Beatrice Sandri

Through this article, Sandri shares her perspective on critical HR topics, including innovative employee wellbeing strategies at Haleon, essential qualities for future HR leaders, the need for global HR integration, and pragmatic advice for developing professionals in the field.

• A holistic approach to employee wellbeing, deeply rooted in company purpose and human understanding, drives engagement and long-term performance.

• Effective HR leadership requires blending strategic acumen and business understanding with profound empathy and a people-first perspective.

• Moving beyond functional silos towards an integrated ecosystem approach is critical for HR to enhance its impact, agility, and alignment with business needs.

Strategies for Workforce Satisfaction: Linking Wellbeing to Purpose & Human understanding

Creating the conditions for people to thrive at work is one of the most potent drivers of long-term performance. At Haleon, we see this commitment as inseparable from our core purpose: to deliver better everyday health, with humanity. This means supporting our people comprehensively—not just as employees but as individuals with unique needs, ambitions and lives beyond the workplace.

In Southern Europe, we have embedded this philosophy into a holistic well-being strategy built around three core dimensions: purposeful, emotional, and physical health.

Under purposeful health, we’ve introduced initiatives supporting colleagues through meaningful life moments. These include universally available psychotherapy sessions, psycho-educational webinars, and tailored campaigns like our maternity journey support. These actions promote mental well-being and help normalise important, often sensitive, conversations.

“Step out of the HR function whenever you have the opportunity. Some of the most profoundly valuable lessons come from spending direct time within the business operations themselves”

For emotional health, we focus on implementing truly inclusive policies. Our fully equal parental leave—offering over six months of paid leave for all new parents, irrespective of gender or family structure—sends a powerful signal about equity. We also provide paid leave for caregivers and ensure access to a global Employee Assistance Program. Flexibility is central: our hybrid models and flexible time policies grant people greater autonomy in balancing their professional and personal lives.

Physical health is actively supported through partnerships like Wellhub, which provides access to gyms and diverse wellness services alongside regular medical check-ups and preventative health programs offered at work. Our message is clear: health is not merely a benefit—it’s a shared responsibility and a fundamental right.

A deeply ingrained culture of empowerment underpins all these initiatives. What truly distinguishes Haleon is the tangible alignment between our stated values and daily actions. We are performance-driven yet fundamentally trust-led. Our people are actively encouraged to take ownership of their roles and authentically be themselves. Furthermore, our Diversity & Belonging efforts—whether focused on disability, gender equity, or LGBTQ+ —are woven into the fabric of daily operations, not confined to occasional campaigns.

Initiatives like our Women@Haleon network grow organically from the ground up, reflecting a genuine, widespread commitment to fostering a culture of true belonging. Ultimately, people stay and grow with Haleon because they feel seen, genuinely supported, and truly empowered. This powerful coherence between our purpose, collective behaviours, and the lived employee experience represents a significant competitive advantage.

Key Qualities for HR Leaders: Blending Strategy, Purpose and Human Understanding

Future HR leaders require both sharp strategic clarity and profound human understanding. While technical expertise forms an essential foundation, the true differentiator lies in effectively linking overarching business priorities to tangible people outcomes.

I particularly value professionals capable of translating strategy into concrete, human-centred solutions—individuals who probe with the right questions, construct agile frameworks, and actively shape environments where people are set up to succeed. However, leadership also involves the crucial discipline of knowing where not to focus. I often challenge myself and others by asking: What can I consciously let go of? In today’s complex world, rigorous prioritisation is power. Releasing low-impact activities creates vital space for deeper strategic thinking and genuine innovation.

Technology plays a key role here—automation and AI aren’t just tools but enablers of deeper human connection. Leaders must be open to their potential and focus energy where it matters most: listening, coaching, and driving culture.

Above all else, I look for individuals who genuinely connect with and believe in the company’s purpose. At Haleon, our purpose transcends being just a slogan—it serves as a practical compass guiding everyday decisions. A core responsibility of our HR function is to actively protect and amplify that purpose throughout the organisation.

Lastly, agility is simply non-negotiable in our rapidly evolving environment. The most effective HR leaders readily embrace change, adapt swiftly, and crucially guide others through transitions with clarity, empathy, and support.

One Key Change to Transform Global HR Operations: Breaking Down Silos for an Integrated HR Ecosystem

If I could implement one significant change globally, it would be to fundamentally break down the functional silos that still define much of the HR profession. We often operate in distinct verticals— like Talent Acquisition, Learning & Development, Compensation & Benefits, and HR Business Partners—each concentrating primarily on its domain. Yet, ultimately, we are all striving towards the same overarching outcomes: enabling our people and supporting sustainable business growth.

The necessary shift is to move decisively from this fragmentation towards genuine integration. HR must evolve as a unified, interconnected ecosystem, intentionally blending diverse capabilities and co-creating holistic solutions. Such a transformation would significantly increase our collective impact and boost organisational innovation and agility.

As organisations evolve, employees increasingly expect seamless, intuitive, and personalised interactions that mirror the standards set externally. Our internal HR approach must rise to meet this same standard. Proper integration isn’t just an improvement—it represents the next critical frontier for the HR function.

Advice for Developing HR Professionals: Gain Business Exposure Beyond the HR Function

 My advice is straightforward: step out of the HR function whenever you have the opportunity. Some of the most profoundly valuable lessons I’ve learned have come from spending direct time within the business operations themselves. Make an effort to join cross-functional project teams, shadow colleagues in departments like sales or operations, and actively observe how critical decisions are made and real-world challenges are tackled.

This kind of firsthand exposure fundamentally changes your perspective. It cultivates genuine empathy and undeniably makes you a more effective strategic partner to the business. When you return to your HR responsibilities, you are inevitably equipped with a broader lens and a more nuanced understanding of the operational business reality.

HR has a uniquely powerful role in shaping organisational cultures and unlocking latent human potential. 1 However, to fulfil this role effectively, we must understand the intricate system we aim to influence. Therefore, my concluding advice is simple yet crucial: stay intensely curious, remain firmly grounded in the business context, and commit yourself to continuous learning.