The Team interacted with the CC leadership team to develop a dashboard to track the main Financial indicators useful for CC Management to monitor the monthly performance. 

“The tool was delivered within the expected timeframe and received good appreciation from CC President and CC Leadership team contributing to create an easy and focused platform to immediately identify CC trends on major Markets and reduce time spent in creating/refreshing manual report.”  

The FFWD Forum mobilizes the field salesforce to concept-test solutions and extract insights from the market based on structured requests from the Commercial Leadership Team. Instead of fragmented initiatives that take place throughout the year, the senior management team in Pakistan now has direct access to request exploratory or experimental initiatives via a structured pipeline. 

The investment and product teams have teamed-up to develop a RRP Innovation Investment Framework to enable agile decision making for strategic partnering and investment. 

The framework builds on prioritized value spaces, product roadmap and technology blocks.  

The framework relies on key parameters such as maturity of technology and maturity of Intellectual Property to guide the use of appropriate investment tools and to support agile decision-making.

A nationwide start-up hackathon aimed at inviting entrepreneurs to curate solutions for publicized challenges.  

Managing the logistic flows supported by strong financial controls, the Leaf Trading team has been in the front line providing a tremendous and valuable effort to ensure Leaf Tobacco availability to PMI factories in the context of the current unprecedented global logistics crisis and the Ukraine/Russia conflict. 

The team’s relentless perseverance, commitment and unique combination of sense of urgency, risk management, customer focus and cross-functional engagement have been critical to successfully support our business partners in achieving their business objectives. 

By nominating Leaf Trading Team, we praise the spirit of strong team collaboration, customer focus and ability to adopt rapidly to a fast changing environment.

Team Members: 

Although there are two people who have the title of ‘Pricing Office Manager’, pricing strategy is a team effort, depth of participation and breadth of perspective lead excellence. Therefore, the team carries out all its projects with the deployment teams, commercial teams and core finance teams. 

Mission: 

Allowing PMIDF to be pro active in detecting pricing opportunities in the complex DF environment, securing consistency in the pricing strategy across trade channels and brands among different markets, cooperating globally with the key stakeholders and actively manage requirements based on market needs to ensure operational efficiency. 

Evolve from a competitive landscape reporting view to a predictive one, by embedding competitive insights into day-to-day business agenda to facilitate decision making within our organization, driving the business to act and/or react via relevant business questions, while ensuring consistent strategic formulation. 

Vectura Fertin Pharma (VFP) is an integral part of PMI disruptive vision to create a smoke-free future.  
At Vectura Fertin Pharma, we are reimagining Wellness and Healthcare and are driven by the exciting and unique goal of revitalizing, repurposing, and reimagining existing therapies to address unmet consumer and patient needs. 
Vectura Fertin Pharma brings together Vectura’s expertise in inhalation and Fertin Pharma’s leadership in oral and intra-oral delivery systems to build upon products that exist today and make them better for consumers and patients tomorrow. 
 
Our Finance team that has been created in 2021 is animated by a common passion: Striving for excellence and deliver a best in class partnering to the business, everywhere, and at any point in time. This Finance team worked tirelessly over the past 12 months to achieve the following critical milestones paving the way for Vectura Fertin Pharma future strategic and operational successes: 

The VFP Finance team has impressed in various ways. First of all, we had to build a team from scratch, with all new people with different backgrounds, many of them not Pharma, many new to PMI. It required adjustment from all, including a great willingness to learn, accept making mistakes and a commitment to get better every day. Second, the team impressed me by its ability to deal with ambiguity. It had to find its way in following a range of strategic instructions which were varying from “invest” to “reduce cost” and “leave alone” to “integrate”. Hence, the team had to deal with a lot of uncertainty which puts stress on people and relationships. Though I think all in all, it was well-managed and we found the right balance for building a foundation for the future. 

I would also like to thank the people in Vectura and Fertin. They entered a new universe, called PMI, having its good habits (we like to help and aim for quality and precision) and behaviors which when looked from the outside could raise some initial questions (we ask a lot and have some challenges to prioritize). So “thank you” Vectura and Fertin finance folks for your patience and commitment to collaborate and commitment to reach out to the PMI community to make things work. 

Finally, I would like to thank the entire PMI Finance community for your continuous support throughout the year. It was not always easy, but we ultimately found the solution. We are very much looking forward to a strong partnership in 2023 and beyond.

Since 2020 the nicotine pouch category has been growing rapidly in Austria (about 30% YoY), propelled by the menthol ban on cigarettes. BAT and Imperial were one of the first movers in the category (Velo & Skruf) and have been dominating the market with a combined SoS of about 80%. Nicotine pouches is the one of the largest RRP categories in Austria and is predicted to continue to grow over the coming years, and the AG Snus acquisition allowed us to capitalize on this opportunity.   

The challenge on launching the P5 category was assigned to the PMO team. Agate, the PMO lead, was assigned as the project manager, leading a cross functional market team of 25 people that managed to launch Shiro within 6 months from project kick off.