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.  

Claire is an experienced retail leader with three decades of expertise in grocery, consumer and retail businesses across international markets. Most recently, she served as Vice President for Worldwide Fresh at Amazon, where she had responsibility for the North American and international business. Prior to that, she held executive positions at Woolworths Group in Australia and held several leadership roles at Tesco, both in the United Kingdom and as Chief Operating Officer for Tesco in Thailand. Throughout her 30-year career in retail, she led large businesses across food, wholesale and e-commerce.

Frans Muller, President and CEO of Ahold Delhaize, said: “Claire brings strong operational leadership and deep experience in omnichannel grocery and business transformation. She has led businesses of significant scale across several markets, with full accountability for performance, customer proposition and execution. Her combination of strategic insight, customer focus and people-first leadership makes her very well positioned to lead Ahold Delhaize USA into its next chapter. I look forward to welcoming Claire to the team and working closely with her as we continue to build on the exceptional leadership strength of our brands in the U.S.”  

Claire’s experience spans four continents and she is well known for building high-performing teams, driving technology transformation and delivering market share growth by growing customer trust. In addition to her executive experience, she has held a series of non-executive board positions in food retail. She holds a Bachelor of Science degree in Sociology and Economics from the University of Loughborough.  

Wiebe Draijer, Chair of the Supervisory Board of Ahold Delhaize, said: “We are pleased to nominate Claire as CEO of Ahold Delhaize USA and member of the Management Board. Claire is a highly accomplished retail leader with deep operational and digital expertise, broad experience across grocery and consumer businesses, and a strong record of delivering results in complex environments. She has led large, customer-focused organizations through transformation while building cultures of clarity, trust and accountability. We are confident that Claire’s leadership will further strengthen Ahold Delhaize USA and support the continued execution of our Growing Together strategy.”  

Claire said: “I am honored by the nomination to serve as CEO of Ahold Delhaize USA. Ahold Delhaize’s family of local brands combines strong heritage, deep community roots and a clear commitment to serving customers with excellence every day. I look forward to working with teams across the U.S. businesses to build on that strength, further enhance the customer experience, accelerate omnichannel growth, grow own-brand assortment, and continue delivering sustainable value for customers, associates and shareholders.”  

- Ends -

On March 24, 2026, Ahold Delhaize announced the departure of JJ Fleeman, CEO of Ahold Delhaize USA: Ahold Delhaize announces that JJ Fleeman, CEO of Ahold Delhaize USA, will leave Ahold Delhaize at the end of June 2026

JJ has spent his entire 36-year career in grocery retail in Ahold Delhaize companies, including Food Lion, our largest U.S. brand. Throughout his service with the company, he has held a diverse array of executive leadership roles, covering strategy, commercial, digital, retail operations, marketing and merchandising. As the leader of Peapod Digital Labs, JJ was instrumental in laying the foundations of the omnichannel model that continues to drive the company’s success. He was appointed CEO of Ahold Delhaize USA and member of the Ahold Delhaize Management Board at the company’s 2023 shareholder meeting.

“I am grateful for the strong omnichannel foundation JJ has helped build, and I have full confidence in our U.S. leadership team to continue executing our Growing Together strategy,” said Frans Muller, President and CEO of Ahold Delhaize. “JJ’s strength in bringing teams together, developing a ‘winning together’ culture, combined with his ability to recognize talent and personal leadership will leave a lasting legacy in our company. We have appreciated JJ’s vision and business insights as part of our Management Board conversations and wish him success in his future endeavors.”

“Over the past 36 years, I’ve had the privilege of working alongside extraordinary teams across the companies of Ahold Delhaize, and I’m proud of what we’ve accomplished together for our customers and communities,” said JJ. “As I look ahead to a new chapter, I’m grateful for the associates who bring our brands to life every day, and I’m committed to supporting a smooth transition.”

“On behalf of the Supervisory Board, I would like to thank JJ for his dedicated leadership and the progress made across our U.S. businesses,” added Wiebe Draijer, Chair of the Supervisory Board of Ahold Delhaize. “We are committed to an orderly transition and to ensuring continued focus on the execution of our Growing Together strategy, serving our customers and communities in the markets our brands operate in.”

The company will provide updates on the succession process as appropriate.

This modern, cloud-based platform allows Ahold Delhaize USA brands – Food Lion, The GIANT Company, Giant Food, Hannaford, and Stop & Shop – to serve more than 26 million customers each week. It supports thousands of online orders daily and powers digital interactions that make shopping easier and more personalized.


Putting customers first through innovation
The platform was designed and built by Ahold Delhaize USA’s in-house technology teams to meet the changing needs of customers. It offers faster site performance, simpler account management, personalized promotions, and a more integrated online ordering and fulfillment experience. These improvements help customers shop how they want – whether in-store, online, or both.


 “This achievement represents the culmination of a journey to create a scalable digital and e-commerce platform that meets the evolving needs of customers and positions Ahold Delhaize USA brands for growth,” said Keith Nicks, Chief Commercial and Digital Officer for Ahold Delhaize USA. “We’re excited to harness the full potential of this platform to accelerate omnichannel capabilities, deliver more seamless experiences and innovate for the future.”

A foundation for growth and empowering teams
The first brand launched in 2020, and the subsequent rollout involved phased implementations across more than 2,000 stores and robust e-commerce operations, contributing to Ahold Delhaize USA’s annual sales of $59 billion. It now powers thousands of daily online orders and digital interactions, supporting the company’s Growing Together strategy. 


Developed and managed by in-house technology teams, the platform serves as the foundation of Ahold Delhaize USA’s digital ecosystem, powering e-commerce, digital engagement and personalized customer experiences for each brand, including improved site performance, simplified account management, personalized promotions, a more integrated online ordering and fulfillment experience, and enhanced opportunities in advertising and retail media. The platform also enables faster deployment of new features and efficiency of resources across the Ahold Delhaize USA portfolio.


“Completing the platform rollout across all brands is not just a technology milestone, it’s a business transformation,” adds Keith. “We’re proud of the teams whose collaboration and commitment have made this possible, and we’re energized by the innovation this foundation will continue to unlock.”


With all five brands now on the proprietary platform, Ahold Delhaize USA is well-positioned to lead in digital transformation and omnichannel retail while remaining focused on meeting customer needs.

Our scope 3 targets 

In 2023, in line with the SBTi guidance on land-related (forest, land and agriculture sector or FLAG) and non-land-related (Energy and Industrial sector or E&I), we replaced both our near-term and long-term scope 3 GHG emissions reduction targets with two reduction targets, FLAG and E&I sector targets. Both our near-term (2030) and our long-term (2050) scope 3 reduction targets are consistent with the SBTi methodology with the aim of maintaining the level of decarbonization required to keep the global temperature increase within 1.5°C of pre-industrial temperatures. 
 

Three levers for decarbonization 

To tackle this challenge, we have identified three key levers for decarbonization in our value chain (scope 3): 

• Engaging our suppliers and identifying emission reduction opportunities 
• Ensuring a lower emission assortment  
• Encouraging our customers to make more sustainable choices 

Partnerships and collaboration are an important part of how the brands increase transparency and support implementation of decarbonization techniques in their supply chains.  
 

Ahold Delhaize USA’s farmland-focused initiatives to reduce Green House Gas (GHG) emissions  

Through several strategic collaborations with key suppliers, Ahold Delhaize USA is making strides to reduce GHG emissions in the value chain, contribute to a healthier planet, and create a more resilient and sustainable food system.  

Kellanova and Bartlett: regenerative wheat in North Carolina 

In summer of last year, Ahold Delhaize USA teamed up with Kellanova (formerly Kellogg Company) and Bartlett to launch a farm-to-shelf regenerative agriculture pilot aimed at reducing Scope 3 GHG emissions in wheat farming. This collaboration focuses on supporting North Carolina wheat farmers in adopting regenerative practices to enhance soil health and supply chain resilience. 

The pilot program involves financial investments from Ahold Delhaize USA, Kellanova and Bartlett to assist farmers in implementing regenerative agriculture techniques. Bartlett's certified crop advisors provide technical assistance to farmers, guiding them in conservation practices that improve soil health and water quality, while reducing emissions. The harvested wheat is milled at Bartlett’s facility in Wilson’s Mills, North Carolina, and used to produce Kellanova’s Cheez-It® and Club® crackers at their Cary, North Carolina, facility. These consumer products, which integrate regenerative wheat into their recipes, are expected to be available in Ahold Delhaize USA's local brand stores this year.  

General Mills: supply shed collaboration 

In September 2024, Ahold Delhaize USA and General Mills announced a collaborative initiative to address Scope 3 emissions within their shared value chain. This project focuses on co-investing in key supply sheds – geographic regions where key ingredients are sourced – to support farmers in adopting regenerative agriculture practices. 

The collaboration aims to implement regenerative farming techniques on over 70,000 acres of farmland in Kansas, U.S., and Saskatchewan, Canada, by the end of 2025. These areas represent the approximate acreage General Mills uses to source key ingredients, such as wheat and oats, for products sold in Ahold Delhaize USA's local brand stores, including Food Lion, Giant Food, The GIANT Company, Hannaford and Stop & Shop. 

Farmers receive technical and financial support to implement practices like cover cropping and nutrient management. The Ecosystem Services Market Consortium (ESMC), a non-profit, member-based organization, will facilitate the program and oversee impact measurement. A combination of field sampling and modeling will be used to estimate net GHG emissions, with reductions and soil carbon sequestration verified by an independent third-party organization to ensure transparency and accountability. 

Campbell’s: collaboration for potato farming practices 

Ahold Delhaize USA and The Campbell's Company recently initiated a three-year regenerative agriculture pilot aimed at reducing carbon emissions associated with potato farming. This project focuses on supporting partner farms in implementing regenerative practices to enhance soil health and create more resilient agricultural systems. 

The pilot involves three potato farms located in North Carolina, New York and Michigan respectively, covering a total of 1,000 acres – the approximate area needed annually to grow potatoes for Campbell's products sold in Ahold Delhaize USA’s local brand stores. The harvested potatoes will be used in products such as Kettle Brand® chips, Cape Cod® chips and Campbell’s® soups, available in the stores of Ahold Delhaize USA’s great local brands.  

Key farming practices promoted in this initiative include cover cropping, compost application, nutrient management, and converting farm equipment to renewable energy sources. The companies will collaborate with farmers to measure soil health and emissions impacts, leveraging Campbell's broader sustainable agriculture program, which has engaged all its potato suppliers since 2023. 
 

Commitment to collaboration 

By working with key partners to support farmers in adopting regenerative agriculture, these programs aim to improve soil health, enhance supply chain resilience, and reduce greenhouse gas emissions. From field to shelf, these efforts not only contribute to a lower-carbon food system but also help create positive environmental outcomes and support the long-term sustainability of farms and their communities.  

By engaging with suppliers in this way, we create a ripple effect of sustainability across the industry. Through continued collaboration, data-driven insights and innovation, we will keep working for a healthier future for people and planet. 
 

Further resources 

For more information, read Ahold Delhaize USA’s press releases or refer to our 2024 Annual Report: 

• https://www.adusa.com/news-releases/news-release-details/ahold-delhaize-usa-kellanova-bartlett-announce-farm-shelf 
• https://www.adusa.com/news-releases/news-release-details/ahold-delhaize-usa-and-general-mills-collaborate-decrease-value 
• https://www.adusa.com/news-releases/news-release-details/ahold-delhaize-usa-and-campbells-company-launch-regenerative  
• https://aholddelhaize.com/digitalannualreport/2024  

January 20, 2025 – Ahold Delhaize is proud to announce that the Top Employer Institute (TEI) has recognized both the company and the majority of its great local brands as Top Employers in 2025. This certification recognizes organizations that are dedicated to cultivating great places to work through excellent Human Resources policies and people practices. 

The Top Employer certification highlights Ahold Delhaize’s progress in its Thriving People strategic priority, part of its broader Growing Together strategy, which drives the company’s aspiration to be the leading (#1 or #2) employer of choice in each market. TEI has assessed our brands’ policies and unique practices, which may differ from one another. The recognition celebrates efforts to foster a caring, purpose-driven environment where the brands’ employees are valued, inspired, and empowered to grow and collaborate.  

In 2025, Ahold Delhaize Group and all of its U.S. brands – including ADUSA – achieved the Top Employer certification, alongside several European brands such as Mega Image (Romania), Maxi (Serbia), Alfa Beta (Greece), and Albert (Czechia). The assessment, based on TEI’s HR Best Practices Survey, evaluates organizations based on several areas, including people strategy, work environment, talent acquisition, learning, diversity, equity & inclusion, and well-being. 

“We are a people business. Receiving this certification is positive confirmation that our HR strategy is driving meaningful progress across all these areas,” says Natalia Wallenberg, CHRO of Ahold Delhaize. “It's testament to the  efforts of teams in the local brands and Ahold Delhaize Group, recognizing initiatives that prioritize connection with our purpose, collaboration and well-being, while supporting our brands’ communities. “It also proves that Ahold Delhaize is staying true to its promise: to create a supportive workplace that encourages growth and teamwork, where everyone feels heard, valued, and finds purpose in serving our communities.”