Our strategy & culture
Our strategy guides us towards what we want to achieve, and our culture tells us how to do it. Together, they are our compass – rooted in a fundamental belief that we are better together.
Built on a strong people-focused culture, the strategy is driven by three core themes – Deliver profitable growth, Differentiate in the market, and Become better together – supported by eight strategic objectives that bring the vision to life.
Deliver profitable growth
Grow from the core
Strengthen leadership in Grocery, DIY / Home improvement, Fashion / Apparel and Health & Beauty in Europe. Maximise the potential of our full portfolio across markets.
Scale in high-potential markets
Support customers where they operate. Build local sales teams and maximise supply through partners in markets like North America, Middle East and Asia.
Differentiate in the market
Lead with insight to deliver impact
Become a strategic partner and solution provider, helping retailers improve their business.
Deliver sustainability at the core
Turn consumer, customer and regulatory expectations into opportunities for innovation.
Power growth with innovation
Enhance our physical solutions with data and actionable insights.
Become better together
Build people and leadership of the future
Embed our new culture as prerequisite to inspire people to grow and succeed with our ambitions.
Accelerate efficiency to enable growth
Reshape the cost structure to fund our transformation by improving unprofitable businesses, unlocking ITAB / HMY synergies and reconfiguring our SG&A.
Operate as one team
Establish a common operating model and a connected, project-oriented sales/operations network.
The essence of ITAB Group
We are proud to be at the forefront of our industry and to co-create retail experiences that connect people with brands they love.
ITAB Group has a proud tradition of entrepreneurship and customer focus. We know that success begins and ends with people interacting – our colleagues, our customers, and all stakeholders we work with.
