REPORT TO SOCIETY REPORT TO SOCIETY - British American ...

BRITISH AMERICAN TOBACCO OPERATIONS IN ZIMBABWE
REPORT TO SOCIETY 2002 – 200
3

OUR VALUES
Values describe what we believe as a company – they describe our personality and
culture. They define how we will win competitive advantage through how we do things.
They describe how our company will be stronger than the sum of its parts.
ACHIEVEMENTS
• Vision: “We understand what each of us has to do to help achieve our vision”
• Map: “We believe in our plans”
• Consumer Focus: “We live for our consumer”
COMMITMENT
• Confidence: “We expect to win”
• Standards: “We keep raising our standards”
• Drive: “We take responsibility. We ‘dare to try’ and we prize innovation and initiative”
TRUST
• Teamwork: “We have trust in each other and we are in this together”
• Support: “We learn from each other and we share ideas, information and experience”
• Belonging: “We are proud of what we do”
www.bat.com
Contact Details
British American Tobacco Zimbabwe
1 Manchester Road
P O Box ST 98, Southerton, Harare, Zimbabwe
Telephone: 263 (4) 621170-84
Fax: 263 (4) 661934
Export Leaf Tobacco Zimbabwe
4-12 Paisley Road, Southerton
P O Box 3192, Harare, Zimbabwe
Telephone: 263 (4) 754730-9
Fax: 263 (4) 757117
Tobacco Processors Zimbabwe
Corner Simon Mazorodze and Auckland Roads
P O Box 661290, Kopje, Harare, Zimbabwe
Telephone: 263 (4) 754355/6/9
Fax: 263 (4) 754747
Cover design:
Fontline Electronic Publishing, Harare, Zimbabwe
Layout:
Fontline Electronic Publishing, Harare, Zimbabwe

SECTION A. INTRODUCTION
FOREWORD
2
Chairman, British American Tobacco Zimbabwe
Managing Director, British American Tobacco Zimbabwe and
2
Chief Executive Officer, Leaf Operations
PROFILE
4
British American Tobacco Operations in Zimbabwe 7
SECTION B. CSR GOVERNANCE 8
SECTION C. THE HISTORY OF SOCIAL REPORTING IN ZIMBABWE 12
Recap of the Social Reporting Process 12
SECTION D. CYCLE ONE HIGHLIGHTS 14
D1 Celebrations so far 14
D2 Shortfalls 19
SECTION E. CYCLE TWO SUMMARY 20
SECTION F. CYCLE TWO – IN DETAIL 22
F1 Dialogue One 22
F2 Dialogue Two 23
SECTION G. THE OUTCOME OF THE AA1000 DIALOGUE-BASED PROCESS
Expectation summary, Our View, Issues, What we are able to deliver and
Performance Indicators, What we are not able to deliver for now.
24
G1 EXTERNAL STAKEHOLDERS 24
A. Youth Smoking Prevention 24
B. Grower and Agrarian Support 29
C. National Policy Reforms 29
D. Corporate Conduct and Accountability 30
E. Partnerships and Alliances 35
F. The Environment 36
G. Internal Policy Reform 36
G2 INTERNAL STAKEHOLDERS 38
A. Workplace : (i) Employee Welfare, (ii) Total Quality Management,
(iii) Internal Communication and Empowerment 38
B. Business Continuity 44
C. External Stakeholder Communication 44
D. Community Service 45
SECTION H. THE WAY FORWARD 46
SECTION I. ASSURANCE STATEMENT: BUREAU VERITAS 48
SECTION J. APPENDICES
List of external stakeholder organisations who participated in Cycle Two Dialogue
sessions
GRIs
52
SECTION K. GLOSSARY 64
WE WELCOME YOUR FEEDBACK
CONTENTS

A. INTRODUCTION
FOREWORD: CHAIRMAN, BRITISH AMERICAN TOBACCO ZIMBABWE
Samuel Rushwaya,
Chairman, British
American Tobacco
Zimbabwe
2
It is our belief that in order to achieve
recognition as a responsible company in
an industry seen as controversial our
operations in Zimbabwe need to listen,
understand and respond to reasonable
stakeholder expectations. Constructive
engagement with all our stakeholders is
key to our understanding of what is
expected of us along with a
commitment to respond to those
expectations in an open-minded and
transparent manner. Accordingly, two
years ago we were among the first
operating companies to be chosen to
spearhead the social reporting process
in the global British American Tobacco
(BAT) group.
Social reporting is gaining ground in
many companies of all sizes to the
extent that it has begun to be an
integral part of the fabric that makes up
the corporate environment.
Stakeholders have become more aware
of social issues and therefore demand
that large corporations such as ours
"walk the talk". In Cycle Two, both our
internal and external stakeholders
realised that as part of their day-to-day
operations, organisations need to
demonstrate transparency,
accountability, good governance,
business ethics and sustainability whilst
conducting their business profitably and
responsibly. In the dialogue sessions
stakeholders challenged us to "shout
about the good work we are doing
through social reporting". We recognise
that society's expectations of our
company are constantly increasing since
we are in an industry with products
associated with health risks. To meet
these expectations we need to continue
to engage in open and transparent
dialogues with our stakeholders in order
to take into account their views, which
occasionally conflict with ours.
Social reporting is not a public relations
exercise, it is a serious commitment and
we take the dialogue sessions seriously.
All the sessions we carried out had
representatives from the highest level
within our three operating companies.
The managing director for BAT
Zimbabwe, the chief executive officer of
ELT and TPZ (Leaf Operations) and the
general manager of TPZ attended the

12 dialogue sessions of Cycle Two. The
views expressed by our stakeholders
during Cycle One have resulted in
major changes in the way we operate.
One such positive outcome of the
process has been the appointment of
two additional non-executive directors
to the board of BAT Zimbabwe. As one
stakeholder commented, "I would like
to congratulate British American
Tobacco Zimbabwe on the recent
appointment of two non-executive
directors which was one of our
expectations from Cycle One." Indeed,
it was the aspiration of our dialogue
sessions to address issues of concern to
our stakeholders and those issues that
impact on our business.
If the unfolding of the dialogue process
in the past two cycles is anything to go
by, it is our sincere hope that even if
some stakeholders might not trust BAT
Operations they will at least be able to
trust the process to which we have
committed ourselves, which involves
the highest standards for reporting to
society that our external advisors could
identify. Lastly, I would like to thank our
stakeholders who spared their valuable
time to take part in the dialogue
sessions which were characterised by
open and frank discussions. We will
continue to work together and will soon
be getting in touch with you with
regard to the way forward.
.......................................................
Samuel Rushwaya
Chairman
British American Tobacco Zimbabwe
go to
www.bat.com
A
Introduction
3

INTRODUCTION
FOREWORD: MANAGING DIRECTOR, BRITISH AMERICAN
TOBACCO ZIMBABWE AND CHIEF EXECUTIVE OFFICER, LEAF
OPERATIONS
Kennedy Mandevhani,
Managing Director, British
American Tobacco
Zimbabwe (left) and Leon
Reed, Chief Executive
Officer, Leaf Operations
(right)
4
Our second Report to Society is part of our
continued effort and commitment to
embedding the principles of CSR and we
are pleased to announce that in Cycle Two
we were joined by ten other BAT operating
companies in the social reporting process.
This brings the number of participating
countries to a total of 24 within the global
group. Through stakeholder dialogue, we
hope to get a better understanding of what
our stakeholders expect of us in our efforts
to be acknowledged as a responsible
company.
Social reporting also enables us to
demonstrate to society how we are striving
to play our role as a good corporate citizen
in addressing and managing key issues
impacting on our industry. We are
committed to contributing to the economy
and the community in which we operate
by being responsive to shareholder and
societal concerns. Needless to say, social
reporting has ushered in a process that
helps us to have a deeper understanding of
our stakeholders, their issues of concern
and how an environmental performance
can be measured against the AA1000 and
Global Reporting Initiatives (GRIs)
standards. It is our belief that social
reporting will bring our operations in
Zimbabwe closer to their stakeholders, thus
helping us to appreciate each other's
opinions and positions.
In this second report we outline the
achievements of Cycle One and our
commitment to Cycle Two expectations. As
an organisation we would like to assure our
stakeholders that the group in Zimbabwe is
fully committed to delivering the
reasonable expectations that came out of
the 12 dialogue sessions.
We would like to thank our moderator,
facilitator, our stakeholders and all the other
people who contributed towards making
Cycle Two the success it was. It is our
fervent hope that more stakeholders will
join us in future dialogues. Finally, we
would like to thank the external auditor,
Jack Simms from Bureau Veritas.
................................................ ................................................
Kennedy Mandevhani Leon Reed
Managing Director Chief Executive Officer
British American Tobacco Zimbabwe BAT Leaf Operations

FIVE MINUTES WITH THE CSR COMMITTEE CHAIRMAN – GROUP FINANCE
DIRECTOR, GORDON MARTIN, BAT OPERATIONS
Gordon Martin
presenting at a
dialogue session
Recently, Gordon Martin (GM), the
chairman of CSR Committee and group
finance director for BAT Operations,
responded to the following questions
raised by an internal stakeholder at one of
the tea breaks during Cycle Two.
Internal stakeholder: What is your view
on CSR?
GM: Evidence is accumulating that CSR is
good for business in the medium to long
term. CSR, put simply, is about treating your stakeholders in an
ethically responsible manner. It takes time to put into practice and
is not without cost, but there are commercial benefits which
justify the time and effort.
Internal stakeholder: What are the key advantages of being socially
responsible?
GM: Social reporting will help ensure that we keep our "licence"
to operate in the long term by engaging constructively with our
stakeholders, gaining their trust, listening to them and responding
to their reasonable expectations of us. The other advantages are:
• An improved reputation among stakeholders
• An increased share value, as social investment funds target the
company
• Improved productivity, through increased motivation and
efficiency
• Enhanced partnerships are created between the company and
its external stakeholders
Internal stakeholder: What challenges do you foresee for CSR?
GM: The challenge is not only about our values, beliefs and
morals. The challenge is also about understanding and addressing
perceptions – accurate or not. No company operates in isolation,
every decision that we make for reasons of social responsibility,
environmental or commercial impact will have a knock-on effect
elsewhere. In order to manage that impact effectively, we have to
take a measurable approach.
A
Introduction
5

INTRODUCTION
6
PROFILES
Retired Justice
K.R.A. Korsah
makes reference
to the first social
report during
dialogue
Rob Ward
outlines the rules
of the game at a
dialogue session
MODERATOR
RETIRED JUSTICE K.R.A. KORSAH
Retired Justice K.R.A. Korsah, affectionately known as
Roger, was born in Cape Coast, Ghana and educated
at Achimota School in Accra.
In November 1961, he was called to the English Bar
where he served as a junior practitioner between
1962 and 1996 before becoming the Master of
Chambers in Korah Chambers. He was appointed
judge of the High Court of Ghana in 1976.
On coming to Zimbabwe in 1983 he was made a
judge in the High Court of Zimbabwe. He was
subsequently elevated to the Supreme Court in 1987
where he served for ten years before retiring.
In 1998 he was appointed Judge of the COMESA
Court of Justice and in the same year he became Justice of Appeal
in the Appeal Court of Botswana, both positions he currently
holds.
FACILITATOR
ROB WARD
Rob holds a Bachelor of Agricultural Management
Degree from the University of Natal RSA and a
Masters in Business Administration from the
University of Hull UK. He is an expert in Strategic
Planning and Organisational Development, with
experience in change management programmes in
large private sector companies, NGOs and state
departments. Whilst his consulting activities have
mainly been in Southern African countries, some of
his interventions have been in the US, the UK and
Sweden. His change interventions involve the
development of strategic plans, the restructuring of
organisations, the designing of change maps and
the evaluation of projects and investments.

PROFILE OF BRITISH AMERICAN TOBACCO OPERATIONS IN
ZIMBABWE
In our last report we gave the profile of
our three operating companies, covering
such information as the activities carried
out at various sites and the nature of our
business comprising leaf purchasing,
processing and cigarette manufacturing.
Since then we have reviewed the way the
local group operates and have put in
place an optimum management
structure that will help align their
businesses going into the future. BAT
Operations believe that the integration
will not only put the operations in better
stead to meet future challenges in
Zimbabwe but also ensure synergy
benefits.
The first phase of the integration process
was to extract synergies in those areas
where duplication existed. Group services
were integrated to deal with common
issues and provide strategic guidance for
the three operating companies in the
most effective manner. This has resulted
in the appointment of group heads in the
following departments: HR, IT, Finance
and CORA, Legal and Security. Whilst the
above management structure and the
attendant adjustments have taken place –
the legal structures of BAT Operations
remain unchanged. The organisation will
continue to find ways to improve its
business operations by identifying areas
where it can reduce costs and improve its
operations through such synergies.
BAT Zimbabwe administration block
ELT administration block
Alphonce Dzoraimombe, Receptionist
at the TPZ front office
A
Introduction
7

B. CSR GOVERNANCE
8
The CSR Committee is responsible for
the integration of corporate social
responsibility principles (Statements of
Business Principles) into our business
activities and ensures that our public
reporting reflects the principles of
AA1000 and GRI standards.
The CSR Committee has continued with
its role, the only significant change from
last year being the appointment of
Gordon Martin, of BAT Operations, as
the new CSR Committee chairman.
As chairman, Gordon has the added
advantage of his position as the group
finance director which has enabled him
to guide the CSR Committee in its
deliberations and commitments on the
social reporting process. Together with
his team, he has looked at all the
expectations that were raised during the
Dialogue One sessions and has come up
with a comprehensive list of reasonable
deliverables that were presented to the
stakeholders in Dialogue Two. The CSR
Committee meetings were crucial to
ensuring that all the expectations
committed to, would not only be
delivered but help the organisation in its
efforts to regain recognition as a
socially, ethically and environmentally
responsible company.
Members of the CSR Committee were
drawn from various functions within
BAT Operations:
1. Managing Director, BAT Zimbabwe
2. Chief Executive Officer, Leaf
Operations
3. General Manager, TPZ
4. CORA Manager, Southern Africa
Area
5. Leaf Director, ELT
6. Finance Director, BAT Operations
(CSR Chairman)
7. Marketing Director, BAT Zimbabwe
8. Trade Marketing & Distribution
Director, BAT Zimbabwe
9. Head of IT, BAT Operations
10. Head of CORA, Legal and Security,
BAT Operations
11. CORA Manager, BAT Operations
12. Human Resources Director, BAT
Operations
13. Internal Audit Manager, ELT
14. Social Reporting Manager, BAT
Operations
15. CORA Management Trainee, BAT
Operations

OUR CSR COMMITTEE
Gordon Martin
CSR Committee Chairman,
Finance Director,
BAT Operations
Dave Ferguson
Leaf Director,
ELT
Lovemore Manatsa
Trade Marketing &
Distribution Director,
BAT Zimbabwe
Graves Sekenhamo
Internal Audit Manager,
ELT
Kennedy Mandevhani
Managing Director,
BAT Zimbabwe
Richard Linnett
General Manager,
TPZ
Bernard Gona
Human Resources Director,
BAT Operations
Innocent Mtize
Social Reporting
Manager,
BAT Operations
Leon Reed
Chief Executive Officer,
Leaf Operations
Simukai Munjanganja
Head of CORA,
Legal and Security,
BAT Operations
Rudolph De Wet
Head of IT ,
BAT Operations
Lorraine Mandikutse
CORA Management
Trainee,
BAT Operations
Manoj Ujoodha
CORA Manager,
Southern Africa Area
Joe Muganda
Marketing Director,
BAT Zimbabwe
Peter Parirewa
CORA Manager,
BAT Operations
go to
www.bat.com
B
CSR
Governance
9

C. THE HISTORY OF
SOCIAL REPORTING IN
ZIMBABWE
Jack Simms, Auditor,
Bureau Veritas
(right) and Graves
Sekenhamo, Internal
Audit Manager, ELT,
discussing a point of
clarification during
dialogue
10
In June 2001, Zimbabwe joined 13 other
countries in embarking on the process
of social reporting which sought to
assist BAT to listen and respond to
reasonable stakeholder expectations.
The local social reporting team worked
to opening dialogue with key
stakeholders ranging from the private
sector through to Government
Ministries. By June 2002, the first Report
to Society had been published.
Cycle One of the process culminated in
the nomination of the report (BAT
Operations Report to Society for 2001-
2002) in the global BAT Golden Leaf
Awards, a new BAT initiative introduced
to recognise outstanding achievements
of end markets. This was a landmark in
the history of our operating companies
in that they were amongst the pioneers
of the process of social reporting in BAT.
It marked the beginning of a process
that is now assisting our business in
taking into account the needs of
stakeholders.
For Cycle One, our moderator was the
Chief Justice of Zimbabwe, Godfrey
Chidyausiku. With a facilitating team, he
ensured that all stakeholders had an
opportunity to air their views without
prejudice.
We have embarked on an exciting
"journey" and will continue to follow
rigorous international standards, GRI
standards, Social and Ethical
Accountability process.

OUR STRATEGIC IMPERATIVES
To deliver our Vision, we must achieve:
How to win
1. Focused brand portfolios, communicated through state-of-the-art adult
smoker engagement programmes
2. Industry leading product portfolio, designed to address consumer needs
and societal expectations
3. Optimum product availability through world class customer service
4. Leading products in priority markets
5. Recognition as a responsible company in an industry seen as controversial
6. Wired for # 1
OUR VISION
To become the world's leading international
tobacco group
7. A winning environment inspiring passion for the business, talented people
and personal fulfilment
go to
www.bat.com
C
The history
of social
reporting
11

THE HISTORY OF
SOCIAL REPORTING IN
ZIMBABWE
RECAP OF THE SOCIAL REPORTING PROCESS
12
Social reporting – put simply – is the
process of listening, understanding and
responding to stakeholders reasonable
expectations. It is not merely a report that
is produced annually, but is a process to
ensure that the BAT Group is performing
in line with societal expectations. As
demands for transparency and
accountability increase, multinationals
such as ourselves have come to realise
that we do not operate in isolation. We
are the world's first tobacco company to
produce a social report; for us this has
been a significant achievement. Social
reporting touches on everybody, as it is a
new way of doing business and it means
not just thinking about financial matters
when making decisions, but the social
consequences of those decisions as well.
The social reporting process has proven
to be an effective mechanism to
objectively and robustly address society's
needs while embedding the idea of
engagement into all areas of business.
The process provides a structured
approach for BAT Operations to:
• Understand more about the
expectations of our stakeholders
Charlene Hewitt, Executive
Director, Environment Africa,
(second from left) outlines the
groups expectations
• Ensure that these expectations are
given due consideration in the
company's decision-making
• Demonstrate with actions that we
are responsive to reasonable
stakeholder expectations and
concerns
WHAT ARE THE MAIN STAGES?
Entry Plan – The starting point is an
internal scoping study that looks at
clarifying what type of stakeholder
relationship is currently prevailing and
how social reporting can add value.
Thereafter, Stakeholder Mapping and
Classification (SMC) is undertaken that
is, research that assists in classifying
stakeholders into the following
categories: decision-makers, influencers
and non-influencers, who are prioritised
according to their impact on the
organisations’ business.
Listening – Having identified its key
stakeholders the organisation uses a
structured approach to enter into
dialogue with these groups or
individuals.

Decide – The output from
this stage is a set of clear
commitments that have
been approved by BAT
Operations after
discussions with relevant
stakeholders. Where
applicable, this will include
some way of measuring
success and determining
whether targets have been
met.
Deliver – The organisation
fulfils its commitments
within the agreed time frames. A report
is published and distributed among the
various stakeholders. One of the key
points is that BAT Operations continue
to be accountable to their stakeholders
for delivering commitments.
Cycle Two has seen the continued use
of rigorous international standard,
AA1000 and the GRI standards. In order
to ensure full compliance with AA1000
set by the Institute of Social and Ethical
Accountability and verify the entire
process we have retained Bureau Veritas
Assurance Symbols
Process: information has been checked for accuracy and is
derived using a verified AA1000 process e.g. stakeholder
outputs
Base Data: the facts stated or claims made have been
confirmed by enquiry or other audit technique
Numerical: numerical data has been checked for accuracy
and/or source
Dave Ferguson, Leaf Director ELT (left) Leon
Reed, CEO Leaf Operations (centre) and
Richard Linnett, General Manager, TPZ
(right) listening attentively to stakeholder
expectations during the Leaf Dialogue Two
session
as our independent social and ethical
auditor. Throughout the report, Bureau
Veritas indicates where it has verified the
content using the assurance symbols
indicated below:
For the full description of AA1000 and GRI standards please refer to the Social
Reporting Manager.* The full text is available on the website of the Institute of Social
and Ethical Accountability www.accountability.org. uk
* British American Tobacco Zimbabwe, 1 Manchester Road, P O Box ST 98, Southerton, HARARE.
Telephone: +263 (4) 621170-84, +263-11-206342, Fax: +263 (4) 661934 E-mail: Innocent_Mtize@bat.com
C
The history
of social
reporting
13

D. CYCLE ONE HIGHLIGHTS
14
We would like to share with you some of our achievements from Cycle One. As it
was our first attempt at social reporting, we had a lot to learn and we take this
opportunity to go through some of the highlights.
D1. CELEBRATIONS SO FAR
CLEANING UP THE ENVIRONMENT
BAT Operations believe that with
combined efforts from stakeholders
such as Harare City Council and
Environment Africa we can keep our city
clean and help it regain the once used
favourite term "Sunshine City".
Clean Up Zimbabwe is a project of
Environment Africa that is linked to
Clean Up the World. This is an event
designed to focus international and
local attention on the problems of litter
and waste affecting the environment.
The objective of Clean Up Zimbabwe is to
bring together the community in a simple
activity which will assist local
governments in their clean-up initiatives. It
also creates media focus on the problem
of litter thereby raising appreciation
among local governments, industries and
individuals about environmental issues,
particularly waste minimisation, recycling
and waste management.
In October 2002 over 100 volunteers
from BAT Operations participated in the
event that took place at the Beatrice
Infectious Diseases Hospital in Harare.
Addressing the participants, the General
Manager of Environment Africa,
Innocent Hodzonge said, "As the years
have gone by, our objective at
Environment Africa has been to
transform the campaign from three days
of activity into a way of life." Besides the
employees of BAT Operations, the
Deputy Mayor of Harare, Her Honour
Sekesai Makwavavara and the Acting
Director of Health Services, Dr Stanley
Mungofa, also took part in the cleaning
of the hospital grounds.
Accordingly, as a socially responsible
group, BAT Operations will continue to
find ways of expanding such initiatives
and seek partnerships with the relevant
organisations.
Her Honour, Sekesai
Makwavarara, Deputy
Mayor of Harare (3rd
from left) and Innocent
Hodzonge, General
Manager, Environment
Africa (with hat)
together with Internal
stakeholders sweeping
Beatrice Infectious
Diseases Hospital
grounds

YOUTH SMOKING PREVENTION
CAMPAIGN - THE RETAIL ACCESS
PROGRAMME.
In the last report we gave you the
background information on the Youth
Smoking Prevention (YSP) programme
and how it relates to the relevant statute
on child protection. We welcomed the
opportunity for further dialogue with
stakeholders of all shades of opinion to
help us clarify how best to address YSP.
We are willing to share our experiences
with interested parties, in order to show
why we believe such campaigns are
appropriate. In 2002, one of the
expectations from stakeholders was for
the company to extend its "Under 18, No
Cigarettes" retail access programme to
5000 retail outlets. Having covered 1500
retail outlets by the end of Cycle One,
stakeholder expectation was for the
number of outlets to be increased. We
are pleased to have achieved this
performance indicator and the target set
was exceeded by 400 retails outlets. The
The new YSP campaign material in vernacular
retail access programme goes beyond
placing stickers and posters, it involves
the briefing of each outlet owner, on
the purpose and objectives of the
campaign before being given leaflets
that will help them explain and answer
any questions from their customers. The
process takes time as the outlet owners
have to be educated on the law on
tobacco products and its impact on
minors. While the retail access
programme focuses on retailing, it also
aims at preventing minors from buying
tobacco products at the point of sale.
This year the campaign materials have
been developed to include vernacular
languages. The materials are now
assisting retailers in compling with
Statutory Instrument 264 of 2002,
Public Health (Tobacco Control
Regulation) which requires outlet
owners to display signs that discourage
minors from the use of tobacco
products.
go to
www.bat.com
D
Cycle One
Highlights
15

CYCLE ONE HIGHLIGHTS
D1. CELEBRATIONS SO FAR CONTINUED
16
THE FIGHT AGAINST HIV/AIDS
In Cycle One, we committed ourselves
to continuing our ill-health
management programme, specifically in
relation to the fight against HIV/AIDS
and to find a platform to share
experiences. We are delighted that this
initiative has grown from strength to
strength. Peer educators have increased
in numbers from 20 to 28 and have
been remarkably successful in
promoting informed and responsible
sexual attitudes and behaviour.
The HIV/AIDS awareness programme,
received a major boost in 2002 when
the company spent six million dollars in
building a new staff clinic at BAT
Zimbabwe. Officially opening the
facility Hon. Minister of Health and
Dr David Parirenyatwa ,
the Hon. Minister of Health and Child
Welfare, examining Samuel Rushwaya,
the BAT Zimbabwe chairman in the
new staff clinic
Dr David Parirenyatwa, the Hon. Minister
of Health and Child Welfare, unveils a
plaque to mark the official opening of
the new BAT ZImbabwe staff clinic
Child Welfare, Dr David
Parirenyatwa, said, "Zimbabwe is
facing a large number of
concerns. Among the most
serious is malaria and of course
HIV/AIDS. It is in view of this fact that
BAT Zimbabwe should be commended
for focussing on the health and well
being of its employees."
The clinic offers free medical services for
the company's 400 workers, ranging
from counselling to stress management.
It also offers regular testing of eye-sight
and hearing. The company continues to
make a 100% contribution to its
permanent employees’ medical aid.
More information on our HIV/AIDS
Awareness programme is given as a case
study on page 33.

EFFORTS TOWARDS STATUTORY
INSTRUMENT REVIEW
After two years of discussions, the
Government of Zimbabwe published
Statutory Instrument 264 of 2002, Public
Health (Control of Tobacco) Regulations.
We are proud to have contributed to the
new regulations that impact not only on
the marketing activities of tobacco
manufacturers, but also the way other
stakeholders such as the trade, retailers,
and the hospitality industry conduct
their business. The statute demonstrates
partnerships that can exist between
tobacco companies and governments in
constructive engagement that leads to
the promulgation of reasonable
legislation. This topic is covered on page
27 as a case study under the section
AA1000 outcomes.
THE GOLDEN LEAF
AWARDS
As already mentioned, a
highlight for the year 2002 was
the nomination of BAT
Operations together with 13
other end markets for the
Golden Leaf Awards. This
award was introduced in order
to recognise the outstanding
achievements of end markets, share best
practice and celebrate success.
It also seeks to reinforce BAT's guiding
principles in the workplace while
demonstrating the business impact of
these achievements and behaviours
across the Group.
In celebrating this accomplishment, a
dinner was held at a local hotel. Allen
Hodgkinson, Southern Africa Area
Director, presented the trophy to the
chief executive officer of Leaf
Operations, Leon Reed and BAT
Zimbabwe managing director, Kennedy
Mandevhani.
In a congratulatory letter, to the social
reporting team in Zimbabwe, BAT
chairman Martin Broughton, said, "Your
The CORA Team proudly
displays the Golden Leaf Award
during the Golden Leaf Award
celebration dinner
Kennedy Mandevhani, Managing Director,
BAT Zimbabwe (left), and Leon Reed,
Chief Executive Officer, ELT (centre),
accept the Golden Leaf Award from Allen
Hodgkinson, Southern Africa Area Director
D
Cycle One
Highlights
17

CYCLE ONE HIGHLIGHTS
D1. CELEBRATIONS SO FAR CONTINUED
18
achievements demonstrate the
incredible power of team work. They
demonstrate what can be achieved by
approaching opportunities with true
enterprising spirit, by leveraging the
diversity we have within the company,
MEDIA ENGAGEMENT
Head of CORA, Legal and
Security (2nd from right)
presenting at the
briefing with the media
by being open to new ideas and
perspectives and by challenging the
conventional." He went on to say, "You
all deserve to feel proud of what you
have achieved – your success is being
shared across British American Tobacco."
In our first report we promised to
report on progress made with
regards to media briefs as part of our
efforts to communicate smoking and
health issues. We have since
published and distributed the Real
Progress for the Real World (RPRW)
booklets primarily to employees but
also availed to external stakeholders
who have requested them.
Media briefs have resumed this year
with the CSR Committee electing to breakdown the media
briefs, from a general media brief to media briefs done on a
media house by media house basis. The new format of
media briefing facilitates focussed discussions on tobaccorelated
issues, giving the journalists a wider opportunity for
better interaction with various media organisations.
Some journalists that attended
the media briefing at The Daily

D2. SHORTFALLS
Whilst we are proud of our wide ranging
list of achievements in Cycle One, the YSP
workshop and the expansion of the BAT
Agronomy Best Practice, deliverables had to
be carried forward to allow for further
inclusivity in the range of participating
stakeholders.
YSP WORKSHOP
Our CSR Committee felt that there was a
need to bring on board other stakeholders
already engaged in other adolescent
lifestyle initiatives. In 2002, the MHCW
initiated discussions with their
stakeholders on a workshop. Proposed
participants would include UNICEF,
Ministry of Education, Sport and Culture
and the Zimbabwe Republic Police. In the
circumstances it was felt prudent to be
involved in the MHCW organised
workshop and avoid inviting resembling
stakeholders to its own YSP workshop.
OUR GUIDING PRINCIPLES
Currently discussions with the MHCW are
underway with the view to setting up a date
when the YSP workshop could be held
sometime this year (2003.) For us, this forum
is important as it will enable us to share
experiences on our YSP retail access
programme and find out how best it could
be developed into an educational campaign.
BAT AGRONOMY BEST PRACTICE
Another expectation was the expansion of
adoption of BAT Agronomy Best Practice or
the Social Responsibility on Tobacco
Growing by representative grower bodies.
Whilst we endeavoured to meet this
expectation it is appreciated that the
representative grower bodies were not
able to participate and meet this
deliverable. Nonetheless, we hope to
pursue and expand the YSP and BAT
Agronomy Best Practice initiatives in the
near future.
The Way to Win
Our Guiding Principles define who we are and how we work together to achieve
our visions
1. Strength from Diversity
This means more than just understanding and respecting our employees' individual
differences. It means we value those differences as a catalyst for new ideas.
2. Open minded
We are committed to listening and to constructive dialogue, to deepening our
understanding of what is expected of us and to defining as well as
demonstrating responsible behaviour.
3. Freedom through responsibility
We believe decisions should be pushed down the organisation to the
appropriate level, as close to the consumer as possible and decision-takers
should accept responsibility for the way that they affect our stakeholders.
4. Enterprising spirit
We want to use our skills to seek out new opportunities for success and strive
for innovation.
D
Cycle One
Highlights
19

E. CYCLE TWO SUMMARY
BAT Operations
representatives share
a lighter moment in
Dialogue
20
A total of 61 external stakeholders and
46 internal stakeholders attended our
Cycle Two Dialogue One sessions. The
six sessions which commenced in
September 2002 focussed on CCA,YSP
and tobacco leaf growing, processing
and marketing issues whilst two were
specifically for BAT Operations'
employees.
Unlike Cycle One where dialogue
sessions focussed on individual views,
Cycle Two had a group approach. The
expectations were generally consistent
with those expressed in Cycle One with
the viability of the tobacco industry and
support for "new farmers" being more
pronounced. Once again there was a
strong expectation for BAT operations to
lobby for a change to Zimbabwe's
tobacco marketing system, among other
things.
There has been continued positive
response to the whole social reporting
process, namely, stakeholder dialogue
process and the commitment to
achieving recognition as a socially
responsible company. In keeping with
the format of Dialogue Two, the group
in Zimbabwe responded to issues raised
by the stakeholders in Dialogue One.
BAT senior managers explained to each
of the dialogue groups what the
organisation's view was on a particular
category, what the company was able
to deliver, suggested performance
indicators and what the company could
not deliver. On each suggested
performance indicator the company
asked stakeholders two questions which
sought to prompt stakeholder to tighten
the deliverables and suggest how they
could assist in their accomplishment
through partnerships. The questions
were:
• How can British American Tobacco
Operations sharpen performance
indicators to help ensure desired
measurable outcomes?
• How can you or any other partner
assist British American Tobacco
Operations in successfully
implementing these commitments?"

CYCLE TWO SUMMARY
In view of BAT 's limited
resources and spheres of
influence stakeholders
appreciated that certain
expectations are
insurmountable for a single
organisation and thus
encouraged the expansion
or creation of new
partnerships.
Cycle Two saw the
company embark on new
commitments and in line
with stakeholder concerns.
We have tried to make our
report simpler and we will endeavour to
distribute it to a wider audience than in
Cycle One. Our operations are
committed to encouraging informal
meetings amongst employees and
involving them in company
celebrations.
Efforts to reduce product out flows and
the need to support students in
agricultural institutions in order to
ensure sustainable viability in tobacco
Rob Ward, facilitator, explaining the
Dialogue Two format
industry were some of the challenges
that faced BAT Operations during the
year 2002.
Stakeholders encouraged the
organisation to continue with its illhealth
management programmes
especially the fight against HIV/AIDS.
go to
www.bat.com
E
Cycle Two
Summary
21

F. CYCLE TWO – IN DETAIL
Jerry Tsodzai (2nd
from left), Nonexecutive
Director,
BAT Zimbabwe
and Kennedy
Mandevhani (3rd
from left),
Managing Director,
BAT Zimbabwe, in
a conversation with
External
Stakeholders
22
F1 DIALOGUE ONE
The approach to Cycle Two dialogue
was modified to accommodate larger
number of stakeholders. Cycle One
stakeholders not only recommended
this, but also offered names of
additional organisations and individuals
who could be invited to sessions. To this
end, the meta- plan process was
structured around small groups of
stakeholders, who spent time agreeing
on the views of the sub-group before
submitting their views to the plenary.
The sessions still involved the clustering
of issues, labelling and ranking the
clusters to identify priorities.
Expectations that were raised during
this cycle were in the following broad
areas:
• The viability of the tobacco industry
and the proposed support for the
"new farmers"
• Lobbying for national policy reforms,
including a change in tobacco
marketing system
• Ensure Corporate Conduct and
Accountability include such issues as
responsible marketing, product
availability, community involvement
and protecting the environment
• Creating partnership and alliances
• Research on smoking and health
issues and environmental tobacco
smoke (ETS)
• BAT Zimbabwe's internal policy
review
• Employee welfare in such areas as
empowerment, health and safety,
improved funeral policy, team
building, revised benefits and
incentives
• Business continuity
• Gender, issues among internal
stakeholders
• Internal and external communication
Internal stakeholders also brought in the
issue TQM, which covered a wide range
of issues from continuous improvement
to controlling theft and fraud control.
With regard to YSP, stakeholders wanted
our organisation to continue with the
retail access programme by not only
increasing the number of participating
retail outlets, but also developing an
educational campaign.

The stakeholders
also expressed their
views on how the
social reporting
process could be
improved. The
sessions were
characterised by
continued open and
frank discussions.
F2 DIALOGUE
TWO
The purpose of the
Dialogue Two
session was to respond to the 208
expectations raised in Dialogue One.
Following a series of detailed
presentations by company
representatives the facilitator focussed
the groups on sharpening performance
indicators and identifying possible
partnership areas with various
stakeholders. BAT Operations defined
performance indicators as measures that
would assist the organisation in
determining the impact and completion
of commitments, while partnerships
were defined as co-operations between
Angela Mashanyare, Non-executive Director
(purple slacks), BAT Zimbabwe being
introduced at the Dialogue Two cocktail party
BAT Operations and other appropriate
stakeholders who could assist in
achieving the desired outcomes.
Stakeholders appeared satisfied with the
responses to their expectations as they
realised that social reporting is an ongoing
process.
go to
www.bat.com
F
Cycle Two
in detail
23

G. THE OUTCOME OF THE
AA1000 DIALOGUE-
BASED PROCESS
Stakeholder expectations raised during dialogue were grouped into eleven broad categories. In this
section we give an account of the outcomes for each category under internal and external stakeholders:
1. EXTERNAL STAKEHOLDERS
A. Youth smoking prevention
B. Grower and agrarian support
C. National policy reforms
D. Corporate conduct and accountability
E. Partnerships and alliances
F. The environment
G. Internal policies reform
2. INTERNAL STAKEHOLDERS
A. Workplace: (i) Employee welfare, (ii) Total quality management, (iii) Internal communication and
empowerment
B. Business continuity
C. External communication
D. Community service
FOR EACH CATEGORY WE SUMMARISE THE FOLLOWING
• Stakeholder expectation summary
• Our view
• What we are able to deliver now
• Performance Indicators
• What we are not able to deliver now
Our CSR committee made a concerted effort to meet all stakeholders' reasonable expectations, but
there remained areas they felt expectations were, for one reason or another, undeliverable. In such
cases they explained the rationale for not committing to them.
For more information on specific "non-deliverables" please contact the Social Reporting Manager.*
G1. EXTERNAL STAKEHOLDERS
24
A. YOUTH SMOKING PREVENTION
Stakeholder expectation summary
Stakeholders wanted BAT Operations to
continue with the expansion of our YSP
campaign using clearer communication
on the dangers of smoking, parental
involvement and ensuring greater
societal awareness.
Our view:
Our position is absolutely clear:
• Smoking is risky and it should only
be an informed adult choice
• We do not want children to smoke.
Underage smoking is a real concern,
that needs to be tackled by society as
a whole, not just by the tobacco a a
* British American Tobacco Zimbabwe, 1 Manchester Road, P O Box ST 98, Southerton, HARARE.
Telephone: +263 (4) 621170-84, +263-11-206342, Fax: +263 (4) 661934 E-mail: Innocent_Mtize@bat.com

a whole, not just by the tabacco
industry
• However, we are determined to play
our part and are willing to work with
other interested parties and the
Government in efforts to further
develop and expand the YSP
campaign.
• We will consider supporting
programmes that help educators and
parents to teach children to exercise
responsibility and independence and
to resist peer pressure
What we are able to deliver now
• Expand the sponsorship of the
"Under 18, No Cigarettes" campaign
• Assist the Government to
communicate the Zimbabwean law
on underage smoking among
retailers
• Expand the Retail Access Programme
to include rural retail outlets. The
campaign materials will be
supported by the use of two
vernacular languages
• As part of our efforts to increase the
impact of the YSP campaign together
with the MHCW, we will seek
partnerships with other interested
parties such as Zimbabwe Republic
Police, Ministry of Education, Sport
and Culture and United Nations
Children's Fund (UNICEF)
Performance Indicators
• Expand YSP retail access campaign
to a total of 8000 outlets
• Campaign materials to include
vernacular languages (Shona and
Ndebele)
• Provide evidence of efforts to seek
partnerships in YSP education
campaigns
• Record number of media briefs with
local organisations
• Comply with the S.I. 264 of 2002
Public Health (Control of Tobacco)
Regulations
What we are not able to deliver
now
• Reduce our investments in marketing
activities to adult smokers
• Comprehensive media campaign
through a musical album
• Sponsor activities through schools
and sports personalities
• Integrate HIV/AIDS into existing YSP
programmes
• Invest more in under-18 sports
go to
www.bat.com
G
The
outcome of
the AA1000
Dialogue-
Based
Process
25

THE OUTCOME OF THE
AA1000 DIALOGUE-
BASED PROCESS
G1. EXTERNAL STAKEHOLDERS CONTINUED
26
THE COURTESY OF CHOICE CAMPAIGN
Christopher Mushowe, the Hon.
Deputy Minister of Transport and
Communication, cuts the ribbon to
mark the official opening of the
smoking lounge at the Harare
International Airport
Meikles Hotel, one of
the hospitality outlets
participating in the
Courtesy of Choice
campaign
The continuation of the Courtesy of Choice campaign was
put on hold at the end of 2002 following the passing of
the new tobacco control regulations. Among other
things, the legislation now regulates smoking in public
places; therefore it was felt prudent to defer the roll-out
of the campaign. We look forward to the resumption of
the campaign in the third quarter of 2003.

STATUTORY INSTRUMENT 264 OF 2002
Peter Parirewa, CORA
Manager, BAT
Operations
explaining health
warning clauses to
external stakeholders
during a Dialogue
Two session
Following two years of negotiations
between the MHCW and the tobacco
industry, the Government of Zimbabwe
finally gazetted S.I. 264 of 2002 Public
Health (Control of Tobacco) Regulations
which is aimed at controlling smoking in
public places, on public transport and
prohibiting trading of tobacco to or by
children. The S.I. also brought in a new
health warning clause – "Danger:
Smoking is harmful to health." In
addition the regulations prescribe the size
of health warnings on tobacco packaging and promotional
materials.
We welcomed the ministry's recognition of the tobacco
industry as an important stakeholder in any regulatory process
that affects the industry. As a tobacco company we support
sensible regulation and will continue to encourage the
government "to raise the bar", thereby creating a level playing
field that ensures responsible and acceptable marketing of
tobacco products. Our recommendations for inclusion in the
proposed S.I. were based on the global IMS endorsed by the
world's three largest international tobacco manufacturing
companies, namely Philip Morris, BAT and Japan Tobacco in
September 2001 to ensure the responsible promotion and
distribution of tobacco products.
We believe fair and workable regulations are those that can
help reduce the impact of smoking on public health whilst
ensuring that adult smokers can continue to make informed
choices about a legal product. Accordingly, our brand
marketing activities to adult smokers only encourage brand
loyalty. On the problem of underage smoking, a significant
volume of evidence suggests that the key initiating influences
are not about brand advertising, but peer pressure and family
attitudes. However, we do accept that there are concerns
about a potential spill-over effect.
If you would like a copy of the S.I. 264 of 2002 Public Health
(Control of Tobacco) Regulations please contact the Social
Reporting Manager.*
* British American Tobacco Zimbabwe, 1 Manchester Road, P O Box ST 98, Southerton, HARARE.
Telephone: +263 (4) 621170-84, +263-11-206342, Fax: +263 (4) 661934 E-mail: Innocent_Mtize@bat.com
G
The
outcome of
the AA1000
Dialogue-
Based
Process
27

THE OUTCOME OF THE
AA1000 DIALOGUE-
BASED PROCESS
G1. EXTERNAL STAKEHOLDERS CONTINUED
28
SOCIAL RESPONSIBILITY IN TOBACCO GROWING
Over the years BAT Operations has taken the lead in encouraging social
responsibility in tobacco growing promoting sustainable development in the
industry. In 2001, a situational analysis revealed that whilst the ZTA had scored
highly in terms of the adoption of the Integrated Crop Management guidelines
and road maps, there were areas such as reduction / elimination of child labour
and disposal of empty containers that required attention. Other grower bodies
will be encouraged to adopt the guidelines.
Integrated Crop Management and roadmaps encompass the Agronomy Best
Practice guidelines which include the following:
• Soil conservation / improvement and fertilisation
• Protection of water resources
• Integrated pest management
• Farmer training
• Occupational environment & safety: protect farmers' health and reduce level
of hard (manual) labour
• Seed quality assurance
The agronomy guidelines coupled with roadmaps are designed to help tobacco
farmers to continuously assess their programmes.
Although the issue of eliminating child labour in tobacco growing areas falls
under the International labour Organisation (ILO) Codes of Practice efforts are
being made by our Leaf Operations to support the implementation of social
responsibility programmes that relate to tobacco production. We support the
Zimbabwe's education policy, which seeks to ensure that every child has a right
to go to school once they reach school going age and also supports labour
relations regulations that do not permit the employment of children.
If you would like a copy of the Agronomy Best Practice Guidelines and Integrated
Crop Management roadmaps please contact our Social Reporting Manager.*
* British American Tobacco Zimbabwe, 1 Manchester Road, P O Box ST 98, Southerton, HARARE.
Telephone: +263 (4) 621170-84, +263-11-206342, Fax: +263 (4) 661934 E-mail: Innocent_Mtize@bat.com

B. GROWER AND AGRARIAN
SUPPORT
Stakeholder expectation summary
The issue of the viability of the tobacco
industry and the need to support
farmers by improving road networks
inputs supply and the need for an
acceptable marketing system in a
proactive but apolitical way, was
topical.
Our View
There are a number of tobacco growing
issues that require policy reforms to
ensure industry viability. As one of the
key players in the industry we will
continue to play our part in assisting the
industry and other stakeholders to come
to an agreement on the way forward for
tobacco growing in Zimbabwe.
Investment of all key stakeholders will
be paramount in addressing the issues
at hand.
What we are able to deliver now
• Continue with the social
responsibility in tobacco growing
policies that have been adopted as
best practice by the ZTA
• Support small-scale tobacco growers
through the farmers Development
Trust (FDT)
• Report on activities of the recently
instituted Child Labour Task Force.
Performance Indicators
• Expansion of BAT Agronomy Best
Practice Guidelines and road maps to
other grower bodies
• Continue with the annual Small-
Scale Tobacco Grower of the Year
Award competition in partnership
with FDT
• Canvass the Media and grower
bodies to increase awareness of the
problem of child labour
What we are not able to deliver
now
• Support the grower base through
the establishment of a revolving fund
• Improve road networks in the newly
resettled areas
C. NATIONAL POLICY REFORMS
Stakeholder expectation summary
There was a strong recommendation for
BAT Operations to lobby for a change in
Zimbabwe's tobacco marketing system.
Stakeholders recommended a partial
deregulation of the system that is to do
away with the current auction system
and move more towards a contract
growing/direct marketing system. There
was also a call to align positions with
other tobacco industry stakeholders
with regard to the implications of the
Framework Convention on Tobacco
Control (FCTC).
Our view
We cannot commit to changing the
regulatory structure governing tobacco
marketing, but we will continue to play
our part in an effort to promote sensible
regulation and to safeguard the future
of tobacco growing in Zimbabwe.
What we are able to deliver now
• Explore the contract growing/direct
marketing system production models
• Continue making our views of the
FCTC known
G
The
outcome of
the AA1000
Dialogue-
Based
Process
29

THE OUTCOME OF THE
AA1000 DIALOGUE-
BASED PROCESS
G1. EXTERNAL STAKEHOLDERS CONTINUED
30
Performance Indicators
• Report back to stakeholders on
findings of the model exploration.
While we can come up with a model
implementation it is dependent on
policy reform
• Appointment of a consultant to
represent the industry in Geneva at
the FCTC negotiation conference
What we are not able to deliver
now
• Support for growers nationally and
regionally
• Regulate and legitimise cross-border
exports of local cigarettes to
neighbouring countries by smaller
players
Journalists from The Herald
during the 2003 media brief
Stakeholders deliberating at the
Cycle Two Dialogue One session
• Revamp the institutional
arrangement policy and the legal
framework such as the auction floor
system
D. CORPORATE CONDUCT AND
ACCOUNTABILITY
Stakeholder expectation summary
Stakeholders listed a number of
expectations, which included a host of
issues from responsible marketing,
product availability, continuation of the
social reporting process and to raising
public awareness on the dangers of
smoking.

TPZ Staff listen attentively during the rollout
of RPRW by Innocent Mtize, Social
Reporting Manager, BAT Operations
Our view
• Smoking is an adult choice and
those under the age of 18
should not smoke
• We believe that that the product we
manufacture is a risk to health, which
makes it important that we market it
responsibly
• Our product is legal, no government
or credible campaigners seek its
prohibition
• We acknowledge that our business
entails significant responsibilities and
we are working hard to demonstrate
that we are carrying them out
• In embarking on a social reporting
process, BAT Operations have not
only committed to Social, Ethical &
Environmental Auditing &
Accounting (VeriSeaar), but by
adopting the AA1000 standard have
committed to continued stakeholder
engagement with respect to its social
and ethical performance
What we are able to deliver now
• Continue with public education on
the dangers of smoking
• Publicise the social reporting process
as stakeholders felt that we should
be proud of it and encourage other
companies to emulate
• Promote BAT Operations’
accountability and transparency
• Enhance company reputation
• Address smokers' issues by
continuing to raise awareness on the
dangers of smoking
• Extend efforts to ensure product
availability
• Highlight BAT Operations'
involvement in Zimbabwe's HIV/AIDS
awareness programme
Performance Indicators
Smoking & Health
• Engage journalists in media briefs as
part of efforts to raise awareness on
the risks of smoking. We will keep a
record of the number of media
contact sessions
• The RPRW booklet on smoking and
health issues will continue to be
distributed to all internal and
selected external stakeholders.
Records of copies distributed will be
kept
RPRW booklet
G
The
outcome of
the AA1000
Dialogue-
Based
Process
31

THE OUTCOME OF THE
AA1000 DIALOGUE-
BASED PROCESS
G1. EXTERNAL STAKEHOLDERS CONTINUED
32
• Continue to promote use of the BAT
website (www.bat.com) as a source
of information. The website address
is highlighted on company
publications such as financial
reports, invitation cards, internal
magazines and business cards
Social Reporting
• Increase the distribution of Report to
Society to include Members of
Parliament, councils and other
companies. A distribution list of
number of reports distributed and
any responses received will be kept
• Continuation of media briefs with
media organisations to help raise
awareness on smoking and health
issues
• Publish a summarised report in the
media as part of efforts to raise
awareness of the continued social
reporting process as part of efforts
towards ensuring accountability and
transparency
Product Availability
• As part of efforts to improve
availability of local cigarettes, we will
continue to distribute directly to
retailers
• Constantly engage the relevant
authorities such as the Ministry of
Industry and International Trade and
the Zimbabwe Revenue Authority to
find ways of reducing or eliminating
illicit trade of cigarettes
Ill-health Management Programmes
• Promote the BAT Operations
HIV/AIDS programme to stakeholders
New health
warning clause
on cigarette
pack
• Focus on
behavioural
change
among
employees
and
continue to offer access to free
medical treatment at the two clinics
situated at our premises
• Continue to be an active member of
ZBCA and share our experiences and
learnings in the fight against the
scurge
• As part of ensuring compliance with
the GRIs, the EH&S department
monitors on a monthly basis efforts
towards maintaining a safe and
healthy working environment
What we are not able to deliver
now
• Fund specific health research in
Zimbabwe
• Reduce corporate profile in the
community. Some stakeholders felt
that we should stop advertising
altogether and maintain a low profile
in the market.
• Initiate an industry approach to CSR
similar to that of BAT Operations
For a full list of external stakeholder
organisations who participated in Cycle
Two dialogue sessions please refer to
Appendix 1.

BAT OPERATIONS’ EFFORTS IN THE FIGHT AGAINST HIV/AIDS
The HIV/AIDS programme was introduced in 1991 through staff training, dramas
and quiz competitions. The high level of HIV/AIDS infection in Zimbabwe among
the adult working group continues to pose a threat to the health of the nation
and also to the productivity of the industrial sector. Through networking with
expert organisations BAT Operations added a new dimension when it launched
the peer educator programme in 1996. The first group of 20 peer educators
received training from National Council of Transport Industry, Family Health
International, Population Services International and the MHCW.
Soon after a high profile launch of the programme, the newly trained peer
educators embarked on a number of activities. These included condom
distribution, dissemination of information, weekly meetings, quarterly training
sessions and the introduction of HIV/AIDS awareness games. Peer educators were
also trained in handling other preventable and contagious medical conditions
without losing focus on HIV/AIDS.
The programme aimed at establishing a sound knowledge base and a high level
of understanding of HIV/AIDS among the entire workforce; also facilitates the
provision of medical counselling to the affected and those living with HIV/AIDS.
The introduction of management peer educators in 2002 will help in sensitising
all levels of employees to the pandemic and related issues.
The implementation of the awareness programme has resulted in employees
changing their sexual behaviour and adopting healthy living standards. According
to the company nurse the company began to realise the benefits of the
programme at the end of 2002 when there was a notable decrease in the annual
incidence of sexually transmitted diseases and HIV/AIDS related ailments. There
has also been a steady decline on retirement
on medical grounds. Management
commitment is crucial for the success of any
awareness programme, in terms of the
allocation of resources and ensuring
compliance with national regulations among
other things.
A group of workers playing a HIV/AIDS snakes and
ladders game during lunch time
G
The
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the AA1000
Dialogue-
Based
Process
33

G. THE OUTCOME OF THE
AA1000 DIALOGUE-
BASED PROCESS
G1. EXTERNAL STAKEHOLDERS CONTINUED
34
An HIV/AIDS awareness
programme is a worthwhile
long-term investment,
considering its business
impact due to illness, death,
recruitment and training. BAT
Operations acknowledge the
importance of supporting the
programme and for these
reasons a new staff clinic was
built in 2002 as part of efforts
to support the organisation’s
ill-health management programme.
Peer educators pose for a picture
after an AIDS awareness workshop
The Zimbabwe Business Council on AIDS –
Partnership to fight HIV/AIDS :
The success of the BAT Operations' HIV/AIDS programme resulted in the
company embarking on a concerted effort to share its experiences in fighting this
pandemic. Stakeholders challenged the organisation to share the benefits of the
programme. The opportunity came about when the National AIDS Council (NAC)
mooted the idea of forming a coalition amongst business in fighting the disease.
BAT Operations seized this opportunity to become one of the founding members
of the coalition now known as the ZBCA. The other founding members are Lever
Brothers, Colgate-Palmolive Zimbabwe, Zimbabwe Sugar Refineries, Standard
Chartered Bank Zimbabwe and Kingdom Bank. At a business meeting held at a
local hotel on 20 September 2002, the NAC taskforce which initiated the project
of setting up a Business Council on Aids, formally handed over to the interim
committee that had been formed.
The basic premise is that as an association the ZBCA’s first objective is to ensure
that the founding companies and others are persuaded to participate and
implement a best practice version in dealing with HIV/AIDS. Once this has been
achieved, the coalition would seek ways to contribute in an open way to the
community at large. The next challenge would be to seek to influence the
national policy on HIV/AIDS in a proactive way. With regards to membership the
coalition seeks the support of a number of high profile business executives from
major companies, in order to make the ZBCA a successful and credible
organisation. The objective of ZBCA is to get about 15 companies to commit to
the initial programme. Once this has been achieved it would open the
membership to a wider group as there would be a story to tell. The structure of
ZBCA is two-tier, with a Steering Group which consists of CEOs/MDs of the
companies who are committed to the organisation and its objectives and an
Executive Committee comprising of Human Resources Directors of the member
companies would have a work plan approved by the Steering Group.

As BAT Operations, we will continue to support efforts to fight the spread of the
pandemic bearing in mind the ZBCA mission statement, which reads:
"The mission of the Zimbabwe Business Council on AIDS is to prevent, control,
mitigate and stop the spread and impact of HIV/AIDS at the workplace and in the
community at large."
E. PARTNERSHIPS AND ALLIANCES
Stakeholder expectation summary
Stakeholders felt the company should
work together with NGOs, retailers,
schools and the Government specifically
the MHCW.
Our view
It is BAT Operations aim to seek
partnerships that contribute to the
society in which it operates. Accordingly
the company has formed partnerships
in initiatives such as biodiversity,
HIV/AIDS and eliminating child labour in
tobacco growing.
What we are able to deliver now
• Form strategic alliances in the fight
against HIV/AIDS
• Support efforts to form strategic
partnerships on YSP programmes
• Encourage more corporates to get
involved in social reporting
Performance Indicators
Strategic alliances
• Seek partnerships in our efforts to
transform the YSP programme into
an educational campaign
• As a founding member of ZBCA, we
will continue to share our
Richard Linnett, General Manager, TPZ
(third from right) explaining the company’s
operations to MPs during a factory tour
experiences and assist the
organisation in recruiting new
members
• Participate in local clean-ups
• Engage the Government in various
initiatives the company has
embarked on
• Continue with top-level briefings and
familiarisation factory visits
• Find platforms to share with
interested parties
More organisations getting involved in
social reporting:
Expansion of the distribution of our
2002-2003 Report to Society to include
Members of Parliament, companies,
councils and any organisations or
individuals suggested by stakeholders
What we are not able to deliver
now
• At the moment we are not in a
position to set-up community banks
G
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35

THE OUTCOME OF THE
AA1000 DIALOGUE-
BASED PROCESS
G1. EXTERNAL STAKEHOLDERS CONTINUED
36
• Tackle the issue of HIV/AIDS orphans
in partnership with local NGO's
• Alleviate poverty through support of
economic programmes
• Support agricultural graduates who
have been resettled on farms
• Fund small-scale agriculture as per
the Brazilian model. The current
marketing system does not allow
organisations such as BAT
Operations to adopt the Brazilian
type of contract growing scheme
F. THE ENVIRONMENT
Stakeholder expectation summary
On the environment, issues raised
related to agricultural practice including
water, energy use, product life cycle
and sustainability.
Our view
BAT Operations are committed to the
principles of sustainable development
and to achieving world-class standards.
Our environmental approach stems
from the recognition that almost
everything we handle – tobacco, paper
and board – is grown in the natural
environment. The company supports
initiatives such as the Agronomy Best
Practice Guidelines and the conservation
of biological diversity.
What we are able to deliver now
• Continue to support ethical crop
production and good agricultural
practices
• Promote efforts to reduce pollution
• Perpetuate environmental initiatives
involved with energy, product life
cycle, sustainable ecosystems
Performance Indicators
Good agricultural practices and ethical
crop production
• Expand the adoption BAT social
responsibility in tobacco growing
guidelines and road maps to other
grower bodies
Water usage
• Continue to measure actual versus
targets using GRIs and EH&S
initiatives. For more information on
2001-2003 GRIs please refer to
Appendix 2
The environment
• Produce EH&S report twice a year
• Maintain the ISO14001 standards
within Leaf Operations
• Promote BAT Biodiversity
Partnerships
What we are not able to deliver
now
None
G. INTERNAL POLICIES REFORM
Stakeholder expectation summary
Stakeholders felt that the company
should review its board composition
and widen its mission statement beyond
"smokers".
Our view
Stakeholders' expectations on policy
changes require wider consultation and
approvals at various levels and therefore
cannot be done as quickly as stakeholders
would like.
What we are able to deliver now
and performance indicators
• Balanced board – this deliverable
from 2002 saw BAT Zimbabwe

eviewing the balance of the board
and as a result of the exercise two
additional non-executive directors
were appointed
What we could not deliver now
Stakeholders wanted BAT Zimbabwe to
revise its mission statement beyond
BIODIVERSITY – THE ZAMBEZI BASIN INITIATIVE
smokers. At the moment this is a nondeliverable
as the current mission
statement- "Our Mission is to satisfy the
needs of all smokers through high
quality tobacco products while meeting
all stakeholders' reasonable
expectations," will remain unchanged.
Our business can impact biodiversity and as part of our
commitment to sustainable development and environmental
protection, we are developing our role in biodiversity management
and conservation. Fundamental to the concept of sustainable
development is the understanding that no single sector or entity can
achieve sustainability in isolation. Governments, NGOs, the
corporate sector and civil society need to work together in
partnership to enable sustainable development to take place.
Participating in the Zambezi Basin Initiative (ZBI) is part of BAT's effort to promote
biodiversity across the countries in which we operate. The objective of the project
is to build the capacity of the Zambezi Society and Biodiversity Foundation for
Africa through the development of ZBI. This also includes the establishing of a ZBI
co-ordination capacity within the Zambezi Society, assisting in donor liaison and
fund raising, promoting regional collaboration and the involvement of the private
sector. The project located in Zimbabwe and the other seven Zambezi basin
countries initially started in 2001 and is earmarked to end in 2004.
The ZBI is well institutionalised within the operations of both local partners as an
"umbrella" for a range of discrete interrelated activities designed to enhance
biodiversity conservation within the Zambezi Basin. The capacity of local partners
to undertake both biodiversity research and conservation has developed
considerably since the inception of this project. The finalisation of an initial
evaluation of biodiversity within parts of Tete province, Mozambique, represented
a major step towards the completion of work within the ZBI pilot area, which
includes part of Mozambique, Zimbabwe and Zambia. Diversity within the
Zimbabwean context is relatively well
known and requires only minor work to
complete. A preliminary evaluation of the
Zambian component has been carried out
from existing remote imagery but requires
ground-truthing.
Cahora Bassa flora
G
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37

THE OUTCOME OF THE
AA1000 DIALOGUE-
BASED PROCESS
G2. INTERNAL STAKEHOLDERS
38
A. WORKPLACE
(i) Employee Welfare
Stakeholder expectation summary
Expectations included such issues as
environmental and health risks,
pollution control, empowerment,
improved funeral policy, team-building,
benefits and incentives.
Our view
BAT Operations believe that at the heart
of our business is our people. Drawn
from diverse backgrounds and cultures,
our people are the cornerstone of our
success and growth.
What we are able to deliver now
• Sporting facilities
• Transparency in housing loans
• Education bursaries
• Specialist employment
• Good corporate behaviour
• Empower line management
• Environment risk assessment
• Employee health support
• Team-building - non-work
interaction
• Pollution control
Performance Indicators
Team-building
• As part of efforts to foster
team spirit among all levels
Leon Reed, Chief Executive Officer,
Leaf Operations (second from left)
presents a cheque to various social
welfare organisations at the
charity golf day cocktail party
of employees, we will encourage
them to take part in non-work
interaction activities that will be
organised by the company. These will
include activities such as sports days
and team-building exercises that are
company-wide and cross functional
Environmental & Health Assessments
• There will be regular EH&S
assessments and reports will be
produced internally at least twice a
year. These will measure actual
against targets set by the responsible
departments. This is also part of our
GRIs, where we report on such
things as dust emissions, number of
injuries and accidents including
fatalities that might occur at the
workplace
Ill-health Management programmes
• All internal stakeholders have access
to the staff clinic and medical cover
will continue to be provided for
permanent employees. The number
of man-day illness prevented will
also be measured as efforts to
improve our ill-health management
programme. Adequate protective
clothing will be provided at all times
and an issues register will be kept.

Team leaders have a responsibility to
ensure that their members wear
protective clothing through regular
inspection.
Female condoms will also be readily
available either at the reception or at
staff clinics. Voluntary Counselling
and Testing (VCT) will be offered to
all employees as part of the
companies' efforts to raise awareness
on HIV/AIDS and encourage
behavioural change
Empower line management
• This is part of our change
management process. As part of
empowerment, line managers will
disseminate information on a regular
basis on such issues as promotions,
disciplinary actions and will
communicate salary increments
when they occur. Human resources
policies are easily accessible on the
HR database but for those employees
who do not have PCs, hard copy will
be available from line manager
Good Corporate Behaviour
• Publicise our social reporting process
in the media to create awareness on
it and to encourage other multinationals
to emulate the process.
• The corporate brand awareness
campaign will be embarked on as
part of our efforts to raise our
Kennedy Mandevhani, Managing
Director, BAT Zimbabwe (right), making
a donation to anti Hi-jack Trust
chairperson Mary Van Heerden
corporate profile and talk about the
good things we are doing through
our CSR programme.
What we are not able to deliver
now
• Standardised working conditions
• Have uniform remuneration as
salaries are based on individual
employment contracts
• Offer full medical cover to all
employees including seasonals. The
company offers clinical services for
those who are not provided with full
medical cover
(ii) Total Quality Management
Stakeholder expectation summary
They ranged from the need for paying
suppliers promptly to better internal
controls to combat fraud and theft,
supporting the idea of ISO 14001
compliance and tougher monitoring of
its impact.
What we are able to deliver now
• Continue to monitor the
environmental impact of our
operations and efforts to improve
• Aim for continuous quality
management
• Comply with ISO 9001 and 14001
and apply tougher monitoring of
impact within Leaf Operations
• Encourage cleanliness and product
integrity
G
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39

THE OUTCOME OF THE
AA1000 DIALOGUE-
BASED PROCESS
G2. INTERNAL STAKEHOLDERS CONTINUED
40
• Promote value added security and
seek to curb thefts
• Improve controls and accountability
Performance Indicators
• Improve supplier payment –
suppliers will be paid on time
according to terms and conditions of
contract. Foreign suppliers will be
paid subject to the availability of
foreign currency
• TQM – aim to achieve MRPII class "B"
rating at BAT Zimbabwe by end of
2003
• Achieve Class "A" Tigris rating at BAT
Zimbabwe by end of 2003
• Maintain ISO 9001 and 14001
compliance at Leaf Operations
• Promote the idea of TQM to
employees and give feedback on
the TQM audit results
• Review and put appropriate
decision-making processes to
improve TQM
MRPII team members pose for a
photograph after receiving MRPII Class
“C” certificate
Leaf buyers checking the quality of tobacco
in the Leaf Operations Quality Room
• Work hard to reduce/eliminate losses
by the organisation through fraud,
theft, wastage etc. by conducting
regular audits
• Improve security controls through
taking appropriate action against
offenders and putting in place a
service level agreement with the
security contractor and review
security contracts and systems
• Play our part in environmental
management by measuring and
reducing things such as dust emissions
and effluent disposal. As part of GRIs
and EH&S controls we will report on
actuals versus targets. We will continue
to encourage other grower bodies to
adopt good agricultural practices
through our recommended agronomy
practices

What we could not deliver now
None
(iii) Internal Communication and
Empowerment
Stakeholder expectation summary
Issues covered were local feedback on
incentives, empowerment and improved
internal communication
What we are able to deliver now
• Improve our internal communication
• Counter negative publicity
• Encourage closer working relations
between management and nonmanagement
Performance Indicators
• Continue with staff briefings that are
held quarterly internally at BAT
Zimbabwe and on a monthly basis at
Leaf Operations. These are aimed at
keeping employees better informed
and fostering good working relations
among all employees
• Improve visibility of senior managers
in staff meetings and during factory
visits
• Seek to redress merger fallout.
Employees felt that there were still
some individuals who were still
ISO team members proudly
display their certificates at the
award ceremony
operating as Rothmans or old BAT
Zimbabwe employees. This redress will
be part of change management
initiatives
• Keep internal stakeholders updated
of any developments that affect
taxation on their incomes
• BAT Operations "Your Voice" action
plan will seek to foster teamwork
amongst all employees
• Continue with communication and
feedback initiatives by management
such as social reporting
• Encourage informal meetings
amongst all levels of employees
What we could not deliver now
• Participation by internal stakeholders
in policymaking: It is management's
job to run the business in the most
effective and efficient manner
possible. Whilst management policies
are not negotiable issues, all internal
stakeholders' inputs are welcome to
improve our business. In various fora
employees are given an opportunity
to discuss proposed policies and to
submit their proposals regarding
policy or otherwise
G
The
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Dialogue-
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Process
41

THE OUTCOME OF THE
AA1000 DIALOGUE-
BASED PROCESS
G2. INTERNAL STAKEHOLDERS CONTINUED
42
• Ensure autonomous management:
As an international company, there
are global policies that must be
followed. This is one of the measures
of working for an international
company. However, one of our
guiding principles is "Freedom
through Responsibility", which
STAFF BRIEFINGS
states, "we believe decisions should be
pushed down the organisations to the
appropriate level, as close to the
consumer as possible, and decision
takers should accept responsibility for
the way that they affect our
stakeholders"
BAT Zimbabwe
employees at the
launch of the 2002
staff briefings
BAT Operations started
their staff briefings in
2002. The objective of the
staff briefings is to
communicate with all
employees by keeping
them updated about issues
relating to the performance of the company and those issues impacting on
the business. The sessions are part of BAT Operations' internal
communication initiatives that aim at creating a two-way communication
system between management and internal stakeholders at all levels. The
events afford employees an opportunity to share ideas on how continued
improvement can be assured within BAT Operations. Two formats are used:
BAT Zimbabwe conducts road shows on a quarterly basis with those at Leaf
Operations being done on a monthly
basis firstly with departmental heads
who in turn cascade the same
information to members of their
respective departments. In both cases
the briefings are followed by a
question and answer session.
Bernard Gona, Human Resources Director,
BAT Operations, during May 2003 staff
briefing

ISO CERTIFICATION – LEAF OPERATIONS
The of ISO Certification ceremony by the Registrars, Anglo Japanese American (AJA) of
South Africa, to ELT and TPZ was held at the Royal Harare Golf Club on 27 February
2003. The certification is very important to the two companies as it recognises that
highly organised operating standards and procedures exist in their structures and that
they are working satisfactorily. The certification demonstrates to stakeholders that the
two companies are professional in using proven methods to achieve business growth,
not only through utilisation of a recognised production and sales standards but also
ensuring a sound environmental platform. For this reason the two companies opted
for an Integrated Management System, which consisted of the sales and production
standard of ISO 9001 coupled with the environmental standard of ISO 14001.
Continuous improvement is a significant feature of ISO, which suits Leaf Operations’
business goals and is compatible with the way it operates. The ISO certification is also
an official recognition of TPZ's devotion to their mission statement- "Quality and
Service Excellence is our promise".
The ISO implementation process began some 18 months, before the audit by AJA in
August 2002. This period saw a considerable improvement in various areas as the ISO
standards were being implemented. Among them there were:
• Processed product conformity increased considerably over the previous year to
99,2%
• Direct feedback from customer questionnaires showed an improvement in all
aspects of customer service
• Waste generation was reduced by 37,5% or by almost 3000 tons
• 100% of tobacco waste in the form of dust is now commercially recycled into
organic fertilizer
• 95% of total waste is recycled
• Dust exposure levels have been reduced by more than half and are now within the
legal limits. This was the result of an investment of over US$1million in the TPZ
dust extraction system. Dust emissions to the environment also reduced
significantly to comply with BAT global standards
• In an effort to curb machine
noise in the factory several
engineering solutions are
being implemented
Leaf Operations ISO team at the
certification ceremony
G
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Dialogue-
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Process
43

THE OUTCOME OF THE
AA1000 DIALOGUE-
BASED PROCESS
G2. INTERNAL STAKEHOLDERS CONTINUED
44
B. BUSINESS CONTINUITY
Stakeholder Expectation Summary
It was felt that to ensure business
continuity the group in Zimbabwe
should address the issues of support
for growers and product availability.
What we are able to deliver now
• Local farming activities will
continue to be supported
wherever we can
Performance indicators
• Take the lead and play our part in
the development of an enabling
sustainable tobacco growing
environment
What we could not deliver now
• Produce enough cigarettes: The nonavailability
of some of our brands
locally is due to price and tax disparities
within the region resulting in outflows
into neighbouring countries. It is an
issue of concern to us and we will
continue to work with relevant
authorities in addressing this issue.
• Avoid the use of contractors: In an
effort to concentrate on our core
business we out source the supply of
peripheral activities in the supply
chain
C. EXTERNAL COMMUNICATION
Stakeholder Expectation Summary
Internal stakeholders urged the
company to support issues which
included clearer health warnings on
cigarette packs, clarification of
controversial issues, creation of
partnerships with NGOs and
Government to linking with lawmakers
on the YSP campaign
2002 BAT Zimbabwe Small Scale Tobacco
Grower of the Year Award winner, Ivy Maseko,
proudly displays her trophy after the
presentation ceremony held at Harare Club
Our view
• We acknowledge that our business
entails significant responsibilities and
we are working hard to "walk our
talk"
• Social reporting is one of the
initiatives we have embarked on to
allow continued stakeholder
engagement with respect to our
social and ethical performance
What we are able to deliver now
• Link with lawmakers on "Under 18,
No Cigarettes" campaign
• Raise awareness of YSP retail access
campaign
• Seek partnerships with NGOs in
areas such as HIV/AIDS awareness
and environmental issues
• Strengthen relations with
government
• Clarify controversial issues

• Enhance external communication
• Ensure product availability
• Have clearer health warnings on
cigarette packs
Performance Indicators
Clarifying controversial issues – we will
conduct employee and media briefs and
issue press releases where appropriate
External communication – as previously
mentioned we will continue to conduct
top level briefs with the relevant
Government ministries and public
health authorities, familiarisation tours
for stakeholders and seek appropriate
partnerships in various initiatives
Health warnings on cigarette packs are
regulated by the S.I. but the customer
information shown below will be on all
cigarette packs
CUSTOMER SATISFACTION
E-mail address: bat@africaonline.co.zw
Toll free number: 0800 4601
Postal Address:
British American Tobacco Zimbabwe,
P.O. Box ST 98, Southerton, Harare
What we could not deliver now
None
Simukai Munjanganja (left), Head of
CORA, Legal and Security, BAT
Operations, chats to retired Justice
Korsah, Moderator, during a Dialogue
Two session break
D. COMMUNITY SERVICE
Stakeholder Expectation Summary
This was raised as a separate issue
relating to quality donations, giving
back to society and reducing the impact
from withdrawing from sport.
Our view
BAT Operations' corporate social
investment policy seeks to support
selected initiatives. By limiting our focus
to selected areas we can ensure its
effectiveness
What we are able to deliver now
• Continue giving back to society
• Reduce impact from withdrawing
from sport
• Ensure quality donations
Performance Indicators
• In addition to our COTY sponsorship
and FDT support we will pursue new
community involvement initiatives to
reduce the impact of our withdrawal
from sports sponsorship
What we could not deliver now
• Support women's sport
• Financial support for programmes
such as tuberculosis or adopting a
hospital ward
G
The
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45

H. THE WAY FORWARD
A group of
stakeholders during
a Dialogue Two
discussion
46
In moving forward, we hope to
continue to listen and respond to the
views and expectations of our
stakeholders both new and old. The
past two years have not been easy and
we accept that embarking on a complex
process such as social reporting has
demanded a lot of time and patience
from all our stakeholders. To this end
we continue to be grateful to all our
stakeholders. The format of future cycles
is currently under review as we have
received a lot of suggestions on how we
can continue with the social reporting
process in a more efficient and effective
manner.
In looking at the turnout of external
stakeholders, in Cycle Two Dialogue
Internal stakeholders at a
Dialogue Two session
One there were 61 external
stakeholders who participated, as
compared to the 39 who attended
Cycle One Dialogue One representing a
56,4% increase. In Cycle Two Dialogue
Two, 42 stakeholders attended while in
Cycle One Dialogue Two, 44
stakeholders took part, indicating a
4,5% decline in attendance.
It is pleasing to note that our
stakeholders have continued to commit
themselves to the social reporting
process. In reviewing the format of
future cycles, we will also endeavour to
keep our stakeholders interested in the
social reporting process.

Some of the suggestions we
are considering are:
• That social reporting should
move a step further to
engaging individual
stakeholders and building
sustainable partnerships
• Lengthening cycles,
reducing the number of
dialogue sessions and
pursuing the option of oneon-one
dialogue sessions
• Alternative ways of collating
internal stakeholder views so as to
ensure inclusivity
Full consultation with stakeholders will
be done as we review the social
reporting process.
External stakeholders in a Dialogue
Two session
go to
www.bat.com
H
The way
forward
47

I. ASSURANCE
STATEMENT: BUREAU
VERITAS
BUREAU VERITAS ASSURANCE STATEMENT
TO: BRITISH AMERICAN TOBACCO OPERATIONS IN ZIMBABWE
48
1. OPINION
Bureau Veritas, as the appointed
independent social auditor, is satisfied
that the information conveyed in this,
the second British American Tobacco
Operations in Zimbabwe (BAT
Operations) social report, covering the
period July 2002 to June 2003, is
reliable and free from significant error or
bias.
The information in the report is
material, complete, relevant, and
commensurate with the progress made
over the two accounting and reporting
cycles. The social report is
understandable and accessible to those
stakeholders who wish to gain a better
understanding of the social and ethical
issues facing BAT Operations, and how
it is addressing these issues. In
consultation with its stakeholders, BAT
Operations has set performance
indicators and targets against which its
social and ethical performance is being
measured. We are satisfied that BAT
Operations is committed to a continued
85%
50%
23%
92.8%
STAGE STAGE ONE
PRE-CONSULTATION
Three Stage Performance
88%
56%
28%
90.9
STAGE STAGE TWO TWO
STAKEHOLDER CONSULTATION
process of stakeholder engagement.
BAT Operations has demonstrated a
continued willingness to consult with
the widest range of stakeholders in the
interests of improved inclusivity. The
Corporate Social Responsibility
Committee is ensuring that the goal of
continuous improvement is achieved,
and is already implementing some of
the actions requested by stakeholders.
1.1 AA1000 Alignment &
Commentary
During the social reporting cycle BAT
Operations has been measured using
the VeriSEAAR © tool to establish
ongoing progress against the AA1000
Process Standard. For ease of use,
VeriSEAAR © is structured into three
distinct stages: pre-dialogue, dialogue
and post-dialogue. A score is attributed
to each of these stages and the
individual AA1000 process steps
The VeriSEAAR © compliance scores for
the three process stages are given in the
diagram below.
90%
68%
40%
89%
STAGE THREE
POST-CONSULTATION
ADVANCED
GOOD GOOD
AVERAGE AVERAGE
POOR

BUREAU VERITAS ASSURANCE STATEMENT
TO: BRITISH AMERICAN TOBACCO OPERATIONS IN ZIMBABWE
VERIFICATION 1.1.1 Pre-dialogue STATEMENT: BRITISH AMERICAN TOBACCO
49
Prior to the dialogue, BAT Operations
provided the identified stakeholders
with information relevant to the process
and feedback on cycle one
performance. BAT Operations imposed
no restriction on the coverage of
product, operation or location. The
stakeholders were advised in advance
that a well-qualified and independent
facilitator would oversee the
engagement.
1.1.2 Dialogue
BAT Operations improved inclusivity by
increased involvement of stakeholders
participating in the second reporting cycle.
BAT Operations held two dialogue sessions
with each participating stakeholder group:
the first to determine issues of concern and
the second to develop, with stakeholder
input, performance indicators against
which to address such issues.
The dialogue sessions were independently
facilitated and there were no restrictions
on issues raised, as reflected in the records
taken by the independent recorder.
BAT Operations maintained a welldocumented
approach to stakeholder
engagement and this ensured that the
records generated during the process cycle
process were readily available for internal
and external audit.
1.1.3 Post-dialogue
Bureau Veritas is satisfied that BAT
Operations has acknowledged and
reported on the main issues of concern
raised by participating stakeholders.
Measurement of the progress towards
achievement of indicators is taking place
and results are being recorded. This report
for cycle two includes feedback on
indicators set during cycle one.
1.1.4 Indicators based on GRI
In addition to the targets and indicators set
through direct stakeholder dialogue, BAT
Operations has reported against
approximately 50 percent of the Global
Reporting Initiative core performance
indicators (GRI 2002 Sustainability
Reporting Guidelines). We have verified
the systems for data collection and are
satisfied that the data have been accurately
transposed from their source to the report.
1.2 Future Considerations
The assurance statement in the first report
listed under future considerations two
areas of expectation.
The first, that BAT Operations improve
inclusivity, has been achieved and BAT
Operations remains committed to further
improve this aspect.
The second was that BAT Operations
increase stakeholder involvement in the
setting of indicators. Again there has been
an improvement and stakeholders are now
more directly involved in setting indicators.
Notwithstanding the need to continue
with the above improvements, Bureau
Veritas would like to see increased
performance with regard to benchmarking
against other organisations, in order to
make the year-on-year comparison more
informative.
An increase, over time, in the level and
detail of reporting against the GRI
framework would provide stakeholders
with additional empirical data and assist
with improvement measurement.
1 Bureau Veritas' VeriSEAAR � includes as part of the tool a Truncated AA1000 allowing ease of use and application
during verification work. More information is available on www.bureauveritas.com.
go to
www.bat.com
I
Assurance
Statement
49

ASSURANCE
STATEMENT: BUREAU
VERITAS
BUREAU VERITAS ASSURANCE STATEMENT CONTINUED
50
2. SCOPE
The assurance has been conducted
against the following objectives:
- An independent review of BAT
Operations implementation of AA1000.
- Assurance that the information
contained within the report is a true and
fair reflection of BAT Operations
activities and performance.
Assurance covered all aspects of the
AA1000 process from the company's
governance structure and identification
of stakeholders, through to the setting
and measurement of indicators and
targets.
In addition to the AA1000 processrelated
information within the report,
BAT Operations requested that certain
case studies and information sections,
including GRI, be verified. The Bureau
The Bureau Veritas social report
assurance does not consist of verifying
statements by British American Tobacco
Operations in Zimbabwe of position,
belief, intent or aspiration.
Bureau Veritas has not been constrained
by BAT Operations in the coverage of
the social reporting process. Bureau
Veritas has no other relationship with
BAT Operations, apart from third party
assurance services for its social
reporting.
3. METHOD
Bureau Veritas used a range of proven
audit techniques to establish the
accuracy of information reported. The
assurance covered all stages of the BAT
accounting and reporting process to
ensure the requirements of AA1000
were subject to a consistent and
appropriate degree of external audit.
The methods included inspection of
stakeholder mapping documents,
internal and external enquiry to confirm
the accuracy of information sources,
review of BAT Operations internal audit
reports, attendance at dialogue
sessions, review of dialogue minutes
and feedback from stakeholders.
We have used three assurance symbols
within the body of the report. These
symbols are designed to highlight
which areas of the report have been
verified and in what way.

Assurance Symbols
Process: information has been checked for accuracy and is
derived using a verified AA1000 process e.g. stakeholder
outputs
Base Data: the facts stated or claims made have been
confirmed by enquiry or other audit technique
Numerical: numerical data has been checked for accuracy
and/or source
Region of Southern Africa and East Africa
26 August 2003
www.bureauveritas.com
go to
www.bat.com
I
Assurance
Statement
51

J. APPENDICES
APPENDIX 1
52
LIST OF EXTERNAL STAKEHOLDER ORGANISATIONS WHO PARTICIPATED IN CYCLE
TWO DIALOGUE SESSIONS
List by Organisation
Africa University
African Banking Corporation
Afro Centre for Tobacco Control
Agricultural Labour Bureau
Anti Drug Abuse Association of Zimbabwe
Barclays Bank of Zimbabwe
Burley Marketing Zimbabwe
CB Richard Ellis
Commercial Arbitration Centre
Confederation of Zimbabwe Industries
Consumer Council of Zimbabwe
Cotton Company of Zimbabwe
Environment Africa
Farmers Development Trust
General Agricultural and Plantation Workers
Union of Zimbabwe
Hospitality Association of Zimbabwe
Hunyani Printopak
International Union for the Conservation of
Nature and Natural Resources
Jaggers Wholesalers
Lowe Lintas Advertising
Medicines Control Authority of Zimbabwe
Meikles Hotel
Michael Hogg, Young and Rubicam
Midlands State University
Ministry of Education, Sport and Culture
Ministry of Finance & Economic Development
Ministry of Health and Child Welfare
Ministry of Industry & International Trade
Ministry of Public Service, Labour & Social Welfare
National Aids Council
National Arts Council of Zimbabwe
National Association of Medical Aid Societies
National Association of Non Governmental
Organisations
National Railways of Zimbabwe
Natural Resources Board
OK Zimbabwe
Old Mutual
Parliament of Zimbabwe
PG Industries
Prince Edward School
Robertson Economic Consulting
Save the Children Norway
Scientific and Industrial Research and
Development Centre
Standard Chartered Bank of Zimbabwe
Tobacco Growers Trust
Tobacco Industry & Marketing Board
Tobacco Research Board
Tobacco Trade Association
Trade and Industry Competition Commission
Transparency International Zimbabwe
United Nations Childrens’ Fund
University of Zimbabwe
Wildlife & Environment Zimbabwe
World Bank
Zimbabwe Aids Network
Zimbabwe Congress of Trade Unions
Zimbabwe Council for Tourism
Zimbabwe Electricity Supply Authority
Zimbabwe National Chamber of Commerce
Zimbabwe National Family Planning Council
Zimbabwe Republic Police
Zimbabwe Revenue Authority
Zimbabwe Tobacco Association

APPENDIX 2
BRITISH AMERICAN TOBACCO OPERATIONS IN ZIMBABWE GRI’S 2001 - 2003
GRI Performance indicators Unit of 2001 2002 2003 Comments
Measurement Actual Actual Target
Materials
BAT Zim Total materials used other than water,
EN1 by type Tonnes
Leaf 4,371 3,794 4,070
Wrapping paper 1,178 1,420 1,523
Cigarette paper 115 208 223
Total 5,664 5,422 5,816
Tonnes per tonne of product 1.3 1.4 1.4
Tonnes per million cigarettes equivalent
produced 1.3 1.4 1.4
ELT/TPZ Total materials used other than water,
EN1 by type Tonnes
Leaf 94,200 79,307 30,000
Wrapping paper 4,606 4,267 3,413
Total 98,806 83,574 33,413
Tonnes per tonne of product 1.0 1.1 1.1
Tonnes per million cigarettes equivalent
produced 1.0 1.1 1.1
BAT Zim/ Percentage of materials used that are Tonnes Do not currently measure due to lack of
ELT/TPZ wastes (processed or unprocessed ) from data systems to generate the required
EN2 sources external to the reporting orginisation information. Development of required
organisation data systems will be evaluated
Energy
BAT Zim Direct energy use segmented by primary GJ No energy purchased
ELT/TPZ source
EN3
BAT Zim Indirect energy use GJ 76,602 22,808 25,338
EN4 GJ per tonne of product 21.09 8.54 8.58
GJ per million cigarettes equivalent
produced 21.09 8.54 8.58
53

APPENDIX 2 CONTINUED
GRI Performance indicators Unit of 2001 2002 2003 Comments
Measurement Actual Actual Target
ELT/TPZ Indirect energy use GJ 177,605 164,018 See 7.5 KWH/kg of tobacco processed
EN4 comment
GJ per tonne of product 2.02 2.21 4.70 2003 expecting lower crop size
GJ per million cigarettes equivalent
produced 2.02 2.21 4.70
Water
BAT Zim Total water use Cubic metres 45,095 37,326 37,000
EN5 Cubic metres per tonne of product 10.32 9.84 9.09 In 2001 contruction building construction was taking was place.
Cubic metres per million cigarettes More taking water place.
consumption for concrete
equivalent produced 10.32 9.84 9.09
ELT/TPZ Total water use Cubic metres 164,815 84,782 50,859
EN5 Cubic metres per tonne of product 1.75 1.07 2.26 2003 expecting lower crop size
Cubic metres per million cigarettes
equivalent produced 1.75 1.07 2.26
Biodiversity
BAT Zim Location and size of land owned, leased Ha BAT Operations cannot report on this
ELT/TPZ or managed in biodiversity-rich habitats indicator at this time. The company is
EN6 engaged in an assessment of its impacts
on biodiversity in conjunction with key
stakeholders. This assessment will identify
which of its owned, leased, or managed
properties, if any, may fall within
biodiversity rich habitats
BAT Zim/ Description of the major impacts on Ha Do not currently measure due to the lack
ELT/TPZ biodiversity associated with activities and/ of data systems generating the required
EN7 or products and services in terrestrial, information. Development of required data
freshwater, and marine environments systems are under development in
conjunction with key stakeholders
BAT Zim Total amount of land owned, leased, or Ha 5 5 5
EN23 managed for production activities or
extractive use
ELT/TPZ Total amount of land owned, leased, or Ha 24 14 12 Forecast in reduction of crop size
EN17 managed for production activities or hence moved away from external rented
extractive use warehouses
54

Emissions, Effluents and Waste
BAT Zim Green house gas emissions Tonnes 9,238 3,350 3,562
EN8 Tonnes per tonne of product 2.11 0.88 0.88
Tonnes per million cigarettes equivalent
produced 2.11 0.88 0.88
ELT/TPZ Green house gas emissions Tonnes 19,070 17,587 14,115
EN8 Tonnes per tonne of product 0.20 0.22 0.47
Tonnes per million cigarettes equivalent
produced 0.20 0.22 0.47
BAT Zim Use and emissions of ozone-depleting Tonnes Do not currently measure due to lack of
ELT/TPZ substances data systems to generate required
EN9 information. Development of required
data systems will be evaluated
BAT Zim / NO2 , SO2 , and other significant air Tonnes Do not currently measure due to lack of
ELT/TPZ emissions by type data systems to generate required
EN10 information. Development of required
data systems will be evaluated
BAT Zim Total amount of waste by type and
EN11 destination Tonnes
Hazardous waste to landfill 7 0 0 There was a high amount of hazardous
Hazardous waste recycled 27 2 0 waste to landfill in 2001 because BAT
Hazardous waste incinerated 1 0 0 Zimbabwe was in the process of
Non-hazardous waste to landfill 339 222 210 replacing asbestos roof sheeting from
Non-hazardous waste recycled 148 202 155 its factory
Non Hazardous waste incinerated 22 19 15
Total 544 444 380
Tonnes per tonne of product 0.12 0.12 0.09
Tonnes per million cigarettes
equivalent produced 0.12 0.12 0.09
55

APPENDIX 2 CONTINUED
GRI Performance indicators Unit of 2001 2002 2003 Comments
Measurement Actual Actual Target
ELT/TPZ Total amount of waste by type and
EN11 destination. Tonnes
Hazardous waste to landfill 0.34 0.33 0.29
Hazardous waste recycled 2.00 1.67 2.32
Hazardous waste incinerated 0.05 0.46 0.46
Non-hazardous waste to landfill 636 573 459
Non-hazardous waste recycled 7,346 4,416 3,533
Non Hazardous waste incinerated 2.00 0.00 0.00
Total 7,987 4,991 3,995
Tonnes per tonne of product 0.08 0.06 0.13
Tonnes per million cigarettes
equivalent produced 0.08 0.06 0.13
BAT Zim Significant discharges to water by type Cubic metres 36,020 35,391 35,081 Sewer to municipal treatment plant
EN12 Cubic metres per tonne of product 8.24 9.32 8.62
Cubic metres per million cigarettes
equivalent produced 8.24 9.32 8.62
ELT/TPZ Significant discharges to water by type Cubic metres 52,000 40,000 30,000 Estimate: note no water reading is
EN12 Cubic metres per tonne of product 0.55 0.50 1.00 being done
Cubic metres per million cigarettes
equivalent produced 0.55 0.50 1.00
BAT Zim/ Significant spills of chemicals, oils, and Litres 0 0 0 No significant spills of chemicals, oils
ELT/TPZ fuels in terms of total number and total or fuels were reported in 2001 and 2002
EN13 volume
Products and Services
BAT Zim/ Significant environmental impacts of Our products have environmental
ELT/TPZ principal products and services impacts through littering associated with
EN14 improper disposal after consumption.
Data is not available to quantify the
impact
56
BAT Zim/ Percentage of the weight of products sold Approximately 50% of the weight of
ELT/TPZ that is reclaimable at the end of the product sold is normally consumed.
EN15 products' useful life and percentage that 100% of the remaining is reclaimable.
is actually reclaimed Not currently measure due to lack of
required data systems in private and
public waste handling services

Compliance
BAT Zim/ Incidents of and fines for non-compliance 0 0 0 No incident of non compliance
ELT/TPZ with all applicable international declarations was reported in 2001 and 2002
EN16 /conventions/treaties, and national, subnational,
regional, and local regulations
associated with environmental issues
Health and Safety
BAT Zim/ Practices on recording and notification of For occupational accidents, diseases and
ELT/TPZ occupational accidents and diseases, and environmental occurrences, compliance at
LA5 how they relate to the ILO Code of an enterprise level is significantly met for
Practice on Recording and Notification of reporting, recording, notification,
Occupational Accidents and Diseases statistical analysis and investigation
BAT Zim/ Description of formal health and safety 1. Environmental Health & Safety
ELT/TPZ committees comprising management and working group 2. Technical committee
LA6 worker 3. Exco steering committee
BAT Zim Standard injury, lost day, and absentee Number
LA7 rates and number of work-related
fatalities (including subcontracted
workers) See
LWC 7 4 comments In 2003, forecasting a 10% decline in LWC
Serious accidents 0 0 0
ELT/TPZ Standard injury, lost day, and absentee Number
LA7 rates and number of work-related fatalities
(including subcontracted workers)
LWC 3 0 0
Serious accidents 0 0 0
BAT Zim/ Description of policies or programmes We aim to reduce by preventive means
ELT/TPZ (for the workplace and beyond) on throughout our operation significant
LA8 HIV/AIDS indigenous diseases that cause pain and
suffering to employees, their families
and the communities in which they live
according to a defined programme. Our
programme can be accessed via the
British American Tobacco website or that
of the Global Business Coalition for
HIV/AIDS
57

APPENDIX 2 CONTINUED
GRI Performance indicators Unit of 2001 2002 2003 Comments
Measurement Actual Actual Target
Labour practices and decent work
LA1 BAT Breakdown of work force, where possible, As at December 2002
Zim/ELT/ by status, employment type and by BAT Zim ELT/TPZ
TPZ employment contract. Also identify Management 48 52
retained in conjunction with other Non management 344 190
employers Contracts/seasonal 177 1,677
LA2 BAT Net employment creation and average Will start exporting from 2003.
Zim/ELT/ turnover Currently only tracking management
TPZ turnover
LA12 BAT Employee benefits beyond those legally We ensure our salaries and benefits
Zim/ELT/ mandated remain highly competitive, i.e. in the
TPZ top 25% of leading players both local
and multinational companies
comparative basket.
LA3 BAT Percentage of employees represented by Number of non management employees
Zim/ELT/ independent trade union organisations or as at December 2002 being represented
TPZ other bona fide employee representatives by Zimbabwe Tobacco Industrial
broken down geographically or percentage Workers Union
of employees covered by collective BAT Zim = 344 (88%)
bargaining agreements ELT/TPZ = 190 (79%)
LA4 BAT Policy and procedures involving For non management staff the National
Zim/ELT/ information, consultation and negotiation Employment Council (NEC) provides
TPZ with employees over changes in the procedures for negotiation and
reporting organisation's operations consultation. Non management staff are
also represented in the workers
committee and works council
LA13 BAT Provision for formal worker representation For management staff, open
Zim/ELT/ in decision-making or management, communication and consultation as a
TPZ including corporate governance practice is encouraged.
LA10 BAT Description of equal opportunity policies As a matter of principle BAT Operations
Zim/ELT/ or programmes, as well as monitoring does not discriminate, we abide by the
TPZ systems to ensure compliance and results Zimbabwean labour laws and also
of monitoring. follow the BAT employment principles.
We advertise internally and externally
opportunities and recruitment is based
on merit.
58

LA11 BAT Composition of senior management and - See page 8 for CSR governance
Zim/ELT/ corporate governance bodies (including - Two non-exective directors were
TPZ the board of directors) including female/ appointed in 2002 for BAT Zimbabwe
male ratio and other indicators of diversity (see page 22 and 23)
as culturally appropriate. - Male/female ratio as at December 2002:
Total Male Female Female as
% of total
BAT Zim 392 273 19 4.8
ELT/TPZ 242 230 12 5
Human rights
HR1 BAT Description of policies, guidelines, The code of conduct stipulates
Zim/ELT/ corporate structure, and procedures to employee and employer's rights and we
TPZ deal with all aspects of human rights adhere to the BAT employment
relevant to operations, including principles which also provide protection
monitoring mechanisms and results. for employees on human rights. Comply
to the local legislation on human rights
on labour law.
HR2 BAT Evidence of consideration of human rights There is no formal measurement in
Zim/ELT/ impacts as part of investment and place. However all suppliers/contractors
TPZ procurement decisions, including selection engaged are expected to be legal
of suppliers/contractors. entities and in full adherence to the laws
of the country of operations
HR3 BAT Description of policies and procedures to
Zim/ELT/ evaluate and address human rights
TPZ performance within the supply chain and
contractors, including monitoring systems
and results of monitoring.
HR4 BAT Description of global policy and procedures The code of conduct, Labour Relations
Zim/ELT/ /programmes preventing all forms of Act revised in 1996 and the Labour
TPZ discrimination in operations, including Relations Amendment of 2002 provides
monitoring systems and results of a well defined grievance procedure for
monitoring employees to raise complaints on issues
or against their superiors and be
ensured of an impartial process. There is
also a grievance procedures in place for
employees
59

APPENDIX 2 CONTINUED
GRI Performance indicators Unit of 2001 2002 2003 Comments
Measurement Actual Actual Target
HR5 BAT Description of freedom of association policy In line with the provisions of the Labour
Zim/ELT/ and extent to which this policy is universally Relations Act Revised Edition of 1996
TPZ applied independent of local laws, as well which recognise freedom of association
as description of procedures/programmes and collective bargaining, the company
to address this issue extends its recognition to National
Employment Council (NEC) as the
governing body representing non
management employees
HR6 BAT Description of policy excluding child labour We are in strict adherence with the
Zim/ELT/ as defined by the ILO Convention 138 and Child Protection and Adoption Act
TPZ extent to which this policy is visibly stated which prohibits the engagement of
and applied as well as description of workers under the age of 16. As a
procedures/programmes to address this matter of practice we do not employ
issue, including monitoring systems and any persons below the age of 18.
results of monitoring Also refer to page 28 of this report.
HR7 BAT Description of policy to prevent forced and The company does not practice forced
Zim/ELT/ compulsory labour and extent to which and compulsory labour in line with the
TPZ this policy is visibly stated and applied, as constitution of Zimbabwe and also as
well as description of procedures/ part of BAT employment principles. We
programmes to address this issue, including comply with the labour laws of the
monitoring systems and results of country.
monitoring
Society
SO1 BAT Description of policies to manage impacts BAT Operations Social reporting process
Zim/ELT/ on communities in areas affected by is testimony to our sincere desire to
TPZ activities, as well as description of listen, understand and respond to
procedures/programmes to address this reasonable stakeholder expectations.
issue, including monitoring systems and Details on some of the identified
results of monitoring deliverables and non deliverables are
found under the section the outcome of
the AA1000 dialogue based process
SO2 BAT Description of the policy, procedures/ Our standards of business conduct and
Zim/ELT/ management systems and compliance code of conduct defines actions which
TPZ mechanism for organisations and employees will be taken against any employee
addressing bribery and corruption found guilty of bribery or corruption.
60

SO3 BAT Description of policy, procedures/ BAT Operations does not make
Zim/ELT/ management systems and compliance contributions to political parties or
TPZ mechanisms for managing political politically based organisations
lobbying and contributions
Product responsibility
PR1 BAT Description of policy for preserving While not reporting on this area, topics
Zim/ELT/ customer health and safety during use of in the AA1000 section report on product
TPZ products and services and extent to which related issues
this policy is visibly stated and applied, as - Courtesy of Choice campaign on page 26
well as description of procedures/ - Customer care information on page 45
programmes to address this issue, - Real Progress for the Real World on
including monitoring systems and results page 31
of monitoring - Media engagement on page 18
- Health Warning Clauses on page 32
PR2 BAT Description of policy and procedures/ We comply with Statutory Instrument
Zim/ELT/ management systems and compliance 264 of 2002 Public Health ( Control of
TPZ mechanisms related to product Tobacco) Regulations which governs
information and labelling packing and labelling of tobacco
products.
- Also refer to pages 17 & 27
61

APPENDIX 2 CONTINUED
GRI Performance indicators Unit of 2001 2002 2003 Comments
Measurement Actual Actual Target
PR3 BAT Description of policy, procedures/ Our agreement with research agencies
Zim/ELT/ management systems and compliance seek to ensure that consumer privacy is
TPZ mechanisms for consumer privacy protected for all projects involved by
requiring that they comply with all
relevant data protection legislation in
each market and take appropriate
technical and organisational measures
against unauthorised or unlawful
processing of personal data and
accidental loss or destruction of, or
damage to, personal data.
When considering what measure is
appropriate, the agency is required to
consider the state of technological
development and the cost of
implementing any measures to ensure a
level of security appropriate to the harm
that might result from such
unauthorised or unlawful processing or
accidental loss or destruction and to the
nature of the data to be protected.
The agency is also required to take
reasonable steps to ensure the reliability
of its employees who have access to the
personal data.
PR11 BAT Number of substantiated complaints None
Zim/ELT/ regarding breaches of consumer privacy
TPZ
GRI Road Map
BAT Zim 2.42 2.84 3.18 Objectives and targets are set annually
ELT/TPZ 3.23 3.32 3.50 and reviewed bi-annually in accordance
with the policy requirements
62

GLOBAL REPORTING INITIATIVE CONTENT INDEX
GRI Reference Page
Environmental
Materials EN1, EN2 53
Energy EN4 53/54
Water EN5 54
Biodiversity EN6, EN7, EN17, EN23 54
Emissions, effluents & wastes EN8, EN9, EN10, EN11, EN12, EN13 55/56
Product & services EN14, EN15 56
Compliance EN16 57
Health & safety LA5, LA6, LA7, LA8 57
Labour practice and decent work
LA1, LA2, LA3, LA4, LA10, LA11,
LA12, LA13, 58/59
Human rights HR1, HR2, HR3, HR4, HR5, HR6, HR7 59/60
Society SO1, SO2, SO3 60
Product responsibility PR1, PR2, PR3, PR11 61/62
63

64
K. GLOSSARY
Glossary of terms used in this report
AA1000 Measure of social and ethical accountability (Accountability 1000)
AJA Anglo Japanese American
BAT British American Tobacco p.l.c.
BAT Operations British American Tobacco Operations in Zimbabwe
BAT Zimbabwe British American Tobacco Zimbabwe Holdings Limited
CCA Corporate Conduct and Accountability
COC Courtesy of Choice
COMESA Common Market for East and Southern Africa
CORA Corporate and Regulatory Affairs
COTY Communicator of The Year
CSR Corporate Social Responsibility
ECLT Elimination of Child Labour in Tobacco-growing
EH & S Environmental Health & Safety
ELT Export Leaf Tobacco Zimbabwe
ETS Environmental Tobacco Smoke
FCTC Framework Convention on Tobacco Control
FDT Farmers Development Trust
GRI Global Reporting Initiative
HAZ Hospitality Association of Zimbabwe
HR Human Resources
IMS International Marketing Standards
Internal Stakeholders Employees
ISO International Standardisation Organisation
IT Information Technology
Leaf Operations Export Leaf Tobacco Zimbabwe and Tobacco Processors
Zimbabwe
MHCW Ministry of Health and Child Welfare
MRP II Materials Resources Planning
NGO Non-Governmental Organisation
RPRW Real Progress for the Real World
S.I. Statutory Instrument
TPZ Tobacco Processors Zimbabwe
TQM Total Quality Management
VeriSEAAR Social, Ethical and Environmental Auditing and Accounting
(verification tool)
YSP Youth Smoking Prevention
ZBI Zambezi Basin Initiative
ZIMRA Zimbabwe Revenue Authority
ZNCC Zimbabwe National Chamber of Commerce
ZTA Zimbabwe Tobacco Association

WE WELCOME YOUR
FEEDBACK
We welcome your feedback on our second Report to Society, which covers issues
stakeholders raised during dialogue sessions held between September 2002 and February
2003. Stakeholder engagement will continue and it is hoped that all reasonable
stakeholder expectations will be addressed going forward.
• As we indicated in our first report we hope to expand stakeholder participation. Your
suggestions in this regard are welcome
• Your views on the first and second report will help us in finding ways to improve the
social reporting process
HOW TO SEND US YOUR VIEWS
• Please fill in the enclosed reply card and send it to the Social Reporting Manager*
TO FIND OUT MORE
There is comprehensive information about British American Tobacco on our global
corporate website: www.bat.com
If you would like further copies of the first or second report, or any other information on
the social reporting process, please contact the Social Reporting Manager*
* British American Tobacco Zimbabwe, 1 Manchester Road, P O Box ST 98, Southerton, HARARE.
Telephone: +263 (4) 621170-84, +263-11-206342, Fax: +263 (4) 661934 E-mail: Innocent_Mtize@bat.com

BRITISH AMERICAN TOBACCO OPERATIONS IN ZIMBABWE REPORT TO SOCIETY 2002 – 2003
www.bat.com