1) BAT implemented an integrated talent management system called Global LearningZone to link talent development and competencies across its global workforce of 60,000 employees. 2) The system includes role profiles, development planning, competency assessments, and a single learning platform to provide easily accessible learning to all employees. 3) Initial results showed widespread use of the system by BAT's 12,000 managers to develop competency-based development plans and identify learning interventions.

1. Linking Talent,
Development and
Hasan Adnan Competencies at BAT
Group Head
of Learning &
Leadership Development
Tony Wardle
Learning Innovation &
Technology Manager

2. Contents
BAT at a glance
Context
Our Strategic intent
An integrated L&D process
GLZ Live
Results to date
Capability Frameworks
What’s Next?
CM & Lessons Learned

3. British American Tobacco at a glance
We are the world’s most international tobacco group
- 200+ brands
- Sold in 180+ markets
- Global market share 13%
• Market leader in 50+ countries
• 12,000 managers and
• 60,000 employees in total
Group performance (2010 results)
• Gross turnover: £43,855 million (+8%)
• Revenue: £14,883 million (+5%)
• Profit from operations: £4,318 million (+5%)
• Strong shareholder return year on year

4. Context
Leadership
Development Limited
thru classroom coverage
learning
Self-sufficient L&D capabilities
and competency models
250+ 16+
No visibility on learning effectiveness or impact

5. Our strategic intent
Easily
Total workforce
accessible capability
learning development
Fully integrated
Talent Processes
30 1
Delivery of total learning through a single global platform

6. An integrated L&D view

7. Global LearningZone is
LIVE
CLICK TO PLAY

8. Results to Date
• 12,000 Managers Development
planning process
• 87% used a competency assessment
to construct their development plan
• 79% have an active development plan
• Aggregated and costed 2012
development schedule
• 9817 identified learning interventions
• 12,181 identified elearning programmes
8

9. Capability Frameworks
Role profiles Development planning
HiPo Recruitment Guides Targeting Learning
Competency based recruiting Priority Planning
Talent Review
Meeting
Competency
Recruitment
Assessments
Functional
frameworks
constructed through
Operating model,
Competency Frameworks Organisation
capability,
Leadership Capabilities, Functional Competencies operational
excellence and
corporate values
9

10. What’s Next?
• Integrate Performance, Talent
and Succession Management
into the Cornerstone Platform
for managers
• Implement a single HRMS for
60k people in 180 countries
• Extend access to remainder of
non-managers in 8 languages
10

11. Approach & Lessons Learned
• Set-up a global project with cross- • Choose a high performing team
regional, cross-functional project with strong personal commitment
team & board • Define scope to enough level of details
• Constant engagement with virtual team in the beginning
with some f2f meetings • Set-up proper project organisation
• Agree a ‘Design reference Group’ for for full time resources
Business requirements/ sign off • Do not underestimate ongoing effort
• Regional leads responsible for deploying to maintain it
globally consistent change and • Establish a strong and successful
comms initiatives relationship with IT from the start
• Deliver on time in full through out • Comms Cascade via regions / functions
the phases… keep doesn’t always work
your commitments • Engage HR wider community
• Think about the ‘hook’ for different parts early enough
of the business • There is never enough stakeholder
• Engage stakeholders at all levels and at engagement
regular intervals