OUR STRATEGY

We're transforming our business with a new strategic approach that will unlock value for our stakeholders.

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In January 2021 Chief Executive Stefan Bomhard and members of the executive team outlined a five-year strategy to transform Imperial and create long-term value.

The new strategic plan has begun to deliver a stronger and more consistent performance in both conventional tobacco products and next generation products.

Our strategy is being supported by a comprehensive culture change programme, one which is embedding more consumer-centric, collaborative and future-focused ways of working, across every level of the organisation.


We are almost two years into our five-year strategy to build a more sustainable Imperial capable of consistent growth, and we're pleased with the progress we've made. Our plans to transform the business are firmly on track.

Murray McGowan, Chief Strategy and Development Officer


Murray McGowan

Our strategic priorities

Our five-year strategy is founded on three pillars:

Focusing on priority combustible markets: We focus our investment and resources around our five most important markets of USA, Germany, UK, Australia and Spain, which represent more than 70 per cent of our combustible operating profit.

Building a targeted next generation product business: We have reset our NGP strategy, our activities underpinned by consumer insights and validation. We focus our investment behind heated tobacco opportunities in Europe, and in selective market opportunities in vapour. Our oral nicotine business remains focused on its existing markets within Europe.

Driving value from our broader market portfolio: We have identified additional opportunities to drive future growth though our broader market portfolio whilst realising efficiencies in how we operate these markets. We're selectively building those where we have attractive leadership positions, and exiting a small number of others.


Improving our ways of working

To support the delivery of our strategic priorities, we are changing how we operate to embrace new ways of working and to enhance our culture. We are driving change through three critical enablers:

Consumer at the centre of the business: We are investing to support a consistent approach to consumer insight, including better capabilities in brand and trade marketing, portfolio management, innovation and sales excellence. This transformation is being overseen by Andy Dasgupta, our Chief Consumer Officer.

Performance-based culture and capabilities: We are embedding a performance-based culture to enhance accountability, improve our agility and support teamwork and collaboration throughout the business. 

Simplified and efficient operations: Resources and capabilities are focused on our most important combustibles markets. Our NGP operations have been brought together within a unified, entrepreneurial business unit , and our global enabling functions are being aligned to support delivery of the strategy and ensure efficient allocation of resources.


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