British American Tobacco Group is one of the world’s leading multinational companies, with brands sold in over 200 markets. And this worldwide presence was further strengthened when we acquired Reynolds American Inc. in 2017, making us one of the main players in the U.S. market too. Our success is driven by 55,000 talented peoples across the globe who work with farmers, in our factories, in city offices and out on the road supporting retailers. This total involvement in the whole tobacco supply chain – from seed to smoke – and the passion for what we do is what sets us apart.

We are consistently among the top 10 companies on the London Stock Exchange. In 2017, we sold 686 billion cigarettes, made in 45 factories in 42 countries. Our portfolio includes our world-famous Global Drive Brands – Dunhill, Kent, Lucky Strike, Pall Mall and Rothmans – along with many other leading international brands, such as Vogue, Peter Stuyvesant and State Express 555.

We are entering the most dynamic period of change our industry has ever encountered. An unprecedented confluence of technology, societal change and public health awareness has created a unique opportunity: the opportunity to make a substantial leap forward in our long-held ambition to provide our consumers with potentially reduced-risk tobacco and nicotine choices.

BAT Indonesia employs around 6,000 peoples across the business; from leaf growing partnerships to the manufacturing, marketing and distribution of cigarettes. We are the fourth largest cigarette manufacturer in Indonesia and operate from more than 40 locations nation-wide. Dunhill and Lucky Strike are our main brands, both offer superb kretek taste sensation produced at state of the art manufacturing facilities. BAT Indonesia is the biggest contributor of the Global Drive Brand (Dunhill & Lucky Strike) to the BAT Group.

We operate in one of the world’s biggest and most complexed market places, and we lead the way because of the extraordinary mix of peoples. We hire peoples from different backgrounds and all our employment decisions are made disregarding race, gender, age, social class, religion, smoking habits, sexual orientation, politics, disabilities or marital status. It’s these differences in our employees that make us better at understanding what our consumers want in different parts of the world.

We are extremely focused on building our gender diversity. We regularly track women’s representation in senior roles. At the same time, we encourage women to work in Functions which are perceived to be more male-dominated. We go beyond gender- hence a conscious effort to make sure that we have a diverse range of nationalities within our workforce and leadership teams.

Talent is our biggest competitive edge and we invest as much in our peoples as we do in our brands. Our focus is on driving high performance; developing the next generation of leaders; valuing the diversity of our employees; encouraging and rewarding entrepreneurial behaviour; and creating an engaging culture where individuals and teams can be successful. Our four Guiding Principles underpin our culture and guide us deliver our strategy: Enterprising Spirit, Freedom Through Responsibility, Open Minded and Strength from Diversity.

We believe in developing talent from within, stretching and supporting the high performing managers who will lead the delivery of our strategy. We believe in developing capabilities to grow local talents and support them in taking senior leadership roles. We invest in our talent by giving them exposure to different markets around the world to widen their horizon and build their leadership.

In 2018, 15% of our managers were promoted, 40% changed roles, and 10% of those roles filled through internal non-managerial talent. We put together a comprehensive development plan for each individual employee by mapping their career aspirations, organization needs and capability gaps. This helps us target specific development interventions – cross functional, international assignment, projects, coaching and mentoring, and in-class training. In 2018 alone, not less than 18,000 man-hours equivalent in class training has been conducted.

Our Global Graduate Program is a key pillar of our strategy to build junior talent pipeline. We hire the best of the best under our flagship Global Graduate Program. This development program gives them exposure to a ‘real job’ with stretch targets as well as working with some very senior BAT leaders. Internally we also handpick the best non-managers and develop and groom them through a structured development program to help them grow into management positions.

We track employee satisfaction through our Group-wide ‘Your Voice’ employee opinion survey. Our last survey in BAT Indonesia had a high response rate of 95%. The result suggests that BAT Indonesia scores are above Indonesia norm and higher than the average score in BAT Group, especially in key areas such as people management; reward and recognition; and diversity and inclusion.

We act on the feedback improving constantly providing a workplace that will enable peoples to develop and contribute to the company’s success. One great example is developing competitive reward scheme through the introduction of education and house ownership assistance for our senior managers.

BAT continuously invests in improving the health and safety practices in the work place. It is implemented in every aspect of the Company’s operation in accordance with the industry’s best practices and the prevailing laws and regulations.

Our CSR initiatives are designed to create long-term and real benefit for the communities surrounding us and the environment. The implementation of Corporate Social Responsibility is one of BAT’s top priorities and commitments. CSR implementation is focused on Malang and Lombok, focusing on:

  • Promoting environmental protection and sustainable agriculture
  • Promoting empowerment
  • Charitable organisations
  • Promoting civic life
  • Disaster management