To deliver our vision we focus on four strategic priorities.
For more than a decade, we have worked to embed corporate responsibility and sustainability into all of our business processes and decisions. We 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 against them, holding ourselves accountable to delivering on our commitments to progress.
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.
Offering our consumers the right products for all occasions
For Coca‑Cola HBC, consumer relevance means meeting and exceeding consumer expectations by offering the right products, in the right packs, through the right channels for the right occasion. These products must be consistently fresh, in premium condition, and presented cold when that is appropriate.
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 relationship.
Focusing on a cost efficiency mindset
Our comparable gross margin improved by 100 percent in 2015, and our comparable operating margin expanded by the same amount. While lower input costs and adverse foreign exchange movements had the biggest impact on our profits, these moved in opposite directions, largely offsetting each other. 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.