Download the share buyback transactions excel sheet for detailed individual transaction information from https://www.aholddelhaize.com/investors/share-buyback-programs/

This press release is issued in connection with the disclosure and reporting obligation set out in Article 2(2) of the EU Regulation that contains technical standards for buyback programs.

As Manager of Food Lion Feeds, Kevin Durkee helps lead the Food Lion brand’s hunger-relief efforts across the Southeast and Mid-Atlantic United States. We ask him about the evolution of their Food Lion Feeds program, the growing challenges facing customers and communities, and the partnerships that are helping the brand work toward its goal of donating three billion meals by 2032.

1. If you look back on the past 10 years, how has being part of the combined company strengthened your ability to serve customers and communities?

“I've been with Food Lion for more than 20 years and was with Hannaford for 16 years before that, so I've seen firsthand the commitment of the brands to their local communities. I’ve also seen the amazing impact that we can have. As a part of the ADUSA family of brands, I am inspired by the passion of each brand and the change that they are able to create. At Food Lion, we have the opportunity to see what other brands are doing and leverage great ideas to maximize the impact that we have. The ability to borrow a great idea means we are able to move faster to find meaningful solutions to the challenges that exist within the communities that we each are a part of.

“It’s fun to hear what other folks are doing, and ‘steal’ ideas that are working for them to strengthen our own programs. For example, we got the idea to sell reusable bags to benefit hunger relief from another brand. Ultimately this cooperation helps us serve our communities more effectively and make a greater impact.”

2. Can you tell me a little bit about the Food Lion Feeds program and your role in it?

“Food Lion Feeds was launched in 2014 after we asked customers what community issue they felt was most important to them and most relevant for a grocery retailer to address. The answer was overwhelmingly clear: food insecurity. Streamlining our philanthropic efforts with a focus on reducing hunger and helping people access food just made sense. It enables us to engage associates and rally them around a cause that is important to everyone. We believe that no one should have to choose between dinner and rent, or gas and groceries.

“As manager of Food Lion Feeds, I help lead the strategy behind these efforts. That includes helping shape what the program looks like and how we go out into the community, supporting our meal donation goals, tracking and reporting our impact, and helping tell the stories behind the work. A big part of my role is making sure we're continually evolving our approach to meet the changing needs of our neighbors.”

3. Have you seen the impact of a challenging economic environment over the past several years on the needs of people in your communities?

“Absolutely. We recently did a survey with our food bank partners on the most challenging aspects of their work, and they told us that while they see that need is increasing, the resources and donations to support that need are on the decline.

“Rising costs are putting pressure on households across our communities. When families are paying more for rent, utilities, transportation and other necessities, there is less money available for groceries. At the same time, we’re seeing changes in public assistance programs, such as SNAP benefits, and foundations and nonprofits are raising less money. This means there are fewer resources to go around for feeding agencies, food banks and other partners, which makes our role in the fight against hunger even more important.”

4. This takes us back to your comment that "no one should have to choose between dinner and rent, or gas and groceries." How does that philosophy guide the daily operations and strategy at Food Lion Feeds?

“That belief has been part of our mission statement since the beginning of Food Lion Feeds. People with limited resources have to make impossible choices: should I use my paycheck to pay the rent, buy gas or feed my family? Unfortunately, food is often the item that gets pushed to the end of the list when budgets become stretched."

“That reality is always in the forefront of our minds – we feel like people shouldn’t have to make those decisions, and we’re working hard to make sure our neighbors have reliable access to food. It drives everything we do.”

5. Food Lion Feeds has already provided over 1.5 billion meals or meal equivalents since 2014. What’s the biggest shift in how you’ve approached food insecurity during that time?

“Over the years, we’ve learned that food donations are essential, but they are only one part of addressing hunger, so we started focusing on how to set people up for success in life. We expanded our work to support nutritional education and workforce development programs that help people build long-term stability and success.

“However, over the last couple of years, economic pressures have forced us to shift back and focus on access to food. It’s important for us to remain flexible and responsive.’’

"The key is meeting people where they are, understanding what's happening in our communities and adapting our approach to fulfill the most pressing needs.”

6. Food Lion has long been recognized for its food rescue work, aiming to keep edible food entirely out of landfills and get it to neighbors in need. What are some of the ways that you have achieved this – and what are some of the biggest hurdles you’ve faced?

“Food rescue is a collaborative effort – our community relations team can’t do it alone. We partner closely with Retail Operations to ensure there are standard processes and practices, and training aids in place. We work with our feeding partners to make sure they can pick up items at our stores regularly. And we work with our sustainability team on programs to keep as much surplus product out of landfills as possible.

“One of the biggest challenges is maintaining food safety and product quality throughout the process, especially when it comes to produce and other perishable items. In recent years, we've expanded donations of frozen foods and started freezing milk and other dairy products to ensure these nutritious items can reach families in need. We are collaborating to make sure our partners have the transportation, refrigeration and storage capabilities needed to collect and distribute food quickly and safely. Our focus is not only on donating food, but on making sure the full chain works well. ”

7. The “Holidays Without Hunger” campaign and your register round-up initiatives have seen historic success. Why do you think they’ve been so successful? How do you cultivate that deep sense of trust and generosity between Food Lion and your everyday customers?

“Through our Holidays without Hunger program, customers buy boxes filled with food which are then distributed by our food rescue partners to clients in the neighborhood. It takes a lot of people to execute – from the category teams that make sure we have the right items and get them packed into boxes all the way to the logistics, supply chain and Feeding America teams that make sure those products get where they need to go.

“The success of the program comes from engaging everybody in it. Our store teams build amazing displays to encourage customers to participate. We cultivate trust with customers through transparency – we tell customers their donations will stay in their communities to help their neighbors, and we stay true to that. We’ve worked to put healthy and nutritious food in the boxes and put a picture of the contents on the packaging, so customers know what’s inside. And then we communicate about the impact their donations are having, with a focus on tangible examples that show how the money is doing good."

“I think we've been successful in building trust over time, and our customers have been incredibly generous, both through Holidays without Hunger and our register round-up project.”

8. Through the annual Feedys Awards, Food Lion Feeds celebrates local hunger-relief heroes. Why is it so important for a major retailer to shine a spotlight on these grassroots advocates and volunteers?

“As I mentioned before, fighting hunger is a collaborative effort that requires the dedication of vendor partners, feeding partners, food banks, associates, customers and volunteers. The Feedys Awards give us an opportunity to show that this is a group effort and recognize the people who go above and beyond to do great work in their communities. Their stories inspire others to join us in these efforts.

“One recent example of a hero who deserved to be highlighted is a student leader at North Carolina State University who manages a campus food pantry while pursuing her degree. She has a huge passion around feeding people and is helping fellow students and faculty members access food while also inspiring others to get involved. Being able to celebrate her and people like her is really special – it helps elevate awareness and encourages even more community engagement.”

9. Initiatives like the Collegiate Hunger Challenge focus heavily on mobilizing college students. Why do you believe empowering the next generation of student leaders is key to solving campus food insecurity?

“I don’t think people really understand how widespread food insecurity is on and around college campuses. Raising awareness is an important first step, but empowering students to be part of the solution is what creates lasting impact.

“We've seen purpose-driven, passionate, innovative students take on these hunger-relief challenges and do some really cool work. Their ability to use social media and engage fellow students is inspiring to see. Programs like the Collegiate Hunger Challenge give students opportunities to further develop their leadership skills while engaging their communities around an issue that matters. In many ways, they are helping build the next generation of hunger-relief advocates and community leaders.”

10. Food Lion Feeds has set an ambitious goal to donate three billion meals by 2032. What is the next major milestone or innovation your team is focusing on to keep the momentum going toward that target?

“Our focus is on staying in tune with the needs of our communities and evolving our strategy to make sure we’re meeting those needs. Right now, that means continuing to prioritize access to food while also helping our hunger-relief partners build their capacity and capabilities to serve a broader client base sustainably over the long term.

“We're constantly evaluating and improving our programs and building stronger partnerships with colleges and other organizations. Our associates are passionate about serving their communities, and we want to continue to provide them with opportunities to do that.

“As we work towards our three-billion meal goal, the biggest challenge is balancing our ability to serve the needs that exist today while making sure our feeding partners are able to sustainably meet community needs in the long term. By strengthening the organizations on the front lines of hunger relief today while helping them build for the future, we can continue making meaningful progress.”

This article is part of a 10-part series celebrating 10 years of Ahold Delhaize. For a decade, Ahold Delhaize brands have been trusted partners in millions of customers’ daily moments, operating at the heart of local communities. We’ve built a strong foundation in those 10 years – but this is only the beginning. In this series, we look back at where we came from and forward to the future, through the eyes of the people who are making it all happen. 

Download the share buyback transactions excel sheet for detailed individual transaction information from https://www.aholddelhaize.com/investors/share-buyback-programs/

This press release is issued in connection with the disclosure and reporting obligation set out in Article 2(2) of the EU Regulation that contains technical standards for buyback programs.

The updated Position provides greater clarity on how we put our human rights commitments into practice. Its aim is to serve as a reference point for associates, suppliers, customers and other stakeholders.  

To learn more about the key updates and what they mean in practice, we spoke with Gwen Wolting, Director Ethical Engagement & Human Rights at Ahold Delhaize.  

1. What draws you to this work, and was there a particular moment or experience that made this topic personally meaningful to you? 

“I've always had a strong sense of empathy and a desire to stand up for people who don't always have a voice. For many years, I pursued that passion through volunteer work, including with the Food Bank in Amsterdam.  A defining moment came in early 2024, during a six-month sabbatical in South Africa and Zimbabwe, part of which I spent working on farms. Seeing firsthand the hard work that goes into producing the food and flowers we consume every day, and working alongside the people who make that possible, gave me a much deeper appreciation of the human side of global supply chains. 

That experience made me realize that I wanted to work closer to these supply chains and contribute to improving conditions for the people within them. Being able to do so through my role at Ahold Delhaize is a genuine privilege. It gives me the opportunity to ensure that human rights remain a top priority on both our internal and external agendas, and I'm fully committed to continuing that work. The more I learn about the realities people face, the stronger my conviction becomes that businesses can and should be a force for positive change, and I want to play my part in making that happen."

2. What is the main focus of our updated Position and why do we as Ahold Delhaize have such a document?​ 

"Our Position on Human Rights, which was first published in 2017 adhering to international frameworks that we commit to, outlines our commitment to respecting and promoting human rights across our operations and supply chains.   

Ahold Delhaize’s operations and supply chains involve hundreds of thousands of associates and even more workers in our supply chains globally. Given our scale, our decisions (e.g., how we source, how we supply, how we manage our workforce) directly affect people’s working conditions. Our Position sets out our approach to human rights due diligence for both our own operations, and our broader supply chain, which includes tens of thousands of suppliers and vendors. It explains how we identify, prevent and address the risks associated with operating at this scale. It is based on internationally recognized frameworks, including the UN Guiding Principles on Business and Human Rights (UNGPs) and the OECD Guidelines. Our scale and reach come with responsibility, and this document captures that.  

Our Position on Human Rights gives our brands’ associates, suppliers, and customers a clear reference for what we require and what they can expect from us. At its core, our commitment to do what is right is based on our collective belief that all people should be treated with dignity and respect." 

3. In your words, what are the most important changes to understand about this updated position?​ 

"Our updated Position provides more clarity on how we aim to deliver on commitments that we’ve made. In addition, we have considered upcoming legislation, including the Corporate Sustainability Due Diligence Directive (CSDDD), which will apply to our entire company due to our listing in the Netherlands. The directive requires companies to conduct human rights and environmental due diligence throughout their operations and value chains. 

This is reflected in our risk-based approach to addressing the areas where the highest risk prevails, such as countries where governments may fall short on safeguarding workers’ rights. We have included our salient impacts and provided more information on our social compliance and critical commodities programs. With this, we’re providing more clarity on our human rights approach within Ahold Delhaize and beyond. The word “beyond” is used deliberately. Human rights issues are often systemic and therefore rarely isolated. Solving them is a collective responsibility and therefore requires a true value chain approach to work. This is why industry collaboration in the supply chain is a key and integral part of our Position. We will continue to use our Annual Report to report on actions, learnings and next steps on human rights."     

“Our commitment to do what is right is based on our collective belief that all people should be treated with dignity and respect.” 

4. What internal processes give you confidence that our commitments translate into practice on the ground?​ 

"At Ahold Delhaize we have strong governance, a clear Position on Human Rights, supplier requirements through our Standards of Engagement, a social compliance program for Own Brand suppliers with production locations in high-risk countries, our critical commodities program and our Speak Up Line that all help translate our commitments into action.   

In addition, our brands take ownership across a range of human rights issues in their operations & supply chains as well. And I believe our commitments are increasingly integrated into how brands engage with suppliers and conduct their business. 

At the same time, human rights is an area that requires continuous attention and engagement. Supply chains are a good example: they are constantly changing, and so are the risks within them. To identify these risks early, we need to continuously invest in due diligence, engage with stakeholders, and stay alert to where gaps are forming. So, it’s not that we assume we have all the answers. It’s the iteration and the willingness to listen and act on what we find that gives me the confidence we’re on the right path."  

5. What excites you most about where this work is heading? And what changes do you expect in the human rights field in the coming years, and how does this update help us prepare? 

"What excites me most is that human rights are increasingly becoming a core business consideration rather than a standalone topic across our industry. The industry is moving beyond commitments and compliance towards embedding human rights into everyday business decisions, where we can create real impact.  

Looking ahead, I expect greater collaboration with stakeholders, increased transparency, and a stronger focus on demonstrating outcomes. This shift is coming and over time, companies will increasingly be expected to show real impact on worker and community conditions, not just prove that they’ve responded when issues arose.  

This update is a step toward preparing us for that future. Most importantly, human rights is about making a positive difference in people’s lives. That’s what makes this work so meaningful to me."  

Read the full Position on Human Rights here.  

Download the share buyback transactions excel sheet for detailed individual transaction information from aholddelhaize.com/investors/share-buyback-programs/.

This press release is issued in connection with the disclosure and reporting obligation set out in Article 2(2) of the EU Regulation that contains technical standards for buyback programs.

Growing demand supports further development
Delhaize continues to grow, with both market share and customer base steadily increasing. More and more customers are choosing Delhaize because of its trusted brand, broad assortment of fresh and healthy products, pleasant shopping experience, and strong local presence. Customer satisfaction with Delhaize's logistics services has also increased significantly in recent years. To support future growth and rising volumes, Delhaize will continue to evolve and strengthen its logistics organization.

Investment in logistics network and capacity
Delhaize is investing €120 million in its logistics network to support future growth. Existing logistics operations in Zellik and Ninove will be maintained, alongside investments in current infrastructure, a new transportation center, and a new fresh distribution center in Zellik. The opening is planned for 2029.

At the same time, Delhaize is developing a future-ready logistics organization with a strong focus on efficiency, employee well-being and ergonomics. This plan is expected to create 130 permanent jobs.

Collaboration and transparency
Over the coming months, Delhaize will engage in a social dialogue with employee representatives. The investments in its logistics network will support the company's continued growth while helping ensure that customers and affiliated partners continue to benefit from strong service in the future.
 

“The strong growth Delhaize is achieving today calls for a modern logistics organization that is ready for the future. Through this investment, we are expanding our logistics capacity, strengthening our operations, and creating a solid foundation for sustainable long-term growth. Together with our associates, we are building the logistics network of the future. This will enable us to remain a trusted partner for our customers, suppliers, and affiliated entrepreneurs,” said Alexandros Boussis, Brand President of Delhaize.

AI is having a growing impact on many areas of life, including retail – both in what customers can see and what goes on behind the scenes. Ahold Delhaize is leveraging the technology to improve the customer experience, empower associates and fight food waste. We talked to Sjoerd Holleman, member of the Board of Directors of Albert Heijn, responsible for Product, AI and Specialty Brands, and head of the team leading the global AI focus areas across the Group, and Noortje van Genugten, VP Product Operations for Albert Heijn, about how it’s already changing the way we work and what the future holds for AI in retail. 

1. When implementing a new AI project, there’s a big difference between a successful pilot and something that can successfully scale. What have you learned about how to get that transition right? 

Sjoerd: “The most important thing is to start small but with the end goal in mind. If you have your prerequisites early on, you can steer in that direction. We start pilots in one or two stores, and as soon as they prove successful, we start adding to that and seeing how we can scale. We'd rather fail fast but also scale fast. 

“One thing we’ve built at Albert Heijn that has been incredibly helpful in translating business needs to successful projects is our Product Organization. It sits between tech and the business, acting as an ‘architect’ between the needs of the business and the talented engineers that actually build the projects to address them.” 

Noortje: “We always want to build things that deliver value to our P&L, help us meet sustainability targets or help improve the customer or associate experience. Our Product Organization helps us get the most return on value from our tech resources and budgets by translating business needs and challenges to technical applications that can actually be built. And then it manages how the tech teams deliver so that what they build really meets the needs of our colleagues or our customers.”
 

2. Over 80,000 colleagues are already using Albert Heijn’s recently launched AI assistant for associates – initiating more than 50,000 conversations a week. What did it take, organizationally, to reach that level of adoption?  

Noortje: “Before we build anything, we want to understand what associates are looking for and what problems they need to solve. So, before building the AI assistant, we rolled out a test app that used human power on the backend instead of AI. Associates could ask questions and our team answered them as quickly as possible. We found most questions had to do with products – their location in the store, in-stock level, price, promotions – so we focused on that as our use case and soon got 250,000 requests every month!  

“The road to success is really understanding what's going on in associates’ work and not making assumptions. I have some funny stories about that. While we trained the AI assistant extensively before launch, we didn’t realize how the youngest generation of colleagues – a large part of our store associate group – would talk in one-word sentences. This posed some challenges. For example, the Dutch word for onion is “ui” – which the AI translated to “user interface”! You can imagine what happened when they typed “Dubai” instead of “Where can I find Dubai chocolate?” Also – we thought associates would want a voice-activated app rather than having to type, but our young colleagues saw that as the most awkward thing ever. Luckily, we asked them before we built it!” 

3. Is it making a difference for associates? 

Sjoerd: “Yes, it’s had a positive effect so far. Associates feel empowered because they can actually answer questions themselves. Customers are happier because they’re served more quickly. And managers now have time to focus on other areas of their work. So, it's really been a win-win-win!”  

4. Sjoerd, you help to oversee AI for both the group and a local brand. How do you build shared infrastructure and knowledge across Ahold Delhaize without steamrolling the local context that makes each brand unique? 

Sjoerd: “When we work together across the group, our first priority is to get the right people together to share knowledge, so we don’t reinvent the wheel. While the brands are very different, we’re also similar – we deal with stores, products and people – so it’s helpful to share experiences about what enabled each brand to create the most value or save the most time or money.  

“The next step is to share infrastructure and platforms where possible because this doesn’t affect the local customer experience. If we have a platform that works, why not use it more broadly? To this end, we’re building an adaptive, LLM-agnostic platform where developers across Ahold Delhaize can work and run AI applications together. It is pretty industry leading and should give us a competitive advantage. 

“Our next step will be to move into creating domain visions – thinking about, for example, what merchandising will look like in the future, what will be the role of AI, what's our vision on that and how do we work towards it – and then share those domain visions with each other.” 

5. What is the AI application you're most proud of that people outside of the company probably don't know about? 

Sjoerd: “We always talk about our employee and customer assistants, which we’re very proud of. But there are other applications operating behind the scenes that really make an impact. One great example came out of our yearly hackathon at Albert Heijn, where all our technology people – product owners, data science & analytics and tech engineers – come together and spend 24 hours working and sleeping in the office, focused on solving difficult challenges. They often come up with ideas that we actually deploy.  

“Two years ago, the hackathon group created an AI layer that can sit between our systems and our customer app and automatically translate everything in the app to another language. With 1.2 million non-native Dutch speakers in the Netherlands, this is very helpful! Doing all these translations could have cost millions of euros, but our teams built the AI tool in 24 hours and could deploy it at hardly any cost. So now we offer our app in languages like Turkish, Polish, French and English – we keep adding more – which allows us to be inclusive and help many more customers. It really opened my mind about how AI can help us think out-of-the-box.” 
 

“Two years ago, the hackathon group created an AI layer that automatically translates everything in the app to another language. With 1.2 million non-native Dutch speakers in the Netherlands, this is very helpful!” 

6. Is it hard to convince people with a lot of retail experience to trust an AI model? And can you give me an example of how the AI replenishment forecasts are making a difference? 

Noortje: “We started with our first simple forecasts back in 2003 and then made the switch to automatic replenishment after that, which has reduced waste and increased product availability. 

“One thing we’ve learned is that it’s important to put as much effort into communication as developing the tools, to ensure that people understand the benefits and are willing to use them.  

“For example, we recently launched an app in our bakeries that tells associates exactly which bread to bake in which baking round. Our experienced employees were used to deciding this for themselves, so we knew we had to communicate well to explain to them that the tool would really help them work more effectively and reduce waste. To explain the tool’s benefits, we held information nights at every store and used other communication tools, such as movies – the implementation program was almost bigger than the project to develop the app. We also had to make sure that we had a strong feedback loop with the stores, listened to what people told us, and improved the tool to meet their needs. It took some weeks but, in the end, it was successful and people are happy with it.”
 

7. Noortje, you mentioned waste. Combating food waste is a big priority for Ahold Delhaize. Do you have any examples of how AI is helping? 

Noortje: “Yes, many! The first step in preventing food waste is always to stock the stores as closely as possible with what people want to buy. AI is helping us do that. We’re currently rolling out new algorithms that use AI assortment planning, to determine the correct product mix per store and assortment group.  

“Secondly, we use AI to forecast customer demand and algorithms to determine how much of a product we should deliver to a store and when – like the production algorithm we use in the bakery app. 

“Because we can never forecast perfectly, we use AI to dynamically mark down the cost of items on the shelves that are about to expire. These dynamic prices are automatically pushed to our Albert Heijn app and the electronic shelf label – the system reevaluates and updates every 15 minutes.”  

8. What role will AI play in the fight against food waste 10 years from now? 

Noortje: “My dream is that forecasting will someday be so precise that we will sell exactly what we bring to the store. When you think about it, food waste results from not having the insights needed to make the smartest decisions – and AI will continue to help us make better decisions.  

“One huge benefit to AI is that it enables us to build simulation environments to test our replenishment algorithms in different scenarios in a way that is much faster and less costly than doing it physically in the stores. Customers don’t want to see empty shelves, so there’s always a trade-off between availability and waste, but AI makes these decisions so much easier than in the past by giving us the right data to support our decision-making. 

“AI will also expand food waste reduction capabilities across the retail industry. While Albert Heijn is already a frontrunner in how we use technology to prevent food waste, generative AI will put these tools in reach for many other retailers.”  

9. A lot of AI in retail focuses on the customer experience. But do you think the operational side – supply chain, product flow, efficiency – deserves more attention? 

Noortje: “Yes, that's one of my favorite topics! Our supply chain is our most AI-intensive domain because it runs on optimization algorithms. I see it like a big Tetris puzzle – we know which articles to bring to a store, and we use optimization algorithms to fit them perfectly onto a load carrier in the distribution center, just like a Tetris game. 

“We use also optimization algorithms to design perfect walking paths for associates as they move product around our distribution centers and to make sure we pack trucks with as little air as possible. ‘Invisible’ innovations like these enable us to save millions of euros, not to mention environmental impact, by operating more efficiently.” 

10. I know when it comes to AI, it’s hard to look even two weeks ahead, but I'm going to ask you to look further than that. In the next two to three years, what's the shift in AI that you will matter most and that we're not talking about enough yet? 

Sjoerd: “I think the agentic part is going to change a lot – both on consumer side and the organizational side. We're the last generation of leaders who will have only led humans. Upcoming generations will lead agents as well as humans. Agents will have an employee number, and will execute tasks around the clock together. I believe this will free up time for humans spend time on things that really add value. Humans will become more the orchestrators of these agents rather than executing all the work themselves. So, it's going to be very interesting.” 

Noortje: “We are already trying to determine what processes will look like with agents. Today, store managers still spend a lot of time on computers and email, managing information and results and then processing and translating them into tasks for their associates. This takes them away from the many things happening in the store, and from customers and their feedback. We believe that if we can help store managers by taking all this information and breaking it up to tasks that can be distributed – maybe even automatically – the store manager will have more time to coach associates and interact with customers.  

“We believe that AI will make our people more human – meaning that instead of doing repetitive but necessary tasks, they can actually spend time on things that humans are really good at.” 

This article is part of a 10-part series celebrating 10 years of Ahold Delhaize. For a decade, Ahold Delhaize brands have been trusted partners in millions of customers’ daily moments, operating at the heart of local communities. We’ve built a strong foundation in those 10 years – but this is only the beginning. In this series, we look back at where we came from and forward to the future, through the eyes of the people who are making it all happen.  

Evolving with higher expectations

Since bol first became a B Corp in 2023, expectations have continued to evolve. B Lab’s strengthened standards now require companies to meet mandatory requirements across seven impact topics: Purpose and Stakeholder Governance, Fair Work, Justice, Equity, Diversity and Inclusion, Human Rights, Climate Action, Environmental Stewardship and Circularity, and Government Affairs and Collective Action. “Being a B Corp is about taking responsibility, being transparent, and continuously improving,” says Dennis van den Berg, Director ESG at bol.

The recertification reflects the steps bol has taken in recent years to embed sustainability and social impact more deeply across the business. From working closely with partners and suppliers to reducing environmental impact and strengthening inclusion, bol continues to look for ways to make everyday decisions count.

Building on progress

In recent years, bol has continued to turn its sustainability ambitions into tangible results. The company is making strong progress toward its climate goals; by the end of 2025, bol had already achieved more than 95.2% of the emissions reductions needed to meet its target of reducing Scope 1 and 2 by 2030. Smarter packaging solutions are also helping reduce materials use and lower emissions across its logistics operations. In logistics, smarter packaging machines are helping reduce environmental impact by using 27% less cardboard and 60% less glue per parcel, resulting in an average reduction of 28% in CO₂e emissions per shipment.

At the same time, bol is advancing circularity by expanding its assortment of refurbished products from four to 80 categories. The company has also strengthened its approach to responsible business conduct across its value chain. Through enhanced risk assessments and closer collaboration with suppliers, the company is taking more targeted action on topics such as climate impact and human rights.

B Corp certification for Ampère

Ampère, bol’s delivery company, now also meets B Lab’s standards and mandatory requirements across all seven impact areas, which means they can now officially call themselves a B Corp-certified company.

By maximizing electric deliveries and optimizing routes based on parcel size and weight, the company reduced CO₂ emissions per parcel by 85% in 2025. To address remaining emissions, Ampère also invests in climate projects and innovative technologies for permanent carbon removal.

Bol is not the only brand of Ahold Delhaize with a B Corp certification. Albert Heijn received the B Corp certification in 2024 as well. Read more about this achievement here.

Download the share buyback transactions excel sheet for detailed individual transaction information from aholddelhaize.com/investors/share-buyback-programs/.

This press release is issued in connection with the disclosure and reporting obligation set out in Article 2(2) of the EU Regulation that contains technical standards for buyback programs.

Margaret is an experienced retail and business leader who joined Ahold Delhaize in 2015 as Chief Marketing Officer of bol, the company’s online retail platform in the Netherlands and Belgium. She currently serves as Brand President of Ahold Delhaize’s Dutch brands Albert Heijn, Etos and Gall & Gall. Before that, she was Brand President of bol from 2021 and has been part of the Ahold Delhaize Europe & Indonesia leadership team since that time. Earlier in her career, Margaret built broad international experience through roles at Bain & Company, Nike and BCG.

Originally from Australia, Margaret has double (Australian/Dutch) nationality and has lived and worked in Australia, Malaysia, Germany, France, Central Eastern Europe and the Netherlands. She holds a Bachelor's degree in Business Systems (Business and IT) from Monash University and an MBA from INSEAD. She is also a member of the Board of Directors of Hero Group.

Wiebe Draijer, Chair of the Supervisory Board of Ahold Delhaize, said: “We are pleased to nominate Margaret as CEO of Ahold Delhaize Europe & Indonesia and member of the Management Board. As Brand President of Albert Heijn, Etos and Gall & Gall, and previously in her role at bol, she has consistently demonstrated the ability to connect Group strategy with the strengths of Ahold Delhaize’s local brands. We are confident that Margaret’s leadership will further strengthen Ahold Delhaize Europe & Indonesia and support the continued execution of our Growing Together strategy.”

Frans Muller, President and CEO of Ahold Delhaize, added: “Margaret brings strong operational leadership, broad experience across our European businesses and a clear understanding of what makes our great local brands successful. During her time at Ahold Delhaize, she has built a strong track record leading customer-focused, purpose-led businesses. She combines operational discipline with digital and AI-enabled acceleration, adjacent business development, sustainability, diversity & inclusion, and long-term value creation. I would also like to thank Claude Sarrailh for his leadership and contributions to Ahold Delhaize Europe & Indonesia. I am confident that, together with her colleagues across the region, Margaret will continue to deliver on our Growing Together strategy for customers, associates and shareholders.”

Margaret stated: “I am honored by the nomination to serve as CEO of Ahold Delhaize Europe & Indonesia. Ahold Delhaize’s local brands have strong positions in their markets and deep roots in the communities they serve. I would like to thank Claude Sarrailh for his mentorship. He has been of great value to Ahold Delhaize Europe & Indonesia and I will be building on the foundations he has laid. I look forward to working with my colleagues and their teams across Europe and Indonesia to build a stronger, more connected European platform, while continuing to unlock the unique strengths of our great local brands. Together, we will further enhance the customer experience, accelerate omnichannel growth and continue delivering sustainable value for customers, associates and shareholders.”

To ensure a smooth transition, Margaret and Claude Sarrailh, currently CEO of Ahold Delhaize Europe & Indonesia, will work closely together during September ahead of Claude’s departure at the end of that month. Ahold Delhaize has initiated succession planning for Albert Heijn, Etos and Gall & Gall and will share more information at a later date. Until such time, Margaret will retain overall accountability for the Albert Heijn, Etos and Gall&Gall brands, supported by strong existing leadership teams.
 

Download the share buyback transactions excel sheet for detailed individual transaction information from aholddelhaize.com/investors/share-buyback-programs/.

This press release is issued in connection with the disclosure and reporting obligation set out in Article 2(2) of the EU Regulation that contains technical standards for buyback programs.

Our brands across Ahold Delhaize work hard every day to create a brighter future for their local communities. In the U.S., Stop & Shop has created a program that exemplifies this commitment. The Stop & Shop School Food Pantry program teams up with schools to address food insecurity within the brand’s local communities. Through the program, Stop & Shop works with partners across its footprint to create accessible food pantries for local families.

We spoke with Shannon Karafian, School Food Pantry Program Manager at Stop & Shop, to find out how this program has developed and how they make sure it fits the needs of each local community and school to maximize impact.

1. The program was built on early local success

In 2019, schools in Fall River, Massachusetts, faced a problem. They had hundreds of students in temporary housing who were facing ongoing food insecurity. The nearby Stop & Shop distribution center responded by helping to create an in-school pantry at the local high school, which then shipped bags of food to all eighteen schools across the city. The success of this outreach inspired a movement within the brand to expand the program to other communities. “Our program is meant to bridge the gaps where students and families don’t have consistent access to food."

2. It addresses a growing problem of food insecurity

The School Food Pantry program is addressing a growing problem across Stop & Shop’s footprint in the northeast U.S. Today, one in five American children are facing food insecurity, which is an even higher proportion than when the program launched in 2019. Moreover, 40% of college students are facing hunger.

3. School pantries are designed to decrease stigma

“Stigma around food assistance is widespread,” Shannon noted, “so we work with school partners to create comfortable and welcoming spaces. It’s one of the things we’re most proud of.” Two successful approaches the team has taken are branding the pantries using school colors, logos, or even fun mascots – and designing them to look like bodegas or traditional markets. Overall, program participants have reported an 87% decrease in stigma associated with asking for food assistance since the opening of their pantries.

4. School-based pantries help reduce barriers to food access

Another key to the pantries’ success lies in alleviating barriers families may face when seeking support. “Traditional food pantries play an important role in our communities, but logistical barriers, like transportation and hours of operation, can make them difficult for some families to access. Because school is already part of the daily routine for many families, school pantries provide a convenient way to get groceries home. Parents can pick up food when they drop off their student, or the student can bring the items home on the bus.” Shannon said.

“Schools are a trusted space in the community, which alleviates logistical and emotional barriers. We offer this resource in a space that is safe, convenient, and free of judgment.”

5. Participating schools report educational and social benefits

The School Food Pantry program surveys participating schools, both to keep a pulse on need and to share the impact of their work. Recent results show that 79% of the schools reported an improved culture and morale as a result of the program, while 68% have seen increased family engagement, and 46% have seen increased student attendance. “When you’re viewing the student as a whole and giving them what they need to thrive, many positive impacts come with that,” Shannon said.

6. Pantry supplies are tailored to individual community needs

Rather than imposing a pantry list or delivering what’s convenient for the local store, the pantry is stocked by teachers and other school staff. That way, the items in the pantry are high impact for their specific student body. This helps ensure there is no food waste at the pantry and that students have access to food that is culturally appropriate. Meanwhile, some partners will also consistently pick up food rescue donations. As Shannon said, “food rescue is incredibly important, too, as food insecurity continues to grow.”

7. Broad collaboration with local institutions is vital

Given the enormity of the problem, as more and more families face food insecurity, it’s important to work with a wide ranges of partners: from nonprofits to government entities to community organizations. Shannon explained, “We often say it takes a village, and we encourage our schools to build additional community partnerships that can complement our support. The more resources and partners we can bring together, the greater the impact these school pantries can have for students and families.”

8. Local Stop & Shop stores are critical to operations

The school pantry program doesn’t just rely on local partners – Stop & Shop stores are key to making it work. “We added many new schools to our program last year,” Shannon remembered, “and when I went to visit one particular pantry, I invited a manager from our local store to join me. As soon as she walked in, the life skills students running the pantry all screamed her name because she is a friend to them. It’s her community, so she worked with these students to start the pantry."

9. Store associates drive the deepest community connections

It’s not just about donations; associates are also volunteering to help their communities. “We recently opened a new school food pantry and hosted a produce distribution for about a hundred families,” Shannon recalled. “We sent out a note to our local districts to get some volunteers to help run it. One of our associates immediately responded that his son went to that school, and he knows there’s a tremendous amount of need in that community. He said he would love to help out in any way that he can. These are truly our communities. It’s where our associates live, where they raise their families, and where their kids go to school.”

10. Each school is its own milestone

The goal for the future is to add even more schools to the program. “For our team, our next big milestone is to reach 300 schools by the end of the year,” said Shannon. The program leaders are focusing on communities where at least half of the students are economically disadvantaged. Despite the additional responsibility for the school administration that comes with running a pantry, there is a steady stream of schools applying. Shannon and her team are working on getting them onboarded and connected with local store partners.

The Stop & Shop School Food Pantry program is an important way to address a growing problem in the U.S. It also serves to bind local communities together, as everyone – from associates and schools to nonprofits and government officials – work together to make sure every student is fed and has the opportunity to succeed, in school and beyond.

This article is part of a 10-part series celebrating 10 years of Ahold Delhaize. For a decade, Ahold Delhaize brands have been trusted partners in millions of customers’ daily moments, operating at the heart of local communities. We’ve built a strong foundation in those 10 years – but this is only the beginning. In this series, we look back at where we came from and forward to the future, through the eyes of the people who are making it all happen. 

For decades, Ahold Delhaize brands have developed own-brand product lines that are central to the customer experience. Today, own-brand products play an even greater role by helping customers find trusted quality, relevant choices and everyday value, at a time when expectations for affordability, convenience and differentiation matter most.  

In the United States, the Ahold Delhaize USA local brands offer a wide range of own-brand products across various price points to meet – and evolve with – customer needs and expectations, all with a focus on quality. We spoke with Abby Cook, U.S. Senior Vice President of Own Brands, at Ahold Delhaize USA about how the portfolio has changed, what customers value most and where own brands are headed next. 

1. At Ahold Delhaize USA’s local brands, what own-brand offering is most important for building trust and creating a strong first impression with customers?

“Trust starts with fresh products. In each of the U.S. brands local stores, produce is the first thing customers see and it’s a great introduction to own brands because quality and freshness are immediately clear. Produce gives us a meaningful way to show how own brands can respond to what customers want and need. One example is our Nature’s Promise greenhouse-grown lettuce, which was introduced in response to customers’ growing focus on sustainability and health.” 

2. What is one misconception people still have about private labels or own brands? 

“In the past, there was a common misconception that higher quality had to come with a premium price. That perception is changing. Customers have discovered the value of own brands, especially when they see that these products from the local brands can meet their lifestyle needs. The consumer trends we see today center on health, sustainability, convenience and emotional connection, and at Ahold Delhaize USA,  our own-brand focus reaches across all of them.” 

3. When customers first try own brands during tougher economic times, what convinces them to stay?  

“No one is looking to spend more than they need to, especially when they find a product that delivers on quality and fits into their daily lives. We’ve found that while customers may first try own brands because of economic pressure, they often continue buying them after that pressure has passed. Some may even move from an opening price point to a more premium own-brand tier over time. That means we continually adapt our focus and investment across the portfolio in response to both customer needs and broader economic trends.” 

4. What does it take to build own brands that customers actively seek out, not just trade into?

“Historically, own-brand products were often viewed as an opening price point with acceptable quality. Today, Ahold Delhaize USA’s own brands play a much broader role. They span multiple tiers while maintaining a consistent commitment to quality. Premium offerings have grown especially quickly in recent years in response to customer trends, offering interesting culinary experiences as well as organic and free-from options. A strong quality foundation across every level of the own-brand portfolio is one of the most powerful ways a retailer can influence the customer experience.” 

5. Over the past five to 10 years, how has the role of own brands evolved from a value alternative to a strategic growth driver for Ahold Delhaize USA? 

“Compared with 10 years ago, own brands now play a much wider range of roles across the Ahold Delhaize USA brands. Our local brands offer a broad and varied selection of products and experiences, which has helped create a much larger customer base for own brands. The exciting thing is that many of these products have continued to improve over time, so what comes to market is even more consistent, relevant and trusted by customers.” 

6. Can you share a recent own-brand innovation that reflects changing customer needs?  

“Over the past decade, customer needs have evolved significantly, driven by different diets, greater awareness of allergies, more attention to ingredients and an underlying focus on health. Our U.S. brands have responded by adapting own-brand products to meet those needs. One recent example is the Taste of Inspirations snacking tomatoes sold at the local Ahold Delhaize USA brands’ stores. They offer a delicious, healthy alternative to traditional snacking options.” 

7. In today’s environment, affordability is critical. How do own brands help customers manage their grocery budgets without feeling like they are compromising? 

“After a shopping trip, customers want to feel they made the most of both their money and their time in-store. One way to meet that need is by offering different product tiers and choices, from simple commodities and meal builders to more premium options, all at accessible price points. Offering choice, including an opening price point option, tells customers that you have their best interests in mind.” 

“Offering choice, including an opening price point option, tells customers that you have their best interests in mind.”

8. How does trust in own brands contribute to customer loyalty?  

“Retailer trust and own-brand trust are tightly connected. The quality of one product can influence how customers view other products offered by the same retailer. For example, if a customer discovers that a non-food item is durable and dependable, they may be more likely to explore a food item from the same brand. When customers believe they have a variety of good options, it builds trust in the own brand and strengthens their trust in, and loyalty to, the retailer.”  

9. Looking ahead, what will distinguish successful own brands – and where do you see the biggest opportunities?  

“The next generation of own brands in the U.S. will be defined by speed to market, innovation and storytelling. Own brands will need to keep pace with trends, which means retailers will need to innovate more quickly and use faster iteration cycles. The more innovative products you have, the more important it becomes to tell a compelling story, both about the brand and about the product, so customers understand what is available and why it is relevant to them."

10. How do you see the importance of own brands evolving in the years ahead, particularly as digital and AI shape shopping?  

“Own brands have been a priority for many years in the U.S., and we still have tremendous opportunities to keep growing. In fact, with generative AI and more agentic shopping, own brands become an even more important lever, because they can only be purchased at each of Ahold Delhaize USA local brands’ stores. As purchasing channels evolve, own brands will become even more crucial to customer retention. This provides us with exciting growth opportunities for the future." 

This article is part of a 10-part series celebrating 10 years of Ahold Delhaize. For a decade, Ahold Delhaize brands have been trusted partners in millions of customers’ daily moments, operating at the heart of local communities. We’ve built a strong foundation in those 10 years – but this is only the beginning. In this series, we look back at where we came from and forward to the future, through the eyes of the people who are making it all happen.  

Download the share buyback transactions excel sheet for detailed individual transaction information from https://www.aholddelhaize.com/investors/share-buyback-programs/

This press release is issued in connection with the disclosure and reporting obligation set out in Article 2(2) of the EU Regulation that contains technical standards for buyback programs.

Download the share buyback transactions excel sheet for detailed individual transaction information from https://www.aholddelhaize.com/investors/share-buyback-programs/

This press release is issued in connection with the disclosure and reporting obligation set out in Article 2(2) of the EU Regulation that contains technical standards for buyback programs.

Download the share buyback transactions excel sheet for detailed individual transaction information from https://www.aholddelhaize.com/investors/share-buyback-programs/

This press release is issued in connection with the disclosure and reporting obligation set out in Article 2(2) of the EU Regulation that contains technical standards for buyback programs.

Download the share buyback transactions excel sheet for detailed individual transaction information from aholddelhaize.com/investors/share-buyback-programs/.

This press release is issued in connection with the disclosure and reporting obligation set out in Article 2(2) of the EU Regulation that contains technical standards for buyback programs.

On 24 June 2015, Ahold and Delhaize Group announced their intention to merge. Just over a year later, Ahold Delhaize was born, bringing together two great companies with deep roots in local communities and a shared ambition to serve customers in the best possible way by building a stronger, more innovative food retail group.

Since then, the company has navigated a decade marked by unprecedented change, from a global pandemic and inflationary pressures to rapid advances in technology and evolving customer and stakeholder expectations. Throughout these often-challenging times, associates at Ahold Delhaize and its brands remained focused on what matters most: serving customers, supporting communities, contributing to a more resilient and sustainable food system and creating value for all stakeholders.

A family of local brands
What began as one of the world’s largest cross-border mergers in food retail has evolved into a company that combines local customer relevance with international scale, shared expertise and leading omnichannel capabilities. Today, Ahold Delhaize is a family of 17 local brands across the United States, Europe and Indonesia that employs 384,000 associates. It serves 77 million customers weekly, both online and in more than 9,500 stores, holds a number 1 or 2 position in all the markets in which it operates, and it has created substantial and sustainable value for shareholders.

Frans Muller, President & CEO of Ahold Delhaize, said: “When Ahold and Delhaize Group came together, we believed local brands would be stronger when supported by international scale. Ten years later, that belief has proven right. Our brands remain deeply connected to the customers and communities they serve, while benefiting from our scale, shared expertise, technology and innovation. Combined with the dedication of our associates, that is our secret sauce. It has enabled us to grow, adapt and create value over the past decade, and it gives me great confidence for the future.”

Ready for the future
Looking forward, food retail will continue to be shaped by technological innovation, greater personalization, continued growth in omnichannel shopping, and further increasing demand for affordable, healthier and more sustainable food choices. Ahold Delhaize’s model of strong local brands, supported by scale, innovation and high-quality own brand assortments, positions us well to navigate those changes. And the Growing Together strategy, started in 2025 with a four-year timespan, enables us to continue to build on those strengths.

Jolanda Poots-Bijl, CFO of Ahold Delhaize, said: "The next decade of food retail will bring profound change, and we are well positioned to seize the opportunities ahead. Our strong foundation is built on a relentless focus on customers, trusted local brands, talented associates, deep customer relationships and leading capabilities in digital and technology. By leveraging these strengths at scale, while remaining committed to affordability, health and sustainability, we will continue to create lasting value for all our stakeholders."

Today's gong ceremony marks the start of a new chapter. Ahold Delhaize is ready for its second decade.

Sustainability 
 

Advancing circular energy solutions with Moment Energy

Included in this new round of investments is Moment Energy, a pioneer in repurposed battery energy storage systems (BESS) and the first company in North America to manufacture certified, commercial-scale systems using second-life electric vehicle batteries. Built on the principle that every battery deserves a second life, Moment Energy’s platform extends EV battery lifespan, preventing premature recycling and landfill waste while enabling more sustainable energy use. Its cost-effective BESS solutions deliver reliable and flexible energy storage at scale across grocery retail infrastructure as well as in settings including data centers, hospitals, factories and microgrids. 

As Ingrid Maes, Chief Executive Officer (CEO) and Chief Investment Officer (CIO) of W23 Global, noted, “Moment Energy is meaningfully advancing what’s possible in sustainable retail infrastructure and supply chain circularity. As grocery operations face rising energy costs and increasing demand pressures, Moment Energy's second-life storage systems give retailers a faster, cleaner path to reliable backup power, while significantly reducing peak-demand utility costs.” 

Optimizing energy portfolios with Verse 

W23 Global is also investing in Verse, an energy intelligence platform that helps large-scale energy consumers manage increasingly complex energy portfolios. Its core product, Aria™, centralizes utility bills, contracts, and power purchase agreements across thousands of sites, providing a unified view of energy data. This enables retailers to compare forecasts to actual performance across stores, distribution centers and other physical assets, make smarter procurement decisions, and optimize costs and risk. With the addition of Dispatch Intelligence, Verse also orchestrates on-site energy resources in real time, helping AI infrastructure come online faster in a constrained grid environment. 

AI-enabled operations
 

Enabling secure agent-driven commerce with Skyfire

Expanding its focus to the emerging landscape of AI-driven commerce, W23 Global is investing in Skyfire, which is building a cross-ecosystem trust and permission layer for the agentic economy. The platform provides a secure identity and financial stack that enables retailers to distinguish trusted AI shopping agents from malicious automation. Through verified “Know Your Agent” (KYA) credentials and integrated payment capabilities, Skyfire allows businesses to safely open their digital channels to autonomous shoppers. 

"Skyfire is providing the critical infrastructure required to turn the rise of autonomous AI into a new frontier of growth for retailers," said Ingrid Maes, CEO and CIO of W23 Global. "By upgrading traditional commerce stacks with a dedicated agent identity and payment layer, Skyfire provides the key to unlock high-intent agent demand while shielding systems from the surge of bot-driven cyber risk. Skyfire provides the infrastructure retailers need to capture and process automated transactions securely and instantly.” 

Scaling compliant marketing with Haast

Among its latest investments, W23 Global is investing in Haast, an AI-native platform designed to automate marketing compliance and brand protection for consumer industries. Founded in 2023, Haast supports retailers in managing compliance across the full content lifecycle, from pre-publication review to continuous monitoring of live channels. Operating across text, image, video, and audio, the platform helps ensure consistent, compliant messaging while accelerating approval processes. It helps marketing, legal, and compliance teams save time, reduce risk, and speed up content approvals in a complex regulatory environment. 

Elevating customer experience with Cresta 

W23 Global also announces its investment in Cresta, a unified platform in human-centric generative AI for contact centers. Cresta’s platform combines autonomous AI agents with real-time coaching and conversation intelligence for human teams. Originating from the Stanford AI Lab and led by the co-founder of Google’s AI Contact Center, the company helps teams work more effectively by turning conversational data into live agent assistance. Their scalable technology has already delivered measurable operational results for global enterprises, with over 80 businesses as customers. 

As Ingrid Maes, CEO and Chief Investment Officer of W23 Global, noted, "Customer service has become a critical point of differentiation for retailers. The opportunity is no longer simply to automate interactions, but to deliver faster, more personalized and more consistent customer experiences while fundamentally improving the economics of service. We believe Cresta is one of the companies best positioned to help retailers achieve both." 

About W23 Global

W23 Global is a global grocery retail venture capital fund backed by five leading grocery retailers: Tesco (UK, ROI, Europe), Ahold Delhaize (U.S., Europe, Indonesia), Woolworths Group (Australia, New Zealand), Shoprite Group (Africa), and Empire Company Limited (Canada). W23 Global invests in innovative start-ups and scale-ups developing technology to transform grocery retail. Its work focuses on supporting companies that build solutions with practical application across markets, helping advance the way retailers operate and serve customers while addressing sustainability challenges. As technology continues to shape the future of grocery retail, W23 Global remains focused on solutions that make a tangible difference for both customers and retailers.  

For more information about W23 Global, visit www.w23.vc. 

Download the share buyback transactions excel sheet for detailed individual transaction information from https://www.aholddelhaize.com/investors/share-buyback-programs/

 This press release is issued in connection with the disclosure and reporting obligation set out in Article 2(2) of the EU Regulation that contains technical standards for buyback programs.

Follow our conference call and webcast that starts at 10 AM CET which will be available on this website.  

If you have questions or would like further information, please contact:  

Ahold Delhaize Investor Relations at investor.relations@aholddelhaize.com or +31 (0)88 659 5213. 

Webcast

Download the share buyback transactions excel sheet for detailed individual transaction information from https://www.aholddelhaize.com/investors/share-buyback-programs/

This press release is issued in connection with the disclosure and reporting obligation set out in Article 2(2) of the EU Regulation that contains technical standards for buyback programs.

Ahold Delhaize operates in a world where grocery affordability is under real pressure, from global supply chain shifts to persistent inflation. Keeping food accessible for millions of families while maintaining a healthy, low-margin business is a daily reality.

At the heart of how Ahold Delhaize manages this is Save for Our Customers; a group-wide cost savings program that finds efficiencies across the business and reinvests savings back into customer value. We sat down with André Blesing, Senior Vice President of Business Planning & Performance, to find out how.

1. How is this more than a savings target? 

“Save for Our Customers is not just about cutting costs. It is about creating a mindset across the organization: every euro we save can help us invest in better value for customers. It should constantly challenge you to ask: can this be done better, simpler, or more efficiently? Not just to make things cheaper, but to create room to invest where it truly adds value for the customer. It has three clear elements: 

• Buy better It starts with making sharp, well-considered choices in what and how we purchase. It’s not only about price, but also about quality, supplier partnerships, and long-term value.
• Operate smarter How do we organize our work? Can processes be simplified, automated, or can we eliminate duplication? There is often a lot of untapped potential here to become more efficient without compromising quality.
• Waste less This can relate to time, resources, energy, or physical goods. Everything we don’t waste can be used for something that truly matters.” 

Blesing: “This efficiency strategy is backed by a highly successful, audited track record of execution. Ahold Delhaize is known for consistently delivering on its savings targets. Year after year, the Save for Our Customers initiative has successfully generated between €1.25 billion and €1.3 billion in annual savings, establishing the foundation required to navigate the macroeconomic environments for the company and its customers. It allows us to continue investing in better and healthier own-brand products, lower prices, and a stronger value proposition for our customers, while supporting our broader Healthy Communities & Planet ambitions” 

2. The ambition is growing  

“Scale remains one of Ahold Delhaize's greatest assets, and the company is continuously elevating its efficiency targets. Between 2025 and 2028, the group is aiming for €5 billion in cumulative savings. We will achieve this by stepping up joint sourcing, applying AI and automation in logistics, distribution, store operations, and back-office functions, and by simplifying and refining our operating model. This allows us to operate both more efficiently and more sustainably.” Blesing says.  

3. How cost savings help fuel growth.  

Blesing: “The Save for Our Customers program directly drives Ahold Delhaize’s broader growth model. By systematically eliminating operational waste, the company generates the necessary financial room to invest back into the business. This structural efficiency allows local brands to invest in their winning customer value proposition, including lower prices and fund innovations, which in turn drives higher sales volumes and market share, creating a cycle of growth.” 

“Every euro we save gives us more room to invest in what matters most: affordable groceries, better service and stronger local brands.” 

4. How AI helps to predict what customers need. 

Technology is fundamentally reshaping inventory management, enabling local brands to move to highly predictive models. What makes this shift possible is our ability to reinvest savings into advanced capabilities like AI. 

As Blesing explains: “We deliberately use the funds generated through Save for Our Customers to invest in technologies that drive further innovation and efficiency. Advanced AI systems allow teams to analyze store operations end-to-end. By leveraging historical data, we create hindsight, generate real-time insights into shelf movement, and build predictive foresight.” 

By incorporating variables such as weather patterns and seasonal demand, these systems can forecast with higher precision. This is clearly illustrated by Albert Heijn’s dynamic markdown capability, where products approaching their expiration date are automatically offered at reduced prices in-store to help prevent food waste. The result is a triple win: reducing food waste while offering better value to customers and protecting margins. 

Ultimately, this shows how savings are not an end in themselves - they are a means to fund smarter, more future-proof ways of working.”  

5. How local brands benefit from a shared scale.  

Blesing: “Ahold Delhaize operates a decentralized family of local brands and utilizes global and regional scale to provide  competitive edge. For example, European brands are increasingly aligning product specifications to source high-volume items collectively. By consolidating purchasing volumes and harmonizing requirements, such as shared ESG (Environmental, Social, and Governance) certification standards, the group drives major procurement efficiencies without compromising quality. It even improves quality and service for customers.”  

6. How cost savings also improve the workday.

Blesing: “By structurally reducing costs, Ahold Delhaize frees up resources to focus on what truly matters for our customers. It’s not about saving for the sake of saving, it’s about creating the capacity to invest in a better customer experience and supporting our teams where they add the most value. These efficiencies allow us to redirect time, attention, and investment away from routine or low-value activities, and toward areas where we can genuinely make a difference for shoppers, whether that’s improving service, enhancing assortment, or making shopping more seamless and convenient.  A good example is how we invest in technology to support our people. Albert Heijn’s AI assistant, which is used daily by 80,000 colleagues across the organization, exemplifies this approach. The tool provides store associates with instant access to operational and product information, reducing complexity in their daily work. As a result, customers can receive accurate answers immediately, without associates having to search for information or consult another colleague.” 

7.  How the program funds a $1 billion commitment to lower everyday shelf prices in the United States 

“The true power of organizational efficiency is realized when it directly alters the price tags on the shelves. A prime example of this is Ahold Delhaize’s commitment to invest $1 billion directly into lowering grocery prices across its U.S. brands between 2025 and 2028. The Save for Our Customers program acts as the funding mechanism for this initiative. By driving cost savings, including procurement, automation and simplification, the company can structurally lower the everyday cost, turning savings into a sustainable, long-term price promise at the register.” 

8. Efficiency helps absorb rising costs. The program serves as a vital financial shock absorber against escalating upstream supply chain costs 

“Before a product reaches a grocery bag, it navigates a complex, volatile and increasingly expensive global supply chain. Rising costs at the very beginning of the journey, such as escalating fertilizer prices for farmers or higher diesel or electricity costs for transport, threaten to push up retail food prices. Because Ahold Delhaize sits at the end of this value chain, its efficiency program successfully manages and partially absorbs these mounting global pressures behind the scenes, acting as a buffer that keeps the extra costs off the customer's final receipt as much as possible.”  

9. A statue of a customer at the corporate headquarters stands as the ultimate anchor for the program’s consumer mission. 

“This statue carries a clear and symbolic meaning. It represents the customer and is depicted as an everyday shopper carrying grocery bags, reflecting the reality of daily life. The statue was unveiled in 1990 during the opening of the headquarters and bears a powerful message: ‘Opdat wij nooit vergeten voor wie wij werken’ - 'So that we never forget who we are working for.’”

Blesing: “The statue serves as a physical reminder that everything we do is for the customer. Every decision should ultimately make life better, easier, or more affordable. Building on that principle, the combined strength following the merger created new opportunities to accelerate savings and reinvest them, enabling an even better, more affordable, and more compelling customer experience. And it continues to do so today.”

10. A personal question: when you've had dinner at a restaurant, do you always check the bill before paying? 

Blesing: “Yes and no — I generally have a rough idea of what the bill should be, and whenever it deviates, I always check it. In almost all of these cases, it turns out to be incorrect. This can go both ways: just last week I had a restaurant bill that was lower than expected, and when I checked, I noticed they had missed two coffees and some desserts, so I asked them to adjust it. At our last team event, they even added another table to our bill. It’s really worthwhile, both privately and at work, to always check the bill and, if necessary, challenge it.” 

This article is part of a 10-part series celebrating 10 years of Ahold Delhaize. For a decade, Ahold Delhaize brands have been trusted partners in millions of customers’ daily moments, operating at the heart of local communities. We’ve built a strong foundation in those 10 years – but this is only the beginning. In this series, we look back at where we came from and forward to the future, through the eyes of the people who are making it all happen.