to Health Professionals.

600,000+

Spotlight

Ageism Off. Life On.

Ageism is universal and too often, it is self-directed when people internalise negative attitudes about ageing. We believe that growing older should be something to embrace, not fear. We want to empower people, no matter their age, to improve their everyday health through better self-care. Research shows that having a negative outlook on ageing can reduce healthy life expectancy by as much as 7.5 years2. To address this, we launched an awareness campaign in Hungary specifically aimed at

older adults.

The goal was to challenge and change negative perceptions of ageing, by sparking a more positive attitude towards growing older and inspiring individuals to lead more active and fulfilling lives as they age. To support this campaign, we created a suite of online information, tools, and resources designed to help people aged 55 and over maintain their health and wellbeing. In 20251, the campaign empowered over 400,000 older adults in Hungary, with many reporting they felt better informed and motivated to take action.

people empowered to improve self-care of their oral health by Project Amplify since 2023.

400,000+

older adults in Hungary have been empowered through our Ageism Off. Life On. campaign in 20251.

1. Reporting period is 1 December (prior year) to 30 November (reporting year).

2. Source: WHO (2016).

‌Haleon Health Inclusivity and Sustainability Report 2025‌

02.

12

Further information

The reporting criteria for selected data points, as well as information on reporting developments and improvements, can be found within the corresponding sections of this report and in our 2025 Health Inclusivity and Sustainability Basis of Reporting.

page 13

page 16

page 19

page 22

In this section:

Cutting carbon emissions

Making our packaging more sustainable Managing natural resources responsibly Supporting our people and partners

We work with respect for people, nature and the shared resources we all rely on.

To meet everyday health needs today - and those of future generations - we strive to operate with enduring resilience. We recognise that Haleon's long-term success depends on the health of people, the natural world and shared resources we all rely on. That is

why we focus on operating with enduring resilience by cutting carbon emissions, making our packaging more sustainable, managing natural resources more responsibly, and supporting our people and partners.

Disclosures

2025 TCFD-TNFD disclosures: 2025 Annual Report and Form 20-F, pages 19-30.

Climate Action Transition Plan.

2025 Streamlined Energy and Carbon Reporting: 2025 Annual Report and Form 20-F, pages 177-178.

2025 ESG Databook.

1. Successful reductions shown as negative figures. The reporting periods for Scope 1 and 2 emissions (market-based) are 1 December (prior year) to 30 November (reporting year). The reporting periods for Scope 3 emissions, plastic, packaging and sustainable sourcing are 1 July (prior year) to 30 June (reporting year). The annual reporting periods for TRUE (Total Resource Use and Efficiency) certification, AWS certification and the baseline comparison years are calendar year.

2. The 2024 Scope 3 result and 2022 baseline differ from the value (2024: -10%) in the 2024 Annual Report and Form 20-F and 2024 Responsible Business Report due to methodology and data improvements, including updated emission factors and granular data for products made at third-party manufacturers. While the change in the Scope 3 result is not material, the change in split of emissions across the GHG protocol categories is material. The restated Scope 3 result better reflects the drivers of our footprint and where we are focusing our actions.

3. The end point for the goal delivery period is the end of the 2025 calendar year.

4. The stated performance is against the 2025 goal only.

5. The 2024 result differs from the value of 74% disclosed in the 2024 Annual Report and Form 20-F and 2024 Responsible Business Report due to packaging data improvements at internal sites and inclusion of granular data for products made at third-party manufacturers.

6. Gender parity is defined as between 48-52%. Since 2025, this metric does not include the US and Puerto Rico. The 2024 result has also been updated to exclude these, hence the 2024 result shown differs from the value of 45.2% disclosed in the 2024 Annual Report and Form 20-F and the 2024 Responsible Business Report. Percentage indicates the percentage of female permanent employees only.

* KPMG LLP has issued independent limited assurance over the selected data indicated using assurance standards ISAE (UK) 3000 and ISAE3410.

Discover more…

Policies and policy positions

Environmental

Supplier Code of

Sustainability Policy

Conduct

Climate action policy position

Pharmaceuticals in the

environment policy position

Sustainable and

deforestation-free

sourcing of materials policy position

Sustainable packaging

policy position The importance of

chains policy position

resilient global supply

Trusted ingredients, sustainably-sourced

policy position

Waste: circularity and reduction policy

position

Water stewardship policy position

Sustainability Guidance for Suppliers

Document

‌Haleon Health Inclusivity and Sustainability Report 2025 13‌

Cutting carbon emissions

Reducing carbon emissions to address climate change is urgent and material for our business, as reflected in the results of our double materiality assessment. Decarbonisation benefits both the planet and human health.

As a health-focused business, we are working to lower our environmental impact by targeting Greenhouse Gas (GHG) reductions across our

operations and supply chain. Our climate strategy reduces risks, explores opportunities, and educates both consumers and Health Professionals on climate-related health issues.

Our total carbon footprint

We aim to reduce our net Scope 1 and 2 carbon emissions by 100% by 2030 vs a 2020 baseline, underpinned by 95% absolute reduction. We also aim to reduce our Scope 3 carbon emissions from source to sale by 42% by 2030 vs a 2022 baseline and achieve net zero carbon emissions from source to sale by 2040 aligned to guidance from The Climate Pledge and Race to Zero1. While our Scope 3 reduction target covers "source to sale", our total carbon footprint reporting (as set out below and in graphics on this page) includes use-phase and end-of-life emissions as well. Further information on the reporting criteria for our goals can be found in the 2025 HealthInclusivity and Sustainability Basis of Reporting.

Our 2025 total carbon footprint2

In 2025, our total estimated carbon footprint across all Scopes was 2,645 kt CO2e.

Discover more…

Other activities Business travel and employee commutes, capital goods, leased assets, investments, and waste in our operations

Consumer use and disposal

Use of our products in home and disposal of packaging after use

Logistics Delivery of our products to ware-

houses and retailers across the globe

Our operations

Fuel and energy used in our factories, labs and offices (includes Scopes 1 and 2 plus

Scope 3 Category 3)

Purchased goods and services

Raw materials, packaging and services that we buy from suppliers

6% 16% 10% 9% 59%

Sites achieving ≥95% Scope 1 and 2 emission reduction Dungarvan (Ireland) is one of our six sites that have reduced their absolute Scope 1 and 2 market-based carbon emissions by at least 95% vs our 2020 baseline in the 2025 reporting year3.

The other sites are Panama Juan Diaz, (Panama), Pulogadung, (Indonesia), Jacarepaguá (Brazil), St Louis (USA) and Nairobi (Kenya).

Scope 2

(location-based) 5%

Scope 3 93%

2%

Scope 1

100%

Our 2025 total carbon footprint across Scopes 1, 2 and 32

Read more in our Climate Action Transition Plan.

Further information on the reporting criteria for our carbon emissions goals can be read in our 2025 Health Inclusivity and Sustainability Basis of Reporting.

1. Our Scope 3 and net zero targets span carbon emission categories from source to sale (excluding GHG protocol categories 6, 7, 10-15). They cover mandatory Scope 3 upstream and downstream emissions but exclude indirect consumer use-phase emissions, such as emissions associated with water used with our products.

2. 2025 Scope 1 and 2 (location-based) carbon emissions reporting period = 1 December 2024 to 30

   November 2025. 2025 Scope 3 carbon emissions reporting period = 1 July 2024 to 30

   June 2025.

3. Excludes emissions from refrigerants and company vehicle mileage. 2025 Scope 1 and 2 (market-based) carbon emissions reporting period = 1 December 2024 to 30

November 2025.

‌Haleon Health Inclusivity and Sustainability Report 2025 14

Cutting carbon emissions continued

In 20251, we achieved a 55%* net reduction in our Scope 1 and 2 carbon emissions vs 2020 and we have

Scope 3 emissions

Our goal2,3

Reduce our Scope 3 carbon emissions from source to sale by 42% by 2030 vs 2022.

Scope 1 and 2 emissions

Our goal1

We aim to reduce our net Scope 1 and 2 carbon emissions by 100% by 2030 vs a 2020 baseline,

maintained 100% renewable electricity in our operations since 2022.

We have made progress against the three areas of our emissions reduction strategy:

-13%

2025 performance

Overview

-9%4

2024 performance

1. Reporting period = 1 December (prior year) - 30 November (reporting year).

   underpinned by a 95% absolute reduction target.

   - We have reduced our energy consumption by 7% vs

   2024. This has been achieved through investments

   The main contributors to our source-to-sale Scope 3

   carbon emissions are active pharmaceutical

   2020 baseline year = calendar

   year. Scope 1 & 2 emissions performance shown reflects

   -55%*

   2025 performance

   Overview

   -50%

   2024 performance

   in more efficient equipment and through running continuous improvement projects at our sites.

   - We have entered into a Virtual Power Purchase Agreement for our European mainland sites that increases renewable electricity production in

   ingredients (APIs), other raw materials, packaging materials, and the various services involved in the production, transportation, marketing and sale of our finished goods. Purchased goods and services made up 63% of our total source to sale carbon emissions

   market-based emissions.

2. Our estimated Scope 3 source to sale carbon emissions target spans all carbon emission categories from source to sale (excluding GHG protocol categories 6, 7,

   Through our Scope 1 and 2 carbon emissions reduction programme, we are aiming for a 95% absolute reduction in carbon emissions from sites under our operational control by 2030, compared to our 2020 emissions.

   Our approach

   Our Scope 1 and 2 emissions reduction strategy is focused on three areas:

   • Continuing to reduce our energy demand through energy efficiency programmes.

   • Switching to renewable energy sources for our electricity, through installation of renewable energy sources on or near our sites, or by procuring Renewable Energy Certificates (RECs).

   • Decarbonising heating and cooling systems at our sites by electrifying equipment, switching to renewable fuels and addressing remaining hard-to-abate emissions such as escaped

   refrigerant gases through the use of high-quality carbon offsets.

   To reduce our Scope 1 carbon emissions, we are transitioning to renewable energy sources. We have developed a roadmap and investment plan with an aim to complete this shift across all Haleon owned and operated sites by 2030.

   Europe and reduces our reliance on the purchase

   of RECs. This agreement was made in collaboration with other major manufacturers in conjunction with our sponsorship of the Energize programme, which is managed by Schneider Electric Advisory.

   • Decarbonising our heat production by electrifying our heat, switching fuels, and abating the remaining emissions through additional and high-quality carbon offsets. There are multiple examples of where this has been achieved in 2025:

     • Our sites in Kuala Lumpur, Malaysia and Nairobi, Kenya installed electric steam generators to replace fossil fuelled boilers.

     • Both our sites in Suzhou, China, added electric heat pumps to supply hot water.

     • In our Cape Town, South Africa site, we are switching to a biomass boiler to supply high temperature hot water.

     • In Aprilia, Italy, we have installed two large heat pumps that replaced a natural gas boiler.

       In 2025, we reduced the use of carbon offsets from 14% in 2024 to 11% of our total Scope 1 and 2 location-based carbon emissions1. We aim to cut this to no more than 5% by 2030 in accordance with our SBTi-aligned target.

       footprint and 59% of our total (all Scopes) emissions

       footprint in our 2025 reporting period.

       Our approach

       We have a detailed view of the key drivers of our carbon emissions across the sourcing, making and delivery of these materials. Having identified the key drivers of our emissions at a granular level, we are now working with our suppliers to prioritise cost-effective solutions to reduce emissions from these sources. As our business continues to grow, it is vital that we keep focusing on reducing our carbon footprint. To achieve this, we are implementing targeted reduction strategies focused on the largest contributors to our carbon footprint, supporting our aim to decouple business growth from emissions growth.

       Total Scope 3 carbon emissions3

       10-15). It covers mandatory Scope 3 upstream and downstream emissions. It excludes indirect consumer use-phase emissions, such as emissions associated with water used with our products.

3. Reporting period = 1 July (prior year) to 30 June (reporting year). 2022 baseline year = calendar year.

   	2025	20244
   Total Scope 3 carbon emissions across the value chain	2.5 million tonnes CO2e	2.5 million tonnes CO2e
   Scope 3 carbon emissions source to sale2,3	1.9 million tonnes CO2e	2.0 million tonnes CO2e

4. The 2024 Scope 3 result and 2022 baseline differ from the value (2024: -10%) in the 2024 Annual Report and Form 20-F and 2024 Responsible Business Report due to methodology and data improvements, including updated emission factors and granular data for products made at third-party manufacturers. While the change in the Scope 3 result is not material, the change in split of emissions across the GHG protocol categories is material. The restated Scope 3 result better reflects the drivers of our footprint and where we are focusing our actions.

* KPMG LLP has issued independent limited assurance over the selected data indicated using assurance standard ISAE (UK) 3000 and ISAE3410.

‌Haleon Health Inclusivity and Sustainability Report 2025 15

Cutting carbon emissions continued

Our Scope 3 emissions reduction approach consists of three strategic levers:

• Optimise: Short-/medium-term measures to decarbonise our value chain, leveraging the

  co-benefits of environmental initiatives such as optimising packaging and replacing virgin plastics with recycled alternatives. This includes collaborating with our suppliers and their suppliers to support the transition to renewable energy throughout the supply chain.

• Re-engineer: Medium-term activities aimed at reducing or substituting carbon-intensive raw materials and packaging with low carbon alternatives.

• Re-invent: Long-term initiatives focused on redesigning product formats and formulations to substantially decrease their emission footprints while enhancing functionality.

Based on our pipeline of initiatives, we believe that collaborating with our direct and upstream suppliers to switch to renewable energy, optimising our current activities and leveraging the co-benefits of wider environmental initiatives - such as reducing our use

of virgin plastic and sourcing raw materials sustainably - will drive delivery of our 2030 Scope 3 carbon reduction goal. Achieving our net zero 2040 target will require this and sustained efforts to reduce or substitute carbon-intensive raw materials and packaging with low carbon alternatives and the redesign of product formats and formulations to substantially reduce their footprint.

In our 2025 reporting period, we achieved a 13% reduction in our Scope 3 carbon emissions (source to sale) vs our 2022 baseline1,2. The key areas contributing to this were:

• Category 1 Purchased goods and services: 10% reduction vs 2022.

• Category 4 Upstream transportation and distribution: 31% reduction vs 2022, primarily due to a reduction in the use of air freight.

Carbon pricing as a lever for supply chain decarbonisation

Embedding carbon pricing into sourcing decisions has been a key lever in driving upstream decarbonisation of our Scope 3 emissions with suppliers. By applying a carbon price to supplier bids, we recognise suppliers efforts to decarbonise in our sourcing decisions. Over

£1 billion of our annual supplier spend has now been evaluated against our carbon pricing mechanic -incentivising lower carbon options across our supply base. Through its use, we have catalysed the creation of more than 213 supplier-specific product carbon footprints (PCFs), increasing primary data to cover nearly a quarter of our Scope 3 source-to-sale emissions. Beyond measurement, carbon pricing is strengthening capability and awareness across both internal teams and suppliers, embedding carbon considerations alongside cost and quality in

day-to-day decision-making. It has accelerated the uptake of critical decarbonisation levers, including suppliers investing in energy efficiency improvements, switching to renewable electricity and replacing fossil fuel powered heating and cooling systems with heat pumps powered by renewables. The application of carbon pricing to supplier bids is shaping commercial decisions around supplier selection, how much we source from different suppliers - rewarding suppliers with lower carbon emissions and shifting more of our volume and spend to these suppliers.

Enhancing data quality and emission factor accuracy

Throughout 2025, we continued to strengthen the quality and completeness of our data. A key focus has been on refining the scope and detail of information gathered, particularly by incorporating more granular data from our third-party manufacturers. This approach has enabled us to gain a clearer and more precise view of our sourcing activities.

In collaboration with external experts, we have successfully upgraded the emission factors associated

with many of the materials we procure. This process involved a thorough analysis of supply sources, transportation routes, processing methods, and countries of origin for incoming materials. Additionally, we have utilised the supplier-provided product carbon footprints to further enhance the specificity

of our data.

Whilst we have more to do to continue improving our Scope 3 data, we have significantly improved the accuracy and specificity of our emission factors. This increased transparency is instrumental in targeting our decarbonisation efforts to address the biggest drivers of our footprint, identifying the lowest cost levers to reduce our Scope 3 carbon footprint. Data improvements also support robust measurement and reporting of our carbon footprint across the value chain.

These enhancements in the quality of our data and the accuracy of our emission factors have led to a notable shift in the distribution by category of our emissions across the value chain. Specifically, compared with the 2022 baseline published in our 2024 Responsible Business Report, there has been a 6% increase in the contribution from Purchased Goods and Services, while emissions from Transport and Distribution contribute 5% less. In the interest of transparency and to accurately represent these developments, we have chosen to restate our 2022 baseline. This enables us to clearly communicate the impact of improved data quality and provides more information on the key drivers of our emissions, putting our focus areas to deliver emissions reduction into context. These changes do not impact overall results previously published, which remain unchanged.

Achieving our Scope 1 and 2 emission reduction goal requires significant capital investment and access to technologies within appropriate lead times. Careful planning is also key to implementing decarbonisation in a phased approach, alongside wider supply chain transformation and business priorities. To date, these requirements have been balanced effectively through

careful planning and cost management, resulting in steady annual progress.

Another key dependency is the relative pricing and availability of renewables compared to fossil fuel solutions. In response to recent changes to the relative price of gas vs renewable electricity in the US we have adopted a phased investment approach and a more diversified decarbonisation - incorporating the use of renewable gas and biofuels into our roadmap to optimise costs.

To accomplish our Scope 3 objectives, several external dependencies must be addressed. These include the transition of national electricity grids to greener sources, our suppliers' commitment to adopt renewable electricity and to decarbonise their heat processes and, subsequently, our suppliers encouraging their own supply chains to pursue decarbonisation.

Looking forward

In 2026, we plan to continue to invest in the electrification of heat, maintain our use of renewable electricity and progressively reduce our use of carbon offsets.

Ongoing collaboration with our upstream suppliers is key to driving continued reduction in our Scope 3 source-to-sale emissions and to improving the granularity of our data, with an

ongoing shift to supplier specific product carbon footprint data. More granular data is helping us to target our actions more precisely against the most efficient decarbonisation levers, sharpening our costed, risk-adjusted Scope 3 emissions reduction pipeline to 2030.

Going forward, given purchased goods and services are the biggest driver of our Scope 3 footprint, we will continue to focus with our suppliers on the most cost effective levers to decarbonise these upstream emissions.

> £1bn

of our annual spend has now been evaluated against our internal carbon pricing mechanism, systematically incentivising lower-carbon choices across our supply base.

1. Our estimated Scope 3 source to sale carbon emissions target spans 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 consumer use-phase emissions, such as emissions associated with water used with our products.

2. Reporting period = 1 July (prior year) to 30 June (reporting year). 2022 baseline year = calendar year.

‌Haleon Health Inclusivity and Sustainability Report 2025 16‌

Making our packaging more sustainable

To make our packaging recycle-ready, we focus on:

• Selecting materials that are compatible with existing and emerging recycling streams.

• Removing problematic plastics, such as PVC.

• Transitioning from composite packaging (e.g. aluminium and plastic barrier layer tubes) to mono-material packs (e.g. mono material HDPE toothpaste tubes).

We have met our 2025 goal to develop solutions for all product packaging to be recycle-ready where safety, quality and regulations permit, reaching 80%1*

Packaging plays a vital role in the safe delivery of our products to consumers and customers. Our double materiality assessment identified the use of

non-renewable and non-circular packaging materials as material

for our business.

Recycle-ready packaging

Our goal1

We aim to develop solutions for all product packaging to be recycle-ready by 2025, as part of our goal to make all packaging recyclable or reusable by 2030, where safety, quality, and regulations permit.

Industry collaboration

We are working with partners to drive global and local initiatives to collect, sort and reprocess healthcare packaging. These collaborations are designed to help close the gap between healthcare packaging being designed for recycling and it getting collected, sorted and recycled in practice and at scale - to help accelerate progress towards a circular

across our product portfolio in this reporting period.

This aligns with our previously disclosed expectation that we could make c.80-85% of our packaging recycle-ready by the end of 2025, with the remainder not yet able to be recycle-ready due to safety, quality or regulatory constraints. Our performance has been driven by the global roll out of recycle-ready toothpaste tubes, which is almost complete. Most of our bottles, including mouthwash bottles, are also

Overview

We are careful to choose the most appropriate packaging formats and materials that deliver inclusive, safe and effective consumer health products. That means selecting packaging that will uphold product

80%*

Recycle-ready packaging 2025 performance

Our approach

79%2

Recycle-ready packaging 2024 performance

economy for healthcare packaging.

We have been working with the Circularity in Primary Pharmaceutical Packaging Accelerator (CiPPPA) on blister pack recycling, as well as with WRAP and Stina on tubes recycling. We are active members of the

now recycle-ready. For some product formats, there is

not yet a recycle-ready solution that meets the safety, quality and/or regulatory requirements needed for healthcare packaging. For example, there is currently no commercially viable recycle-ready solution for our Theraflu sachets, as they rely on high-barrier materials

integrity for its full shelf life, while meeting quality, safety and regulatory requirements and making our products child-safe and senior-friendly.

Across our product packaging, we are working to minimise waste and associated pollution by shifting toward a more circular model while reducing our reliance on non-renewable sources. We are taking action to address this by choosing smarter materials, designing our packaging to fit into established

Making our packaging recycle-ready is a critical step towards achieving recyclability, where a packaging format is not only technically recyclable, but can be effectively collected, sorted and recycled at scale in at least one region.

To increase recycling rates, we work with wider industry collaboration initiatives to improve the recyclability of consumer health packaging. Paper packaging accounts for about half of our total

Consumer Goods Forum Plastic Waste Coalition of Action, and have been collaborating with the Ellen MacArthur Foundation and The Sustainability Consortium on the recycling of small packaging formats.

critical to maintaining the safety and efficacy of the product's shelf life.

1. Reporting periods = 1 July (prior year) - 30 June (reporting year). The end point for the 2025 goal is the end of the 2025 calendar year. The scope includes all packaging and some devices, including toothbrushes. The reported results do not exclude packaging where there is not a recycle-ready solution that

   recycling streams, and working with partners to drive

   global and local initiatives to improve the recyclability of consumer health packaging. We recognise that large-scale industry transformation is required to enable the circular approach needed to meet our goals, so we are pushing for broader changes, including: robust waste infrastructure in local

   markets to collect, sort, and recycle consumer

   health packaging after use cost-effectively; increased availability and affordability of recycled plastic resin that meets the quality, safety and regulatory standards for our products; and an enabling regulatory environment that supports the use

   of recycled plastic and alternative materials (e.g. cellulose/paper-based packaging).

   packaging footprint, with nearly all paper now recycle-ready and widely recycled. For our plastic packaging, our primary focus is on our two biggest formats - tubes and bottles - which account for the largest share of our plastic packaging with nearly all tubes and bottles now recycle-ready.

   Our recycle-ready approach for these formats is shaped by best practice industry guidelines, such as the Recyclass, Association of Plastics Recyclers (APR) and the Circular Economy for Flexible Packaging (CEFLEX) guidelines alongside the Consumer Goods Forum's Golden Design Rules.

   We are working with partners to drive global and local initiatives to collect, sort and reprocess healthcare packaging. These collaborations are designed to help close the gap between healthcare packaging being designed for recycling and it getting collected, sorted and recycled in practice and at scale.

   meets stringent safety, quality and regulatory requirements for healthcare packaging.

2. The 2024 recycle-ready packaging result differs from the value of 74% disclosed in the 2024 Annual Report and Form 20-F and 2024 Responsible Business Report due to packaging data improvements at internal sites and inclusion of granular data for products made at

third-party manufacturers.

* KPMG LLP has issued independent limited assurance over the selected data indicated using assurance standard ISAE (UK) 3000.

‌Haleon Health Inclusivity and Sustainability Report 2025 17

Making our packaging more sustainable continued

Spotlight

Toothpaste tubes from recycle-ready to recycled-in-practice and at scale in the UK

Continued progress on sustainable packaging depends on the availability of technical solutions which are both more sustainable and which meet the robust quality, safety and regulatory requirements for healthcare products throughout their shelf life.

Our impact is dependent on waste-management infrastructure. Increasing recycling rates requires sustained consumer engagement to support correct disposal behaviours, such as through initiatives like UK Recycling Week. This must be paired with effective

Until recently, toothpaste tubes, regardless of their composition, were not accepted into established recycling streams. But through collaboration with the UK-based NGO Waste and Resources Action Programme (WRAP) and other key stakeholders, Haleon has helped accelerate the transition to recycle-ready formats. Since the end of 2023, toothpaste tubes have been designated as recyclable by WRAP and, following an OPRL review of kerbside collections and available

end markets, mono-polymer toothpaste tubes have been able to carry a 'Recycle' label.

We worked with WRAP to:

• Demonstrate the recyclability and economic value of toothpaste tubes.

• Educate consumers on proper disposal of toothpaste tubes during UK Recycling Week.

WRAP's expertise and collaborative approach have helped Haleon to transform packaging once destined for landfill or incineration into materials which are part of a circular economy.

Over 70 local authorities in England now accept toothpaste tubes into kerbside recycling1. The numbers continue to grow as we work with WRAP to encourage councils to include toothpaste tubes into kerbside recycling collections and encourage consumers to recycle their tubes along with other plastic packaging.

70+

local authorities in England now accept toothpaste tubes into kerbside recycling1.

We continue to work with WRAP to encourage councils to include toothpaste tubes into kerbside recycling collections.

recycling systems to enable recycle-ready packaging to be collected, sorted and reprocessed at scale.

Looking forward

Given latest developments in packaging regulation and updated guidance from the Ellen MacArthur Foundation, which published its 2030 Plastic Agenda for Business in November 2025, we will be revisiting our recyclable packaging goal in 2026 to align with the latest guidance.

As we do this, we will continue to drive forward our actions to reduce our use of virgin plastic, make our packaging recycle-ready and work with partners to drive global and local initiatives to collect, sort and reprocess healthcare packaging in practice and at scale.

1. Source: Recycle Now (2025).

‌Haleon Health Inclusivity and Sustainability Report 2025 18

Making our packaging more sustainable continued

Virgin plastic reduction

Our goal1

We aim to reduce our use of virgin petroleum-based plastic by 10% by 2025, and a third by 2030 vs

a 2022 baseline.

met our goal to reduce virgin plastic by 10% by the end of the 2025 calendar year2. We continued to scale up current, and launch new, initiatives to replace virgin plastic with recycled and alternative forms of plastic, focusing on Haleon's most utilised packaging formats. This included the expanded roll out of Centrum and mouthwash bottles made with recycled plastic, and the launch of toothpaste tube caps made with bioplastic in many markets across the globe in 2025.

To support our aims, we continue to develop and scale up alternatives to virgin petroleum-based plastic and use these for consumer health packaging applications, such as including bio-based plastic

in Otrivin pumps.

Spotlight

The journey to more sustainable mouthwash packaging

The sustainability of our mouthwash bottles has come a long way since 2021. Our portfolio was a mix of historic bottle designs, made from virgin plastics, often not recyclable due to colour, label and adhesive choices. Today, the majority of our mouthwash bottles3 in Europe are

recycle-ready and made using recycled and

Discover more…

Further information on the reporting criteria for our packaging goals can be read in our 2025 Health Inclusivity and Sustainability Basis of Reporting.

-9%*

2025 performance

Our approach

-1%

2024 performance

bio-based plastics.

To get to this point we are consolidating our mouthwash bottles to a single, light-weight design4, cutting plastic use by about 16%. Redesigning our labels and adhesives has made

We are doing this by using less plastic, increasing the use of alternative packaging materials, and using recycled and bio-based plastic in our packaging.

Delivering a significant reduction requires a combination of:

• Optimising our packaging to reduce the absolute amount of material we use through more compact design - for example, reducing headspace, and right-sizing our packaging.

• Substituting virgin plastic with alternative resins - for example, recycled plastic and bio-resin, as alternative feedstocks to virgin petroleum-based plastic.

• Innovating to develop new packaging formats -for example, new-to-industry technologies and materials, and new product formats, packaging solutions, and/or delivery models such as reuse and refill.

In 2025, our estimated virgin plastic petroleum-based plastic reduction was -9% for the 30 June reporting period compared to our 2022 baseline, and we have

Reliable access to recycled plastic resin and bio-based alternatives is critical. These materials must meet stringent quality, safety, and regulatory standards required by our product portfolio. This dependency underpins the ability to substitute virgin plastics while maintaining product integrity and robust quality and safety standards. Our continued reduction of virgin plastic also depends on the availability of high quality alternatives including mechanically and chemically recycled plastic, bioplastic and alternatives to plastic and on these being accepted by regulators for use in healthcare packaging.

Collaboration across the industry plays a pivotal role in reducing virgin plastic use. Partnerships involving consortia, NGOs, and value chain stakeholders - such as the Ellen MacArthur Foundation (EMF) and the Consumer Goods Forum Plastic Waste Coalition - are focused on improving recyclability and advocating for systemic changes in recycling infrastructure. These efforts help secure a steady supply of recycled materials for new packaging and accelerate the transition away from virgin plastics.

the finished packaging recycle-ready, and we have replaced virgin plastic with a mixture of mechanically recycled PET and bio-based polypropylene. The amount of non-virgin plastic content will continue to increase progressively until we reach up to 100%3, while validating product stability and quality at every stage.

We are consolidating our bottles to a single, lightweight design4, cutting plastic use by about

16%

1. Reporting period = 1 July (prior year) to 30 June (reporting year). 2022 baseline year = calendar year. Scope of our estimated packaging footprint includes product packaging and some devices, including toothbrushes. The end point for the 2025 goal is the end of the 2025 calendar year.

2. Based on actual results as of 30 September 2025, we have surpassed the target of -10% by end of 2025 and have therefore achieved our 2025 interim goal.

3. Based on a mixture of mass balance bio-based and mechanically recycled plastic.

4. Excluding medicinal mouthwash.

* KPMG LLP has issued independent limited assurance over the selected data indicated using assurance standard ISAE (UK) 3000.

‌Haleon Health Inclusivity and Sustainability Report 2025 19‌

Managing natural resources responsibly

Sourcing trusted ingredients sustainably

Our goal1

We aim for all key agricultural, forest and marine-derived materials used in our ingredients and packaging to be sustainably sourced and deforestation-free by 20302.

Our approach

We aim to source the key ingredients we use in our products sustainably and deforestation free. That means helping to protect the environment, biodiversity, and ecosystems they come from, while supporting the communities who farm and harvest them. Our focus

is on our key agricultural, forestry and marine-derived materials by weight. In our 2025 reporting period, these key materials accounted for approximately 76% of the total weight of all naturally derived materials we use in our products and packaging (including the key materials we include in scope of our goal), as a proportion of all globally managed spend2. We are continuously improving our sustainable sourcing policies and improving the traceability and transparency of key material supply chains. By prioritising sustainable sourcing, we aim to mitigate the environmental and social impact of the materials we procure, help secure the long-term availability of these materials and support the livelihoods of the farmers and communities who produce them.

Discover more…

Spotlight

Healthy Mint Supply Chain programme

The Healthy Mint Supply Chain programme, developed and managed in collaboration with our flavour suppliers, in Uttar Pradesh in North India has enrolled over 10,000 farmers across the state, since the launch of the programme in 2023. Larger gains in yields have been reported by farmers adopting improved planting techniques, using new, more resilient mint varieties and trialling new technologies, including the use of drones to better control and reduce the use of fertilisers. New solar technologies have also been introduced in irrigation and mint distillation with the aim of reducing costs, water use and supporting clean energy adoption among mint farmers.

Through the formation and strengthening of local self-help groups, women in mint growing communities are learning skills to boost their household income and financial security by

taking part in training for green micro-enterprises, as well as gaining access to finance and government schemes.

10,000+

farmers have enrolled in the Healthy Mint Supply Chain programme in Uttar Pradesh, North India since 2023.

Further information on the reporting criteria for our sustainable sourcing goals can be read in our 2025 Health Inclusivity and Sustainability Basis of Reporting.

90%

2025 performance

Overview

81%

2024 performance

Wherever possible we use global certification programmes to help ensure our materials are sourced responsibly. For palm oil derivatives, we use Roundtable on Sustainable Palm Oil Mass-Balance (RSPO MB) and International Sustainability and

We recognise that our business has impacts and dependencies on nature across our value chain.

The 2025 TNFD LEAP assessment informed our DMA, which highlighted that sustainable sourcing is a topic material to our business and relevant for our stakeholders. This is particularly the case for biodiversity loss from land use change due to sourcing of key ingredients and the sourcing of water intensive commodities.

For more information see our TCFD-TNFD disclosures on pages 19-30 of the 2025 Annual Report and Form 20-F.

Carbon Certification (ISCC). For paper packaging, we rely on Forest Stewardship Council (FSC) and Programme for the Endorsement of Forest

Certification (PEFC). Where we cannot yet certify palm oil volumes under RSPO MB we buy RSPO-certified credits to support sustainable smallholder production but exclude these volumes from our sustainably sourced palm oil percentage.

For key materials which do not yet have a globally recognised certification scheme, we work with independent experts to set sustainable sourcing standards tailored to each material. Of the seven major commodities linked to deforestation, we use palm, soy, and paper in relatively small volumes compared to global production volumes. We take our responsibility to address our impacts seriously. That is why we track performance in these areas and focus on sustainably sourcing these key commodities.

Our progress towards our 2030 sustainable sourcing goal increased to 90% this reporting year, primarily driven by an increase in certified deforestation-free paper, as well as an increase in sustainably-sourced corn and wheat derivatives, enabled by improved supplier data and evidence.

We completed the second year of our Healthy Mint Supply Chain programme in India. See the spotlight to the right for details.

1. Reporting period = 1 July (prior year) to 30 June (reporting year).

2. Scope includes Haleon's globally managed spend on key materials that are agricultural, forest, or marine-derived. Globally managed spend covers the

   majority of our internal spend and expands across some of our third-party manufacturing network.

3. Purchased as palm oil or kernel oil-based derivatives and fractions.

4. Relates to percentages of materials bought with Haleon's globally managed spend only.

5. RSPO mass balance volumes are included in our definition of sustainably sourced palm oil derivatives.