SUSTAINABILITY STRATEGY

SUSTAINABILITY FRAMEWORK
SUSTAINABILITY FRAMEWORK
SUSTAINABILITY FRAMEWORK
SUSTAINABILITY FRAMEWORK
SUSTAINABILITY FRAMEWORK
SUSTAINABILITY FRAMEWORK

Our purpose is to create something better for the world’s smokers with a portfolio of high-quality next generation and tobacco products. In doing so we are transforming our business and strengthening our sustainability and value creation.

Aligned to our Group strategy, our sustainability strategy is central to the long-term success of our business and underpins our drive to create shared value for our stakeholders.

Our strategy focuses on three pillars identified as having the greatest significance to us and our stakeholders:

  • a sustainable tobacco supply: maintaining sustainable agricultural practices to ensure a consistent, quality supply of tobacco
  • reduced harm Next Generation Products (NGP): developing alternative products that are less harmful to health
  • responsible operations and people: behaving responsibly at all times and providing a safe and rewarding work environment for employees

The three pillars of our strategy, designed to enable growth and create value, define the approach we take to addressing our environmental, social and governance issues. We remain committed to reducing our environmental impact, collaborating with stakeholders to make a positive social impact and maintaining high standards of governance.

PRIORITY ISSUES

Through the process of stakeholder engagement, we have identified the following five priority issues:

 

Consumer Health

Creating something better for the world’s smokers with high quality next generation products

Climate and Energy

Growing our business whilst reducing our impact on the environment

Farmer Livelihoods and Welfare

Partnering with our suppliers to target support in farming communities

Human Rights

Promoting the respect for human rights across our business and supply chain

Waste

Minimising the waste associated with our products, packaging and production processes

OUR 3 STRATEGIC PILLARS

Maintaining sustainable agricultural practices to ensure a consistent, quality supply of tobacco.

Behaving responsibly at all times and providing a safe and rewarding work environment for employees.

Developing alternative products that are less harmful to health.

GOVERNANCE

We place responsibility in the context of good business management. Our PLC Board approves direction and remains informed with business reviews, progress reports and briefings. Our Operating Executive is responsible for implementing Group strategy and monitoring operational performance.

A formal review of our sustainability strategy and performance is held with both the Operating Executive and the PLC Board, annually. Material risks to the business, including strategic, operational, financial, legal and the most pertinent social and environmental risks are managed through our risk management framework.  

To ensure we continue to maintain adequate executive level oversight of our sustainability agenda, we are in the process of developing a new ESG Steering Committee. Chaired by a non-executive director, the Committee’s remit on the behalf of the PLC Board will be to oversee the management of our material ESG responsibilities and to ensure the successful delivery of our sustainability strategy. Further information will be reported in 2020.

Further information on governance can be found in our Leadership and Governance Table.

 

STAKEHOLDER ENGAGEMENT

Building and maintaining trust with our stakeholders underpins the success and reputation of our business. Stakeholder engagement introduces wider perspectives and enables better decision-making; it is an ongoing process which we primarily use to help us understand key priorities and how we can do things better.

We conducted independent materiality assessments in 2013 and 2016 which included identifying economic, social and environmental risks based on the geographical location of our operations as well as the locations of our key strategic suppliers. Around 940 locations were assessed, and the output helped to identify our top 20 issues, which supports how we frame our sustainability strategy.

In May 2019 we convened an independently facilitated Stakeholder Panel to appraise our approach and alignment with the UN Sustainable Development Goals as well as support further prioritisation of our environmental, social and governance (ESG) issues. For a summary of the Panel session, see our Stakeholder Panel Statement.

 

PERFORMANCE

See the progress we’ve made against our key performance indicators during 2019.

Read more

GROUP STRATEGY

Our strategy is aligned to our purpose of creating something better for the world’s smokers and focuses on driving performance in three key areas. 

GOVERNANCE

Colleagues at business meeting in conference room

Our commitment to sustainability starts at the Board of Directors, who have oversight of our material sustainability issues and our performance against them.

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