LA1

Total workforce by employment type, employment contract, and region.

Available data on exact employment levels cannot be broken down at EU level. British American Tobacco employs approximately 10000 people in the European Union. The average number of Managers employed in EU countries in 2006 was 2596. Group management levels are generally defined as: Level I: junior management; Level II: middle management; Level III and IV: senior management.

*Management Trainees

 LA2

Total number and rate of employee turnover by age group, gender, and region.

Data on all employment changes are not collated for the EU. However, the managerial data is as follows:

 LA3

Benefits provided to full-time employees that are not provided to temporary or part-time employees, by major operations.

We do not collate this information on EU level but legislated requirements are a minimum standard for all our companies. Our Employment Principles make clear our strategy of ensuring that our reward levels are highly competitive within the local area. We are confident that through regular external benchmarking with comparator organisations we remain a generous benefit provider.

 LA4

Percentage of employees covered by collective bargaining agreements.

Data about national level agreements or trades union membership are not collated for the Group. Our Employment Principles specifically cover Worker Representation and Freedom of Association. We also seek to encourage a climate of confidence to ensure that employees can air work-related questions and problems and we use employee opinion surveys as an important indicator of sentiment within the organisation and satisfaction with the employment relationship.

 LA5

Minimum notice period(s) regarding significant operational changes, including whether it is specified in collective agreements.

Our Employment Principles make clear that we are committed to restructuring, where necessary, in a responsible manner. Where such situations do occur, our companies adopt responsible local approaches and procedures that are compliant with local laws and regulations to address each instance. These include severance pay and any other measures as may be appropriate to the situation and location and extensive outplacement support to help displaced employees to find alternative employment.

 LA6

Percentage of total workforce represented in formal joint management-worker health and safety committees that help monitor and advise on occupational health and safety programs.

Detailed requirements for health and safety committees are followed in accordance with the Group Environment, Health and Safety (EHS) Guidelines. Committees are established locally, regionally and globally. Local EHS committees have management and functional EHS representation and some have employee representation.

Data are not currently collated globally on the proportion of committees with employee representation.

 LA7

Rates of injury, occupational diseases, lost days, and absenteeism, and number of work-related fatalities by region.

*Lost Work Case Incidence Rate

 LA8

Education, training, counselling, prevention, and risk-control programs in place to assist workforce members, their families, or community members regarding serious diseases.

We do not collate this data at the EU level, we therefore provide global information.

Our Significant Endemic Diseases programme aims to reduce the impact of diseases such as HIV/AIDS, malaria, and tuberculosis on employees, their families and communities. It includes disease measurement and a range of interventions such as vaccination, peer education, water purification, nutrition and personal hygiene. We prioritise prevention programmes on the most prevalent diseases and, when HIV/AIDS prevalence is significant in a country, prevention of this disease takes priority.

We believe that our work to address significant endemic diseases, including HIV/AIDS, aligns with international corporate best practice. In 2006, our companies ran the Significant Endemic Diseases programme, with considerable focus on HIV/AIDS, in 15 countries.

During 2006, our companies continued to develop plans in preparation for an outbreak of pandemic flu. A proportion of our companies have already completed plans and we will be issuing a template to support the remainder to do so.

 LA9

Health and safety topics covered in formal agreements with trade unions.

We do not currently record this information on a global or an EU level.

 LA10

Average hours of training per year per employee by employee category.

We do not currently record this information on a global or an EU level.

We do not limit learning to "off the job" education activities and we provide comprehensive global frameworks for development planning as well as performance management. Our global learning strategy is to build capabilities through a focus on coaching and by enhancing our ability to connect, collaborate and share. We place considerable emphasis on creating a coaching culture throughout the organisation, as we believe that training and development should take place as close as possible to the work being done and that coaching is the right way to develop leaders at all levels, to share knowledge and to build better business solutions.

We therefore do not foresee training hours becoming the right measure to determine if we are developing our people. Our Employment Principles specifically cover Learning and Development and the provision of opportunities and also emphasise the importance of personal responsibility for growth.

 LA11

Programs for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings.

Our Employment Principles make clear that we expect any restructuring to be carried out responsibly. We expect our companies to be as considerate as possible with severance pay and retirement support and, wherever possible, to support employees in gaining alternative employment through a mix of counselling, outplacement services and skills retraining.

 LA12

Percentage of employees receiving regular performance and career development reviews.

At our UK Head Office, all management and business support employees have access to our electronic performance management and career development systems. These systems aim to set objectives for the forthcoming year and measure achievement against those objectives. They also contain development and career planning information which feeds through to our training and career management systems. All management and business support employees are expected to complete an annual performance appraisal. The approach to performance and career development for all other employees is managed locally.

 LA13

Composition of governance bodies and breakdown of employees per category according to gender, age group, minority group membership, and other indicators of diversity.

Data for all employees are not collected on EU level. However, the gender breakdown for management employees is as follows:

* This data includes Bosnia-Herzegovina, Croatia, Macedonia, Montenegro and Serbia.

 LA14

Ratio of basic salary of men to women by employee category.

We do not currently record this information on a global or an EU level.

Back | Top of the page