17% DECREASE IN
ENERGY CONSUMPTIONCOMPARED TO 2017 BASELINE YEAR

16% DECREASE
IN LOST TIMEACCIDENT RATECOMPARED TO 2020

SUSTAINABILITY PERFORMANCE SUMMARY 2021

40% OF OURWORKFORCE
ARE FEMALE

IMPERIAL BRANDS SUSTAINABILITY PERFORMANCE SUMMARY 2021

2

INTRODUCTIONManaging our Environmental, Social andGovernance responsibilities remains a core part of
the way we operate at Imperial Brands.

CT
PA
IM

BLE SUAINAPST TOBACCO PLY
SU

AB

OR

AT

ING

R
E
OP SP OE R N S I B LY
A TIO
NS

I
AT
X T G E N E R UCE
RED

LL

G
IN D
BE H A V ANEPEOPL

F O R P O SITIVE S O

CIA

M
LI

PA

Our 5 Priority ESG Issues

3

TCFD Reporting Framework

42021 Performance Summary

5

Environmental Performance

6

Scope 3 Emissions

9

Health and Safety Performance

10

Diversity Performance

11

Farmer Livelihoods andWelfare Performance

12

Case Studies

13

H

CT

GOVERNANCE
S OF
RD
DA
AN
ST

ENABLING
GROWTH &CREATING
VALUE

D ON
HA PRORM DUCTS

CO

MA
INT
AI
NI
NG

H
IG

L
TA

NE

REDUCING OU
RE
NV
IR
ON
M
EN

Our Sustainability Performance Summary details
the work and progress we have made against
our sustainability agenda and in particular our
five priority sustainability issues: consumer
health, climate and energy, farmer livelihoods
and welfare, human rights and waste. Oursustainability strategy is aligned with the UN
Sustainable Development Goals which aim to havea transformational impact on the world by 2030. In
this document we also provide information on key
sustainability performance indicators aligned to
the Global Reporting Initiative (GRI) standards.

CONTENTSThis Summary forms part of our wider
sustainability reporting, which includes our:Annual Report and Accounts:
Detailing corporate strategy, financial and non-financial
performance as well as information on Risk andEnvironmental, Social, Governance (ESG) performance.

Reporting Criteria Document:
Detailing our approach to sustainability reporting,scope and definitions for key non-financial metrics
as reported within the Annual Report and Accounts
within this summary.

Sustainability Webpages:
Providing further detail on our approach to managing
our sustainability responsibilities along with casestudies to demonstrate progress. Downloadable
documents such as our Modern Slavery Statement andIndependent Assurance Statement can be accessedfrom the website.

Global Reporting Initiative (GRI) and SASB Index:
Providing detail of where information aligned to the GRI
indicators can be found across our suite of reporting.
Our sustainability reporting has been prepared inaccordance with the GRI Standards: Core Options.

IMPERIAL BRANDS SUSTAINABILITY PERFORMANCE SUMMARY 2021

3

OUR 5 PRIORITY ESG ISSUES

1

2

CONSUMER HEALTH

CLIMATE AND ENERGY

We understand society’s concerns
about the health risks of smoking andrecognise our role in helping to reduce
the harm caused by combustible
tobacco products.

Given our global reach and influence,
we want to play a role in protecting
the natural environment and actively
work to minimise our environmental
impacts.

Our progress in 2021

Our progress in 2021

We have launched our Heated Tobaccooffering (Pulze) in Greece and the Czech
Republic. Our vaping product myblu
now benefits from an enhanced routeto market and communication plan in
the USA.

We recognise that energy efficiency
is the first step towards carbon
reduction and we have reduced ourabsolute energy consumption by 17%
from the 2017 base line year.

We have a thriving Oral Nicotine
business in the Nordics with brands
like Skruf, and have launched a cuttingedge bamboo fibre based product under
our Zone-X brand.
Our scientific substantiation to datecontinues to indicate that myblu,
Skruf, ZoneX and Pulze are all likely
to be substantially less harmful thancontinued combustible cigarettesmoking and provide potentiallyreduced risk alternatives to combustible
products for adult consumers.

We have seen a 14% decrease in total
Scope 1 and 2 emissions from our2017 baseline year and our target isto reduce them by 25% by 2030.
We have committed to reach netzero global emissions by 2040 in linewith the aim to limit global warming
to 1.5oC.
We were awarded an A rating by
CDP for our 2020 Climate Change
submission for a second consecutive.

FARMER LIVELIHOODS
AND WELFARE

See more on our science website.

UN SUSTAINABLE DEVELOPMENT G0ALS (SDGs)

We are taking action
to combat climatechange and its impacts.

4

HUMAN RIGHTS –MODERN SLAVERY

Farmer livelihoods and welfare are ofparamount importance to sustainabletobacco production and we continue toengage with our suppliers to help to supportand develop farming communities.

As an international business we recognise
the importance, influence and role we have inpromoting respect for human rights across ourbusiness and supply chains.

Our progress in 2021

Undertook Supply Chain Impact Assessmentswith tobacco leaf suppliers to better understandimportant human rights issues in our global
supply chains.

Industry-wide collaboration focusedthrough the STP.
Engaged with subject matter experts andlocal implementing partners to enable us
and our suppliers to better understand therisks in certain countries. This informs the
projects we support on the ground, ensuring
they have maximum impact for the tobacco
farming communities within which our
suppliers operate.
Established a baseline including two
externally reported farmer livelihoods KPIs.
These highlight how many farmers haveaccess to initiatives that aim to increase farm
productivity (97%) and how many farmers
are diversifying their income by growing
complementary crops (88%).
A third KPI highlights the impact of projects
we funded with our suppliers in Africa,
Asia, Europe and South America aimed at
improving livelihoods. In 2021 there were130,000 direct farmer beneficiaries.

We refrain from testing our products on
animals, and use cutting edge in-vitro
technologies to test our products.

We are committed totobacco harm reduction.

3

Our progress in 2021

Our Modern Slavery e-learning module is
now available to employees in 15 different
languages. Introduced more tailored andin-depth training to our managers on modern
slavery.
Further developed our approach toundertaking due diligence in relation tohuman rights issues.

WASTE
As part of our role inprotecting the naturalenvironment, we seek tominimise waste and waste
sent to landfill.
Our progress in 2021
We trialled take backrecycling schemes inGermany and France for
myblu pods, diverting
consumer waste away fromlandfill.
We are improving packaging
recyclability for our
combustible brands by
replacing the aluminium
inner liner with paper.

Strengthened the Sustainable Tobacco
Programme (STP) to better respond to andmeasure the work our suppliers do as part ofa continual process to manage human rights.
Established a cross-functional Human Rights
Compliance Working Group.
Developed a modern slavery audit module incollaboration with Slave Free Alliance andused to conduct a test pilot audit of our UK
facilities management provider.

We are committed to decent
work for all and sustainableeconomic growth.
Ensure access to water andsanitation for all.

5

We are committed to decent
work for all and sustainableeconomic growth.

Ensuring
sustainableconsumption
and production
pattern

IMPERIAL BRANDS SUSTAINABILITY PERFORMANCE SUMMARY 2021

4

TASKFORCE ON CLIMATE RELATED FINANCIAL DISCLOSURE (TCFD) - REPORTING FRAMEWORKImperial Brands is committed to implementing the recommendations of the TCFD and providing transparency to our stakeholders on progress. We are pleased to provide the below
progress update as we prepare for full implementation of these requirements in our 2022 Annual Report, which supplements the information contained within the Annual Report.

Governance

We have embedded climate governance across all levels of the organisation:
1. The Board of Directors is responsible for the ESG performance of the Company, including climate risk.
2. The cross-functional ESG Steering Committee, chaired by the CEO of Imperial Brands, is responsiblefor delivering the ESG strategy and our climate risk responsibilities.
3. Management-level responsibility has been assigned for specific climate risks and opportunities.

Scenario analysis
We have undertaken
an initial qualitative
assessment of climate
risk and opportunity
to inform both ourrisk management andstrategic decisions.
We considered a“2 degrees” aligned
scenario to test ourvalue chain resilience
to an ambitious
reduction in GHG
emissions, as well as
considering physicalimpacts across ourpriority locations.

Metrics and targets
We are delivering on ourscience based targets:

Risk management:
Based on the scenario analysis findings, wehave integrated climate risk management into
our Enterprise Risk Management framework
by considering the impact of climate change
on each of our principal risks. This allows us tocontinue to manage and monitor climate risk
effectively as part of core business activities.

Extreme weather events causing
disruption to operations, supply
and distribution of products.
Climaterisks

Strategy:
Our strategy is built on our commitment to
ESG. We have identified a number of climate
related opportunities through our scenario
analysis. We are now working towards securing
Climatethese opportunities as we deliver on ouropportunities
decarbonisation commitments and integrate
ESG fully into our Group business strategy.

Scope 1 & 2
emissions
reduced by
25% by 2030

Scope 3emissions
reduced by
20% by 2030

50% ofsuppliers byspend having
SBTs by 2023

Compliance obligations from newand existing climate legislation.
Increased costs of energy andraw materials.

Increased recycling rates andreuse of materials to reduce costs.
Shift to renewable energy to
mitigate potential price increases.
Investing in supply chain
resilience to reduce disruption.

Landfill waste
reduced by
50% by 2030

Water use
reduced by
15% by 2030

Next steps
We will continue to
evolve our approach to
managing climate risks
and opportunities during
FY22.
Key actions will include:
Developing acomprehensive
financially quantified
scenario analysis toinform our decisions
across both risk andstrategy.
Developing a climatetransition plan to coordinate efforts acrossour business in pursuitof our decarbonisation
targets.
Continuing to integrate
climate related
information into our
Annual Report andAccounts.
Continuing to engage
with suppliers on
their carbon reductionplans.

IMPERIAL BRANDS SUSTAINABILITY PERFORMANCE SUMMARY 2021

5

PERFORMANCE SUMMARY OVERVIEW
Environment

15%
decrease in total wastecompared to 2017 base year

14%
decrease in total absolute
Scope 1 and 2 C02e emissions
compared to 2017 base year

24%
decrease in water
consumption compared
to 2017 base year

Health and Safety

Diversity and Inclusion

40%

16%

of our workforce
are female

decrease in losttime accident ratecompared to 2020

22%of our PLC Board
are female74%
of our operations
are certified to theinternationally recognised
health and safety
management systems,
OHSAS 18001 /ISO 45001

64%

Community£3 million
approximate investment
in community
investment projects£17billionapproximate global
tax contributionof our senior managers are
hired from local communities
where the job was based

Farmer Livelihoods and Welfare

88%
of farmers growing
complementary crops

97%
of farmers with accessto initiatives to improve
agricultural productivity

130,000
Farming community
members benefittingfrom Imperial Leaf
Partnership projects

IMPERIAL BRANDS SUSTAINABILITY PERFORMANCE SUMMARY 2021

6

ENVIRONMENTAL PERFORMANCE
Performance Indicator

Unit

2017

2018

2019

2020

2021

Environmental Management System

Commentary
Due to the ongoing COVID-19 pandemic, there have been delays in somesites (particularly those in Africa) in obtaining re-certification. We will
aim to undertake a review in FY 22.

%

92

91

86

86

78

Absolute Energy Consumption

GWh

875

842

788

773A

729A

Relative Energy Consumption

KWh/£million
tobacco and NGP
net revenue

11280110892698500

96625A

95740AWe have seen a 17% decrease in energy consumption from our2017 baseline year. Our target is to reduce energy consumption by 25%
by 2030. In compliance with the UK streamlined energy and carbon
reporting (SECR) requirements, our total UK energy consumption was
13.46 GWh which is 1.84% of the global total (2020: 14.33 GWh and 1.85%).

95987A

Our Scope 1 emissions arise from stationary fuel combustion at our sites,
refrigerant gases and from mobile fuel combustion in our fleet of company sales
vehicles. We have seen a 4% decrease in Scope 1 emissions since last year and a
19% reduction from our 2017 baseline year.

143990A

Our Scope 2 emissions comprise of the indirect emissions resulting from theuse of purchased electricity, heat and steam at our sites. We have seen a 2%
decrease in Scope 2 emissions since last year and a 11% reduction from our2017 baseline year.

Operations with ISO 14001
certification
Climate and Energy1
GRI Standard 302-1

GRI Standard 302-3

Absolute Scope 1 CO2e emissions

GRI Standard 305-1

TonnesAbsolute Scope 2 CO2e locationbased emissions
GRI Standard 305-2

Total Absolute Scope 1 and 2 CO2eemissionsGRI Standard 305-5

Relative Scope 1 and 2 CO2eemissionsGRI Standard 305-4

Key suppliers by spend with
science-based target
Emissions of ozone-depleting
substance: R22
GRI Standard 305-6

Tonnes11800016157311089616102010824115810899577A

147039A

We have seen a 14% decrease in total Scope 1 and 2 emissions from our 2017baseline year. Our target is to reduce these emissions by 25% by 2030. We
have also set a Scope 3 target to minimise our carbon impact beyond our
direct operations. In compliance with the UK SECR requirements, our total UK
Scope 1 and 2 emissions were 2975 tonnes CO2e emissions, which is 1.24% of
the global total (2020: 3289 CO2e emissions and 1.33%). During 2020, our main
office in Bristol has had significantly reduced occupancy due to COVID-19. We
optimised the Building Management System controls to shorten operating
hours of plant equipment to minimise our demand for energy.

Tonnes279573271916266349246616A

239977A

Tonnes per£million tobaccoand NGP net
revenue

39.0

35.2

32.4

30.8A

31.5A

%

–

19

22

38

41

We aim to ensure that 50% of our suppliers by spend will have sciencebased targets by 2023.

Kg

247

275

100

167

18

We are pleased to report a decrease of 89% in this ozone-depleting
substance.

IMPERIAL BRANDS SUSTAINABILITY PERFORMANCE SUMMARY 2021

7

ENVIRONMENTAL PERFORMANCE
Performance Indicator

Unit

2017

2018

2019

2020

2021

Commentary

Tonnes

49141

43388

41366

40253A

41714A

Tonnes per£million tobaccoand NGP net
revenue

6.34

5.61

5.17

5.03A

5.48A

We have seen a 15% decrease in waste from our 2017 baseline year.
However, we have seen an increase of 4% in waste compared tolast year which is due to an improvement in the accuracy of waste
measurements from one of our sites in Central America. Our target isto reduce waste by 20% by 2030.

Tonnes

6746

6769

7019

6431A

9411A

0.87

0.88

0.89

0.80A

1.24A

Waste1
Total Waste

GRI Standard 306-2

Relative Waste
Waste to Landfill

GRI Standard 306-2

Relative Waste to Landfill

Tonnes per£million
TonnespertobaccoNGP£millionand
tobacconet
revenue& NGP
netrevenue

We are very disappointed to report a 40% increase in waste sent tolandfill from our 2017 baseline year. This increase is mainly driven
by two factors. Firstly, one of our sites in Central America recorded adoubling of waste to landfill in comparison to the previous year due
to more accurate measurements by the waste management provider.
Secondly, one of our sites was responsible for safely destroying
menthol cigarettes due to the menthol cigarette ban in the UK, which
subsequently led to an increase in total waste to landfill. Our target isto reduce waste sent to landfill by 50% by 2030.

Landfill Avoidance Rate

%

–

–

–

–

95

This year we have calculated the landfill avoidance rate. ThisKPI shows the percentage of our waste diverted from landfill.

Recycling Rate

%

69

68

64

63

61

Our target is to increase the recycling rate to 75% by 2030.

Absolute Water Consumption

m3

1468626

13271021316904

1198523A

1109178A

Relative Water Consumption

m3/£million
tobacco and NGP
net revenue

Water1GRI Standard 303-5

189

172

165

150A

146A

We are pleased to report a 24% reduction in water use from our 2017baseline year, which exceeds our target to reduce water consumption
by 15% by 2030. We are currently reviewing our ESG strategy and will
set a new water target.

(A) Select 2021 data has been independently assured by Ernst and Young LLP (EY) under the limited assurance requirements of the ISAE 3000 standard. The Assurance Opinion is available on our website.
1. Our 2021 environmental data follows the reporting period Q4 financial year 2020 to Q3 financial year 2021. This is to allow for data collection, validation and external assurance. We use the GHG Protocol Standard to
inform our reporting of Scope 1 and 2 emissions. Our reporting scope and definitions are detailed in the Reporting Criteria Document published on our website.

18
19
IMPERIAL
BRANDS SUSTAINABILITY PERFORMANCE SUMMARY 2021
0

20

40

60

80

19

100

20

0

17

20

0

20
0
0

20

40

60

80

100

80

100

ENVIRONMENTALPERFORMANCE
21
0

20

40

60

40

20

20

21
0

20

60

40

80

40

60

60

80

60

80

100%

80

100%

100

In Direct Energy Consumption by Source (%)
40

8

100

80

Direct Energy Consumption by Source GWh (%)

Indirect Energy Consumption by Source GWh (%)

GRI Standard 302-1

GRI Standard 302-2

2021
21

2020
21

2020
20

2020
20

19
2019

19
2019

18
2018

2018

2017
17
Baseline

201717
Baseline

100

18

0

20

40

60

80

100%

0

20

40

60

Natural gas

Heavy fuel oil

Gasoline/ Petrol

Grid electricity (non green)

Hot steamDiesel oil

LPG

Other fuels

Grid electricity (green)

On-site renewable energy

In Direct Energy Consumption by Source (%)
Water consumption by withdrawal source (m3)

Water consumption by withdrawal source (m3)
GRI Standard 303-3

21
20

2017 base year

2018

2019

2020

2021

3

Mains - 74%

Mains

m

1187229

1040046

1021047

891417822739Ground water - 26%

Ground waterm3

278565285445294219305336284725Rain water

m

2832

1610

1638

1769

1713

Total

m3

14862613271021316904

11985231109178A

Rain water - 0%

19

Unit

18

3

17
0

20

Disposal of hazardous
waste (Tonnes)
GRI Standard 306-2

40

60

80

100%

2% - Reused
17% - Recycled
21% - Incinerated &energy recovered

Disposal of non-hazardous
waste (Tonnes)
GRI Standard 306-2

33% - Reused
28% - Recycled
8% - Incinerated &energy recovered

59% - Incinerated

1% - Incinerated

2% - Sent to landfill

16% - Sent to landfill
14% - Composted(A) 2021 data has been independently assured by Ernst and Young LLP (EY) under the limited assurance requirements of the ISAE 3000 standard. The Assurance Opinion is available on our website.

IMPERIAL BRANDS SUSTAINABILITY PERFORMANCE SUMMARY 2021

9SCOPE 3 EMISSIONS
As illustrated in the first chart below, 22% of our carbon footprint arises fromour scope 1 and 2 and 78% arises from scope 3 emissions.
During 2021 we have continued to engage with our suppliers via the CDP
Supply Chain Programme to better understand our suppliers operationalemissions, which are our scope 3 emissions. We are working with CDP on the

GHG emissions across our value
chain in 2017 (% tCO2e)

10% - Scope 1
12% - Scope 2
78% - Scope 3

Scope 1: emissions arise from stationary fuel combustion at oursites, refrigerant gases and from mobile fuel consumption in our
fleet of company sales vehicles.
Scope 2: emissions are the indirect emissions which arise fromthe use of purchased electricity, heat and steam at our sites.
Scope 3: all other indirect emissions occurring in the value
chain as a result of our activities.

methodology for strengthening our approach to calculating scope 3 emissions
across our value chain, based on spend data and further information isavailable in our Reporting Criteria Document. We remain committed todeveloping our approach to scope 3 emissions calculation and reporting toensure consistency and transparency against our scope 3 performance.

GHG emissions per Scope 3 category
in 2017 (% tCO2e)54.4% - Purchased goods
and services
2.5% - Capital goods
5.6% - Fuel and energy
related activities
6.4% - Upstream
transportation anddistribution
0.6% - Waste generated inoperations

1.7% - Business travel
3.4% - Employee
commuting
3.8% - Downstream
transportationand distribution
0.7% - Use of sold products
5.2% - End-of-life treatmentof sold products
15.8% - Investments**Investments refers to Logista. Logista’s 2019 relative Scope 1 and 2
emissions comprise 38 tonnes of CO2e per £million of 2019 distribution
fees (our non-GAAP revenue measure for Logista).

IMPERIAL BRANDS SUSTAINABILITY PERFORMANCE SUMMARY 2021

10

HEALTH AND SAFETY PERFORMANCE
Performance Indicator

Unit

2017

2018

2019

2020

2021

Commentary

GRI Standard 403-9

Number

0

0

2

3

1

We deeply regret to report one work-related employee fatality in 2021
following a road accident. A thorough investigation has been conducted
and support provided to the family and work colleagues of the deceased.

Contractor fatalities2

Number

0

0

0

0

0

Health and safety remains a priority for all our stakeholders.

Members of the public fatalities
involving Imperial Brands vehicles 2

Number

1

4

1

0

0

Road safety remains a priority across all our operations.

Number

92

118

101

80

65

There has been a 19% decrease in the number of lost time accidents
compared to last year.

Health and Safety1
Employee fatalities2

Lost time accidents (LTA)2

GRI Standard 403-9

LTA rate2

GRI Standard 403-9

Total number of accidents2

Lost time
accidents per
200,000 hours
worked

0.36

0.46

0.40

0.32A

0.27A

There has been a 16% decline in our lost time accident rate compared tolast year. During FY21 we increased the use of leading indicators tobetter manage risk throughout our operations.

Number

937

931

850

720

573

We have seen a 20% decrease in total accidents compared to last year.

2.36

We have seen an 8% increase in our accident rate compared to last year.
However, we are pleased to see a continued reduction in our total numberof accidents and our LTA rate.

3.9

There has been a 7% decrease in our vehicle accident rate compared tolast year. Road safety remains a key priority for us. We adopt global
standards for road safety and use our Drive Safe campaign to promoteawareness and influence behaviour.

74

Due to the ongoing COVID-19 pandemic, there has been delays in somesites (particularly those in Africa) in obtaining re-certification. We aim
to undertake a review in FY 22.

Accident rate2

Total accidents
per 200,000
hours worked

Vehicle accident
frequency rate2

Accidents per
millionkilometres

3.66

–

3.61

–

3.39

5.03

2.19

4.19

OHS Management System
OHSAS 18001 / ISO45001 certification

GRI Standard 403-1

%

87

87

79

79

(A) 2021 data has been independently assured by Ernst and Young LLP (EY) under the limited assurance requirements of the ISAE 3000 standard. The Assurance Opinion is available on our website.
1. Our health and safety data is for the full 2021 financial year. Our reporting scope and definitions are detailed in the Reporting Criteria Document published on our website.
2. Accidents reported do not include commuting to or from work or third parties such as distributors.

IMPERIAL BRANDS SUSTAINABILITY PERFORMANCE SUMMARY 2021

11

DIVERSITY PERFORMANCE
Performance Indicator

Unit

2017

2018

2019

2020

2021

%

40

41

42

42

40

Female employee numbers have decreased by 7% compared to last year.
This is largely driven by the divestment of parts of our Premium Cigar
Division which employed a larger number of females compared to males.

%

11

13

11

14A

33A

We are committed to increasing female representation within senior
management roles to 30% by 2023.

%

30

33

40

25A

22A

%

15.0

15.1

13.2

11.8

10.2

Diversity
Female employees
GRI Standard 102-8

Female Executive Leadership
Team (ELT) members*
GRI Standard 405-1

Female Board members
GRI Standard 405-1

Employee turnover rateGRI Standard 401-1

Commentary

The number of female members of the Board on 30th September 2021 (endof FY 21) was 22%. We are pleased to report that from the 15th November
2021, this has now increased to 36% following new appointments.
Employee turnover rate has decreased in comparison to last year
This is the lowest turnover rate in recent years.

New Employee Hires for 2021*
GRI Standard 401-1

Employee Turnover Rate for 2021*
Gender %41% - Female
54% - Male
5% - Undisclosed GenderAge %GRI Standard 401-1
Group

Total

% RateFemale941

10.7

3% - Over 50

Male

1453

11.9

2% - Undisclosed Age

Under 30

773

13.2

30-50

1077

8.9

Over 50524

14.6

Undisclosed

44–

65% - Under 30
30% - 30-50*Excludes Logista and US Operations. The gender and age
group figures above exclude any individual who has chosen
not to disclose their age and/or gender and so will not sum
to the total employee figures.
(A) 2021 data has been independently assured by Ernst and Young LLP (EY) under the limited assurance requirements of the ISAE 3000 standard. The Assurance Opinion is available on our website.
*ELT and ELT-1 (direct reports to the ELT) percentage of females is 21.4% (calculated in October 2021).

IMPERIAL BRANDS SUSTAINABILITY PERFORMANCE SUMMARY 2021

12

FARMER LIVELIHOODS AND WELFARE PERFORMANCE
Performance Indicator

2021

Percentage of farmers growing complementary crops1

88

Percentage of farmers with access to initiatives to improve agricultural productivity2

97

Farming community members benefitting from Imperial Leaf projects

1. As reported by our Strategic Suppliers for highest priority sources.
2. As reported by Strategic Suppliers in highest priority countries.

130,000

IMPERIAL BRANDS SUSTAINABILITY PERFORMANCE SUMMARY 2021

13

DRIVE
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AWARDS
2022

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