A Better Tomorrow™ for Shareholders

Business meeting with team members discussing around a conference table
17 September 2024
CHAPTER 1 . OUR VISION

A Better Tomorrow™ for Shareholders

Words by

Our vision of Building a Smokeless World is not just an opportunity for public health, but also investors.


"There is increasing pressure on investors and financial institutions to ensure the companies they invest in, or provide services to, are responsible stewards, led by accountable management teams.
 
For BAT, this means further evidencing and amplifying our critical role in Tobacco Harm Reduction (THR) to our key stakeholders.
 
To do this, we are committed to communicating the strength and rigour of our world-class science and stewardship, enabling the continuous development of our reduced risk*† portfolio of Smokeless Products."

 

Soraya Benchikh

Group Chief Financial Officer 

Portrait of Soraya Benchikh, Group Chief Financial Officer

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Revenue growth in the global nicotine sector is accelerating, allowing for the necessary investment in Smokeless Products that offer viable alternatives for adult smokers who are seeking to switch. 

 

We believe our established multi-category strategy provides the greatest opportunity for long-term growth, Tobacco Harm Reduction and portfolio transformation. Our three global Smokeless Product brands benefit from our world-class R&D as well as our manufacturing, distribution, marketing and brand-building capabilities. We strive to continue to profitably and responsibly manage our transition away from combustibles, driving funds to further invest in our transformation and deliver sustainable profit growth and cash flow over the long term.

 

Over the last decade, we have delivered 8% adjusted[1] diluted EPS (at constant rates)[2] and a 5% dividend Compound Annual Growth Rate (CAGR). We are confident in moving progressively to our medium-term targets of 3-5% revenue growth and mid-single digit adjusted profit from operations[3] growth (organic basis[4] at constant rates) by 2026.

 

With strong profitability and more than 90% operating cash conversion[5] annually, we are committed to deleveraging the balance sheet to within our 2.0-2.5x adjusted net debt to adjusted EBITDA[6] target range, in combination with a progressive dividend policy and a sustainable share buyback starting with £ 1.6 billion by December 2025.

 

Together with our long-standing experience operating within complex regulatory, legal and fiscal frameworks, we believe we have a compelling competitive advantage to drive portfolio growth and transformation to Build a Smokeless World.


Footnotes

For definitions of the non-GAAP measures mentioned, please see Chapter 10 at the end of the Omni™.

* Based on the weight of evidence and assuming a complete switch from cigarette smoking. These products are not risk free and are addictive.

† Our products as sold in the U.S., including Vuse, Velo, Grizzly, Kodiak, and Camel Snus, are subject to FDA regulation and no reduced-risk claims will be made as to these products without agency clearance.

 

References

[1] Adjusting items, as identified in accordance with the Group’s accounting policies, represent certain items of income and expense which the Group considers distinctive based on their size, nature or incidence.

[2] Diluted earnings per share before the impact of adjusting items and inorganic adjustments, presented at the prior year’s rate of exchange. Reconciliation available at: https://www.bat.com/content/dam/batcom/global/main-nav/investors-and-reporting/reporting/combined-annualand-esg-report/BAT_Annual_Report_Form_20-F_2023.pdf

[3] Profit from operations before the impact of adjusting items, inorganic adjustments and translational foreign exchange. Reconciliation available at: https://www.bat.com/content/dam/batcom/global/main-nav/investors-and-reporting/reporting/combined-annual-and-esg-report/BAT_Annual_Report_Form_20-F_2023.pdf

[4] To supplement the Group’s results presented in accordance with International Financial Reporting Standards (IFRS), the Group’s Management Board, as the chief operating decision maker, reviews certain of its results, including revenue and adjusted profit from operations, at constant rates of exchange, prior to the impact of businesses sold or held-for-sale. Although the Group does not believe that these measures are a substitute for IFRS measures, the Group does believe that such results excluding the impact of businesses sold or to be held-for-sale provide additional useful information to investors regarding the underlying performance of the business on a comparable basis and in the case of the divestment of the Group’s businesses in Russia and Belarus, the impact these businesses had on revenue and profit from operations. Accordingly, the organic financial measures appearing in this document should be read in conjunction with the Group’s results as reported under IFRS. The exits referred to in respect of other markets, including in Africa, are not deemed significant to the users’ understanding.

[5] Net cash generated from operating activities before the impact of adjusting items and dividends from associates and excluding taxes paid and net capital expenditure, as a proportion of adjusted profit from operations.

[6] Net debt excluding the impact of the revaluation of Reynolds American Inc. acquired debt arising as part of the purchase price allocation process, as a proportion of profit for the year (earnings) before net finance costs/income, taxation on ordinary activities, depreciation, amortisation, impairment costs, the Group’s share of post-tax results of associates and joint ventures, translational foreign exchange and other adjusting items. Reconciliation available at: https://www.bat.com/content/dam/batcom/global/main-nav/investors-and-reporting/reporting/combined-annual-and-esg-report/BAT_Annual_Report_Form_20-F_2023.pdf

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