1.

COMPANY BACKGROUND

1.1. BATC at A Glance:

British American Tobacco P.L.C. is the world’s most international tobacco
group. Based in London, UK it is a market leader in more than 50
countries selling over 300 brands in some 180 markets world-wide with
the strength of almost 90,000 employees. British American Tobacco
Bangladesh, a market leader in the country, is a subsidiary of British
American Tobacco p.l.c. Operating in Bangladesh since pre-independence,
the company headquarters and cigarette factory are based in Dhaka, with a
tobacco leaf processing operation in Kushtia. The company employs more
than 1300 people and provides indirect employment to a further 24,500
farmers, distributors, and suppliers.

The company began it’s in the subcontinent in 1910 as Imperial Tobacco

Company Ltd. with its head office in Calcutta where cigarettes were in
Carreras Ltd. Calcutta. Imperial and Carreras merged in to a single
company in 1943. After the partition Pakistan Tobacco Company (PTC)
came into existence with its head office in Karachi in 1949. The then
PTC's East Pakistan office was situated n Armanitola and ultimately
moved to Alico Building, Motijheel, Dhaka. In 1954 PTC established its
first cigarette factory in Chittagong although high-grade cigarettes still
came from West Pakistan. The Dhaka factory of PTC went into production
in 1965. After independence, Bangladesh Tobacco Company Pvt. Limited
(BTC) was formed in 1972 with British American Tobacco holding 65%
shares Bangladesh Tobacco Company. In March 1998 Bangladesh
Tobacco Company changed its name and identity to British American
Tobacco Bangladesh pronouncing its common identity.
British American Tobacco Bangladesh is a company with world class

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people, products, systems and processes and tools. They are the first
company in Bangladesh to be awarded Class A status as part of the
international and prestigious total business excellence program, MRPII,
audited by internationally renowned consultants Oliver Wight. They have
a total company commitment to excellence and drive for continuous
improvement, aspiring to be among the very best in the world. Their world
class people work as a team to meet challenges in an ever-changing
business environment. They have an open and transparent culture with
customer service that exceeds expectations. They continuously seek to
improve their manufacturing efficiency without compromising on quality.
As a result their company is recognized as benchmark for quality in the
region when they were the first company to be given the license to
manufacture Benson & Hedges in-house, within this region of BAT Group
which stretches from Pakistan to Australia. Their utilization of information
technology is at the core of their business strategy and is a benchmark
among other fast moving consumer goods companies in the country.

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1.2. Vision of BATC:

The Vision that motivates their people and drives their operations is the
desire to extend their market leadership through world class performance
across all areas of their business.

Their Four Guiding Principles

Strength from Actively utilizing diversity - of people, cultures,
Diversity: viewpoints, brands, markets and ideas - to create
opportunities and strengthen performance.
Open Minded: Being an active listener, genuinely considering
others' viewpoints and not pre-judging.
Freedom through The freedom to take decisions and act on them
Responsibility: obliges them to accept personal responsibility for
the way they affect their stakeholders.
Enterprising Spirit: The confidence to seek out opportunities for
success, to strive for innovation, and to accept the
considered risk-taking that comes with it.

1.3. Brands of BATC:

They are proud of their reputation for manufacturing high quality cigarette
brands, which are enjoyed by millions of adult smokers. Their portfolio
includes a range of brands for different consumer preferences. Well-known
international brands such as Benson & Hedges (Lights and Regular), State
Express 555 and John Player Gold Leaf (Lights and Regular) complement
the national Star, Scissors and Capstan families of brands. Always mindful
that they are in business to serve their customers and consumers, they
continuously seek to improve their products and services to deliver world
class quality standards.

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1.4. People of BATC in Bangladesh:

British American Tobacco Bangladesh is a company of great strengths -

especially in people. Significant investment in people development
through local and international training and embedding their corporate
values has fostered a culture that encourages global interaction of talent.
Currently they have 8 managers in other British American Tobacco group
companies, while 6 expatriates are based here. As a well respected local
company fostering freedom of expression and independent thought in a
business culture which values diversity, creative thinking and an
enterprising approach to challenge, they are privileged to attract and retain
experienced managers and graduates of the highest caliber in the country.

1.5. BATC Taking Partners with Them in the

Road to Excellence:

British American Tobacco Bangladesh is widely respected among its

business partners. In our journey towards continuous improvement and
excellence in every area of their operations, they always strive to take their
valued business partners with them – with them (partners) acquiring skills
and expertise which they apply to develop their own businesses
as well. Their registered farmers receive seed and advice on planting,
growing and harvesting from us. They apply their tobacco growing skills
to growing other agricultural crops as well. It is through BATC farmers
that they have been able to sustain such a successful a forestation program.
Their distributors are fully integrated into their business, continually
improving standards in partnership with the company. Their local
suppliers benefit from skills transfer of modern, cost effective working

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practices, resulting in increased velocity and efficiency in their (partners)
own internal process.

1.6. Demonstrating Corporate Social

Responsibility:

Over the years British American Tobacco Bangladesh has made significant
contributions to the socio-economic development of the country. They are
one of the highest taxpayers in the country, contributing more than Tk1400
crore to the government exchequer annually. Through various projects and
initiatives, they are involved in improving the environment, supporting
philanthropic organizations and promoting arts and culture and assisting
with disaster relief.

• A longstanding a forestation program, planting and distributing

more than 39 million trees across the country since 1980.
• A one of a kind bio-filter installed in our factory to reduce odor
emissions is now used as an example for emulation by other
industries.
• Support for programs like Shandhani's posthumous eye
donation, polio vaccination and blood donations.
• Involvement in a vegetable seed multiplication program.
• Assistance to tobacco farmers in crop cycle planning and
optimum utilization of land.
• Run programs to promote farmers' literacy, health, hygiene,
education, family planning awareness and bank accounts.
• Provide prompt relief and generous support to affected
communities in cases of natural disaster.

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 • Commitment to the principles of sustainable development
through high international standards of environmental, health
and safety practice.

1.7. BATC’s Pride:

British American Tobacco Bangladesh has been the proud recipient of a

number of awards, including the National Export Trophy (2000), the
Prime Minister's 1st Prize for Tree Plantation in 1999 and the Food &
Agriculture Organization (FAO) Award for pioneering the development of
the vegetable seed industry in Bangladesh in 1999 and Prime Minister's A
forestation Award in 1993.

1.8. The organizational structure of BATB:

Figure 1

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2. ORGANIZATION’S VALUES

2.1. BATC’s Core Values:

BATC are committed to building value for their shareholders, and they
believe there is real value embedded not only in how they run their
business but in how a company is put together; in its ability to see the
world as it really is; in it's ability to pick and retain talent; to build
relationships of trust with consumers, suppliers, distributors and partners,
and to manage high quality brands. Perhaps above all in today’s economy,
there is particular strength in the ability to root local businesses in a vast
range of different cultures around the globe. Their guiding principles
describe key characteristics of their organization, which they aim to
nurture.

2.2. BATC’s Guiding Principles:

Here at British American Tobacco we have identified their Guiding
Principles which describe the core beliefs and values of their organization.
They define who they are and what differentiates them - their "corporate
DNA", and capture the spirit and ethos of what is a truly global company
with many different forms in the 180 countries in which they operate.
These principles apply to every employee in British American Tobacco,
across all levels, functions and geographies, and act as a point of reference
for every aspect of our working life, from communication to decision
making. Their core Guiding Principles are:

• Strength from Diversity: Everyone can flourish and succeed in an

environment which values and cherishes differences. The diversity

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 of their people and their ideas creates opportunities and a
competitive edge.

Open Minded: They are open-minded and encourage everyone to

contribute, by actively listening; by being genuinely receptive to new
ideas and the ideas of
• Others by being open to different perspectives and by questioning
and challenging the conventional.
• Enterprising Spirit: They strive to do different things in different
ways.
• Freedom through Responsibility: People have the freedom to
take decisions and act by accepting personal responsibility, within
the parameters of the organizations strategic goals.

2.3. A Clear Female Voice:

Their Employment Principles clearly state that British American Tobacco

is dedicated to providing equal opportunity to each employee and that
their employment beliefs and standards mean in practice that they will not
discriminate when making decisions on hiring, promotion or retirement on
the grounds of the employees’ or candidates’ race, color, gender, age,
social class, religion, smoking habits, sexual orientation, politics or
disability – subject to the inherent requirements of the role to be
performed. In line with this principle, at British American Tobacco,
individuals are nominated to fulfill speaking engagements, liaise with a
wide range of external audiences (including the media) and are put
forward for company awards based on their suitability for the respective
event and criteria such as gender will neither positively nor negatively
impact on the choice of candidate chosen for the event.

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At British American Tobacco, many of their most senior and prominent
external-facing managers are women and as such, naturally, they are seen
fulfilling a number of public speaking engagements and are seen quoted in
the press on a regular basis. At their London Press Office at Globe House
which fulfils a number of roles including orchestrating the Company’s
contact with all UK national and London-based international media,
overseeing media communications on trans-national issues such as the
WHO’s Framework Convention on Tobacco Control and crisis
communications, two of the three press officers/Company spokespeople
are women.

Since 2002, British American Tobacco has been running The Golden Leaf
Award, an annual program that celebrates examples of excellence within
and across Group operating
companies, regions and functions. The Awards not only recognize the
outstanding achievements of markets or teams but furthermore
demonstrate the business impact of these achievements or behaviors and
ultimately, share both success and knowledge across the Group. The award
celebrates the achievement of groups of employees rather than individuals,
however, many women were essential and valued members of the eventual
three winning teams in 2002. In 2004 two women won the Golden Leaf
Award. These women had to ensure continued delivery in the US
marketplace even in the thick of the merger process.

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3. ORGANIZATIONAL POLICIES

Based on their values and principles they developed an ‘Equal

Opportunity Policy’ and various employment policies to assure diversity
within the company. The policies are documented and can be accessed via
the intranet. In support of women's advancement they also have in place a
maternity policy. Their disciplinary policy and sexual harassment policy,
for example, applies to all employees regardless of gender.

3.1. BATC’s Employment Principles:

Based on these Guiding Principles, BATC have developed a set of

Employment Principles and workplace related human rights. British
American Tobacco is a decentralized group of companies and each
company has wide freedom of action. However, within that framework it
is their aim to apply these principles (Principles) in the key areas of
employment practice:

1. STRENGTH FROM DIVERSITY:

“Actively utilizing diversity – of people, cultures, viewpoints, brands,

markets and ideas – to create opportunities and strengthen performance”

BAT is dedicated to providing equal opportunity to each employee. Their

employment beliefs and standards mean that they will not discriminate
when making decisions on hiring, promotion or retirement on the grounds
of the employees’ or candidates’ race, color, gender, age, social class,
religion, smoking habits, sexual orientation, politics, or disability – subject

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to the inherent requirements of the role to be performed. A fundamental
aim is to ensure a diverse and representative workforce profile through the
promotion of employment equality. They shall observe national legislation
relative to positive discrimination.

2. OPEN-MINDED

“Being an active listener, genuinely considering others’ viewpoints and not

pre-judging”

2.1 Openness and Responsiveness

• Internal Communications: Employees’ sense of belonging to, and

trust in, BAT is enhanced by their focus on internal
communications, a sense of pride in their brands and being part of
a socially respected group of companies. They aim to be open and
transparent and to provide regular, reliable and relevant business
and industry- related information, through a wide range of internal
communication channels to allow access for all employees.
Disclosure/communication policies take into account their
obligations to business confidentiality and other competitive
concerns. However, subject to this, they actively encourage and
promote the free flow of ideas and information between their
operating companies and their workforce.

• Relationships and Partnerships: Worker Representation and

Freedom of Association- they respect both freedom of association
and freedom of non-association. They acknowledge the right of
employees to be represented by local company-recognized Trades
Unions, or other bona fide representatives, and for these, where

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 appropriate, to consult with the relevant company – within the
framework of applicable law, regulations, the prevailing labor
relations and practices, and company procedures. They
acknowledge the activities of recognized worker representative
bodies such as Trades Unions (where such activities are practiced
in accordance with national law) and they ensure that workers are
able to carry out their representative activities within agreed
procedures.

3. FREEDOM THROUGH RESPONSIBILITY

“We believe decisions should be pushed down the organization to the

appropriate level, as close to the consumer as possible and that decision
takers should accept responsibility for their decisions”.

3.1 Company Responsibilities

• Fairness at Work: They seek to encourage a climate of confidence

to ensure that employees can air questions and problems arising
during the course of their (workers) work and aim for quick
resolution to the satisfaction of all concerned. To this end, they
seek to ensure that their employees know about grievance and
disciplinary procedures and how to use them. Temporary labor is
an important element of the overall employment mix and essential
to meet the local business requirement and cycles. Where this form
of labor is used they will act at all times to conform to local labor
laws and practices. BAT companies do not have a policy of
engaging in the use of casual labor to avoid an employee receiving
company and government benefits.

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 • Dignity at Work: BATC finds all aspects of harassment and
bullying unacceptable and they are committed to removing any
such actions or attitudes in the workplace.

• Restructuring: BAT undertakes restructuring in a responsible

manner. Any of their global operating companies involved in
restructuring will explain the initiatives that make change
necessary to its employees and all appropriate groups and bodies,
in accordance with local laws and regulations. They cannot offer a
job guarantee for life but compulsory termination of employment
is only actioned after a comprehensive review of all the
alternatives. Where such situations do occur, they will adopt
responsible local approaches and procedures to address each
instance, including severance pay and any other such measures as
may be appropriate to the situation and location.

• Against Exploitation:

Child labor: BAT does not condone or employ child labor.

They seek to ensure that:-
• The welfare, health and safety of children are paramount
at all times.
• Practices undertaken by children for the development of
vocational skills (e.g. in agricultural employment) do not
conflict with or impede their educational development,
including school attendance.
• The development of children, their communities and
countries is best served through education.

Forced labor: Bonded or involuntary labor is completely

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 unacceptable, as is the requirement to surrender identity
papers or pay deposits as a condition of employment.
Where national legislation or employment procedures
require the use of identity documents, these will be used
strictly in accordance with the local legislation and
procedures. We do not condone exploitation or the unlawful
use of immigrant labor.

3.2 Employee’s Responsibilities

• Standards of Business Conduct: These are an integral part of their

corporate governance and are designed to provide a decision-
making framework for all employees. Employees are the key
upholders of such standards and are expected to comply with them.

• Proper use of Company Systems: BAT companies deploy many

systems to help in the achievement of business goals. In doing so,
they entrust the use of these systems and facilities to their
employees. It is the responsibility of employees to familiarize
themselves with these systems and to adhere to all operational and
confidentiality procedures including those concerning personal use
of the systems. BAT companies will provide training in the use of
their systems and policy adherence and employees should seek
further training if required. The use of these systems will be
monitored from time to time to ensure lawful use and purposes in
• accordance with BAT policy and local legislation. Employees will
be encouraged to make suggestions to improve either the training
or the systems themselves.

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 • Performance Responsibility: They expect their employees to make
a meaningful and confident contribution to the success of BAT and
their (workers) own place within it. As such, employees will be
held accountable for their performance. They therefore provide
employees with clarity on their expectations of them (workers) and
feedback on their (workers) performance. The mechanisms for this
will be determined as appropriate at the local level. Where poor
performance continues, despite the prior provision of opportunities
for improvement, BAT companies will terminate the employment,
applying the framework of applicable law and company labor
relations procedures.

3.3 Mutual Responsibilities

• Environmental Responsibilities: BAT has in place Environmental,

Health and Safety management and monitoring systems and strives
to achieve annual targets and performance indicators in each of the
key areas of environmental management. Both their companies and
their employees have an integral part to play in the achievement
and maintenance of these standards.

• Constructive Place in the Community:

 Community contribution: BAT thinks globally but it
is a local citizen. As such, they encourage their
employees to play an active role both in their
(workers) local and business communities. The
level and type of support the local company and
their employees give is at the discretion of the local
company.

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  Economic contribution: BAT seeks to create
opportunities for skills development for employees
and communities in markets where they operate.
They also aim to work in harmony with the
development objectives and initiatives of host
governments.
• Business Information Security: Business information security is a
multifaceted challenge requiring effective co-operation between all
parts of the business, their business partners, employees and
employee representatives. Their policy embraces all elements of
business information security including physical records,
electronic data, e-mail, personal data held by the company,
information processes and data management, legal and audit
considerations and communications systems (telephones, fax,
internet etc.). Their policy is to maximize the business leverage of
their information, ensuring that it is reliable and available to those
who need it. It is of paramount importance to ensure that all their
employees are fully aware of their personal responsibilities in this
regard. They will honor the privacy of workforce data according to
the requirements of national legislation and the security and
interests of the business.

• Personal Development and Learning: They develop and deliver

high quality learning and development initiatives appropriate to the
needs of the individual operating companies and their employees.
They aim to foster a sense of pride in working for BAT and to be
the employer of choice wherever they operate. Whilst they put
great emphasis and resources in training and opportunities for
development, employees are encouraged to take responsibility for
their (workers) own development.

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3.4 Valued Business Partners
Whilst they are not responsible for standards of employment practice
throughout their supply chain, they seek to influence our business partners
to avoid:
• The employment of children particularly in any industrial process, or
agricultural process which uses chemicals (other than in genuine
apprenticeships);
• The selling of cigarettes to minors;
• The use of forced or illegal immigrant labor;
• Working conditions which do not meet BAT standards on health, safety
or hygiene;
• The denial of access to, or unfair application of, a transparent grievance
procedure;
• Any form of unlawful discrimination, harassment, abuse or bullying.

Whilst each partner organization has the responsibility to manage its

employment practice in accordance with its own business standards,
values and local legislative framework, they will work with them to
embrace these Principles.

BAT Minority Shareholding Interests: They (BATC) will draw to the

attention of the Directors of companies, in which they (BATC) have a
minority interest, the contents of these Principles and, where they do not
exist already, encourage them to be adopted.

4. ENTERPRISING SPIRIT

“The confidence to seek out opportunities for success, to strive for

innovation and to accept the considered risk – taking that comes with it”.

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4.1. Physical and Material well-being
Elements of this are:-

Reasonable Working Hours: It is almost inevitable that in most roles, and

at certain times of the year, business needs will dictate more concentrated
periods of work than at other times. However, BATC acknowledge and
support the need of employees to balance work and personal interests and
will encourage flexibility where possible.

• Family Friendly Policies: BATC encourage their markets to

explore and adopt family friendly policies as relevant according to
local practice.

• Occupational Health and Safety: BAT companies will all have, and
comply with, internal health and safety policies and procedures and
national regulations to ensure a safe working environment. BATC
are committed to working with their employees to ensure that
health and safety standards are maintained and improved. This
process involves the effective application of an environmental,
health and safety management and monitoring system. BATC work
continuously to maximize the physical security of their employees
wherever they (workers) are employed. BATC will ensure that
their standards and policies are understood and training will
• Be provided so that all employees understand the health, safety and
security issues and requirements concerning their (workers)
job/position.

4.2. Fair, Clear and Competitive Remuneration and Benefits

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BAT recognizes the need for their remuneration policies to be competitive
and they have been designed to ensure a real differentiation amongst
individuals and teams within companies, using criteria such as:
qualifications, skills, performance, contribution and responsibility. BAT
uses objective instruments in determining the level and seniority of roles
within the business by means of a well-defined method of job evaluation,
which defines roles, scope and subsequent salary positions and ranges.
These are then compared against the local labor market to ensure their
competitiveness. Prevailing market conditions are a key point of reference
for establishing remuneration in each operating company. BAT will
comply with legislation imposing a national minimum wage; however,
their strategy will be to ensure that their reward levels are highly
competitive within the local area. BATC use remuneration and reward as
an active tool to build and maintain a high performance, highly motivated
culture. Their approach is based on a mix of financial and non-financial,
long and short-term incentives. Each operating company has the
opportunity to structure their reward and benefits packages according to
local circumstances. All employees are provided with clear information for
each pay period, including any and all deductions from their pay.

4.3. Talent, Performance and Equal Opportunity

Where possible BATC fills vacancies internally, although they will seek
out external talent as this provides the opportunity for fresh thinking, new
ideas and experiences. Their recruitment strategy is based on retaining and
attracting the most suitable people at all levels of the business and this is
reflected in their objective approach to recruitment and selection. The
approach is based on the inherent requirements of the job (both now and in

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the foreseeable future), matching the ability and potential of the
individual.

3.2. UK Headquarters Policy:

At Globe House, BATC aim to live the Guiding Principles and

demonstrate their genuine commitment to the global Employment
Principles. Their Equal Opportunity Policy aims to ensure the Company
provides equal opportunity for all job applicants and employees,
regardless of race, color, religion, ethnic origin, sex, marital status, sexual
orientation or disability. In support of this, the Sexual Harassment Policy
states unequivocally that ‘the Company finds all forms of sexual
harassment unacceptable’ for both men and women and aims to provide
victims with a means of redress. Recognizing the numerous forms and
levels of sexual harassment, the policy provides an extensive list of the
behaviors that will not be accepted.

3.3. Commitment to Good Employment

Practices:

BATC’s Employment Principles build on their commitment to good

employment practices and workplace related human rights. They set out a
common standard for their companies in developing policies and
procedures, while recognizing that each company must take account of
local labor law and practice and its local political, economic and culture
context.

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They cover a wide range of practices, including:
- Equal opportunity to everyone.
- Internal communication and the free flow of ideas
- Worker representation and freedom of association
- Fairness at work and the unacceptability of harassment and bullying
- The unacceptability of child labor or unlawful use of immigrant labor
- Performance responsibility
- Health, safety, and environmental responsibility
- Community contributions by employees
- Personal development and learning
- Reasonable working hours and family friendly policies
- Fair, clear and competitive remuneration and benefits.

3.4. Freedom of Association:

Worker Representation and Freedom of Association: BATC respect both

freedom of association and freedom of non-association. They
acknowledge the right of employees to be represented by local company-
recognized Trades Unions, or other bona fide representatives, and for
these, where appropriate, to consult with the relevant company – within
the framework of applicable law, regulations, the prevailing labor relations
and practices, and company procedures. They acknowledge the activities
of recognized worker representative bodies such as Trades Unions (where
such activities are practiced in accordance with national law) and they
ensure that they (workers) are able to carry out their representative
activities within agreed procedures.

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4. RECRUITMENT AT BATB

They see recruitment as part of their business strategy, ensuring that their
company is equipped with managers of the highest caliber who can build
their future. It is a long-term strategic exercise to continually improve the
quality of management, with a consistent focus on future requirements.
Year after year they select, train and develop some of the brightest and
most talented graduates. Their unique management development program-
The Challenge Initiative-has been designed to train the very best people to
a global standard of excellence. Graduates are therefore not recruited to
fill a vacant slot but as management trainees, and are recruited over and
above the company's current manpower requirements. They will have
recently completed 4-year graduate level education and will be seeking a
first professional post. The company also invites talents to submit their
applications for positions other than management trainee or entry level.

4.1. Recruitment Policy:

• British American Tobacco Bangladesh will be in e – resourcing

from 2002. They will be focusing on e-based advertisement for
more visibility and transparency alongside the conventional print
media. All recruitment related notices will be posted on the
www.bdjobs.com web site. Candidates are required to fill up the
blank resume format provided in the web site. A well-structured
and systematic selection procedure is followed to get the most
suitable candidate. Following the selection procedure, pre-
employment medical examination and reference checks are done.

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 • They entertain application from recognized universities from home
and abroad

• Applicant must be citizen of Bangladesh.

• They encourage students with good academic track record to apply.

• They are free from any prejudice against any race, sex, religion,
age what so ever. Positions will be offered to the candidate on the
basis of his/her ability and requirement of the company.

4.2. Recruitment Process:

• As a part of the resourcing program, they focus on e-based

advertisement for more visibility and transparency alongside the
conventional print media. All recruitment related notices will be
posted on the www.bdjobs.com web site. If you have decided that
British American Tobacco is for you, the first step is to complete
the application form provided on the website.

• If the application is successful, he/she will be invited to a

preliminary interview with a member from the function to which
you have applied, and a member of the Human Resources team.
This is as much chance for you to find out more about them, as it is
for them to find out whether you have the competencies they are
looking for.

• As a final candidate you will be invited to a specifically designed

British American Tobacco assessment centre. This will provide you

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 the opportunity to demonstrate your skills and suitability through
your performance in a number of participative and individual
exercises. You will also have the opportunity to meet their
managers and to gain first hand experience of what it is to like to
work for British American Tobacco Bangladesh. Regardless of the
outcome, participants find it a unique opportunity to demonstrate
their strengths.

• If you make it through to the Assessment Centre, you will be

recommended to the respective Heads of Functions for a final
Interview.
They are committed to keeping you informed of your progress through
every step of the selection process.

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5. PAYMENT PRACTICE AT BATC

5.1. Equal Pay:

British American Tobacco Company takes a holistic approach towards

reward offering employees not only attractive salaries, flexible benefits
and long-tem incentives, but also challenging responsibilities, inspirational
leadership and opportunities for development. They truly believe in
equality and hence offer fair reward to all their employees on all levels. An
unbiased approach is applied and salary progression is linked solely to
individual development and individual performance. They also ensure that
their employees are rewarded fairly not only in relation to each other, but
also in relation to the employees of other companies. By means of pay and
benefits surveys they ensure maintaining a competitive position in the
market.

5.2. UK Headquarters Equal Pay Review:

It has always been standard practice at Globe House, London, to check the
gender distribution of the annual pay award and to monitor gender
variance in terms of proximity to salary range mid-points. This is a
practice which is also encouraged globally. In 2002, they went a stage
further with a full equal pay review looking back over five years and
examining issues such as part-time pay and length of service. In 2002, the
first five management grades
(the last two most senior grades represent numbers too small for
meaningful analysis) showed pay differentials of between 1%-4%. These
differentials are in favor of male employees for the first four grades, but at

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the fifth grade the average salary is 3% higher for women than men. The
pay picture for part-time female employees is even more encouraging with
average salaries of women part-time workers being higher than male full-
time workers in the same grade. Pay determination processes are
structured to ensure maximum objectivity and equality. Annual pay
reviews are influenced by performance ratings against agreed annual
objectives, and the annual bonus is based on 50% Company performance
and 50% team performance with the bonus paid in full for women on
maternity leave.

In 2003 they continued examining the issue of equal pay between male
and female UK Headquarters’ employees. The overall picture indicates
once again that pay at headquarters has been managed equitably resulting
in minimal evidence of any gender-based discrepancies. In 2003 one of the
two most senior management grades were added into the study so that
altogether six management grades were analyzed. The review showed
differentials of 1%-8% between men and women pay. Apart from one
grade where the result was equal, these differences favored male
employees in three instances and females in two. This is an improvement
for female employees compared to pay review in 2002 (in 2002, female
employees were only favored in one grade). Besides there was a 10%
decrease in the pay difference favoring male managers over female
managers in one of the most senior grade. The analysis also showed that in
contrast to the marker trend, their part-time female employees do not
suffer from a pay disadvantage compared to full-time males.

On the improvement side, the analysis confirmed that female managers in

senior grades are significantly outnumbered by male managers. This issue
is potentially linked to the availability of part time working which was
also identified as an area of concern. The company took this review into
consideration and introduced formal flexible working policy.

26
6. WORKING, COMPENSATION, AND
BENEFIT AT BATC

6.1. Flexible Working:

A healthy work-life-balance is crucial for the performance of BATC’s

workforce. Flexible working arrangements enable their employees to
dedicate time to personal activities. The company tries to accommodate
employees with a need to be flexible by providing portable computers
which enables them (workers) to work from homes. This includes women
who have small or disabled children to take care of. Employees can also
adjust their holidays by means of recently introduced flexible benefits
scheme, which enables people to sell and buy holidays. Flexible working
is further enhanced by the convenience of the office and availability of
such services as free drinks, buffet and takeaway, on-site shop, café and
sports facilities. The company continuously implements new initiatives to
provide more flexibility to its employees.

Flexibility of working hours gives individuals the freedom to manage their

(workers) time effectively to suit their (workers) own working and
domestic needs, whilst ensuring that their (workers) work output is
maintained. Where pressures of work require individuals to work over and
above that which is normally expected, they (workers) will be entitled to
take time off in lieu. BAT tries to accommodate employees with a need to
be flexible by providing portable computers which enable them to work
from remote locations, including their homes. BAT is willing to consider
requests for flexibility of work location subject to
business needs, and part-time working is also available dependent on
individual jobs and managers.

27
6.2. Flexible Benefits:

In June 2004 British American Tobacco introduced flexible benefits

program, free2, with eleven benefits on offer. This is a new approach to
benefits management which gives freedom of choice to employees.
Through free2 they can manage benefits package in a way that is right for
them and buy the benefits they need when they need them. Once a year in
June employees are able to make their selection via on-line electronic
enrolment system. A lot of benefits are at a discounted prices comparing to
high street offers. Some of the benefits included this year were dental
insurance, travel insurance, home computer initiative, mobile phone etc.
Employees were also able to buy or sell days of their holiday. They intend
to add more benefits next year to satisfy individual choices as much as
possible.

6.3. Convenience Services & Social Facilities:

Globe House was awarded the title of ‘Best National Office Fit-Out’ by
the British Council of Offices in 1999. Staffs have access to all-day free
drinks vending and a free three-course lunch. Takeaway or eat-in
sandwiches and soup are available as an alternative to a hot lunch and
there is a Starbucks coffee franchise at reduced prices. A full breakfast
service is available each morning at low cost. A weekly treat of cakes is
also delivered to each floor on Thursday afternoons. There is a large staff
coffee lounge which is used as a meeting space during the day, a coffee
lounge at lunchtimes, and a subsidized licensed bar on Thursday and
Friday evenings. If staff doesn’t have the time to visit the shops at nearby
Covent Garden, there are bank cash and stamp points on site and a small

28
shop selling a range of magazines, greetings cards, confectionery and
toiletries. For a wider choice of goods, the Facilities departments arrange
regular in-house sales of discount brands such as Timberland or French
Connection, and also available is Jump leads; an internet shopping service
whereby goods from shops such as John Lewis can be delivered to the
office. The Electronic High Street is another web-based facility which
enables employees to take advantage of locally negotiated discounts on
goods and services, e.g. Holidays or banking. And if the prospect of
cooking at the end of the journey home is not appealing, employees can
use the Rocket meal service to purchase healthy, fresh ready meals to take
home. The Staff Council (an elected body of employees) provide a forum
for two-way communications between employees and the Board, giving
staff a voice and the Board a means of consulting with employees. The
Sports and Social Committee is a sub-group of the Staff Council and runs
a range of sports and social events from horse-riding to theatre trips,
which are subsidized by the Company. The Committee also organizes
children's parties at Christmas, quizzes and other events during the year.

6.4. Health & Well-Being:

Employees and their immediate family members are entitled to unlimited

access to telephone counseling through the Employee Assistance Program
which provides free advice on emotional, marital, legal and financial
issues. Referrals for face-to-face counseling can also be arranged in the
home locality. There are a range of options for employees wishing to keep
fit; the Globe House Fitness Suite is a free on-site facility, and there is also
a choice of two heavily subsidized corporate health club memberships. For
staff who cycle to Globe House, there are secure, covered cycle racks and
full locker, changing and shower facilities. The Globe House medical suite
provides a range of services for employees including health screenings and

29
full medicals (depending on age and grade), eye tests and subsidized
spectacles for computer use, medicals and inoculations for business
travelers, a variety of medical reference books available on loan, and
occasional alternative therapies such as reflexology and massage. Private
medical insurance is provided for all staff. For managers immediate family
is also covered, and for business support staff family cover can be
arranged at a reduced rate.

6.5. Parental & Care Support:

British American Tobacco fully supports the family commitments of

employees. The company offers generous parental schemes including
maternity and paternity leave as well as childcare vouchers. Child- and
eldercare is an important issue within the company and they try hard to
meet their staff’s requirements. As a part of employee care program,
employees have the benefit of immediate access to a professional and
completely confidential counseling service on such issues as marital &
relationship difficulties and loss of confidence.

6.6. Maternity & Paternity Provisions at HQ:

A year ahead of EC regulations and more generous than the statutory

requirements, BAT offers 52 weeks’ maternity leave with 26 weeks at full
pay (for employees with at least 1 year’s service), and 2 weeks’ paternity
leave also at full pay. BAT is willing to consider all requests for part-time
or flexible working. (Please see the ‘Flexible Working and Work-Life
Support’ section for further information). Childcare vouchers are available
and cut the cost of childcare through National Insurance relief and a
further 5% Company subsidy.

30
For general peace of mind for employees and their families, BAT also
gives generous life assurance and personal accident insurance cover to
staff at all levels. The pension scheme is final salary, non-contributory,
offers excellent family pension benefits and was rated as among the most
generous in the UK by the 2003 Union Pension Services survey. Published
every three years, Pension Scheme Profiles 2003 covers the pension
benefits offered by 250 leading UK employers according to criteria
including death-in-service
benefits, the spouse’s pension and the rate of annual increase. Private
medical insurance is provided for all staff. For managers immediate family
is also covered, and for business support staff family cover can be
arranged at a reduced rate. Parental and compassionate leave provisions
are also available.

31
7. TRAINING AND DEVELOPMENT AT
BATC

BATC approach to early training and career development reflects their

recognition that getting the right start is crucial to building a successful
career. Their developing initiative comprises induction, functional and
managerial development, and business awareness and performance
appraisal. The company offers a broad range of learning and development
options such as “on-the-job” training, in-house and external training
courses, e-learning. Employees are enabled to learn and develop “anytime
and anywhere”. The company also offers a portfolio of international
training programs in order to develop first class people in every function.
The career development process is in place to ensure that the needs of
individual and the future shape of organization are taken into account.

7.1. Career Development:

As a truly global organization with a presence in over 180 countries,

tracking the presence and performance of our people is essential for
effective planning and career management. The Career Development
Meeting (CDM) process forms one part of their (workers) global career
planning systems. Its purpose is to ensure that they have good quality
succession plans in place which take account of both the needs of
individuals and the future shape of the organization. It is also the forum in
which they confirm assessments of managerial potential and in doing so
ensure that their talent pipeline is sufficiently rich to drive performance
and business objectives.

32
While they are looking for ways to push the diversity issue up the
organizational agenda, the existing picture of female performance at BAT
is very positive. On a global scale, there is a higher proportion of women
than men with high-potential ratings and the data also tells them that
women are spending less time than men in each position which implies
that the female population are tracking more quickly through the
organization. They recognize and embrace the importance of having a
diverse workforce and the increased competitive advantage that diversity
can create. Therefore, consideration of diversity metrics and the messages
received from the global Viewpoint employee opinion survey are two
standard items on all CDM agendas. Organizational Development Heads
at Globe House are also looking at ways of stimulating further discussion
and action within the CDM framework; in the search for a more
progressive way forward there is an exercise currently taking place to
examine the data on under-represented senior management groups. From
2003, there will be specific attention paid within the CDM to the
development of women and minorities at the highest level.

7.2. Pathways to Continuous Development:

British American Tobacco recognizes the need to employ highly qualified,

motivated people - and to provide them with the opportunities to
continually grow and develop, to remain highly qualified and motivated in
a constantly changing and demanding environment. The emphasis is on
continuous – each individual is encouraged to make a commitment to
lifelong continuous learning. And BATC in turn is committed to
supporting each individual to meet this commitment. Pathways to
Continuous Development are an integrated system designed to help
employees develop their capabilities for success - in life and in their
careers with the company.

33
The objectives are:
• to energize for life-long continuous learning and growth
• to accurately assess capabilities against critical success factors
• to create specific Individual Development Plans, which make good use
of a variety of

Effective development options and which relate to longer term career

goals to enhance competencies to meet future business needs.

To support the continuous development of their people, they offer a varied

range of development options both on a global and local level.

7.3. International Training:

In the interests of developing First Class People in every function, BATC

offers its global staff of high-potential Middle and Senior Managers a
portfolio of International Managerial and Functional Training Programs,
designed to build cross-company centers of excellence that will propel the
company forward. The majority of these international training programs
are held at the Horsley Court Management Training Centre in Surrey, and
due to the extremely high demand for places we have a rigorous
nominations process designed to be as equitable as possible. In the
interests of knowledge sharing and rich learning experiences the diversity
of the delegates to ensure groups with cross-functional, regional and
gender representation.

7.4. Learning & Development In UK:

In addition to the international training provision, the UK also offers a

broad range of learning and development options from ‘on-the-job’

34
training, in-house and external training courses, e-Learning and a drop-in
Learning Resource Centre in Globe House. The aim is to enable
employees to learn and develop ‘anytime and anyplace’. Employees
studying for professional qualifications also receive comprehensive
assistance in terms of exam leave and costs for fees, subscriptions and
materials. The portfolio of their e-learning courses is comprised of more
than 50 on-line courses across 12 development areas. The e-learning
website provides opportunities for everyone to acquire management skills,
such as Leadership & People Management, Mentoring, Coaching, as well
as business awareness through courses in Operations, Marketing and
Finance. Their
approach to learning and development is very much tailored to individual
needs; employees are encouraged to explore and understand their own
learning styles, with the Peter Honey Learning Styles Questionnaire
available to all employees on the internal intranet site (Interact).

7.5. BATC’s Policy on Personal Development

And Learning:

BATC develop and deliver high quality learning and development

initiatives appropriate to the needs of the individual operating companies
and their employees. They aim to foster a sense of pride in working for
BAT and to be the employer of choice wherever they operate. Whilst they
put great emphasis and resources in training and opportunities for
development, employees are encouraged to take responsibility for their
(workers) own development.

35
7.6. Mentoring & Coaching:

To set objectives and to work towards achieving them in order to meet the
needs of the business and the personal development objectives can be a
challenge. British American Tobacco strongly supports and encourages
mentoring relationships to help employees face these challenges.
Mentoring relationships are encouraged at all levels at British American
Tobacco as a valuable means of helping their people to learn and develop.
They take a structured approach with our Management Trainee population,
ensuring that each graduate trainee is assigned to a Mentor. Mentors are
senior members of staff from a different function to the trainee, enabling
their graduates to benefit from their (workers) wider experience and
guidance. For other employees, they take a tailored approach to ensure
that mentoring partnerships are beneficial for both mentor and mentee and
mentoring workshops are run to ensure that mentors are well equipped to
manage the relationship to its full potential.

7.7. Fair & Transparent Promotion:

BATC have necessary tools and procedures to ensure fairness of their

employees’ promotions and career successions. Successions are carefully
planned and are based on an employee’s performance, career objectives
and the future shape of the company. Clear guidelines to promotion are
clearly communicated to all employees. People are treated on an equal
basis to prevent any form of discrimination. They have adequate policies
and documented rules how to deal with grievance.

BAT Group companies in the UK have appropriate policies in place to

deal with internal employment disputes in an effective manner. The
polices are, where appropriate, supported by relevant rules and procedures.

36
The relevant policies are accessible by all staff via Interact and this is
explained to staff as part of their induction. BATC has a team of
professional HR staff trained to give guidance to managers and staff in the
implementation and application of the policies.

7.8. Career Development Meetings:

They treat professionally managed career planning and personal

development of their people as a business critical activity, investing
significant senior management time in sustaining their future talent. One
process enabling this is their cycle of Career Development Meetings
(CDMs). These are held at least annually in all Group companies with the
information reviewed further for each function at regional and global
level. For their most senior roles worldwide, the Management Board
spends two full days per year assessing succession and development
issues. Their CDM process aims, through good quality planning, to match
the career needs of individuals to short and medium term opportunities. It
is organized to explore individuals’ career potential based on current
performance and achievements and other capabilities that will become
critical at more senior levels. Achieving this globally across multiple
functions is a major undertaking,
relying heavily on a good understanding of individuals’ career wishes,
mobility, language capability and career history. To support the system,
they have invested heavily in a global management development database,
where managers enter their own data in a ‘self-service’ way. This is
available to the CDMs so that personal ideas can be included. Now in its
seventh year, the CDM system is well known across the Group and has
helped them considerably in ensuring that they have the talent that they
need in the right place at the right time.

37
8. WORK-FORCE DIVERSITY AT BATC

8.1. Attracting To Women:

Their business is built on their understanding of the differences across

consumers. Women have always been an influential consumer group
within the tobacco industry and thus play a vital role in the development
and marketing of new products. In the same way it’s the diversity of their
people and BAT’s ideas that create opportunities and competitive
advantage. There is a clear visibility of women of different backgrounds,
ages and nationalities in their recruitment materials. They value the
diversity of their employees and respect each person's individuality.

8.2. Attracting Difference:

At British American Tobacco they try to ensure objectivity in their

recruitment and selection processes through training of their HR
professionals and line managers and also through the use of consistent
competencies. By assessing against their global Leadership Capabilities
they hope to recruit people who display the qualities and skills they value
regardless of gender or race. As well as trying to ensure the objectivity of
their recruitment processes, they are committed to rigorous analysis of the
ways in which they represent cultural diversity in their recruitment and
corporate literature in terms of both visual images and written text.

Their overall aim is to represent the organization as realistically and

faithfully as possible in order to give an accurate and fair impression of
life and work at BAT. They feel this is particularly important in

38
recruitment materials because any intelligent, educated applicant will be
concerned to demystify any apparent ‘hype’ or ‘spin’ especially where it is
associated with a controversial industry like tobacco. Based on research
and feedback on previous generations of materials their new recruitment
branding aims to portray a less corporate look and a more inclusive feel.
They are currently taking a critical approach to ensure that their literature
‘speaks to’ and addresses the interests of women readers. Amongst other
aspects, they are examining whether their publications describe the jobs
and achievements of women and men at all levels of the organization,
whether there is equal gender representation in terms of quotations or
interviews with employees, and whether the literature uses language that is
inclusive of women. From a cultural diversity perspective they
consciously attempt to represent BATC by using a broad range of males
and females from different ethnic backgrounds in our recruitment
literature.

8.3. Strength from Diversity:

“Actively utilizing diversity – of people, cultures, viewpoints, brands,

markets and ideas – to create opportunities and strengthen performance.”

BAT is dedicated to providing equal opportunity to each employee. Their

employment beliefs and standards mean that they will not discriminate
when making decisions on hiring, promotion or retirement on the grounds
of the employees’ or candidates’ race, color, gender, age, social class,
religion, smoking habits, sexual orientation, politics, or disability – subject
to the inherent requirements of the role to be performed. A fundamental
aim is to ensure a diverse and representative workforce profile through the
promotion of employment equality. They shall observe national legislation
relative to positive discrimination.

39
Their corporate literature including recruitment and training manuals are
gender appropriate. Their approach to gender diversity is documented in
reports and guidebooks and clearly values women as part of their key-
stakeholders. Available to HR Managers throughout the BAT world, the
'Strength from Diversity' training materials have been designed to support
our Guiding Principles and to help end-markets leverage the diversity
within their organizations. Topics covered include defining diversity, the
key elements of an organization that manages diversity, developing
policies and strategies, and 'selling' the benefits of diversity to key
stakeholders. They promote gender equality by applying gender diversity
globally. The guiding principles are aimed at all employees to observe
performance and behavior, involving a number of elements such as
leadership, managing self, managing others and managing managers.

8.4. Celebrating International Women's Day:

Around the world, International Women's Day (IWD) on 8 March marks a

celebration of the economic, social, cultural and political achievements for
women. Taking this into consideration it is needless to say that the IWD is
also an important day for British American Tobacco. Throughout the year
the company advances its female talent but on this particular day BAT
celebrates its achievements together with its female employees. Each year
Aurora hosts Europe’s largest International Women’s Day event and BAT
uses this occasion to recognize its female employees by supporting their
attendance to this event at The Savoy Hotel in London. Around 250
corporate and entrepreneurial women attended the event using its great
networking potential. BAT clearly seeks to attract, retain and advance
female talent and sending its employees to this high profile event
illustrates another form of BAT's commitment to advancing women.

40
8.5. Women's Networks:
British American Tobacco is well aware of the importance of women’s
networks. These networks provide an interactive platform to exchange
business related information and news and to discuss career development
opportunities.

8.6. Empowerment for Women in South Africa:

Economic empowerment represents not an exclusive concept of

preferential allotment but rather opportunity mapping that seeks to ensure
broader black participation in the economy in order to achieve sustainable
development. Already there have been notable entrepreneurial successes,
but one group has notably effectively been marginalized in the new era of
empowerment: poor, rural, black women. Statistics show that black
women in rural South Africa are the most vulnerable in the world. Often
unskilled and under-educated, they still manage to play the role of chief
breadwinner for their families.

Maradadi, a social enterprise, is behind a British American Tobacco-

backed project that, by providing at least some of these women with
specialized training and skills, seeks to change frankly miserable
prospects. Through the project British American Tobacco South Africa has
enabled many women to learn the ancient art of beading -- and the basic
business skills to market their high-quality merchandise. In the process,
the project provides them with the means of generating a sustainable
income, breaking the cycle of poverty and leading to greater sustainability
not only for themselves but for their families and -- by extension -- their
communities.

41
8.7. Supporting External Women's Networks:

British American Tobacco is committed to the advancement of women in

the workplace through supporting external initiatives. By participating and
supporting in relevant external initiatives they not only empower their
female employees but also build relationships for their senior managers to
support women's advancement. As a member of the Aurora Cross-
Corporate Women Network, BAT's Head of Corporate
Communications, Fran Morrison, addressed over 150 corporate women at
an Aurora women's networking event in September 2005 at Bloomberg in
London and participated in a lively debate about ‘Women work in a man's
world'. Fran shared many insights and practical tips about her own career
progression and navigating the complexities of corporate life.

8.8. Establishing Boardroom Diversity:

British American Tobacco is firmly committed to advancing women’s

careers and to enhance diversity on every level of their company. They
acknowledge that establishing diversity in boardrooms is paramount to the
business and its long-term success. People with different backgrounds
bring different skills and experiences into the boardroom thus drawing
from a greater knowledge pool regarding business strategy, operational
decisions, etc. The Financial Times recognized their approach when they
were quoted for having taken on a female non-executive director (The
Financial Times, 5 September 2005). Dr. Ana Maria Llopis was appointed
a Non-Executive Director of British American Tobacco p.l.c. on 24
February 2003. She is a member of British American Tobacco's Audit,

42
Corporate Social Responsibility, Nominations and Remuneration
Committees.

8.9. Reporting On Diversity and Opportunity:

One of their Guiding Principles is Strength from Diversity, which

articulates the importance of diversity within the Group, and recognizes
that differences amongst their employees strengthen their insights and
performance. Equal Opportunity is specifically covered within the Group
Employment Principles. These are provided to all Group companies and
performance against them is monitored through their internal audit
process. Full global data on employee cultural diversity is not collated as it
is difficult to aggregate. Gender dynamics are monitored and reviewed
through their Career Development Meetings and regional and local plans
for diversity-related activity are encouraged. British American Tobacco is
highly active in moving talented people around the world. Across the
Group there are currently about 900 managers working outside their home
country, some 8 per cent of our management population worldwide, and
people of almost 40 nationalities work in our UK offices. Every year in
their Social Report they include information and statistics on Diversity and
Opportunity. Such statistics as composition of senior management
incorporates female/male ratios and other indicators of diversity as
culturally appropriate.

43
9. PERFORMANCE APPRAISAL AT
BATC

British American Tobacco Bangladesh is a company of great strengths -

especially in people. Significant investment in people development
through local and international training and embedding their corporate
values has fostered a culture that encourages global interaction of talent.
They expect their employees to make a meaningful and confident
contribution to the success of BAT and their own place within it. As such,
employees will be held accountable for their performance. They therefore
provide employees with clarity on their expectations of them and feedback
on their performance. The mechanisms for this will be determined as
appropriate at the local level. Where poor performance continues, despite
the prior provision of opportunities for improvement, BAT companies will
terminate the employment, applying the framework of applicable law and
company labor relations procedures.

9.1. Influencing Factors of Performance

Appraisal:

The Performance Appraisal of British American Tobacco Company is

influenced by several factors-
A) Leniency or Strictness Tendency or Constant Errors,
B) The Central Tendency Errors.

Leniency or Strictness Tendency or Constant Errors: Relative to the

true or actual performance an individual exhibits, some evaluators mark

44
high, while others mark low. When evaluators are positively lenient in
their appraisal, an individual’s performance becomes overstated. In doing
so performance is rated higher than it actually should be. Similarly a
negative leniency error understates performance, giving the individual a
lower appraisal. Subjective assessment defeats the very purpose of
performance appraisal. Ratings are lenient for the following reasons:
• Anyone under the rater jurisdiction who is rated unfavorably
reflects poorly on his or her own worthiness.
• Anyone who has been rated unfavorably has been discharged from
the organization.
• A derogatory rating is reveal to the rate to determine the relations
between rater and rate.
• Rater rate leniently in order to win promotions for the subordinates
and, therefore, indirectly increase his or her hold over them.
• Rater is projecting.
• In order to gain approval for him and her (rater), he or she always
approves others.
• Because there exists, in the culture, a response set to approve
rather than disapprove.

The Central Tendency Errors: This occurs because employees are

incorrectly rated near the average or middle of the scale. The attitude of
the rater is to play safe. This safe playing attitudes stems from certain
doubts and anxieties which the rater have while assessing the rate. Such
doubts and anxieties arise, because-
• Not sufficiently knowing the man,
• Relations with rate and his performance in the future,
• Effects on the relationship among the rater and other subordinates,
• Effects on the relations within the group or subordinates,
• Pressures from peers, superiors and trade union,

45
 • Accuse of being partial,
• Bosses view about appraisal and influence of bosses’ appraisal
process,
• Influence on subordinates appraisal process.

9.2. Performance Appraisal Techniques of

BATC:

British American Tobacco Company is always aggressive in order to

measure the performance of their employees, who are working at different
branch throughout the world. They have both traditional and modern
performance appraisal method in order measure the performance of their
employee.
The most frequently used traditional performance appraisal method at
BATC are-
• Grading method,
• Graphic rating method.

Grading method:
Under this method, the rater of BATC considers certain features and marks
them according to the scale. Certain categories of worth had been
established and carefully defined by BATC. The selected features are--
analytical ability, cooperativeness, dependability, self-expression, job
knowledge, judgment, leadership, and organizing ability, etc. The grading
scales are –
Outstanding = A, Very good = B, Good = C, Average = D, Fair = E, Poor =
F, Very poor = G, Hopeless = H. The actual performance of an employee is
then compared with these grade definitions, and he or she is allotted the
grade which best describes his or her performance.

46
Graphic rating method:
Under this method a printed form one for each person at BATC is rated.
The factor this method of BATC contains is that – employee
characteristics and employee contribution. The qualities that included in
employee characteristics at BATC is – initiative, leadership,
cooperativeness, dependability, industry, attitude, enthusiasm, loyalty,
creative ability, decisiveness, analytical ability, emotional ability, and co-
ordination. The qualities that included in employee contribution at BATC
is – quantity and quality of work, the responsibility assumed, specific
goals achieved, regularity of attendance, leadership offered, attitude
towards superior and associates, versatility, etc.
The most frequently used modern performance appraisal method at BATC
are-
• Management by objectives (MBO).

Management by objectives (MBO): Through this process the superior

and subordinate managers of BATC jointly identify its common goals,
define each individual’s major areas of responsibility in terms of results
expected of him and use these measures as guides for operating the unit
and assessing the contributions of each member. At BATC several steps
are followed in MBO process, these are-
a) Setting organizational goals,
b) Joint goal setting,
c) Action planning,
d) Self control,
e) Performance review,
f) Set check posts,
g) Feedback.

47
10. FINDINGS

After meeting with HR manager we intend some findings from the

analysis

• From the analysis most of the employees are coming to BATC by

External and Internal source, so thus it can be said that BATC
prefers both factors in case of their recruitment. Internal and
external source includes people from the country and outside the
country.

• The reason of internal recruiting is to increase productivity and

profit of the organization. As the employees are taken from the
organization so thus after completion of some training and other
development activities they are recruited to the organization.

• Also the organization looks for the external recruitment, as the

company believes that most of the talents are situated outside, so
thus the organization goes for the external recruitment for their
daily needs of the employee. And the reason of external
recruitment is to gain expected productivity from the labor force,
also to compete with the competitor most competitively.

• Training can develop any person, when a new employee comes to

the organization he might not know many aspect of the
organization as it is not expected to the organization that every
employee will know every thing, so as well other organizations

48
 BATC also tries to focus on quality from the employees and to
improve them BATC has conducted in house training for its
employees. Hence the entire new pool of employees have to under
go in house training on the specific category such as
communication skill, innovation, leadership, creativity in his own
field.

• BATC face problem in attracting their key employees, as people

have their own choice that where they will do work or not.
Sometimes they intentionally change the organization when they
found the organization not suitable for job, lack of motivation and
job security etc. So for this BATC tries to focus on their key
personnel and like to motivate them by increasing their fringe
benefits such as salary structure, promotion, trip to abroad etc.

• BATC always looking for the most talented people in their

organization, but in the context of our educational system this is
not always possible to get the right or actual training, however the
organization always looking for the bright, skill, innovative
employees. And for this they are making their recruitment process
specialized and so thus they get the actual talent. Also there is
option for growth in the organization by receiving training.

• Sometimes BATC focuses on the flexible employment, so thus

they are making compromise when they get actual talent with the
expected experience or educational qualification. For example,
they found a potential employee who has skilled in tobacco field
but the post requires at least a Maters Degree, at that time on the
basis of his abilities and experiences the organization take his for
the employment and after the if he will be provided the required
training.

49
• As it is an old organization BATC has no problem in downsizing.
Because for their expansion through out the country they need lots
of labor force from the country, so thus they will not face any
downsizing with in some year.

• They measure training needs through some required skill needed to

get the job done. BATC measure training needs with the capability
of the employees and the skills required for the position, so thus
first of all they focuses on the skills and capabilities of the required
job then they make a job description upon the required scale. After
that they like to see what specialized training the employee needs
to improve such as a corporate officer must have the good
communication skill and good knowledge on the product of the
organization , thus upon the basis of this standard the employee has
to conduct a training session which is affected as a on the job
training session.

• BATC likes take its employees from its external source and also
from its internal source but it can face its supply and demand by
taking action of sacking and hiring people form the organization.

• BATC provides HRIS software for its workforce; in this software

they take every note of the employees. Also it helps to arrange any
sort of employee information, employee salary, employee shortage
and demand. Also it can handle overtime, potential employee need
etc.

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• But the most favorable assistance an organization get from its
HRIS software that it can Provide a HR planning, which means
that according to the demand how many people are needed and
also how much workforce are needed to overcome shortage. Also it
provides a short description of every employees job, job evaluation
and performance appraisal.

• BATC follows several performance appraisal methods for their

organization to measure the performance of employee.

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11. CONCLUSION

BATC is the world's most international tobacco group, with brands sold in
180 markets around the world. They make high quality tobacco products
for the diverse preferences of millions of consumers, span the business
‘from seed to smoke’ and are committed to embedding the principles of
corporate social responsibility Group-wide. British American Tobacco
Bangladesh (BATB) offers excellent compensation package and benefits
as per the company policy. A world class company demands nothing less
than a world class approach from its people. BATC management,
including their senior level, is committed to support their employees. They
provide advice in career developing matters, training issues and general
queries regarding their business. Women are advanced to enrich their
corporate culture and their reputation as ‘Employer of Choice for Women’.
They hold Career Development Meeting (CDM) and performance reviews
where employee’s goals and achievements are listed. Individuals who have
CDM’s are critically evaluated against external benchmarks. They conduct
these as they strive to match the needs of the organization and individual
aspirations and encourage personal fulfillment, regardless of gender.
Based on their values and principles they developed an ‘Equal
Opportunity Policy’ and various employment policies to assure diversity
within their company. The policies are documented and can be accessed
via the intranet. In support of women's advancement they also have in
place a maternity policy. Their disciplinary policy and sexual harassment
policy, for example, applies to all employees regardless of gender.

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Reference
1. Official website of BAT.
www.bat.com
2. www.researchandmarket.com
3. Articles from The Daily Star.
4. Articles from The Independent.

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