OPPORTUNITIES. EXPERIENCES. REWARDS AND PROSPECTS THAT YOU JUST WON'T FIND ANYWHERE ELSE.

IT’S A FULFILLING, EXHILARATING, FASCINATING JOURNEY. AND IT ALL STARTS HERE.


LIMITLESS OPPORTUNITY

What will you get out of your career with one of the world’s most international organisations? Our size and scope mean we have opportunities to suit almost any skill set at BAT. From fresh graduate to senior manager. Sales representative to scientist. Accountant to agronomist. Developer to digital marketer. And we’re continuing to grow and evolve. Our full acquisition of Reynolds American Inc. in 2017 made us a truly global tobacco and nicotine products company. So, you’re almost certain to find a uniquely rewarding opportunity with us.

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INTERNATIONAL EXPOSURE
INTERNATIONAL EXPOSURE

An international role isn't something you grow into at BAT. As a business, we were born international. So, it's a mindset you embrace. An influence you enjoy. And a way of working you adopt from the day you start.

GLOBAL MOBILITY

Our established global mobility strategy is vital to our business planning and your career. It gives us the right talent where and when it's needed to deliver the right results. And it gives you invaluable experience of working abroad, with all the enhanced prospects that brings.

Right now, global mobility is behind nearly 1,000 international assignments in our markets. And there are many more opportunities for temporary and permanent transfers. Show us you have the talent and potential to shape our future success, and the world is yours.

GLOBAL EXPERIENCES

International assignments are key to developing the skills and experiences you need within a vast global enterprise like ours. But for them to be successful, they have to be taken up by the right individuals at the right time. We encourage our people to make their 'case' for new assignments. How? By consistently showing their potential for career growth, while embracing the opportunity to make the move to new locations.

Working at BAT can bring regular opportunities to travel to other countries, including:

  • International business trips
  • Market visits
  • Training programmes
  • Workshops
  • Industry, skills and product conferences

GLOBAL RELATIONSHIPS

Collaboration is in our company's DNA. When you’re doing business in over 200 markets, it has to be. So, you can expect to deal with international colleagues on a regular basis. Sharing knowledge and influencing global business decisions. That could mean working in virtual teams. Taking responsibility for markets beyond your own. Or participating in international projects. Even your day-to-day development can go global if it turns out the best person to mentor you is based abroad.

CAREER DEVELOPMENT
CAREER DEVELOPMENT

We see your career as a long-term commitment and invest in your future potential. It's a true partnership too. You'll be supported at every stage, with ongoing opportunities to develop on the job, through peers and via formal training.

Our culture is focused on developing talent from within, to deliver stronger and more diverse leadership teams and succession plans. This year, over nine in ten of our senior appointments were drawn from people already within the business.

The aim is to both stretch and support high-performing managers who will lead the delivery of our strategy. We continually update our capability frameworks and learning portfolio to ensure you grow as a professional.

Ultimately, though, we expect you to take ownership of your own development plan. We encourage you to stand up and be counted. To assess your strengths and weaknesses honestly. And to get feedback from your colleagues. As one of our future leaders, we count on you to make continuous learning and the quest for improvement a part of your personality to be hungry for new ideas, skills and assignments.

LEGACY OF LEADERS

We attract and recruit only the best. It’s our way of creating a legacy of leaders to ensure that we stretch performance, support development and unearth future leadership potential. Creating a legacy of leaders is an integral part of our corporate strategy. It helps us to grow as a sustainable business. For our people, it allows for a simple and integrated experience. One that encourages them to take responsibility in developing the next generation of leaders.

A leader at BAT is expected to:

  • Lead business by acting commercially with the consumer always in mind. Thinking strategically. Driving and owning results. And leading change and innovation
  • Lead people by developing leaders and teams. Collaborating and influencing. Learning quickly in an agile way. And by being ambitious, courageous and resilient

As we focus on creating our own legacy of leaders, we need you to take charge of your own career progression. We see you as a future leader and will expect you to take ownership of your own development plan. In return, you'll have all the support you need to reach new heights, with four core principles guiding your career planning:

1. Develop a sustained record of high performance
First you'll need to show you can perform at a sustained high level, both in your job and your work relationships. In practice, this means gaining at least one 'outstanding' rating in three years of performance reviews.

2. Strengthen your leadership capability
Great leadership is expected of everyone here, which is why this quality is clearly defined at BAT, relating to every career stage and covering people and business leadership. You'll seek regular feedback from your line manager and peers to see how well you're meeting the challenge.

3. Focus on critical experiences
Your career progression depends on certain key experiences. At each stage, you'll have to develop particular skills and capabilities before you can take your next step up.

4. Build your development plan
We encourage you to crystallise your goals by discussing them regularly with your line manager and peers. Meanwhile our agile learning model is the powerful basis of a balanced progression plan.

AGILE LEARNING

To learn effectively, it's important to adopt flexible ways of acquiring knowledge and skills. Context is the key. That’s why our 70:20:10 agile learning model (70 per cent on the job, 20 per cent through others, and 10 per cent through formal courses) is the perfect complement to this principle.

Agile learning at BAT assumes that an individual's development plan is built on a foundation of 70:20 activities. It adds to these with structured classes - for example, eLearning, and virtual and classroom lessons.

REWARDS
REWARDS

Operating in a highly regulated industry requires a level of rigour and responsibility that few other companies have to match. So, the hurdles you have to clear here may be high. But when you do clear them, the satisfaction and recognition are greater and the rewards are bigger too.

OUR REWARDS MINDSET

Our approach to rewards and benefits is simple, transparent and consistent across the 200+ markets we work in.

Our people work incredibly hard, and we want to make sure they're rewarded in a way that's meaningful to them. So, we look regularly at what other companies do for their employees, while asking our own people what motivates them to perform. As a result, we've developed a leading edge strategy, which ensures that our rewards are performance driven and competitive, as well as customised to the conditions of the local market.

OUR REWARD MIX

To learn effectively, it's important to adopt flexible ways of acquiring knowledge and skills. Context is the key, which is why our 70:20:10 agile learning model (70 per cent on the job, 20 per cent through others, and 10 per cent through formal courses) is the perfect complement to this principle.

Agile learning at BAT assumes that an individual's development plan is built on a foundation of 70:20 activities, and adds to these with structured classes ' for example, eLearning, and virtual and classroom lessons.