OUR STRATEGY

We have a clear strategy to become a strong challenger and deliver for all our stakeholders.

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The five-year strategy we launched in January 2021 is the roadmap for our transformation. This strategic plan is delivering 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.

The choices we make are also guided by our purpose and vision as well as our approach to to managing our environmental, social and governance (ESG) priorities.

We are into the fourth year of 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

Focus on our priority 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.

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.

Building scale in NGP

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.

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.

Transforming our culture

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

Putting the 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.


 

Our purpose and vision


Our purpose – forging a path to a healthier future for moments of relaxation and pleasure – is supported by our vision: to build a strong challenger business powered by responsibility, focus and choice.

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Our behaviours

Transforming our culture


 

Our approach to ESG


Our commitment to our priority ESG issues is integral to our business strategy and underpins our purpose and vision.

Find out more

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Meet the Board and the executive management team focused on strengthening our delivery.

Leadership team

Our ESG strategy represents an exciting opportunity to make a positive difference. 

Our ESG strategy

From the talent we bring in and our ways of working, to building an innovative, inclusive environment.

Transforming our culture

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