Annual report 2010 - Imperial Tobacco Group

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Our Key AssetsMarket FootprintLink to StrategyFY10 Cigarette VolumesStrategy Performance Governance FinancialsKey: FY10 cigarette volumesMature markets 40%Emerging markets 60%WesternEurope33 %Rest ofEurope33 %USA4 % Africa &Middle East22 %Our Balanced Operating PlatformWe have a broad market footprint with a balance of matureand emerging markets, creating a strong operating platformfrom which to maximise the potential of our brands. We drivesales growth across all markets with our global strategicbrands complemented by our regional and local brandportfolio. We balance our market share targets withsustainable profit growth in mature markets, while ourinvestment priorities target Eastern Europe, Africa, theMiddle East and Asia to further build our position inemerging markets.10
Total <strong>Tobacco</strong>5 % Our Powerful Brand and Product PortfolioAsiain cigarettesInternational strengthpapers and tubesWorld No.1 inTotal<strong>Tobacco</strong>World No.1 infine cut tobaccoWorld No.1 in cigarsAustralasia& Duty Free3 %Our comprehensive brand and product portfolioconsiderably enhances our growth opportunities. We havestrong local, regional and international brands and productsacross all key price segments and product types withinindividual markets providing us with the flexibility to bestmeet local consumer and customer needs. Complementingour global strategic cigarette brands Davidoff, GauloisesBlondes and West is our world number one position in finecut tobacco, cigars, papers and tubes. We continue toleverage the strength of our portfolio through trademarketing excellence and our focus on innovation.11
Page 1 and 2: Imperial Tobacco Group PLCAnnual Re
Page 3 and 4: …to deliver sustainableshareholde
Page 5 and 6: Operational HighlightsDelivering Su
Page 7 and 8: and product portfolio to evolving c
Page 9 and 10: In this section9 Strategic Review10
Page 11: Our StrategyWe are focused on deliv
Page 15 and 16: Our global strategic cigarette bran
Page 17 and 18: Our global team is fully aligned be
Page 19 and 20: Satisfying consumers and aligning o
Page 21 and 22: We are a responsive business with s
Page 23 and 24: Operating responsibly, combined wit
Page 25 and 26: Our growth drivers of sales growth,
Page 27 and 28: Principal Risks and UncertaintiesA
Page 29 and 30: Competition LawOverviewWe take comp
Page 31 and 32: Reconciliation of Adjusted Performa
Page 33 and 34: Key Performance Indicators (KPIs) 1
Page 35 and 36: Lambert & Butler and Richmond remai
Page 37 and 38: Within this the travel retail marke
Page 39 and 40: OutlookThe strength of our portfoli
Page 41 and 42: Blondes. In the Middle East, we aga
Page 43 and 44: Corporate ResponsibilityOur Corpora
Page 45 and 46: Corporate Responsibility and our St
Page 47 and 48: We have revised our IMS and employe
Page 49 and 50: Environmental Performance 1Absolute
Page 51 and 52: across the business. More informati
Page 53 and 54: Supplier RelationshipsOur main supp
Page 55 and 56: Non-financial performance indicator
Page 57 and 58: “High standards of corporategover
Page 59 and 60: 5. Pierre Jungels, CBE (HON), PHD,
Page 61 and 62: Management and Corporate StructureB
Page 63 and 64:
Meetings of the Board, Board Commit
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and supplemented by our Non-Executi
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6 Performance evaluation: How do we
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The Board recognises that we operat
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Assurance process for financial rep
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- receiving reports from, and quest
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Directors’ Report: Other Informat
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- state whether IFRSs as adopted by
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We understand that a purported coll
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This Report covers the following:1
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2 Directors’ Emoluments for the Y
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Directors’ Interests in Ordinary
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Executive Directors’ Service Agre
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When setting base salary the Remune
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First ElementFifty per cent of the
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In respect of the October 2007 - Oc
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Any annual bonus earned up to 100 p
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Benefit Trusts have also been provi
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Independent Auditors’ Reportto th
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Consolidated Statement ofComprehens
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Consolidated Statement of Changes i
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Accounting PoliciesBasis of Prepara
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Duty and Similar ItemsDuty and simi
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InventoriesInventories are stated a
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Restructuring CostsSignificant one-
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Property, Plant and Equipment and I
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Tobacco net revenue£ million 2010
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3 Restructuring Costs£ million 201
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Factors affecting the tax charge fo
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9 Intangible Assets2010£ million G
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10 Property, Plant and Equipment201
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13 Trade and Other Receivables2010
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Sensitivity analysisIFRS 7 requires
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At 30 September 2009Balance sheetam
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(iii) Currency analysis and effecti
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(iv) Derivative financial instrumen
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Matures in financial year ending in
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The following tables are provided i
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Matures in financial year ending in
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(vi) Hedge of net investments in fo
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18 Retirement Benefit SchemesThe Gr
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Assumptions regarding future mortal
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21 Share SchemesThe Group recognise
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Year from 1 October 2008 to 30 Sept
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23 CommitmentsCapital commitments£
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27 Reconciliation of Cash Flow to M
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Imperial Tobacco Group PLC Balance
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(iii) Debtors: Amounts Falling Due
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Principal SubsidiariesThe principal
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Shareholder InformationRegistered O
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IndexAAccounting Policies 103Acquis
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Annual report 2010 - Imperial Tobacco Group

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