Progress against our previous corporate behaviour goals

Progress against goals published in 2016

  • Status key:
  • On track
  • Completed
  • Partially met
  • Not met

  • Implement a new third-party managed Speak Up  hotline and website by end 2017
    In early 2018, we launched a new third-party-managed Speak Up system, including a website available in multiple languages and local language hotlines in each country where we operate..

  • 100% adherence to our International Marketing Principles each year.
    In 2017, no incidents of non-compliance with our International Marketing Principles were identified through our internal procedures. There were, however, three external allegations made about our marketing practices in relation to local tobacco control and advertising laws. See our responsible marketing data for more details.

  • Roll out our updated Youth Access Prevention (YAP) Guidelines to include our Next Generation Product categories by end 2017 and aim for 100% adherence each year.
    In 2017, we revised and strengthened our approach with the launch of our new YAP Guidelines, which now cover all our different product categories – from conventional cigarettes to vapour products and tobacco heating products. We have also broadened the scope to include markets where our products are distributed through third parties, and strengthened the governance process for ensuring compliance.
    In 2017, we conducted youth smoking prevention activities, based on our previous guidelines, in all markets where we are able to do so. The YAP Guidelines came into effect in January 2018, and we will report our activities and adherence in our next report. See our responsible marketing data for more details.

  • Develop and roll out new human rights e-learning by end 2017.
    This was successfully rolled-out in 2017 and completed by over 1,000 managers in our Procurement and Legal and External Affairs functions.

  • Develop and implement a strengthened approach to monitoring human rights for our own subsidiary companies by end 2017.
    In 2017, we worked with a specialist sustainability consultancy to further strengthen our approach, by developing a process for more focused monitoring of high-risk operations. See  for more details.

  • Complete the phased roll out of our due diligence process for all non-agricultural suppliers by the end of 2018.
    This has been successfully rolled-out to all direct product materials and strategic indirect suppliers of goods and professional services worldwide, covering 46% of our total procurement spend in 2017.