At Technovation’ 24, Philip Morris International (PMI), the largest tobacco company internationally, shared its bold strategy towards a smoke-free future. Tommaso Di Giovanni, VP, International Communications and Engagement, PMI explains how innovation and a science-led approach form the core of their tobacco harm reduction efforts and the critical role of communications in engaging adult smokers and sparking debate about change.
1.You work for the largest tobacco company in the world, and you consistently talk about quitting smoking/ if you don’t then change. How difficult is it to communicate this and make it sound believable?
Managing global communication to drive positive change in an industry facing considerable scepticism is a multifaceted endeavour that demands persistent effort and resilience. I understand that people see this as a paradox. But consider that a company like us, for ethical and business reasons, should not be saying anything different. Otherwise, we’d be misleading the public regarding the risks and potential benefits of our products. We must also communicate that there are better alternatives available today.
Science today shows that smoke-free products are significantly better than cigarettes. For example, certain products emit on average 95 lower levels of harmful components versus cigarette smoke and clinical studies show its effects on those who adopt it over cigarettes, approximate those observed in people who quit for the duration of the studies.
It’s challenging to make people believe because some people still have biases and ideologies, and an emotional response. This sometimes makes it difficult to communicate with the public. However, there is a significant group who look at science and evidence. With them, we can have a fact-based dialogue.
Our campaigns aim to provide fact-based information. We run proactive campaigns, including digital ads and events, to educate the public on smoke-free products’ potential benefits and risks. We explain key concepts such as burning, nicotine and harmful compounds in smoke and aerosol. In regions where regulations allow, we also engage in limited brand communication to differentiate products and emphasize their advantages.
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2.Technology is a recurring theme in PMI’s communications. What’s groundbreaking about the technology PMI is developing and how can it help in addressing tobacco control challenge in India?
The challenge initially was understanding the primary cause of disease: the levels of harmful compounds produced by burning cigarettes. We realized that if we eliminated the burning while preserving the taste and experience, we could significantly reduce the levels of these harmful compounds.
One major technological breakthrough was precisely controlling the temperature to ensure the product doesn’t burn, which we achieved using modern technology adapted from automotive industry technology. We miniaturized these components. And we leverage innovation to make the device as compact as possible, similar to the size of a cigarette.
Another technological aspect was refining the taste and sensory experience to match cigarettes as closely as possible, making it acceptable for smokers. Once we achieved this, we knew we had a viable product.
India's 267 million tobacco users, including around 100 million legal-age smokers, highlight a significant public health challenge. Recognizing India's innovative prowess, especially in fields like automotive engineering, coupled with its economic boom and infrastructural progress suggests an inevitable shift towards embracing alternative products. PMI remains committed to fostering dialogue in India, encouraging consideration of our as well as independent science. Given India historical role in leading global shifts, the prospect of transformative changes doesn’t seem far off.
3.You have been a part of Philip Morris transformational journey for over a decade. Can you shed some light on your journey?
My journey spans over two decades across different departments and countries. I would look at it in two phases. In the first phase, our focus was only reactive communications because of our business and industry we operate in. In the second phase, post 2013, we at an organisation level decided to go all out to disrupt our own business.
We realised, through science and technology, we can develop a portfolio of reduced risk, better alternatives to cigarettes for adult smokers. Science, innovation and technology have paved the roadmap for the world with improvements in public health.
In 2016, we formally committed to a smoke-free future. And, since then, we have moved almost 36 million adults in 92 markets to our better products. Our overarching ambition is to have a net positive impact on the world; and we are moving closer to that goal every day.
We realised one of the biggest barriers to achieving a smoke- free future is misinformation. That is when my job became extremely interesting as a communicator because if one must drive change, then communication is the key. Our primary objective is to educate adult smokers and the public at large to spark a debate on change, business transformation and public health.