Food and drink
- Coca-Cola, United States, A total beverage company
- Fonterra, New Zealand, Six strategic choices
- Greggs, United Kingdom, Four drivers of growth
- Grupo Bimbo, Mexico, Nourishing a Better World
- Heineken, Netherlands, EverGreen 2030
- Jollibee Foods, Philippines, Two listed companies
- McDonald’s, United States, Accelerating the Arches
- Nestlé, Switzerland, Growth led by volume
- PepsiCo, United States, Priorities to enhance shareholder value
- Red Bull, Austria, Core markets, growth markets, the original can
- Starbucks, United States, Back to Starbucks
- Yum! Brands, United States, Raising the B.A.R.
Retail
- Aldi UK, United Kingdom, Toward 1,500 stores
- Coles, Australia, 3D strategy
- Costco, United States, The membership warehouse model
- Falabella, Chile, Four strategic priorities
- IKEA, Sweden, IKEA Sustainability Strategy
- Kingfisher, United Kingdom, Powered by Kingfisher
- M&S, United Kingdom, Reshaping M&S
- Mercado Libre, Argentina, Invest, don’t harvest
- Sainsbury’s, United Kingdom, Next Level Sainsbury’s
- Shoprite, South Africa, Market segmentation strategy
- Tesco, United Kingdom, Five strategic ambitions
- The Home Depot, United States, Growth strategy
- Wesfarmers, Australia, The Wesfarmers Way
- Woolworths Group, Australia, Three medium-term priorities
- Zalando, Germany, Ecosystem strategy
Fashion and sport
- adidas, Germany, Roadmap to success
- ASICS, Japan, Mid-Term Plan 2026
- Decathlon, France, Sport for one billion people
- Gymshark, United Kingdom, Reinvest everything
- H&M Group, Sweden, Three key strategic areas
- Inditex, Spain, Integrated model and retail optimisation
- lululemon, Canada, Three-pillar action plan
- Nike, United States, Win Now and Sport Offense
- On, Switzerland, The most premium sportswear brand
- Patagonia, United States, Earth as its only shareholder
- Shein, China, Test small, reorder fast
- Uniqlo, Japan, LifeWear and ¥10 trillion
Consumer goods
- Haier, China, Three drivers of growth
- Hermès, France, Craft-led growth
- Kering, France, ReconKering
- L’Oréal, France, Beauty for each
- LVMH, France, Six groups of Maisons
- Natura, Brazil, Focus on Latin America
- P&G, United States, Integrated growth strategy
- Pandora, Denmark, Phoenix
- The Estée Lauder Companies, United States, Beauty Reimagined
- Unilever, United Kingdom, Three shifts, seven growth priorities
Entertainment
- Disney, United States, Three pillars: IP, technology, and One Disney
- Formula 1, United Kingdom, Global reach and Net Zero by 2030
- Games Workshop, United Kingdom, The best miniatures, forever
- LEGO Group, Denmark, Growth, footprint, and sustainable materials
- Netflix, United States, Three areas of focus
- Nintendo, Japan, Unique, family-friendly entertainment
- Sony Group, Japan, Creative Entertainment Vision
- Spotify, Sweden, 2030 targets
Technology
- Airtel Africa, United Kingdom, Six strategic pillars
- Alibaba, China, Full-stack AI strategy
- AMD, United States, Lead the $1 trillion compute market
- Arm, United Kingdom, Three ways to build on Arm
- ASML, Netherlands, Six strategic priorities
- Atlassian, Australia, Three strategic priorities
- BT Group, United Kingdom, Build, Connect, Accelerate
- Grab, Singapore, Product and AI-led strategy
- Infosys, India, AI first value framework
- MTN Group, South Africa, Ambition 2030
- Nvidia, United States, The AI factory buildout
- Safaricom, Kenya, Vision 2030
- Salesforce, United States, FY30 targets and 50 by FY30
- Samsung Electronics, South Korea, AI memory and shareholder returns
- SAP, Germany, The Autonomous Enterprise
- Shopify, Canada, Commerce infrastructure for the AI era
- Tencent, China, A new, AI-empowered Tencent
- TSMC, Taiwan, Three fundamentals
- Xero, New Zealand, Win the 3x3
- Xiaomi, China, Human × Car × Home
Transport and travel
- BYD, China, Overseas growth and flash charging
- easyJet, United Kingdom, Four strategic priorities
- Ethiopian Airlines, Ethiopia, Vision 2035
- Ferrari, Italy, 2030 strategic plan
- LATAM Airlines, Chile, Three strategic focus areas
- Maersk, Denmark, The Global Integrator
- Michelin, France, Michelin in Motion 2030
- Qantas, Australia, Dual brands and fleet renewal
- Ryanair, Ireland, 300m passengers a year by FY34
- Singapore Airlines, Singapore, Three pillars of the brand promise
- Tesla, United States, Master Plan, Part IV
- Toyota, Japan, Transform into a mobility company
- Uber, United States, Platform strategy
- Volkswagen Group, Germany, Future Plan 2030
- Whitbread, United Kingdom, New Five-Year Plan
Industry and energy
- Airbus, Europe, Mid-term outlook to 2029
- Aramco, Saudi Arabia, Three strategic themes
- BASF, Germany, Winning Ways
- BHP, Australia, Resilient long-term portfolio
- Boeing, United States, Four areas of change
- bp, United Kingdom, Five priorities
- Caterpillar, United States, Profitable growth to 2030
- Embraer, Brazil, Growth through efficiency and innovation
- Hitachi, Japan, Inspire 2027
- Holcim, Switzerland, NextGen Growth 2030
- Ørsted, Denmark, Four priorities for offshore wind
- Petrobras, Brazil, Business Plan 2026-2030
- Rio Tinto, United Kingdom, Stronger, sharper and simpler
- Rolls-Royce, United Kingdom, Multi-year transformation programme
- Schneider Electric, France, Advancing Energy Tech
- Shell, United Kingdom, More value with less emissions
- Siemens, Germany, ONE Tech Company
- Tata Group, India, Building for 2047
Health
- AstraZeneca, United Kingdom, $80 billion by 2030
- Cleveland Clinic, United States, Four care priorities
- CSL, Australia, Transformation to sustainable growth
- Eli Lilly, United States, Medicines at scale
- EssilorLuxottica, France, Medtech transformation
- NHS, United Kingdom, 10 Year Health Plan
- Novo Nordisk, Denmark, Strategic ambitions for 2030
- Philips, Netherlands, Profitable growth to 2028
- Roche, Switzerland, 20 transformative medicines by 2030
Finance
- Allianz, Germany, Lifting Ambitions
- American Express, United States, Five strategic imperatives
- AXA, France, Growing Forward
- Bancolombia, Colombia, Grupo Cibest
- BlackRock, United States, 2030 ambition
- Credicorp, Peru, Four growth levers
- DBS, Singapore, Best AI-enabled bank with a heart
- Klarna, Sweden, The everyday finance network
- Mastercard, United States, Three strategic priorities
- Nubank, Brazil, Three growth vectors
- Revolut, United Kingdom, 100 million customers in 100 markets
- Vanguard, United States, Owned by its investors
- Visa, United States, Three growth pillars
Company names and trade marks belong to their owners. Headwater is not connected with the companies here.