PR Asia: PMI's VJ Yamat says PR must do more than 'amplify' innovation

When the company undergoing transformation is also subject to public scrutiny, communicating the science behind that transformation can be just as challenging as the transformation itself.

That was the key message from Dr. Victor Joseph Yamat (pictured), head of scientific engagement for South Asia and Indochina at Philip Morris International (PMI), during the opening session of PR Asia Philippines 2026. Drawing on PMI's smoke-free transformation, Yamat shared lessons on how organisations can communicate innovation in highly contested and highly regulated environments.

According to Yamat, scientific evidence alone is not enough to build trust. The challenge for communicators is not simply to provide more information, but to make evidence understandable, transparent, and open to scrutiny.

"Our role as communicators is not merely to amplify messages," Yamat said.

"That's part of it, but our main goal is to improve the quality of the conversation."

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Bridging the innovation gap

Yamat referenced findings from the 2025 Povaddo white paper, which explored public perceptions of innovation, barriers to adoption, and expectations of companies and governments.

According to the research, 76% of respondents reported being excited about innovation. Yet approximately 80% believed misinformation hinders adoption, while 74% described conversations around innovation as polarised and confusing.

For PR practitioners, these findings reveal a clear challenge: people may be interested in innovation but still struggle to understand it.

More content does not always mean more understanding.

He described three key barriers to effective communication: an information gap, a trust gap and a social licence gap.

The information gap concerns whether people understand an innovation and the evidence supporting it. The trust gap is shaped by whether they trust the source, the transparency of the data, and the motivations behind it. The social licence gap centres on whether broader ethical, societal, and policy concerns have been addressed.

While PMI's experience comes from the tobacco and nicotine category, Yamat noted that similar challenges exist across sectors such as artificial intelligence, healthcare, and technology.

To address these gaps, he said communicators must prioritise clarity, transparency, credible sourcing, balanced comparisons, and clear acknowledgment of limitations.

PMI's transformation as a case study

Yamat then applied these principles to PMI's own smoke-free transformation.

PMI accelerated investments in smoke-free products in 2008 and launched IQOS in Japan and Italy in 2014. In 2016, the company publicly announced its ambition to deliver a smoke-free future.

Today, according to Yamat, smoke-free products account for approximately 42% of PMI's net revenue, with the company aspiring for more than two-thirds of its net revenue to come from smoke-free products by 2030.

"The key point here is very simple: transformation is a claim, but progress is the proof," he said.

Moving from information sharing to scientific dialogue

A major portion of the discussion focused on the importance of communicating scientific evidence in a way that is transparent, accessible, and open to examination.

Yamat emphasised that, particularly in areas involving complex science and innovation, stakeholders increasingly expect not only information but also visibility into how evidence is generated, assessed, and communicated.

Drawing on PMI's experience, he highlighted the importance of making scientific information publicly available, providing context around methodologies and findings, and encouraging informed discussion around the evidence.

Transparency does not remove skepticism; it moves the discussion from 'trust us' to 'test us'.

He noted that meaningful dialogue is strengthened when stakeholders have the opportunity to examine the evidence, understand its limitations, and engage constructively with the underlying science. In this context, the role of communicators extends beyond sharing information to help create conditions for more informed conversations.

Why precision matters

Yamat's third example focused on PMI's nicotine pouch brand, ZYN.

He referenced the US Food and Drug Administration's marketing authorisation of 11 ZYN Ultra products following Premarket Tobacco Product Application (PMTA) review.

However, he cautioned communicators against overstating what the decision means.

"This is a marketing authorisation, not an FDA approval," Yamat said.

He emphasised that the authorisation applies only to the specific products and strengths reviewed by the regulator. It should not be interpreted as an endorsement of the products' safety, nor does it automatically permit modified-risk claims.

For communicators, the lesson is straightforward: explain exactly what was authorised, which products are covered, who they are intended for, and what limitations remain.

"Terminology matters a lot," he said.

In highly regulated categories, credibility can be lost when important caveats disappear from headlines or social media conversations.

Beyond amplification

The discussion reinforced one of the session's core themes: in contested environments, communicating louder does not necessarily lead to greater understanding.

According to Yamat, misinformation, polarisation, and regulation are often interconnected. Poor information can fuel polarised debates, which in turn can make evidence-based policymaking more difficult.

As a result, communicators must think beyond traditional message amplification and place dialogue at the centre of their strategies.

"Trust is not created by simply being louder or having louder advocacy," Yamat said.

"It's earned by making information usable, encouraging productive disagreement, and helping people make more informed decisions."

He closed by challenging communicators to rethink the purpose of public relations.

Trust is not built through louder advocacy. It's not about shouting. It's earned through clarity, transparency, and continuous dialogue.

For PR professionals, the takeaway was clear: success should not be measured only by whether a message reaches an audience, but by whether people can understand the evidence, scrutinise its limitations, and participate in a more informed conversation.

In Yamat's view, that is the real shift required in modern communications: moving from data to dialogue.

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