Strategic priorities

To deliver our vision we focus on four strategic priorities.

Community trust

Building trust within our communities

We believe that our business can only be as healthy and strong as the communities in which we operate. In the long run, healthy, sustainable businesses require thriving communities.

Trust is the foundation of our relationships with shareholders, customers, consumers, employees, institutions and business partners, and we build trust through responsible, sustainable management of our business. For more than a decade, we have worked to embed corporate responsibility and sustainability into all of our business processes and decisions. We have identified the environmental and social issues that are most material to our business, consulted with key stakeholders and developed ambitious strategies and commitments to create value for all stakeholders and minimise negative impacts. We have also consistently set ambitious long-term targets and reported progress towards them, holding ourselves accountable to delivering on our commitments.

Consumers enjoying bottles of Coca-Cola

Consumer relevance

Offering our consumers the right products for all occasions

For Coca‑Cola HBC Hungary, consumer relevance means meeting and exceeding consumer expectations by offering the right products, in the right packaging, through the right channels for the right occasion. These products must be consistently fresh, in premium condition, and be available cold when that is appropriate.

Customer preference

Delivering the products and services our customers expect

Building successful relationships with our customers is fundamental to our success. We work hard to ensure our people are constantly focused on customer needs and satisfaction. We aim to exceed expectations in terms of delivery and execution to be the best supplier, and work as partners in creating value to achieve the best possible relations with clients.


Cost leadership

Focusing on a cost-efficiency mindset

Input costs and foreign exchange movements have had the biggest impact on our profits. We know we have little control over these drivers. Therefore, our focus remains on the areas that we can influence: optimisation of our production and logistics base, our operating costs and cash conversion.