Based on data from 12 million workers across 1,763 employers, the list highlights organizations where people can grow and build long-term careers.

With more than 4,300 U.S. employees across manufacturing, engineering, science, operations and corporate roles, we continue to strengthen capabilities through technology, training and workforce readiness.

Our early-career programs, including internships, apprenticeships and our immersive 18-month Global Graduate Program, give emerging talent a space to contribute, grow and lead. By growing careers today, �������� is helping to build stronger businesses, stronger communities and a stronger future.

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Winston-Salem, N.C. (January 29, 2024) – �������� Inc. (Reynolds), the BAT Group’s U.S. subsidiary, is pleased to announce the appointment of two senior leaders within its operating companies, effective February 1, 2024.

Christy Canary-Garner, currently Vice President, Marketing, will be promoted to Senior Vice President, Marketing. In this role, Christy will lead R.J. Reynolds Tobacco Company’s combustible portfolio, which continues to fuel the investment into Reynolds’ new category products, progressing the company’s transformation. Christy began her career with the organization in 1992 as a Territory Manager with Brown & Williamson. Throughout her career, she has held leadership roles in Brand Marketing, Consumer Experience, Human Resources, and Regulatory Engagement. Christy’s industry knowledge and extensive experience spans the combustibles brand portfolio and transformative new categories with Vuse and Velo. A true leader of people, Christy brings a passion for developing employees and supporting them in delivering business results.

Valerie Mras, currently Vice President, Vapor Marketing Commercialization, will be promoted to Senior Vice President, Vapor. Valerie joined the organization in 2008 as a Territory Manager in Trade Marketing and during her 16-year tenure has held a number of leadership roles, building teams and driving business delivery. In 2012, she joined Consumer Marketing, working across several brand marketing roles, including Camel, VUSE, Grizzly, Newport, and Pall Mall. In 2020, she was promoted and began an international assignment at BAT’s headquarters in London as the Head of New Categories Platform Development, where she was instrumental in developing and executing the global product and pipeline strategy. In 2023, Valerie returned to Winston-Salem, N.C., to lead R.J. Reynolds Vapor Company’s commercial business.

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About �������� Inc.���������� Inc. is a wholly owned subsidiary of the global BAT Group and the U.S. parent company of R.J. Reynolds Tobacco Company, Santa Fe Natural Tobacco Company, Inc., American Snuff Company, LLC, R.J. Reynolds Vapor Company, and Modoral Brands Inc. To learn more about �������� Inc. and its operating companies, please visit��.

Media Contact:��mediaoffice@rjrt.com

Huckabee joined the Reynolds organization in April 2016 as Vice President of Strategy and Planning, where he oversaw development of the function, including building stronger analytical capabilities and retail insights. He was named Senior Vice President of Combustibles in December 2018 and in 2019 assumed the role of General Manager of the Reynolds organization’s traditional categories.

Huckabee was appointed Global Head of Revenue Growth in 2022, where he was responsible for accelerating the BAT Group’s sales and category objectives in priority markets around the world. In 2023, he became Group Head of Customer and Commercial, adding the development of global trade marketing to his accountabilities.

Prior to joining the Reynolds organization, his extensive experience in other consumer goods categories included roles in strategy and investor relations at Hanesbrands, Inc., and progressive leadership roles in Finance, Revenue & Margin Management, and Strategic Accounts at Keurig Dr Pepper.

In his new role, Huckabee will lead and oversee Reynolds’ strategy, encompassing key pillars related to commercial, organizational, and regulatory strategies. A native Texan, Wade has a Bachelor of Arts in History & English from the University of Texas at Austin and an MBA in Finance from Pepperdine University in Malibu, CA.

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About �������� Inc.���������� Inc. is a wholly owned subsidiary of the global BAT Group and the U.S. parent company of R.J. Reynolds Tobacco Company, Santa Fe Natural Tobacco Company, Inc., American Snuff Company, LLC, R.J. Reynolds Vapor Company, and Modoral Brands Inc. To learn more about �������� Inc. and its operating companies, please visit��.

Media Contact:��mediaoffice@rjrt.com

Reflecting on my career, I realize that I’ve always been most energized when dealing with ambiguity, attempting to create clarity and a path forward in the face of uncertainty. When I decided to return to ��������, I did so because of the exceptional people who worked there and the unique opportunity to help shape the future of a company going through a massive transformation.��This was, in my estimation, the type of opportunity business school cases would one day be written about. Could a business that has been in operation for more than a century transform to lead it into the future? I believed it could and I wanted to be a part of that journey.

Over the past few years, I have learned a lot about myself as a leader and more importantly about the leader I need to be in a world of rapidly changing context. Transformation, for all its promise, is a thorny journey that requires leaders to guide teams through the bumps and bruises they encounter along the way. This reality challenges many of the old school beliefs about the role of a leader, and equally, the role of employees. While leaders play a vital role, they will only be effective in achieving sustainable outcomes if employees are empowered to act as change agents and co-pilots in driving the business.��This has been a defining realization for how I choose to lead.

Most employees are highly capable change agents when they 1) understand “why” the change is occurring, 2) are empowered to drive change within their teams and departments, and 3) take ownership of the required changes, not distancing themselves from the mission at hand. When these conditions exist, organizational magic is unleashed. Companies tap into their workforce’s creativity, energy, and expertise, resulting in a more agile and resilient culture.

So, how do leaders contribute to creating these conditions? I am sure many of you have read books on effective leadership, as have I. And while some fundamentals remain true, we are in an era of rapid change in which traditional leadership beliefs and hierarchies, many of which are rooted in command- and-control philosophies, are far less effective.

Today’s headlines reinforce how difficult it is for company leaders to keep pace with constant turbulence, from COVID and geopolitical conflicts to social issues and strained macroeconomic conditions. Making this more complex, employee expectations have changed, making many traditional practices and norms obsolete. Why do some leaders appear to be losing the plot? Are they unwilling or incapable of pivoting to build the emotive tissue that connects their employees to their organization’s purpose? HOW we lead is just as important as WHAT we are leading our organizations towards, especially in times of uncertainty.

Organizations focused on thriving, not merely surviving, are reassessing old paradigms to respond quickly to new challenges and opportunities. And, while hierarchy arguably is inherent, it should become less of an obstacle as teams collaborate more closely to achieve winning outcomes. This is not rocket science, but it does require��a high level of self-awareness and, dare I say, humility.

Some of my best leadership moments did not occur when I was charging the hill. Instead, they were the moments when I invited my team to the table to tackle problems head on and reassured them that I believed in them. Those were the shoulder-to-shoulder moments when I effectively led my team while working at their side.

Let me explain further.

My “side by side” leadership philosophy began taking shape when I left corporate to launch a start-up. Without the shield of deep resources and prolonged timelines, I learned the importance of communicating with my team early and often. When challenges emerged, which was often, I shared them transparently. More importantly, I asked for help and engaged in collective problem solving. I also provided quick feedback, sometimes delivering unpleasant news but always with positive intent. What I saw emerge was a culture where everyone had a shared sense of purpose, individual belief, and commitment to each other. For me, it was a lesson in achieving greater impact by building the right culture.

Despite society’s fascination with charismatic leaders, the fact is that no single leader, especially today, can effectively lead an organization alone. Collaboration, different points of view, and team problem-solving approaches are essential for progress. Leaders who work side by side aren’t afraid to be challenged; they encourage healthy debate and foster ownership of ideas and outcomes among the team of smart, capable individuals they’ve assembled.

We’ve read about leaders who believe that always being out in front of their employees equates to being visionary. Their arrogance fosters the impression that they are the most knowledgeable person in their company, a shepherd who must lead a flock. In a world of rapid change, when executives require help recognizing blind spots and cracks in the organization, hubris can be harmful. By leading too far ahead, these leaders risk falling into a “leaderless trap” in which they are so far ahead that they leave employees behind, becoming an unrelatable caricature. As a result, they lose touch with their organization’s current realities. Employees today value and respect leaders that are relatable and human, rather than rigid and arrogant.

Those who lead from behind are at the other extreme of the spectrum. Leading from behind, which is sometimes disguised as full empowerment or autonomy, risks giving employees the impression that their manager lacks interest, direction, or clarity. As a result, these leaders may push and prod employees to get them where they need to go. Micromanagement, a lack of actual empowerment, and a sense of aimlessness are all possible outcomes.

Today, we have the choice to lead alongside our teams, side by side. This style of leadership creates an environment in which leaders can successfully listen, coach, guide and develop an employee’s potential, resulting in increased impact. From this vantage point, they can easily deliver a pat on the back or a tough love nudge. When leaders work side by side, they foster a culture in which every member of their team is seen, felt, and heard.

Side by side leadership does not abdicate the leader’s accountability, nor should it create an unfettered democratic workplace that leads to stagnation. It is not “soft” leadership. Instead, it is a people-centric philosophy that asserts that the coexistence of competence, confidence and humility as leadership traits result in greater business outcomes.

My goal as a side by side leader is to walk alongside my team as we navigate change, providing direction, support, and course correction as needed. This approach recognizes that everyone brings value and that organizations can flourish in change by fostering a shared sense of purpose and ownership.

If you’d like to hear more about our company’s transformation, join me at reynoldsamerican.com/careers or follow me on LinkedIn for future blogs.

But what exactly do we mean by value-based leadership? How can we practice it and benefit from it on a day-to-day basis? And what role does it play in making organizations like ours a more valuable proposition – for customers, for shareholders, and critically for employees?

What is value-based leadership?

Google the term “value-based leadership,” and you’ll find a thousand different definitions. For me, the idea can be summed up in two key points. First, it’s about having a clear understanding of what you value as an organization. (What are our goals and objectives? What are we trying to achieve?) Second, it’s about understanding the value of each decision or action you take. (How effective will this be at getting us closer to our ultimate destination?)

I first encountered the idea of value-based leadership while serving in the military early on in my career. In the military, lives can depend on people working together in pursuit of a common goal. It’s critical that individuals have a clear understanding of the overall objective and are able to evaluate each action according to its potential value and cost.

Exactly the same principles apply in civilian life and in business.

In the professional world, having a common set of values helps organizations make decisions that align with their overall goals and objectives. When deciding how to meet a surge in demand, a company that values cost-effectiveness, for example, may choose to outsource rather than hire additional staff.

In personal decision-making, understanding value can help individuals make choices that align with their life goals. People who know they value financial security will avoid risky, short-term opportunities and instead look for stable investments that will bring them greater satisfaction in the longer term.

Understanding the “why”

If you want to be a successful practitioner of value-based leadership, the first and most important question you need to ask yourself is this: do my teams understand the “why” as well as the “what”? In other words, can they see how their tasks fit into the overall picture and are they aware of the larger problems they are helping to solve?

It is this focus on helping employees understand the “why” that makes value-based leadership so effective. When people know why they are doing what they are doing, they feel more invested and motivated in completing it. Tell your employees you are switching software providers and there will always be resistance. (“What’s the point in changing?” “Our current set-up works perfectly well.” “It’s just a waste of time and money.”) Explain upfront, however, that you’re switching because it will save the business millions of dollars, and people will be far more likely to get on board for the transformation journey – and more understanding, willing, and able to overcome any roadblocks they encounter along the way.

Understanding the “why” also helps to align each team’s efforts with the overall goals and mission of the organization. The people in our IT organization, for example, have to make choices every day about where to allocate time and resources. I want everybody on the team to understand the overall problems we are trying to solve and the benefits we bring to the business by solving them. That way, they will always choose to prioritize the biggest opportunities rather than spending time on things that don’t matter as much.

Making value-based leadership the norm

There are a number of steps we take at Reynolds that help to incorporate value-based leadership into our day-to-day business practices.

First, we make it a leadership behavior. In this way, leaders approach every choice in terms of potential value. (How does this align with our overall objectives? What are the benefits of doing it – and the risks if we don’t?) We also encourage everyone in the business to treat the money they spend as if it were their own. This, again, helps employees understand the value of their actions and makes them focus on getting the best possible return on investment.

Second, we build it into our processes. For example, before any new project can start, it is evaluated against a set of value-based criteria. What are the benefits of solving this problem? What are the risks and what are the costs? This provides us with a simple one-pager that we can use to compare and prioritize potential projects according to their value.

Third, is to promote transparency wherever we can. If you want team members to make value-based decisions, then it’s important that they have access to as much organizational knowledge as possible. What projects is the business currently engaged in? Who owns each project and what are the associated costs? The more employees can see of the business, the more they can understand. And the more they understand, the more they can contribute.

Better for the business, better for employees

I have seen value-based leadership benefit our business and our people in countless ways. Here are three of the biggest ones:

1. Harness collective intelligence

Your employees have enormous problem-solving potential. But if knowledge is siloed then much of that potential is lost. Help employees understand your goals and objectives, and give them access to as much organizational knowledge as possible, and you’ll ensure great ideas and solutions can come from anywhere.

2. Empower individuals

Above all else, I am a people-first leader at a people-first organization. Empowering people is paramount to success and value-based leadership goes hand-in-hand with that. The other day, I watched one of my Reynolds colleagues deliver a five-slide presentation about how he automated manually intensive processes. This colleague has only been with the organization for six months (as a member of our Global Graduate management trainee program). He’s not a technology industry veteran yet — in fact, he’s at the beginning of his career. So, how was he able to come up with such an effective solution? The answer is simple: he invested time and effort in understanding “why”. He asked questions that allowed him to identify the problem and see it in the wider business context. When you take a value-based approach, you turn everybody in the organization into a potentially expert problem-solver.

3. Move forward faster

Value-based leadership streamlines decision-making for everyone. When team members have a good understanding of the “why”, they can make choices with greater confidence – and without having to go to 15 other people for approval. The result is fewer meetings and faster decisions at all levels, making it easier for the organization to move at speed.

Sign-off

I get to see the benefits of value-based leadership every day. I’m responsible for setting a clear vision, defining priorities, and removing roadblocks for my team. They are the experts and are empowered to come up with impactful solutions. And when I see them grow, gain recognition, and get promoted, I feel like a coach does seeing their team win the championship game.

If you’re interested in building a career in this kind of empowering, value-based environment, visit reynoldsamerican.com/careers

Winston-Salem, N.C. (March 7, 2023) – �������� Inc. (Reynolds), the BAT Group’s U.S. subsidiary, is pleased to announce the appointment of two senior leaders within its operating companies. This news follows of global senior management changes and a new regional structure to both streamline, and accelerate, the transformation of its business.

Dr. Priscilla Samuel, currently Senior Vice President – Scientific Regulatory Affairs within the Reynolds organization, has been appointed to the role of Executive Vice President – Scientific Research and Development, succeeding Dr. James Murphy. In her new role, Dr. Samuel will serve on the �������� Management Team and report to Reynolds’ President and CEO, Guy Meldrum. Dr. Murphy will join the BAT Management Board as Director, Research and Science, reporting to BAT Chief Executive, Jack Bowles.

In her role, Dr. Samuel will oversee the Reynolds organization’s scientific research and product development efforts on Tobacco Harm Reduction and Beyond Nicotine as well as regulatory strategies and advocacy efforts, accelerating the delivery of the global BAT Group’s A Better Tomorrow corporate purpose in the U.S. She is an experienced Research & Development executive, a seasoned business leader, and scientist, with strategic global expertise in scientific & regulatory affairs, product and ingredient innovation, clinical & pre-clinical research, and key-opinion leader engagement. Before joining Reynolds, Dr. Samuel was Chief Science Officer for Blue California, an innovative ingredient company and before that held progressive research and development executive roles with companies across the food, supplement, ingredient, and nutrition sectors including PepsiCo, Mead Johnson / Bristol Myers Squibb, Tate & Lyle, PureCircle Ltd., and Standard Process Inc.

Jonathan Reed, currently Group Head of Combustibles at BAT, will succeed Jorge Araya as Executive Vice President – Marketing and Chief Commercial Officer within the Reynolds organization and join the �������� Management Team. Araya will transition into the role of Area Director – South Eastern Europe at BAT.

In his role, Reed will oversee U.S. marketing functions, including consumer, trade, and digital marketing, and support the global strategy through a sharp focus on driving U.S. volume share growth, as well as increasing U.S. revenue from the Group’s U.S. strategic portfolio. Reed’s career with the BAT Group spans over two decades, where he has held a variety of senior marketing and general management roles in Europe, Indonesia, the South Pacific, the Middle East, and Malaysia. Reed’s leadership with the BAT Group has been instrumental in driving simplification across the organization and the development of a strategic brand portfolio within key markets.

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About �������� Inc. �������� Inc. is a wholly owned subsidiary of the global BAT Group and the U.S. parent company of R.J. Reynolds Tobacco Company, Santa Fe Natural Tobacco Company, Inc., American Snuff Company, LLC, R.J. Reynolds Vapor Company, and Modoral Brands Inc. To learn more about �������� Inc. and its operating companies, please visit��www.reynoldsamerican.com.

Media Contact:����mediaoffice@rjrt.com

Winston-Salem, N.C. (July 6, 2022)��– �������� Inc. is proud to share that Aaron Gwinner, Chief Information Officer and Senior Vice President of Digital Business Solutions for the Reynolds group of companies (“Reynolds”), won the 2022��.

The CIO of the Year Award, presented by CGT, recognizes a consumer goods company’s senior-most technology leader who has made a significant impact through the implementation and utilization of successful technology.

Those who nominated Gwinner applaud his success in driving transformation within the organization and, in turn, developing a strong company culture. Colleagues, peers, and business partners alike celebrate Gwinner’s work to carry out the company’s purpose of building A Better Tomorrow, which focuses on reducing the health and environmental impacts of the tobacco business.

“Aaron has been a driving force behind the creation of new capabilities that allow us to operate a stronger, faster, and simpler organization,” said Guy Meldrum, Chief Executive Officer at Reynolds. “His exceptional leadership continues to accelerate the transformation of our business. All of us at Reynolds congratulate him on this outstanding achievement.”

Since joining Reynolds in 2019, Gwinner’s impact has been substantial, with notable accomplishments including launching a new e-commerce platform that improved e-commerce growth and enhanced mobile website performance by 500 percent. Gwinner attributed these successes, among others, to his team of more than 400 professionals for the excellent work they do every day.

Additionally, his team established a hub in Silicon Valley to partner on new technology innovations, replaced all aging marketing platforms and websites while migrating 80% of the company data to the cloud, and built a new data science and eCommerce team that increased mobile conversion by 35% while delivering $200mm in benefits from data analytics.

“It is an honor to receive CGT’s CIO of the Year award and a testament to our remarkable teams at the helm of our digital transformation,” said Aaron Gwinner. “They’re the ones who do the work. My job is to set a clear vision, get the roadblocks out of their way, and empower them to deliver. When they deliver, and we get recognized for it, I think it’s a great endorsement of my team and the fantastic work they’ve done. Thank you to CGT and all those who submitted nominations for this extraordinary recognition.”

Gwinner is the 10th winner of the CGT CIO of the Year Award. Winners of the CGT CIO of the Year Award are annually nominated by colleagues, peers, and business partners. Past winners include Chief Information Officers from Mars Incorporated, Unilever, Mondelez International, Hormel Foods and Hillshire Brands. To learn more about Reynolds and it’s a Better Tomorrow journey, visit��www.reynoldsamerican.com.

To learn more about Consumer Goods Technology and the CIO Awards, visit��.

About �������� Inc.

�������� Inc. is a wholly owned subsidiary of the BAT Group, and the U.S. parent company of R.J. Reynolds Tobacco Company, Santa Fe Natural Tobacco Company, Inc., American Snuff Company, LLC, R.J. Reynolds Vapor Company, and Modoral Brands Inc. To learn more about �������� Inc. and its operating companies, please visit��.

Media Contact:

Chris Zona, Senior Director, Business & Internal Communications, �������� Inc.

zonac@rjrt.com

Winston-Salem, N.C. (Sept. 15, 2021)��– �������� Inc. is proud to share that Aaron Gwinner,��Senior Vice President of Digital Business Solutions and the Chief Information Officer for the �������� Inc. group of companies (Reynolds), was selected as the winner of the����within the Large Enterprise category.

The ORBIE Awards, presented by CharlotteCIO, recognize chief information officers who have demonstrated excellence in innovation, technology leadership, business value creation and community involvement.

“Aaron continues to consistently provide exceptional leadership and outcomes that are accelerating the digital transformation of our business,” said Guy Meldrum, Chief Executive Officer at Reynolds. “All of us at Reynolds congratulate him on this well-deserved achievement.”

Since joining Reynolds, Gwinner has led the organization’s digital transformation. He and his team are driving business objectives through the innovative use of technology and data, including creating new capabilities that allow Reynolds to operate a stronger, faster and simpler organization in the pursuit of its corporate purpose to build A Better Tomorrow.

“I am honored to be chosen as a Charlotte CIO of the Year and grateful for the team that has made this achievement possible,” Aaron Gwinner said. “The acceleration of our digital transformation and ability to leverage technology to drive our business is a direct reflection of the amazing people in our teams and the support of our executive leadership. Thank you, CharlotteCIO, for this incredible recognition.”

Notably, Gwinner’s U.S. team continuously sets the bar for the global BAT Group. From spearheading a 38 percent decrease in printing rates, to moving 68 percent of the Company’s data hosting to the cloud vs. on-premises data centers, these efforts are delivering both commercial benefits such as quicker infrastructure deployment, and environmental benefits that reduce Reynolds’ carbon footprint.

Gwinner was recognized among 23 finalists representing leading technology professionals in the Charlotte, NC region. Finalists and winners are selected through an independent peer-review process, led by prior award recipients.

To learn more about Reynolds and its A Better Tomorrow journey, visit��www.reynoldsamerican.com.

To learn more about CharlotteCIO and the ORBIE Awards, visit��.

About �������� Inc.

�������� Inc. is a wholly owned subsidiary of the BAT Group, and the U.S. parent company of R.J. Reynolds Tobacco Company, Santa Fe Natural Tobacco Company, Inc., American Snuff Company, LLC, R.J. Reynolds Vapor Company, Modoral Brands Inc., and Kentucky BioProcessing, Inc. To learn more about �������� Inc. and its operating companies, please visit��.

The BAT Group’s U.S. subsidiary �������� Inc. (Reynolds) today announced the appointment of two senior leaders within its operating companies:

Shay Mustafa, currently Senior Vice President of Modern Oral, will be appointed to the role of Senior Vice President – Business Communications and Sustainability, reporting to Reynolds’ President and CEO, Guy Meldrum. Shay will serve on the Reynolds Management Team and will also serve on the global Business Communications & Sustainability Leadership Team. In this role, Shay will lead Reynolds’ corporate communications and ESG initiatives and help accelerate the delivery of the BAT Group’s����corporate purpose in the US. Shay has successfully held leadership roles within the corporate sector and as co-founder of a technology start up.�� Within the Reynolds companies, she has held a range of positions including leading Newport, the #1 selling menthol brand, Pall Mall, the nation’s #1 value brand, Grizzly, the #2 U.S. selling oral brand and standing up the new Modern Oral business unit which includes the VELO brand.

Leila Medeiros, currently Senior Vice President of Vapor, will be appointed to the role of Senior Vice President – New Categories, which combines the leadership of the Reynolds companies’ Vuse Vapor and Velo Modern Oral brands, which are accelerating the journey to deliver����and its focus on moments that matter for adult consumers. Leila joined the BAT Group in 2001 in Brazil and has successfully served in numerous leadership roles in different BAT geographies before assuming her current position in the US.

About �������� Inc.

�������� Inc. is a wholly owned subsidiary of the BAT Group, and the U.S. parent company of R. J. Reynolds Tobacco Company; Santa Fe Natural Tobacco Company, Inc.; American Snuff Company, LLC; R. J. Reynolds Vapor Company; Modoral Brands Inc.; and Kentucky BioProcessing, Inc. To learn more about �������� Inc. and its operating companies, please visit��www.reynoldsamerican.com.

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WINSTON-SALEM, N.C. – Oct. 22, 2018��–���������� Inc. (RAI), an indirect subsidiary of��British American Tobacco p.l.c (BAT), and its companies today announced a new, comprehensive parental leave policy that offers 16 weeks of fully-paid leave for employees who are new mothers or fathers and the ability to take up to eight months of a flexible work arrangement.

The policy applies to all regular, full-time employees, including salaried and hourly workers, following the birth or permanent placement of a child. Taken in full, the policy provides up to one full year of support for parents to bond with, and care for, their new child, while continuing to balance their professional goals.

“We are proud of our employees at the �������� group. Our people are the backbone and strength of the organization, and we are excited to provide them with the support they need to be successful both inside and outside of our walls,” said Ricardo Oberlander, Chief Executive Officer, RAI.

Oberlander continued, “We believe that this policy is the right thing to do and will create a healthier work environment. It will increase our ability to attract and retain top talent and lead to the continued success of our company as we transform our industry and our workplace.”

The average length of fully-paid parental leave offered to full-time employees is 4.1 weeks1. RAI’s policy greatly exceeds that benchmark, providing all new parents up to 80 days of fully-paid leave and up to 64 additional days over eight months through a flexible work arrangement.

The enhanced policy distinguishes the RAI group as one of the leading providers of a family-focused policy among U.S. companies, and continues the group’s commitment to continuously evolving its workplace to meet the changing dynamics of families. This announcement is part of parent company BAT’s larger initiative, Parents@BAT, to launch comprehensive support packages for parents across the BAT group’s entire global footprint.

About �������� Inc.

�������� and its companies were recently named as one of the top-ranked organizations in FORTUNE’s 2018 Best Workplaces for Manufacturing & Production. This follows its certification as a great workplace by the independent analysts at Great Place to Work® for a second year in a row. It has also been honored by Vault as the #1 internship program in the retail and consumer goods category for the past two years in a row.

�������� is an indirect, wholly owned subsidiary of British American Tobacco p.l.c., and the U.S. parent company of R.J. Reynolds Tobacco Company; Santa Fe Natural Tobacco Company, Inc.; American Snuff Company, LLC; R.J. Reynolds Vapor Company; Niconovum USA, Inc.; and Kentucky BioProcessing, Inc.

• R.J. Reynolds Tobacco Company is the second-largest U.S. tobacco company.�� R.J. Reynolds’ brands include:
  • Newport, Camel and Pall Mall.
  • Santa Fe Natural Tobacco Company, Inc. manufactures and markets Natural American Spirit products in the United States.
  • American Snuff Company, LLC is the nation’s second-largest manufacturer of smokeless tobacco products. Its leading brands are Grizzly and Kodiak.
  • R.J. Reynolds Vapor Company is a marketer of digital vapor cigarettes under the VUSE brand name in the United States.
  • Niconovum USA, Inc. markets innovative nicotine replacement therapy products in the United States under the ZONNIC brand name.
  • Kentucky BioProcessing, Inc. conducts research and development related to protein expression and extraction from tobacco plants.

To learn more about �������� and its operating companies, please visit��www.reynoldsamerican.com.

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