Investing in people
Human resources
Our employees are assets to the Company,
and their skills and spirit are the driving force
behind everything we achieve. We are pleased
to be an employer of choice, and our positive
workplace culture and environment help us toattract, retain, and develop talented
individuals. We are also taking further steps tocreate a diverse and inclusive culture where
everyone can feel comfortable and bethemselves. With this in mind, we are currently
focusing on these four areas:■

Talent development■

Talent attraction■

Diversity and inclusion■

Being a responsible employer

Read more

The JT Group health and safety
Our employees have the right to be protectedfrom work-related injuries and illnesses, and it
is our responsibility to provide a safe andhealthy work environment.
When our standards are stricter than local
laws, we require local o ces to comply with

our standards.
We run a variety of programs across theGroup, such as driving trainings, ergonomic
assessments and ensuring general
occupational hygiene.
Read more

Community investment
Through our community investment
programs, we contribute to the sustainablegrowth of societies by helping to makecommunities more inclusive and resilient
while also providing volunteering
opportunities for our employees to engage
with local communities and develop a variety
of soft skills.
Read more

Copyright© Japan Tobacco Inc. All rights reserved.

Human resources

Aspirational goal
We will be the employer of choice by investing in people.

TargetWe will be a certi ed employer of choice every year in at least 60 locations by focusing ontalent management, rewards, and empowerment.

Progress
We were certi ed as a Top Employer in 63 locations, an increase of 5 locations from the prioryear. We were also awarded with local certi cations in 8 locations.
Read more about our latest progress on the JT Group's
tobacco business sustainability strategy.

As the global authority on
recognizing excellence inpeople practices, we aredelighted to support yourambition to continuously
improve the HR policies
that affect more than 30,000 employees
worldwide. Over the years,
we have seen great
progress with regards tobest-in-class talent
practices throughout theorganization. This isproven by the consistentpresence of JTI in the top
regional ratings, and theCompany’s certi cation asa Global Top Employer
since 2015.

David Plink,
CEO, Top Employers InstituteOur approach

The JT Group human resources management
philosophy
We believe that highly skilled and talented
people form the foundation of a company’s
success and contribute to real sustainablegrowth. In light of this, the JT Group
proactively takes steps to secure long-term
engagement and employee satisfaction.

Our employees are assets to the Company, and their skills and spirit are the driving force behind
everything we achieve. We are pleased to be an employer of choice, and our positive workplace culture
and environment help us to attract, retain, and develop talented individuals. We are also taking further
steps to create a diverse and inclusive culture where everyone can feel comfortable and be themselves.
With this in mind, we are currently focusing on these four areas:

Talentdevelopment

Talent attraction

Talent development

Diversity andinclusion

Being aresponsible
employerToday’s business environment is challenging, and it requires all of our employees to work together andacquire advanced skills. We are grateful to have talented employees who can confront futurechallenges together. Various programs take place globally and locally, and we constantly invest in our
employees so that they can ourish professionally.
One of our key initiatives is our talent partnership program, which aims to develop the global
capabilities of our employees and train our future business leaders. It is also a great opportunity for
employees to network and learn from colleagues with different backgrounds.
As part of this program, we organize an ‘Exchange Academy’ every two years in our tobacco business.
In 2018, 25 employees were selected to take part. The participants spent one week in Japan and one
week in Switzerland, working in teams to analyze and formulate the JT Group strategy for sustainablegrowth. Each team then gave a presentation and made a recommendation to senior executives within
our Group.
Re ecting our commitment to talent development, we often recruit existing employees to ll open
positions. Our internal hire rate has now been above 90% for more than ve years, and in 2019, 93.7% of
employees were internally promoted.

Case study

Training the leaders of the future
To remain a fast-growing company, we need global leaders in the JT Group who can challenge thestatus quo, take the initiative, and harness the creative talents of our employees.
In 2018 and 2019, our international tobacco business set up a customized leadership development
program called ‘LIGHT UP’, in partnership with INSEAD business school. This program targets highpotential employees at director or vice president level and aims to equip them with vital skills for themost senior positions in the Company. In 2019, a total of 32 employees from around the globe wereselected to participate in this program.
The two-week course encompasses a wide range of teaching methods, including discovery learning,
one-to-one coaching, facilitated discussions, and personal re ection. Participants found the course
empowering and became more con dent in fostering team spirit and working together on futurechallenges.
Strong leadership is not built in a day, so we will continue to run the program every year with a view togaining more leaders across the Group.

This was a high-impact
program focusing on
strategy and performance
management in complex
settings, new businessmodels, and the future ofleadership. We reallyappreciated theenthusiasm, positive

energy, and team spirit of
the JT group participants.

INSEAD

All of our employees at all levels can access comprehensive training programs. Fundamental businesscourses in giving presentations, writing, or time management are available to those in junior positions.
More advanced programs such as task execution, negotiation skills, or leadership are aimed at middlemanagement and senior positions. These courses are great opportunities for employees not only todevelop their skills, but also to inspire each other and broaden their perspectives.
Various tools are available to make the training programs more accessible. For instance, in 2018, welaunched a global learning platform in our international tobacco business. It is available to 20,000
employees, who can choose programs according to their interests, such as leadership or language
learning.
In 2019, we also introduced an advanced, tailor-made platform for the 18,000 employees in ourJapanese operations. The platform has received positive feedback from our employees.
Moreover, as line managers play a key role in our employees’ careers, we hold regular performance andcareer discussions throughout the year. We encourage regular communication between managers andemployees, in order to leverage our employees’ full potential and boost their development. In 2019, 85%of our employees participated in the 2018 performance review.

Talent attraction
Another priority for us is ensuring that we are chosen by the best talent. Although our operation isworldwide, the Company is not yet well known in some countries, and we need to nd ways to connect
with talented individuals in these locations. Attracting Generation Z* is particularly important, as thisage group represents a growing proportion of our new hires, and their unique skills will help drive
innovation in the JT Group.
*Representatives of Generation Z aged 18+, born between the mid-1990s and 2001.

With this in mind, our international tobacco business launched the rst global internship competition‘Make It Bright’ in 2019, in which students from 17 countries pitched ideas for positive change to ourbusiness. The program reached nine million students around the globe, and more than 5,000 registered.
The winning team from Ukraine will receive a six-month paid global internship in 2020.

Case study

Spreading the word
The tobacco industry is undergoing a majortransformation, and we want to make people
aware of the new opportunities that our
Company offers. In recognition of our need fora stronger employer brand, we launched the‘Join the Idea’ HR campaign in 2018, with theaim of making our Company more visible andattracting the right internal and external talent.
In 2019, we focused more on social media,
especially LinkedIn, Facebook, and Instagram,and the results were very encouraging.

Case study

Fighting for new opportunities for armed forces
personnel
Approximately 15,000 service personnel leave
the U.K. armed forces every year. Although
they are highly trained, these individuals facedi culties in joining the civilian workforce, as
employers do not always recognize, or know
how to translate, their skills and experience.
As part of our wider diversity and inclusion
focus, in early 2018 we launched a program tohelp ex-military personnel nd employment,
either with our own Company or otherorganizations. The longer-term aim of the
program is to inspire other companies as well.
Through a close partnership with Mission
Motorsport, we organized work placements,
job shadowing, and CV workshops. We also
held career inspiration days, which included
an interactive interview workshop with actors
and LinkedIn pro le master classes.
We are members of Business in theCommunity’s

Employment & Skills

leadership team and Excluded Grouptaskforce. Together with other employers andorganizations, we contributed to a bestpractice employer toolkit, and are supporting
Business in the Community’s work to identify
ways for employers to improve employmentoutcomes for all excluded groups.

Our U.K. workforce now includes four military
veterans, and we have been awarded the
Employer Recognition Scheme Silver Awardfor our support to the armed forces
community.

Diversity and inclusion
For us, diversity means all the ways in whichcurrent and potential employees may differ
from one another, such as age, gender,
ethnicity, religion, disability, sexual orientation,
education, and national origin. Inclusion isabout treating all employees fairly andrespectfully and ensuring that everyone feels
like they are part of the same team.
Establishing a diverse and inclusive workplace
is a top priority for us, because we would likeall of our employees to enjoy their work and to
perform to the best of their abilities. We
believe this brings a rich mix of viewpoints
and perspectives, which can inspire newideas, lead to solutions to complex issues,and drive our business forward.

In some respects, we are already highly diverse – our workforce includes over 100 nationalities in morethan 120 countries, and it is vital for us to create a workplace free from any discrimination, where
people can be themselves. However, in order to further strengthen our organization, we wish toincrease diversity and inclusion in other respects and within senior management across our Group.

We welcomed a new Vice President of Diversity and Inclusion in February 2019 in our international
tobacco business, and established a practical and ambitious new strategy consisting of three pillars:
Gender Equality, New Ways of Working, LGBT+ Inclusion.
Involving every employee is key to creating a diverse and inclusive culture. With this in mind, the newstrategy was shared with employees during the rst Diversity and Inclusion conference at our Geneva
headquarters.
In the short time since the Diversity and Inclusion department was created in February 2019, employee
awareness has risen, thanks to this wide-ranging program. To help us move towards becoming a morediverse, inclusive, and attractive workplace, we also plan to place a special focus on well-being andfuture generations.

Diversity, the state ofbeing different, isn’t thesame as inclusion. One isa description of what is,while the other describes
a style of interaction
essential to effective
teams and organizations.
Diversity and inclusion
have become absolutely
essential. They are notjust abstract notions forme. I want all of ouremployees to bene t fromthis and to be themselves
all the time, everywhere.

Christiane Bisanzio,
Vice President, Diversity andInclusion, JT International

Progress towards gender equality
We have been focusing on building a gender-balanced workforce and our Board members are heavily
involved in working towards this ambition. A Diversity and Inclusion Advisory Council at Board level in
our international tobacco business demonstrates senior management’s support for this inclusive andforward-looking approach. Senior leadership have taken special training on identifying the obstacles
preventing talented women from advancing their careers.
Another project to address this was a reciprocal mentoring program that matched JTI top managementwith more junior employees (including women, men and LGBT+ employees). The aim was to enhance
top management’s understanding of some of the challenges facing female employees, while providing
the junior employees with a valuable career mentoring opportunity.
To foster the professional development of female employees, we also launched a one-year sponsorshipprogram targeting female employees, supported by senior leadership. To further drive gender equality,
we established a global Employee Resource Group called “TogetHer”. This internal network is fully
inclusive and open to all JTI employees.

Female representation in management* within JT
Employees in management positions

Female representation in management within JT
(%)

2015

2016

2017

2018

2019

2023 target

4.0%

4.7%

5.5%

5.7%

6.5%

10%

Female representation in management within our international tobacco business
Employees in management positions

Female representation in management withininternational tobacco business (%)

2015

2016

2017

2018

2019

2020 target

27.6%

28.4%

28.2%

28.4%

29.3%

30%

*In JT, the management includes employees who are in a position of supervision or management, according tonational legislation and practice (except executive o cers). In our international tobacco business, the target
refers to only employees who are in a director position.

As well as building a more gender-balanced workforce, we are aiming for equal pay and the equal
representation of women and men in our recruitment process. Following our Geneva headquarters’
recognition as an equal-salary employer by the EQUAL-SALARY Foundation in 2018, we are now aiming
to apply the same approach in other countries.

As a mother andgrandmother, with a son,daughter, grandson, andgranddaughter, I want
future generations to growup in a world where equal
pay is a reality. With
every single action taken
by companies like JTI in
tackling the gender pay
gap, the whole equal pay
movement grows andgains more attention.

Véronique Goy Veenhuys,
Founder and CEO, EQUAL-SALARY
Foundation

In recognition of our exceptional work in promoting women’s success in the workplace, in 2020 JT has
been named a ‘Nadeshiko Brand’ for its second consecutive year and its third overall.

Building an inclusive working environment
To ensure inclusion at all levels, we are also focusing on the LGBT+ community. In 2019, we took an
important step forward by running workshops on LGBT+ inclusion in certain countries in Asia-Paci cand Europe. The Vice President of Diversity and Inclusion attended, along with a number of experts inthis eld, including Out Now.

We also created a global LGBT+ Employee Resource Group with a dedicated internal communication
platform (Workplace), to facilitate networking and interaction among like-minded people andenhance employees’ understanding of LGBT+ across the whole Group.
Furthermore, we believe in workplace equity and giving everyone the same opportunities. For thisreason, all of our job vacancies in our international tobacco business are now published on
www.mygwork.com, a global networking hub for LGBT+ professionals and graduates.

JT has made positive progress too, achieving the highest-ranking Gold status in the PRIDE Index 2019
for the fourth consecutive year.

Flexible working
Recognizing that different people havedifferent working styles and needs, we
promote a workplace environment that allows
all employees to ful ll their potential. This
includes working parents.
We encourage exible hours and remote
working throughout the Company. For

instance, in our Japanese operations,employees are eligible for exible hours andallowed to work remotely two days a week. In
our Geneva o ce, we introduced a new policy
which allows employees to work remotely fourdays a month.
In another move towards more exible
working, our international tobacco businessrevised the global dress code in 2019 to allow
employees to wear what they feel isappropriate. Employee feedback has beenvery positive.
Additionally, we offer paternity and maternity
leave exceeding legal requirements in somecountries, such as the U.K. and Japan. We
also provide childcare facilities and nancial
support with childcare. In recognition of this,JT has been certi ed as a childcaresupporting company by the Japanese Ministryof Health, Labor, and Welfare.
In some countries with an aging population,
we also offer support for employees who carefor older people. For instance, in the U.K., weallow employees to take time off to look after
senior family members. Likewise, in JT,
employees can take days off when needed,
and the Company offers nancial support for
professional nursing care.

Being a responsible employer

Engaging with employeesAs a responsible employer, engaging employees is crucial, and we communicate with our employees
through multiple channels. Our aim is to foster a working environment that is free from discrimination,and to maintain constructive relationships with unions.
To evaluate the effectiveness of our programs and the level of engagement of our employees, and to
identify areas for improvement, we carry out an Employee Engagement Survey (EES) across the Group.
In 2018, the overall survey response rate was 99% in JT and 93% in our international tobacco business.
The survey includes a ‘Sustainable Engagement’ category, which measures employees’ job satisfaction
and long-term commitment to the business.
In JT, the total favorable score for this category was 82%, which is 12 points ahead of the average score
for Japanese companies. In our international business, 89% of employees gave a positive response,
placing the Company one point above the Global High-Performing Companies Norm.
The EES survey is conducted every three years* across the Group. Additional employee-related surveys
are available, so that we can always be mindful of employees’ concerns and quickly implement relevantmeasures. For instance, each o ce in our international tobacco business regularly conducts a survey
named PULSE to check their progress towards key challenges which they identi ed via EES. In 2019,
our Japanese operations introduced a new scheme allowing departments to carry out surveys at any
time. A variety of options are available under the new scheme, including a three-minute survey forgathering rapid feedback, enabling departments to choose which option best meets their needs.
The input we receive from employees helps us to understand our strengths, the progress we have
made, and the areas where we need to keep improving. Importantly, our people also help us understandwhat we need to do differently to maintain our reputation as a top employer.
*Before 2019, our Japanese operations used to conduct the survey every year.

Freedom of association and trade unions
The JT Group supports freedom of association and the right to collective bargaining, even in countries
where these freedoms are not a legal prerequisite. This means we are committed to open andconstructive relations with trade unions and works councils. If one of our sites ever has to cease
activities due to the operating environment it faces, we work closely with unions to ensure affected
employees are treated fairly and beyond the minimum legal requirements.
We have a long history of positive industrial relations. Across the JT Group, industrial relations are
based on individual countries' labor laws, and we aim for open and constructive relations with tradeunions and works councils. Dialogue with trade unions generally takes place within the jurisdiction of
our local operations, and typical engagements cover aspects of company management, strategy, andplanning, as well as operational issues.
In line with the relevant European Directive, we also have a voluntary European Works Council
agreement in place. Our European Works Council operates as an employee information andconsultation body for transnational issues relating to our operations in Europe. The Council has regularmeetings each year and is made up of employee representatives and members of management.

Related links
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JT Group healthand safety

Community
investment

Copyright© Japan Tobacco Inc. All rights reserved.

JT Group health and safety
Our employees have the right to be protectedfrom work-related injuries and illnesses, and it
is our responsibility to provide a safe andhealthy work environment. We align our healthand safety standards with OHSAS 18001 andalways meet or exceed legal requirements.
When our standards are stricter than local
laws, we require our local o ces to comply
with our standards. The scope of ourstandards extends beyond our employees,
covering contractors as well as visitors to ouroperations.

TargetIn line with our vision of zero workplace injuries, we will reduce injury rates by 25% by 2023 and50% by 2030. (Baseline year: 2015).

ProgressHealth and safety performance in our tobacco business
Recordable injury rate* declined 31.2% from 0.72 in 2015 to 0.49 in 2019.

2015

2016

2017

2018

2019

0.72

0.64

0.67

0.50

0.49

Recordable Injury Rate(per 200,000 working

Employees

hours)* Recordable injury rate = Recordable injuries/200,000 hours worked. Some data from newly
acquired business have been excluded, as newly acquired business needs 18 months tointegrate the JT Group Health and Safety Standards.

Our Health and Safety Performance as a Group

Recordable injury rate* declined 31.2% from 0.72 in 2015 to 0.49 in 2019.

2015

2016

2017

2018

2019

Employees

1

2

0

1

1

Contractors

1

2

0

0

Employees

0.34

0.39

0.37

0.24

0.24

Employees

0

0

0.08

0.02

0.01

78.9%

77.8%

74.4%

76.9%

79.5%

1122

1151

66

85

71

4.84

3.87

0.23

0.21

0.16

NUMBER OF FATALITIES
1(only JTI)

Lost Time Injury Rate(per 200,000 working
hours)

Occupational Illness Rate*1(per million working hours)

Other Important KPIs

% of Cigarette and Tobacco-Related
Factories Certi ed to
OHSAS 18001

NUMBER OF VEHICLE ACCIDENTS*2

Vehicle Accident Frequency Rate*2(excludes property damage,accidents per
million kilometers)

In 2019, we recalculated all the historical data. Concretely, we removed some data from newly
acquired business considering the fact that newly acquired business needs 18 months
to integrate the JT Group Health and Safety Standards.
We revised our KPIs this year and we no longer report the number of lost time incidents, and thelost time incidents rate.
We regret that one employee and two people in our communities died as a result of work

accidents in 2019. We try to learn from every accident and remain committed to achieving zero
fatalities.

*1 Data scope: 2015: only JT, 2016 and 2017: JT and Japanese domestic Group companies,
from 2018: The entire JT Group. Learn more about our data scopes at About our reporting.
*2 The numbers of vehicle accidents and the vehicle accident frequency rates in 2015 and2016 contain property damages because the data is not available in our international
tobaccobusiness. The data in 2015 covers only our international tobacco business and from 2016,
we cover JT and JTI.

Three pillars of safety
Our safety programs are based on threefundamental pillars: safe workplaces, safetycompetence, and a Group-wide culture where
the safety of our people always comes rst.
The level of risk varies from location tolocation, but the highest risks across the JT
Group are driving vehicles, riding motorcycles(driver safety), and working with machinery, as
well as slips, trips, and falls.
To mitigate these risks and prevent injuries,
we conduct risk assessments throughout thewhole supply chain. This helps us to identify
hazards, implement appropriate measures,and ensure that our approach helps us toprotect our employees. We also focus on
raising awareness among employees andthoroughly embedding our safety culture inour day-to-day work.

In 2019, we rolled out a new driver safety policy and implementation guidelines across our international
tobacco business. Focusing on driver behavior, the new guidelines require local o ces to conduct a
risk assessment to identify high-risk drivers. They must also send periodic progress reports and actionplans to our headquarters in Geneva.
Additionally, considering the growing number of female employees, the policy now includes maternity
protection for female drivers.
In the next three years, 30,000 employees will take a driver training course.

We plan to launch a new tool globally in 2020
to facilitate risk assessment at local o ces.
This tool has been piloted in Egypt, where
trying to reducing vehicle accidents has beenchallenging due to poor infrastructure andtra c management in the country. Feedback
from local health and safety managers andemployees has been very positive.
In our Japanese operations, we aredeveloping a new strategy and remaincommitted to eliminating any vehicle
accidents that harm our employees.

Case study

Reducing incidents by 50% through our motorcycle
safety program
Driving is a critically important area of safety
for us, as it can lead to serious injuries andeven fatalities. Driving is most dangerous incountries where safety standards andawareness are lower, and ingrained driver
behavior is less risk-averse.
We have been addressing this issue since2016, when we launched a motorcycle risk
management program in countries where
employees drive motorcycles daily, such as
Zambia, Malawi, and Tanzania. We haveupdated the program and we are now planningto implement it in our acquired operations incountries such as Indonesia, Ethiopia, andBangladesh.
The motorcycle program is designed to reducerisks by teaching the technique of ‘defensive
driving’ to reduce accidents and focusing on the proper maintenance and inspection of vehicles. Itemphasizes the need to wear proper protective equipment, such as helmets, gloves, and high-visibility
jackets.
Thanks to Train-the-Trainer sessions, we now have 130 specialized motorcycle trainers who canprovide training in their countries. The program has had a signi cant impact on safety performance. In
2019, the number of motorcycle-related injuries in the countries where we implemented the programs
was reduced by 50% compared to 2016 and 2017.

Standing up for road safety in IranRoad tra c accidents are a major concern inIran, where we have a sales o ce, andunfortunately many of our employees havebeen involved in vehicle incidents. To protect
our employees, we developed and launched
the road safety project ‘Stand for Safety’ in
2018.
We began by analyzing the root causes of theincidents involving our employees. Among thefactors identi ed were dangerous driving,mechanical faults, and adverse weather.
As a result of what we learned, we developed
and ran targeted driver safety training
sessions for sales managers in each of our 38
Iran o ces throughout 2018.
In 2019, this was reinforced through weekly
safety meetings hosted by team supervisors.
We continue to regularly share training
materials on subjects such as defensive
driving.
Since the project began, there has been asigni cant and sustained decline in thevehicle accident frequency rate in Iran. This
protects our employees, minimizes vehicle
damage costs, and reduces the amount oftime spent dealing with incidents.

Ensuring the same standards around the world
As part of our drive to expand the business geographically, we have made acquisitions in new markets.
■

In 2017, we acquired tobacco manufacturers in Indonesia and the Philippines, and we became themajority shareholder of The National Tobacco Enterprise (Ethiopia) Share Company.*■

In 2018, we acquired additional tobacco companies in Russia and Bangladesh.

■

These acquisitions considerably increased the size of our workforce.**Most of these acquired businesses operate indeveloping countries, with a raft of societal
and economical challenges. We recognize thisand feel responsible for improving the working
environment. We therefore introduce ourpolicies rmly and immediately after eachacquisition. We also visit the sites andsupport local managers to ensure that ourpolicies are endorsed and embedded acrossthe Group.
Particularly in these countries, health andsafety issues pose a serious risk to local
communities, our employees, contractors, andour business continuity. For this reason, we
take a systematic and risk-based approach toacquired businesses from the outset. The
Health and Safety team at our headquarters
conducts a risk assessment for potential new
countries to check whether their standards
meet ours. Following an acquisition, we
support local o ces to identify key risks,develop and implement 18-month actionplans, and align policies with our standards.
Following the implementation of our global
policy and standards in Ethiopia, employees
can work in a much safer workplace and wehave drastically reduced the number of workrelated injuries at this location. Previously,
there had been incidents involving moving
equipment, falls, and vehicle accidents,
among other safety risks. Now employees are
more safety-aware, and we continue to makeefforts to create a workplace free from any
safety issues.

* We became the majority shareholder of the Ethiopian company in December 2017.

** Please refer to our GRI Index for detailed information about our workforce composition.

Towards a better workplace
We care deeply about employee well-being
because we want our employees to feel
comfortable and motivated every day. We run
a variety of well-being programs across theGroup, such as ergonomic assessments andensuring general occupational hygiene.
To design these programs, we gather wellbeing data from our local o ces. In 2018, we
expanded our data scope by introducing newrules requiring all local o ces to report theiroccupational health cases to ourheadquarters. This will allow us to understandour global risks and develop a consistentapproach to them, while strengthening ourexisting protection measures.

Local managers are responsible for investigating reported issues and identifying the causes. If theissues are attributed to the work or workplace, we take appropriate measures immediately to protect
employees’ well-being and prevent recurrences.
We communicate the importance of check-ups to our employees and put in place initiatives to facilitate
them. In Japan, through these check-ups, we identi ed several lifestyle-related risk factors which cancause chronic conditions such as diabetes. We therefore launched a platform where employees canview the results of their check-up and receive relevant well-being tips. This will raise employee
awareness of lifestyle-related risk factors, and ultimately reduce absenteeism rates.
Another key focus area in our Japanese operations is employee mental health. As mental health issues
can be related to stress, employees are encouraged to attend stress management sessions andindividual meetings with doctors. In addition, we held sessions on sleeping well, as our annual
employee survey results showed that this was a key concern.
These programs have had a positive impact on employee productivity and the absenteeism rate inJapan, which has recently been below 1%.
We are pleased to announce that JT was named as a “White 500” company

for the fourth year

running. This award is presented by Japan’s Ministry of Economy, Trade, and Industry. It recognizes
large enterprises that are making outstanding progress towards better well-being among theiremployees.

About our reporting
Our referenced guidelines(GRI), notes ondata (BoR), and scope of our data (*A-E).

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investment

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Community investment
Our sustainability journey is dependent on the skills and spirit of our people working together with thecommunities in which we operate. To make societies cohesive and inclusive, we invest in thecommunities in which we operate, and in the people who live there.
Through our community investment programs, we bring bene ts to local people and places, and giveour employees the chance to volunteer in their local communities and learn new skills. To assess how
effective our management approach is, we have set a community investment target.

Target*Between 2015 and 2030 we will invest 600 million U.S. dollars to help make communities
inclusive and resilient, with our employees contributing 300,000 volunteering hours.
*

This is a Group-wide target.

Progress
Since 2015, we have invested 300 million U.S. dollars in our communities and employees
volunteered 119,349 hours on company time.
Read more about our latest progress on the JT Group's
tobacco business sustainability strategy.

Our Group-wide contributions to societies
As a responsible business, we wish to create a positive social impact in our local communities. Our
local programs are designed to make our communities more inclusive and resilient, while also
providing volunteering opportunities for our employees to engage with local communities and develop
a variety of soft skills. We will continue to make efforts to meet our target to help make communities
more inclusive and resilient.
Discover our latest projects.

Related links
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investment

Copyright© Japan Tobacco Inc. All rights reserved.