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.  

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. 

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.

Expanding our own‑brand products ranges
Own brands are one of the most important tools our brands have to help families access quality products at competitive prices. They offer greater control over the supply chain so they can better control costs and optimize sourcing and packaging. They also enable our brands to use their deep knowledge of customers to create products that meet local needs.  

Our brands continue to grow and expand these differentiating ranges – striving to reach our goal of making own brands around 45% of total food sales by 2028. In 2025, our brands introduced 1,100 new own-brand products in the U.S. and 1,450 in Europe, including 250 entry-priced products. Each of our European brands offers over 900 Price Favorite products, providing customers with greater choice and value. Own brands continue to outpace the rest of the products in our brands’ stores in terms of sales and volume, showing they are well appreciated by customers.


 
Price investments in the U.S.
By strategically lowering prices on key products and broadening their everyday low-price assortments, our brands are building customer trust, driving volume growth and increasing market share. Our Ahold Delhaize USA brands are launching their second round of price investments this year, toward a total of $1 billion planned between 2025 and 2028. Some local examples of how the U.S. brands are lowering prices to make groceries more affordable include:

• Stop & Shop has been lowering everyday prices across key states and will expand these price investments across its full fleet of stores by the end of 2026.
• The GIANT Company has launched its “Simply Low” campaign that includes price investments, particularly on own-brand products, to keep groceries more affordable.
• Giant Food has lowered the price of hundreds of products across its own-brand portfolio through its “Fresh Low Prices” initiative.
   

Saving to invest for customers
Through our company-wide Save for Our Customers program, we aim to save €5 billion between 2025 and 2028, to be reinvested into our winning customer value proposition, technology and sustainability agenda to fuel future growth. The program focuses on areas such as sourcing, simplification initiatives, automation, and further leveraging the power of data and AI across Ahold Delhaize. As part of it, our brands have local savings initiatives in place, such as Buy Better at Albert Heijn and Delhaize, which expands customers’ access to quality food by generating savings through tailored purchasing strategies, value chain optimization and synergies between the two brands.

In 2025, we achieved €1.3 billion in cost savings through the program, to fund all the things that create value for customers, including smart technology, modern and inviting stores, more sustainable refrigeration and expanded electric vehicle fleets for online deliveries. We expect to save at least another €1.25 billion in 2026.



Tailoring promotions to create more value
Our brands’ loyalty programs are increasingly helping customers access offers that are personalized to their needs, further driving value and helping make shopping more affordable. Each year, our brands provide billions of tailored offers to customers – and they continue to optimize the way they deliver these offers, ensuring they are increasingly relevant and make it easier for customers to save in ways that fit their daily lives. Our U.S. brands delivered over 14.2 billion personalized offers in 2025, up a whopping 18% over the previous year.

We aim to reach 80% omnichannel loyalty sales penetration by 2028 – and are transforming our loyalty programs to get there. All our European brands have recently launched new or enhanced digital features as part of their loyalty programs, such as a new My Albert app in the Czech Republic and an award-winning AB Plus program in Greece. Albert Heijn rolled out an AI-powered assistant, Steijn, that is helping customers figure out what to make for dinner by suggesting personalized recipes and step-by-step guidance – making it easier for people to save money by eating at home.
 

Sourcing together across our European brands
Sourcing together is another way our brands can save money that can be invested into affordable prices for customers. Our European brands, in particular, put a strong focus on shared sourcing and are working to expand these efforts, with a focus on own-brand products. By harmonizing own-brand products – standardizing in areas like packaging, sourcing and production – they are able to create better economies of scale and a faster path to innovation. In 2025, our European brands expanded their joint sourcing portfolio with 167 new products, including 100 items in their Price Favorite range. 

During the first half of this year, our brands across the Netherlands, Belgium, Czech Republic, Romania, Serbia and Greece identified hundreds of key value items where they see further opportunities to harmonize products and take better advantage of our scale. These staple products are purchased frequently by our customers, so the ability to source together and lower prices on products like these helps make the average shopping basket more affordable.

In addition, our brands in Europe have worked with strategic purchasing alliances, such as Eurelec and Coopernic, for years, leveraging our scale to deliver value to customers while maintaining strong relationships with suppliers.

For more information on how our European brands leverage shared sourcing, see our recent article on ‘Joint sourcing for more affordable, healthy and sustainable food in Europe’.
 

Building trust – and a stronger business
All our brands’ efforts to lower prices and deliver better value show customers that we’re there for them – that we value their loyalty and are earning their trust. And the results prove making everyday food more affordable is not only good for our customers, it supports the long-term resilience and growth of all our brands.

Ahold Delhaize’s local brands source products from more than 180 countries and work with over 15,000 direct suppliers. Together, they serve 77 million customers every week. For us, sourcing food responsibly is about more than where products come from. It is about working together across brands to make everyday food, safe, affordable and healthier – for as many people as possible – and to support the transition to a more sustainable food system. 

Ahold Delhaize’s European brands continue to raise the bar and expand their shared sourcing efforts, with the aim to support affordability, increase access to healthier food and build more resilient supply chains. 

Harmonizing across own-brand product ranges 
One of the most important ways our European brands are working together is by harmonizing products across their own-brand product ranges. For example, they might agree to harmonize their recipes, ingredients, and packaging for an own-brand pasta sauce product. This enables them to reduce complexity in packaging and logistics, consolidate volumes and pass savings on to customers. 

So far this year, the brands have identified hundreds of key value items across our six European markets – the Netherlands, Belgium, Czech Republic, Romania, Serbia and Greece – where we see further opportunities to harmonize products and take better advantage of our scale. These products – from bananas to yogurt to toilet paper – play a critical role in our value proposition: they are purchased frequently, strongly influence price perception, and show limited need for local differentiation. 

These efforts build on the work our European brands did in 2025 to ramp up their shared approach to sourcing in order to keep everyday essentials affordable for customers. Sourcing together and combining volumes enables the brands to buy ingredients and products more efficiently, plan further ahead, build stronger long-term relationships with suppliers, reduce unnecessary complexity in the supply chain, and lower costs. And the money they save can be invested back into affordable prices for customers.  

In 2025, our European brands expanded their joint sourcing portfolio with 167 new products, including 100 items in their Price Favorite range. By the end of the year each of the European brands offered over 900 Price Favorite products, providing customers with greater choice and value across their assortments. Overall, the brands added 1,450 new own-brand products in Europe last year. 

Innovating through own brands 
For our European brands, own brands are also a way to play a leading role in innovation by leveraging their deep local insights and strong development capabilities. Own brands enable them to launch differentiated products that help customers make better choices without compromising on quality or taste.  

Some recent successes are Albert Heijn’s renewed own-brand BBQ assortment with over 80 new products – launched right in time for the sunny weather. Alfa Beta’s award-winning own-brand range “AB close to the Greek land” highlights their commitment to high-quality products inspired by the richness of Greek gastronomy and local production. And Maxi Serbia has significantly stepped up their own-brand offering to support customers who have faced ongoing pressure on their household budget in the country. Innovations like these in Europe continue to inspire product development across Ahold Delhaize as we pursue our ambition of 45% own-brand sales. 

Making healthy and sustainable choices easier and more accessible 
Joint sourcing also plays a key role in helping customers eat healthier and more sustainably. In 2025, more than half (52.1%) of Ahold Delhaize’s own‑brand food sales came from products classified as healthy. This reflects years of work across brands to improve everyday products – reducing salt, sugar and saturated fat, and increasing healthier options – while keeping prices accessible. Because many of our brands work with the same suppliers, cooperating means improvements can be made at scale. When a supplier reformulates an ingredient or improves a recipe, that change can benefit multiple brands and millions of customers. You can see this approach in action at the local brands. 

At Albert Heijn in the Netherlands, working together with shared suppliers has helped improve the recipes of everyday own‑brand products – cutting back on sugar, salt and saturated fat while keeping prices affordable for customers.  For example, Albert Heijn reduced the sugar in all its own-brand products by the equivalent of 134 million sugar cubes in 2025. You can read more about Albert Heijn’s progress in making its own-brand products healthier in its 2025 Impact Report.  

At Delhaize in Belgium, the same joint sourcing approach supports a wide range of healthier own‑brand products, including reduced‑salt and reduced‑sugar options that are part of many families’ regular weekly shopping basket – not premium products, but everyday choices. In 2025, Delhaize also launched a selection of hybrid protein products that blend traditional meat flavors with the advantages of plant-based ingredients – based on inspiration from Albert Heijn. 

Working with suppliers at scale also helps our brands source more responsibly and reduce waste. For example, as they harmonize own-brand products, our European brands are also working to reduce packaging materials – particularly the use of virgin plastic – for these ranges. In 2025, we surpassed our target to reduce the use of virgin plastic packaging as a result of several brand initiatives to improve plastic own-brand packaging. 

Building for the long term 
Joint sourcing is not about quick wins. It is a continuous effort to build a food system that works for customers, suppliers, and communities. By working together to create more affordable, healthy and responsible product ranges, our European brands continue to unlock meaningful benefits for both customers and the planet. Because what happens at the source ultimately shapes what ends up on the shelf. 

To learn more about joint sourcing at Ahold Delhaize, watch Robert’s story below.   

Top Employer recognition is a strong testament to the progress Ahold Delhaize is making on its Growing Together strategy, and in its Thriving People strategic priority 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. This certification is an important milestone that reflects our brands’ dedication to creating a place to work where people feel valued, supported, and inspired to grow.

In 2026, Ahold Delhaize Group and all of its U.S. brands – including ADUSA – achieved the Top Employer certification, alongside most European brands such as Mega Image and Profi (Romania), Maxi (Serbia), Alfa Beta (Greece), and Albert (Czech Republic). Albert Heijn Nederland and bol do not currently participate in TEI certification since they have recently been b-corp certified.

The Top Employer Institute certification is based on a comprehensive HR Best Practices Survey, which evaluates organizations across six domains and 20 topics, including People Strategy, Work Environment, Talent Acquisition, Learning, Wellbeing and Organizational Purpose.

“People are at the heart of who we are as a company, and this certification underscores the meaningful progress we’re making across our commitment to Thriving People,” says Natalia Wallenberg, CHRO of Ahold Delhaize. “It reflects the dedication of teams across our great local brands and Ahold Delhaize Group to win together, grow our people and support wellbeing throughout our organization. Ultimately, this achievement reaffirms our commitment to creating an environment where every associate feels heard, valued, and empowered to make a positive impact in the communities our brands serve.”

In honor of International Girls in ICT Day, we interviewed Anette Schouls, VP Digital Customer Products, who is leading digital innovation and transformation for customer-centric products at Ahold Delhaize Europe. She talks about her career journey, her experiences of innovation and mentorship in technology, and her advice for the next generation of women in ICT. 

1. What inspired you to pursue a career in digital products, and how did you break into the tech space? 
From a young age, I was fascinated by innovations like flip-phones, iPods, and Xbox 360 and their potential to transform lives. After completing my master's at Erasmus University in Rotterdam, I followed my passion for technology and joined a start-up agency specializing in mobile app development. I'm happy I did, as I'm still excited by the transformative power of technology and how it can reshape industries and improve lives. 
 

2. What excites you most about the future of the digital products field, and how do you see your role evolving? 
What excites me most is the opportunity to shape the future through innovations. Rapid advancements in AI are transforming our daily work and enabling us to create seamless, personalized customer experiences. I see my role evolving to focus even more on fostering a culture of customer-centricity and promoting sustainability, diversity, and inclusion. My goal is to continue driving digital transformation and scaling our digital capabilities across our retail brands, ensuring our initiatives align with broader business goals. 
 

3. Leadership in tech can be demanding. What values or habits have helped you lead successfully, especially in such a fast-paced, constantly changing environment? 
A former CDO had a sign that said, “Done is better than perfect,” which resonates with me. In tech, perfection is always evolving, so having a solid vision and plan is crucial, but progress and adaptability are even more important. Open and authentic dialogue is key. By leveraging the wealth of knowledge among our colleagues and co-creating, we often find better and more sustainable solutions. 
 

4. Representation in tech is still a work in progress. What challenges have you faced as a woman in this space — and how have you navigated them? 
As a woman in tech, I’ve faced biases and assumptions regarding my technical knowledge and leadership ambitions. Speaking up with a mix of humor and authenticity has often helped clear the air. I’m a daughter of entrepreneurs, so I learned to have a positive mindset and take initiative to achieve what I believe in. Social media might promote a tendency to compare yourself to others; I prefer to focus on personal growth. Building a strong network of allies and advocating for my growth opportunities has been crucial. For example, I’ve actively sought mentorship and asked to take on projects out of my comfort zone to evolve my capabilities.  
 

5. Let’s talk innovation. Can you share a project or product you’re particularly proud of and what made it meaningful to you? 
Probably our largest undertaking was the introduction of the new modular mobile app, designed to deliver a seamless and cohesive online shopping experience for customers shopping at five of Ahold Delhaize’s European brands. It has been fantastic to work with a highly talented and diverse group of professionals across business and technological disciplines. Together, we can achieve so much more!  
 

6. This year’s Girls in ICT theme is about empowerment and inclusion. What advice would you give to young women and girls who are curious about a career in technology? 
My advice is to be curious, experiment, build resilience, take initiative, and speak up about your opportunities for learning and growth. Surround yourself with supportive mentors, allies, and peers who can guide you along the way.  
 

7. Mentorship plays a huge role in growth. Did you have any mentors or champions who helped you? And how do you pay it forward? 
Yes, I’ve been fortunate to have mentors and sponsors, both male and female, who have supported me throughout my career. Their insights, honest feedback and encouragement have been crucial to my growth. One of my mentors was an architect who patiently provided invaluable knowledge following every question I had. Another was a more senior leader and a great storyteller, providing me feedback to better communicate and negotiate. 

To pay it forward, I actively mentor and support others in the industry. I’ve also focused on creating opportunities for women in my teams, promoting diversity, and actively participating in initiatives that support inclusion in tech. Simple mentions, introductions or connections can make sure their talent is seen, they’re included in decision-making, or not overlooked for growth opportunities.  

8. Tech teams are more diverse than ever — across age, background, and gender. How do you foster a culture of collaboration and creativity within your teams? 
Encouraging everyone to be authentic, thrive both at work and at home, and ensuring open communication are key. We celebrate birthdays, for example, where we learn about everyone’s hobbies and enjoy their favorite snacks, and have cooking sessions to prepare our teams’ favorite local dishes. These activities normalize our diversity and integrate it into our work. 

While virtual collaboration is efficient, meeting colleagues in different brands and countries is crucial to understanding local dynamics. These interactions often result in eye-opening “aha” moments, clarifying the objectives behind digital innovation needs and fostering a collaborative and creative environment. 
 

9. From your perspective, what’s one common misconception people have about working in digital products or tech in general? 
A common misconception is that tech is solely about coding. As Steve Jobs said, “You've got to start with the customer experience and work backwards to the technology.” While technical foundations are important, the field also requires a strong understanding of customer needs, strategic thinking, and the ability to collaborate across various functions. When creativity happens, real problems are solved, and real value for our customers is created. 

10. Finally, what would you share with young women or women in general about taking the leap into the world of Information & Communication Technology? 
The industry is full of opportunities to experiment, make a difference, and shape the future. As the book Invisible Women says, today’s world is designed by men for men. So each woman in ICT can make a difference. Enjoy the journey while putting in the hard work. You will meet tons of interesting people with great humor, diverse backgrounds, and a wealth of knowledge. 

As we celebrate International Girls in ICT Day, Anette’s interview reminds us that innovation starts with dialogue and mentorship. By sharing knowledge and supporting one another, we can help close the gender gap in tech – and build a stronger, more inclusive, digital future for everyone. 

“It’s essential we provide children with the right tools to develop healthy habits at an early age,” said Mike Vail, Brand President of Hannaford. “We’re incredibly proud to support these meaningful programs, which will create positive, lasting impact on the lives of children in our communities. By investing in the next generation today, we’re establishing the foundation for thriving communities tomorrow.” 

Tackling childhood obesity

In the U.S., a significant amount of children aged 2-19 are considered to have obesity – highlighting a growing need to address the potential long-term impacts of obesity on the physical health of children. The funding from Hannaford will not only support greater access to healthy food but also improve nutrition education resources for children – ultimately fostering a healthier future for the entire family. 

Supporting local communities with purpose

The funding will go towards programs that help children eat healthier and stay active, with the goal of reducing risk of chronic diseases. The donations will be distributed to various initiatives across the states of Maine, New Hampshire, New York and Massachusetts in the U.S., including:

·  Full Plates Full Potential, which will use the grant to help schools adhere to new federal guidelines by feeding children fresh, made-from-scratch meals. This will ensure that children are consuming more nutritious foods and fewer heavily processed ingredients every day. "With this funding, we have the opportunity to help schools provide fresh, locally sourced meals to our students, and we're proud to work alongside Hannaford to end childhood food insecurity in Maine once and for all,” said Justin Strasburger, Executive Director of Full Plates Full Potential.

·  Community Servings, which will use the grant to expand its Food is Medicine Nutrition Program, providing made-from-scratch and medically tailored meals to children and families. “With Hannaford's support over the next two years, we will expand our Food is Medicine Nutrition Program. Together, we’re advancing the health of children experiencing nutrition insecurity and critical illness,” said David B. Waters, CEO of Community Servings.

In addition to the $1.3 million investment, Hannaford will provide a total of $60,000 in gift cards to community partners. The partners can use the gift cards to purchase healthy snacks, such as Hannaford Snack Pals, for children, further supporting their shared mission to enhance nutrition and well-being in the community. 

To learn more about Hannaford’s community health initiatives, visit: Hannaford.com/HannafordHelps

In recognition of Ahold Delhaize’s qualities as an employer, the global Leading Employers award was presented to Gez Asafu-Agyei, Director Strategic Partnerships at Ahold Delhaize Group, and Eline van der Hulst, NextCo member and Manager Area Delivery e-Commerce at Albert Heijn.  

Leading Employers is an independent organization that conducts a comprehensive meta-study to analyze companies’ employment practices. The sources used to evaluate and assess the companies include public surveys, employee reviews, audits, jury awards and memberships. The analysis is carried out using a weighted evaluation matrix.  

The Leading Employers certification highlights Ahold Delhaize’s progress in its Thriving People strategic priority, part of our broader Growing Together strategy, which drives our aspiration to be the leading (#1 or #2) employer of choice in each market.   

Learn more about the Leading Employers organization, its awards and process here.

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.”  

Our hearts go out to the people of Ukraine and everybody else who has been affected by the war. Ahold Delhaize and its local brands care for the people and the communities they are part of. We are working globally and locally to support humanitarian relief efforts. Ahold Delhaize will donate EUR 1 million to the Red Cross to provide humanitarian relief on the ground in Ukraine and in neighboring countries to support people fleeing the escalating violence. Additionally, our local brands in Romania and the Czech Republic are offering emergency aid and assistance on the ground, by providing food and products to refugee centers, financial contributions and in-kind support to local charities, and support to associate and customer initiatives to help Ukrainian civilians.  

Cautionary notice

This communication includes forward-looking statements. All statements other than statements of historical facts may be forward-looking statements. Words and expressions such as will, propose, continues, strategy, future or other similar words or expressions are typically used to identify forward-looking statements.

Forward-looking statements are subject to risks, uncertainties and other factors that are difficult to predict and that may cause actual results of Koninklijke Ahold Delhaize N.V. (the “Company”) to differ materially from future results expressed or implied by such forward-looking statements. Such factors include, but are not limited to, the risk factors set forth in the Company’s public filings and other disclosures. Forward-looking statements reflect the current views of the Company’s management and assumptions based on information currently available to the Company’s management. Forward-looking statements speak only as of the date they are made and the Company does not assume any obligation to update such statements, except as required by law.

• The GIANT Company, U.S., contributed $3.3 million to more than 160 school districts to help feed 475,000 students across four states. 
• Albert Heijn, Netherlands, donated over €800,000 to food help programs at its permanent community partners. 
• Hannaford, U.S., contributed $400,000 to organizations that provide resources and support for individuals affected by mental illness. 
• Mega Image, Romania, donated medical equipment for hospitals. 
• Bol.com, Netherlands, supported the education of children with a donation of books worth €400,000 during the Children's Book Week. 
• Albert, Czech, donated 1900 tons of food, the equivalent of 3,8 million meals. 
• Stop & Shop, U.S., delivered 21,500 turkeys –equaling a total of nearly 340,000 pounds- to 25 community partners and hunger relief organizations via their Turkey Express program. 
• Delhaize Serbia donated trucks to the local food banks, to support their logistics. 
• Giant Food donated to six long-standing nonprofit partners that focus on educational programming, mentorship and nutrition reaching African American communities.
• In 2021, Stop & Shop’s Turkey Express program delivered 21,500 turkeys to 25 community partners and hunger relief organizations. 
• Through various initiatives, Food Lion donated a total of 152 million meals in 2021.

Cautionary notice

This communication includes forward-looking statements. All statements other than statements of historical facts may be forward-looking statements. Words and expressions such as continue, support, goal, focus or other similar words or expressions are typically used to identify forward-looking statements. 

Forward-looking statements are subject to risks, uncertainties and other factors that are difficult to predict and that may cause actual results of Koninklijke Ahold Delhaize N.V. (the “Company”) to differ materially from future results expressed or implied by such forward-looking statements. Such factors include, but are not limited to, the risk factors set forth in the Company’s public filings and other disclosures. Forward-looking statements reflect the current views of the Company’s management and assumptions based on information currently available to the Company’s management. Forward-looking statements speak only as of the date they are made and the Company does not assume any obligation to update such statements, except as required by law. 

Hi Mariya! Can you share a little bit about yourself? 

I’m originally from Russia, Siberia, and I am currently a PhD student at the University of Amsterdam (UvA). I started with a bachelor in Linguistics at Novosibirsk State University and soon realized I had a big interest in computer science and mathematics. This led me to a masters’ degree in Artificial Intelligence at KU Leuven and several internships in Switzerland and Belgium. One of these internships focused on linguistic intelligence. We worked on a system that would improve writing. You have spell checkers at most writing applications now, but this system would be able to target instances of racial or gender bias and suggest ways to rewrite this. After that I wanted to pursue this career path through my PhD, which led me to the UvA and AIRLab.  

AIRLab is a research initiative of UvA in collaboration with Ahold Delhaize, can you elaborate a bit about AIRLab and the partnership? 

AIRLab stands for Artificial Intelligence for Retail Lab. Our research takes place at bol.com and Albert Heijn, and it’s an industry lab focused on innovation and conducting research into socially responsible algorithms. To clarify what that entails, imagine being a customer browsing through a web shop. If you are researching which fitness tracker you would like to buy, it would be helpful to see a range of relevant products. If, however, you have made up your mind already, this is not something that would add value for you to see. One of our research projects aims to better understand when to display information like this. But we are also researching robots to support warehouse associates for example. I think this is why AIRLab is a unique and valuable concept, as its the goal to not only do research, but to ensure this research is meaningful in the context of the industry.  

We pay attention to days like this to promote science amongst young women. How would you describe the current representation of women in your field? 

Well, when it comes to academia there’s this infamous ‘leaking pipeline’. In the bachelor phase, the numbers are more or less equal. But as the academic stages progress, men tend to pursue their academic career further than women. The higher on the academic ladder, the less women you come across. Looking at AIRLab, we have a relatively solid gender balance. There’s about 40% women in the lab and we actively try to encourage women and minorities to apply for vacancies. But statistically speaking, on a global scale there’s still a long way to go, especially in computer science.  

What could be a first step towards closing this gap? 

As a society, it is very helpful that we are acknowledging the existence of these biases now. Very often biases that prevent women and minorities to pursue certain career paths start during early childhood. Unintentionally, visions from parents and teachers could go a long way and if you are aware of certain biases, you could actively support boys and girls when they need it. And I am quite positive because this is actually happening right now and we are growing into it. As an example from the business side, at AIRLab we specifically mention in our vacancies that we encourage people from all kinds of backgrounds to apply. Additionally, I think having role models is very important for girls to find their way into science. For me personally, I missed having those. As I progressed in my career, I did find those mentors and it goes a long way to motivate and inspire.   

For girls wanting to go into science, or women thinking about transferring into this field, what would your advice be? 

Well, I would definitely say go for it! I can imagine it to be a big step, but there are these communities for women in STEM (Science, Technology, Engineering and Mathematics), women in machine learning, Artificial Intelligence etcetera. I am part of those communities and it is very empowering to have support from other women experiencing the same. At some point it might feel like you are the only woman in this area but that is definitely not the case and the communities are very open and supportive, providing mentorship and great advice. Don’t be afraid and go for it! 

Can I just say, I am so impressed and inspired by everything! Thank you very much for your time and insights, it has been a pleasure. We would like to wish you luck with all of the current projects and your PhD research, hopefully we’ll get to hear more from you in the future! 

Are you interested in finding support and mentorship for your career in science? There are many communities to be found online and offline, varying from global to country-focused. Two examples are the Girls who Code and the Community for Women in Science. Curious about AIRLab, their work and the possibilities they have to offer? Find out more at their website (https://aiforretail.ai/ )  

Cautionary notice

This communication includes forward-looking statements. All statements other than statements of historical facts may be forward-looking statements. Words and expressions such as to leave, would, will, next phase or other similar words or expressions are typically used to identify forward-looking statements.

Forward-looking statements are subject to risks, uncertainties and other factors that are difficult to predict and that may cause actual results of Koninklijke Ahold Delhaize N.V. (the “Company”) to differ materially from future results expressed or implied by such forward-looking statements. Such factors include, but are not limited to, the risk factors set forth in the Company’s public filings and other disclosures. Forward-looking statements reflect the current views of the Company’s management and assumptions based on information currently available to the Company’s management. Forward-looking statements speak only as of the date they are made and the Company does not assume any obligation to update such statements, except as required by law.

The CEI rates companies on detailed criteria falling under four central pillars: 

1. Non-discrimination policies across business entities;  
2. Equitable benefits for LGBTQ+ workers and their families;  
3. Supporting an inclusive culture; and, 
4. Corporate social responsibility. 

The full report is available online at www.hrc.org/cei. 

For this reason, our organization has several initiatives to support the learning and growth of associates as well as supporting learning opportunities for people in the communities we serve. See how we support education through just some of our initiatives below…  

AIRLab  

Ahold Delhaize’s AIRLab (AI for Retail Lab) is an industry-academic collaboration set up to conduct research into artificial intelligence (AI) and robotics. The goal of the AIRLabs based in Amsterdam and Delft in the Netherlands, are to redefine retail through technology. Therefore, the AIRLab teams explore and develop new tech solutions to improve the quality of products and services; attract, develop and retain talent; remain up to date regarding the latest technologies by co-designing them; and contributing to knowledge development on a scientific and societal level. The labs conduct foundational research in close collaboration with academia and provide rapid innovative tech solutions through collaborations with incubators.   
Additionally, since 2018, AIRLab sponsors 12 PhD candidates in two universities: University of Amsterdam (UvA) and the Technical University of Delft (TUD) in the fields of AI technology, Robotics. 

 
Rotterdam Philharmonic Orchestra Academy 

The Rotterdam Philharmonic Orchestra distinguishes itself with its energetic performances, its acclaimed recordings and its innovative audience approach. As part of the journey to invest in the development of young musicians, the orchestra initiated The Rotterdam Philharmonic Orchestra Academy in 2020. The program offers five talented young musicians an extensive orchestral program in one of Europe’s leading symphony orchestras. Not only do the students play during orchestra productions, but they also take part in an extensive program, including coaching sessions, lessons, training, and more. This program is made possible by Ahold Delhaize.

IMC Weekendschool 

The IMC Weekend School Foundation (“Stichting IMC Weekendschool”) provides supplementary, motivational education to young people aged 10 and up, across the Netherlands. It aims to introduce curious young people to enthusiastic professionals and their diverse fields of expertise. In fact, alumni research shows that the education provided from IMC weekend school has a life-changing effect on motivation and finding a place in society. 

Ahold Delhaize has committed to sponsoring IMC Weekend School for a period of three years and has chosen to sponsor the course “Future-proof entrepreneurship” which is taught on ten locations in the Netherlands. 

Ahold Delhaize and cybersecurity research  

Just last week, Ahold Delhaize announced the collaboration between Ahold Delhaize’s Information Security Office and Erasmus School of Law of Erasmus University Rotterdam. Ahold Delhaize will sponsor one of three PhD cybersecurity fellowships to students, focusing on studies of cybersecurity-related human risk while having in mind our dynamic business model. The contribution of work these students do is expected to be twofold; academic and practical. Besides Ahold Delhaize, other companies, academic institutions, and individuals ought to benefit from the study.  
 

Kickstart AI 

Kickstart AI is a platform aimed at boosting the AI ecosystem in the Netherlands by accelerating and promoting the development of AI technology and nurturing AI talent in the country. The goal of Kickstart AI is to bridge the gap between the Netherlands and other leading countries that have made notable progress in artificial intelligence. The platform is driven by five Dutch companies: Ahold Delhaize, ING, NS, KLM and Philips. This joint effort will add educational capacity, foster the development of the AI community in the Netherlands, and reiterate the position of the Netherlands as a competitive and relevant global AI hub.

Learning and development at Ahold Delhaize 

Everything we do to create the leading local food shopping experience is enabled by our people. We want everyone who works for our brands and support offices to find purpose in what they do, have equitable access to opportunities and be able to grow and contribute to their fullest. This is why we are building a culture of continuous growth and lifelong learning so that associates can maximize their potential. 
Therefore, our learning strategy is focused on personalizing learning experiences via innovative tools so our brands can offer relevant learning to their associates. In addition, many of our brands offer tuition programs and donations to universities, such as the recent $1 million donation The GIANT Company made to Harrisburg University of Science and Technology in support of its new Center for Advanced Agriculture and Sustainability. 

In addition to this, MLK Day is also widely recognized as a day of service. Each year associates and customers across the country will take part in a variety of volunteering opportunities and social justice efforts. See how Ahold Delhaize's great local U.S. brands are doing their part to support this important day.  

Retail Business Services 
Today, RBS is hosting its annual MLK Day of Service. Associates are encouraged to attend a virtual celebration in the morning that will feature renowned slam poet/performer/actor Ed Mabrey before heading out to serve their community either in person or virtually, however they like. RBS has also provided a range of options and ideas on how and where associates can serve their communities tied to the Martin Luther King Jr. Holiday. These include advocating for social justice and addressing food insecurity. 

The GIANT Company  
The GIANT Company honors the life and legacy of Dr. Martin Luther King Jr. by celebrating diversity, building equity and promoting inclusion – not just in January, but all year long. The GIANT Company does this in many ways, including providing paid volunteer time as a way for associates s to give back. It's just one of the ways the brand strives to reflect, remember and then take action to make a difference in the communities The GIANT Company serves.  

Below are some of the specific ways The GIANT Company is honoring the life and legacy of Dr. King: 

• The GIANT Company is the signature sponsor of the Central Pennsylvania MLK Day of Service and has donated $10,000 to honor Dr. King's legacy and support the community. The funds will be used to support local non-profits and help with volunteer projects.  
• The brand is giving an additional $10,000 to the Eastern Minority Supplier Development Center (EMSDC), to help minority-owned businesses get certified and elevate impact on diverse suppliers.  
• As the founding partner of Pennsylvania’s CASA (Court Appointed Special Advocates), The GIANT Company has donated $10,000 to assist community programs arranged by CASA. The ground-breaking project will give local CASA programs the tools they need to address social justice issues in their communities, promote data collection, and develop plans to address issues of disparity and disproportionality. The partnership with The GIANT Company will allow CASA to advance the existing work of its Diversity Equity and Inclusion committee and enable the state office to work individually and in groups with local CASA programs. 
• Lastly, The GIANT Company is encouraging associates to spend Martin Luther King, Jr. Day in the community acting through service. The brand shared several volunteer opportunities, including those at Central Pennsylvania MLK Day of Service. Additionally, pins are available for team members to wear at work in support of racial equality. 

 
Food Lion 
Food Lion is proud to honor Martin Luther King, Jr. with a variety of events and activities across its 10-state footprint. Dr. King did not want people to just exist; he wanted them to feel like they belonged in the spaces, environments and in the world in which they lived. Food Lion sponsors events and works with partners who understand the importance of belonging. 

Food Lion is a title sponsor for the City of Charlotte, North Carolina, Dr. Martin Luther King Jr. National Holiday Celebration. The Diversity, Equity & Inclusion team will welcome guests in an outdoor celebration and participate in a wreath-laying ceremony. 

Food Lion is the official sponsor of “MLK Day 2022: Community Dreams” at the Harvey B. Gantt Center in Charlotte, North Carolina. A local store manager will give a welcome and programming will focus on envisioning a future as a community and inspiring ways to work together. A day of live and virtual events includes art workshops, lectures and panels, in-depth film discussions and unique performances to celebrate the impact of Dr. King. 

In a continued effort to nourish young adults in Food Lion communities, the brand is sponsoring an MLK National Holiday Oratorical Competition for high school juniors and seniors in Thomasville, North Carolina. This year’s theme is “No More Business as Usual.” 

More events, volunteer opportunities and days of service are happening in partnership with groups such as the NAACP, Urban League and the YMCA. 

 

Giant Food 
Giant Food is a sponsor of the United Planning Organization’s ‘38th Annual Martin Luther King Jr. Memorial Breakfast’ which will be held virtually on January 14th due to COVID-19. Normally the breakfast is held in person on MLK Day but this year is different. Proceeds from the event will fund college scholarships and support UPO’s multifaceted programs that help DC residents lift themselves to become financially stable. Giant Food has been a major sponsor of this event for many years and will have 20 associates attend the virtual event. 

Today on MLK Day, Giant Food associates will be volunteering at the Capital Area Food Bank (Washington, D.C. Food Bank) by helping box up food to be delivered to families who are struggling during the pandemic. 

Giant Food will also have associates volunteer with Martha’s Table, which is a non-profit organization that is one of Giant Food’s close partners in the fight against hunger. It supports strong children, strong families, and strong communities by increasing access to quality education, health and wellness, and family resources, specifically in Wards 7 and 8. Wards 7 and 8 are two districts in Washington D.C. that have the highest rates of poverty, obesity, and chronic disease. Accessibility to healthy food is very difficult in both wards due to limited grocery store options.  

The Giant Food associates will volunteer with Martha’s Table at the Martin Luther King, Jr. Memorial Peace Walk which is held annually on the federal MLK holiday. The Peace Walk is coordinated by the Coalition for Peace, a group of individuals and non-profits dedicated to peace and positivity for the Washington DC metropolitan communities. Over a thousand ‘Peace Walkers’ join annually in the two-mile walk along MLK Ave in Southeast DC. 
 

Stop & Shop
Chairs and Executive Sponsors from all six Stop & Shop Associate Resource Groups came together to honor Martin Luther King Jr’s legacy last week. The associates recorded audio notes on the values and principles of Dr. King and other prominent Black leaders. The audio notes were shared with girls aged 12-27 at ACEDONE. Boston’s African Community Economic Development of New England (ACEDONE) is a non-profit organization that partners with families to help African refugees and immigrants. ACEDONE is on a mission to help African refugees and immigrants develop a self-sufficient and vital community by providing the youth with education and life experiences to help them thrive. ACEDONE joins Dr. King in envisioning a “Beloved Community” where there are no educational or economic injustices.    

Additionally, Stop & Shop’s Multicultural ARG gathered at The Dimock Center, to show care and kindness to the community through a food distribution event. ARG members filled 400 bags with grocery staples and fresh produce, then distributed the bags to patients and families in need. To further drive the importance of the holiday, Stop & Shop invited all associates to learn more about the Beloved Community that Dr. King envisioned by sharing resources from The King Center. 

Hannaford  
Hannaford is committed to the legacy of Dr. Martin Luther King Jr. and his work to impact social justice, on MLK Day and every day. In a message to all associates, President Mike Vail invoked the words of Dr. King to reinforce the company’s values:  “As Dr. King noted in his “I Have a Dream” speech, “we must make the pledge that we shall always march ahead.” At Hannaford, we are always committed to embracing diversity and advancing equity and inclusion, and we know that “whatever affects one directly affects all indirectly.” 

To that end, Hannaford is excited about a broad range of opportunities to build awareness of social justice, diversity and inclusion in February with robust plans to mark Black History Month, led by the company’s Mosaic BRG. 

And, just over the past year, Hannaford has continued its community support and strengthened its collaborations and partnerships, notably (but not limited to): 

• A $150,000 donation to the New England NAACP Conference is supporting an initiative that will help black students significantly close the gap in educational outcomes in public elementary and secondary schools; 
• A $50,000 donation to the New York NAACP Conference. It's focused on supporting a safe learning environment at schools (enhancing COVID-19 protocols, promoting vaccination, distributing masks) and for the purchase of Chrome books that enable distance learning; 
• A $100,000 donation to the University of Southern Maine provides scholarships to 12 students who were not eligible for state and federal funds – primarily asylum seekers and Dreamers (DACA).  Many of these students are ineligible to work because of their immigration status. 
• A $100,000 donation to the University of Albany has established the Hannaford Supermarkets Scholarship for Excellence and the Hannaford Supermarkets Equal Opportunity Scholarships, helping eight diverse students, particularly those who are from lower-income families, afford college tuition, housing, books, and other related expenses. 
• And a $75,000 donation to the University of New England launched the Hannaford Pharmacy Diversity Scholarship, which will be awarded to diverse students enrolled in the School of Pharmacy, with a preference for those in the Advanced Standing Track (AST) for Foreign-Trained Pharmacists.
   

Peapod Digital Labs  
PDL is proud to honor Martin Luther King, Jr. by having Deanna Morgan, PDL diversity, equity, inclusion, and belonging Manager, share her reflection about visiting the monument and her stepfather, Paul Brown, who saw Dr. King give his “I have a dream” speech in person when he was 18 years old.

In the reflection, Deanna mentions: “He [Deanna’s stepfather] told me he was 18 years old and the only person from his church in Pennsylvania that signed up to take the bus up to Washington. He believes many of the church members were expecting there to be violence and did not want to get hurt. Violence had become so common at King’s rallies, he said. When my stepfather arrived at Lincoln Memorial, he said a peaceful march was already in progress, and he watched as marchers of all races, though predominantly African American, approached the monument with signs in their hands promoting peace. 

He told me after eating a bagged lunch and taking in the scenery, a minister began to speak who eventually introduced Dr. King. Then, King began to speak and immediately my stepfather felt as though something really special was happening. He describes it as ‘electrifying’. He told me when he had returned home, he was still in disbelief that he had witnessed such a historical event in person and told his entire family about it.”  

As an introduction, please find a brief interview with Natalia below.  

Q: Could you share a bit more about your professional background? 
A: I studied to be a psychologist because I wanted to help people live happier and more fulfilling lives. Professionally I have always been in HR, but always in different industries and on different scales: family business, real estate development (IKEA), investment banking (Renaissance Capital), agriculture technology (Syngenta), and now food retail. I have lived and worked in Belarus, Russia, UAE, Switzerland, the United States, and have always enjoyed the diversity of cultures and life experiences this gave me and my family. 

Q: You have a fresh take on things as a new HR leader, what is your view on the human resources policy of Ahold Delhaize? 
A: I think we have great foundations and cultures that enable growth. We are focusing on the right things – associate engagement, taking care and providing support to our colleagues during the Covid-19 pandemic, talent development, D&I efforts, attracting and hiring outstanding talent, evolving our technology and data landscape. HR plays a key role in ensuring we develop our talent, advocate for our culture and take good care of our associates and the communities we serve. 

In my introductions I have met some incredibly talented, creative and curious colleagues. I look forward to further getting to know the team and working together to shape our priorities to support Ahold Delhaize and our great local brands.  

Q: Diversity and inclusion is an important strategic topic for Ahold Delhaize. What is your experience and view on this topic? 
A: Diversity and inclusion are vital to business success because they enable innovation, collaboration, problem-solving and ultimately better results. It also helps us to better relate to our customers who are extremely diverse and who also come to shop in our stores or online platforms with their various backgrounds and experiences looking to be understood, respected, and served at the best level possible.  

For a more equitable and peaceful world, D&I is critical. Of the many things Covid-19 has highlighted in the last two years, we’ve seen how important equity is. As a large organization, so involved in local communities, as a leading local place to shop, we have the opportunity to influence the world around us by promoting inclusion, equity, and diversity in our communities for a better and kinder world.  

D&I has been a passion of mine in every organization I’ve worked in, and generally in life. The goal is to create a workplace where everyone feels valued and included, where everyone can be the best version of themselves, where we can all learn and grow, and solve various problems better thanks to the diverse perspectives and experiences of our colleagues. To achieve this goal is not a simple task. It will require leadership and commitment from all our associates. However, I am confident that together with our great local brands we will be able to explore and find the best ways to do so and ultimately achieve our ambition on diversity and inclusion. 

Q:  In your opinion, what are the key fields HR should be focused on for the next year(s) to come? 
A: There will be many things that we will focus on, but if I were to pick the top three, I would say: 

• Talent Development – how we create opportunities for our associates to learn and grow, stimulate aspiration, and ultimately develop our future leaders. 
• Diversity and inclusion – as already mentioned, D&I is an integral part of our culture and it’s vital to our success as a leading business. It’s also a major opportunity to contribute to a better and kinder world. 
• Future of Work – explore the ways our work is changing currently and in the future and how we can support our associates and organization in building new skills, new operating models, tools, and ways of working to effectively embrace the changes that the future brings. I expect that would mean more flexibility, more reskilling and overall learning, and of course more digital tools and reliance on data and automation.  

All of these of course will have to be underpinned by our unique culture and our determined focus on caring for the health, safety, and wellbeing of our associates. 
 
Q: What is your purpose as a leader? 
A: To secure a healthy future for the organization and our associates. And on a broader scale, leave the world and planet as a better place for the generations to come.

With Nutri-Score, consumers can see at a glance which products within a product group have a healthier composition. The food choice logo translates the nutritional value of products into a clear letter and color code. A is dark green and is shown on products that have the healthiest composition within a product group. Score E is red and is shown on products from the same product group with the least healthy composition.  

Comparing products

Each product is assigned a score based on a special algorithm. There are plus points for proteins, fibers, fruit, vegetables, legumes and nuts. Energy content (kcal), sugars, saturated fat and salt push the score down. The logo compares the products in a certain product group with each other, for example: yoghurt with other types of yoghurt, and not with cheese. And when a fruit juice scores a C, that drink is a healthier choice than a juice with an E in the same product group.

Marit van Egmond, CEO of Albert Heijn says, "At Albert Heijn we want to make better food accessible. For everyone. And a healthy lifestyle is more important than ever. That is why we have been a strong supporter of the introduction of Nutri-Score. We are convinced that this food choice logo will help our customers make healthier choices. And not only for a product with an A or B rating, but also for a product with a D rating instead of an E rating. Every step counts!"

Supporters  

The independent food choice logo, Nutri-Score, was developed by French scientists and has now been introduced in Germany, Spain, Switzerland, Luxembourg and Belgium. The Dutch government also opted for Nutri-Score in 2019. It is expected that the food choice logo will be officially used nationwide in the first half of 2022 – after final approval by the Ministry of Health, Welfare and Sport.

Feeling good

Marit van Egmond: "Albert Heijn offers the most choice in products with an A or B score. That is because we have been structurally improving our own-brand products for years: we add extra fiber and use less sugar, salt and saturated fats.” Feeling good in your own skin starts with a healthier diet, but exercise, sleep and relaxation are also extremely important, says Marit. "Of course we want to inspire and support everyone to start 2022 in a good and healthy way. Nutri-Score helps and so does our FoodFirst Lifestyle Coach. This free app offers advice, inspiration, countless health challenges, videos and exercise, nutrition and meditation schedules. Experienced coaches advise on a lasting healthy lifestyle change."

Informing customers

In the coming weeks, Albert Heijn will inform customers in television commercials and advertisements about how Nutri-Score works. In addition, customers will find a lot of information on ah.nl, in the ‘Allerhande’ magazine, in the Better Food magazine (‘Beter Eten’) and in the bonus folder. Special brochures, showcase stickers and shelf maps can be found on the shop floor.   

Support

Every year, around 600 children are diagnosed with cancer and sadly enough still 1 in 4 children dies from this disease. All children with cancer from throughout the Netherlands are treated in the Máxima research hospital. Partly thanks to the support of partners and donors, the Máxima can invest in advanced research, important facilities and new treatment methods.

Immunotherapy

One of the Máxima's spearheads is the development of immunotherapy as a new treatment for children with cancer. Immunotherapy aims to stimulate children's immune systems to recognize and destroy cancer cells. The immune system works in a much more targeted way than chemotherapy, for example, so that healthy cells are less damaged. This ensures fewer side effects or adverse effects of the treatment in the long run. In addition, the cells of the immune system have a unique property: a memory that lasts for years and sometimes for life, allowing them to react quickly to returning cancer cells. This method has already been used successfully with  adults, but its application to children is more complex.  
 
Frans Muller, CEO Ahold Delhaize: “Everyone, regardless of whether you have personally been affected by this horrid disease, knows how important investing in research is. To develop medication, or, in this case, the development of immunotherapy. With our strong roots in local communities, we feel greatly connected to the wellbeing of families. I am grateful that our company can contribute to this new facility, and look forward to the good it will bring to children and their families.”

Alexander Eggermont, CSO Princess Máxima Center: “To achieve our mission and make progress in researching the best treatments for children with cancer, we depend on partners and sponsors. We are therefore incredibly grateful for the donation from Ahold Delhaize.”

At Ahold Delhaize, the inclusion of people with disabilities is a priority. More importantly, it is vital be fully reflective of all communities. Therefore, many of our local brands have and are continuously working on several partnerships and initiatives while creating opportunities to support all associates and customers within local communities. Below are just some examples of how our brands are working towards achieving an inclusive workplace for all:  

Delhaize Serbia 

For Delhaize Serbia, the inclusion of people with disabilities is not only a strategic priority in its Diversity & Inclusion agenda, but it’s also their aspiration to be fully reflective of their marketplace. To achieve an inclusive workplace, it’s more than employment, it’s also about everyday activities. This year, Delhaize Serbia achieved the following in being a better inclusive workplace:  

• Its commerce team extended cooperation with two diverse suppliers: Novitas, a local supplier of fruits and vegetables and Gardenika, a seller dried fruit rolls. Both companies' majority of employees are people with disabilities.  
• The quality and product safety team took initiative to assure that all their e-trainings for associates are fully accessible, including narration and subtitles.  

Delhaize Serbia’s journey doesn’t end here, it is continuously working towards a better and inclusive workplace for people with disabilities.  

Giant Food 

Giant Food has several partnerships and initiatives throughout the year to support associates and customers with disabilities. Below are some of Giant Food’s initiatives which they’re continuously working to expand:  

• Giant Food stores partner with their local schools to provide “on-the-job” experience with an assistance of a job coach, to students with disabilities. Students will be hired and paid for several hours each week learning general tasks that help them build customer service and teamworking skills that are useful for any future career of their choice. Through these programs Giant Food has hired many associates with disabilities, creating a better diverse and inclusive company culture.  
• Giant Food’s WIN (Women’s Inclusion Network) increased awareness during Autism Acceptance Month by hosting an EMPOWER Hour featuring expert speaker, Jane Lynn Britton where she discussed balancing work and family life for Autism Families during the pandemic. This brought an increased awareness about the Autism community and showcased the importance of empathizing with associates and customers. In addition, Giant Food associates showed their support and acceptance of the Autism community by wearing red while in working in stores. 
• Giant Food has been a sponsor of Quality Trust for Individuals with Disabilities for many years. This is an independent, non-profit advocacy organization focused on improving the lives of children and adults with disabilities and their families in the District of Columbia and beyond. They work with people and their family members to solve problems, identify opportunities for learning and contribution, Quality Trust looks for creative ways to minimize differences and make the most of each person’s abilities.  
• The Giant Pharmacy partners with the Arc of Prince George’s County in Maryland to provide COVID-19 vaccinations to community members with developmental/intellectual disabilities. Many of the community members that go to the Arc of Prince George’s County cannot get to a Giant Pharmacy and are more comfortable at the Arc so the Giant Pharmacy has setup a base there where people can come and get their COVID-19 vaccination. Giant Pharmacists will even go out to the car of the people that visit to give them the shot if they are unable to enter the building. Giant Food now looks forward to partnering with the Arc of Prince George’s County going forward. Giant will hold flu vaccinations and other pharmaceutical events there to support people with disabilities. 

Food Lion 

Food Lion supports disability awareness by providing job opportunities and a sense of belonging to associates living with a disability. William Kidwell joined Food Lion a little more than two years ago as a cashier, through the Center for Independent Living, which provides employment assistance for individuals with disabilities. William became a triple amputee following a motorcycle accident in 1995 and he spent four months in the hospital. William shares why he feels he belongs at Food Lion.  

“I’m part of the team. They count on me. When we need more people to work, I’m asked like everyone else. I run lane #7, the express lane. Customers know I’m going to be there. We focus on what I can do and that means a lot to me.”  

“I feel accepted by everyone at my store. One example of acceptance is that even though I run the express lane, some customers with a basket full of groceries just want to check out with me. They know me and I know them. They want that personal experience. Managers jump into help so we can just keep the lane moving. It’s great to feel that connection and support.”  

“At our store we love Shop & Earn. It feels great for me to teach customers about it. We show them how to use it on their phones and I can see their smiles when they see those savings. I love to help people like that.” 

“I love my job and it began with Food Lion giving me a chance. Lots of other people would have looked at me and focused on what I couldn’t do because of my disabilities. Food Lion believed in me and told me I could do it. Leaders told me I’d be good out front. That gave me the confidence I needed to show everyone what I could do. We really have a good team. I love it, I do. 

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Natalia Wallenberg will join Ahold Delhaize from Syngenta Group, a global agricultural technology business with more than 49,000 associates, working across 90 geographic markets, generating $23 billion in sales. She served Syngenta Group for nearly nine years, most recently working as the Global Head of Human Resources for the Crop Protection division, based in Basel, Switzerland. She also served for three years as Global Head of HR for the Syngenta Seed Division, based in Minneapolis, Minnesota and Chicago, Illinois. Prior to Syngenta, she served in HR leadership roles at Renaissance Capital and IKEA Real Estate, both located in Moscow, Russia.  

Frans Muller, CEO Ahold Delhaize, said: “I am excited to have Natalia join my Executive Committee as Global CHRO. She brings a broad international perspective, having lived and worked in both Europe and the United States, and a wealth of experience shaping and implementing effective business and HR strategies, leadership and culture development, organization transformation, and talent management.”  

Natalia Wallenberg said “I am thrilled to join Ahold Delhaize, with its focus on health and sustainability, inclusivity, and value for customers. It is energizing to be part of a company with a growth-oriented culture and local brands that positively impact more than 50 million shoppers every week. Additionally, the values of the organization, especially care, courage and teamwork are ones that I share and am proud to promote. I look forward to helping Frans and the company continue its transformation while cultivating its great diverse talent and purpose-driven culture." 

Natalia is Belarussian and holds a Ph.D. in Organizational Psychology from the International Academy of Information Technologies in Belarus, and an MA in Counselling jointly granted from the Moscow School of Social and Economic Sciences in Russia and the University of Manchester in the United Kingdom.  

Cautionary Note 

This communication includes forward-looking statements. All statements other than statements of historical facts may be forward-looking statements. Words and expressions such as excited, focus, look forward, continue or other similar words or expressions are typically used to identify forward-looking statements. 
 
Forward-looking statements are subject to risks, uncertainties and other factors that are difficult to predict and that may cause actual results of Koninklijke Ahold Delhaize N.V. (the “Company”) to differ materially from future results expressed or implied by such forward-looking statements. Such factors include, but are not limited to, the risk factors set forth in the Company’s public filings and other disclosures. Forward-looking statements reflect the current views of the Company’s management and assumptions based on information currently available to the Company’s management. Forward-looking statements speak only as of the date they are made and the Company does not assume any obligation to update such statements, except as required by law.

“I'm going to be very honest with you” says Manuel and one can immediately feel the openness he exudes, “I was born and raised in Mexico. Still, it's hard for me to explain what makes somebody part of the Hispanic community. When you talk about Hispanics you are talking about a combination of different cultures in one person. It's not about where you were born or where your family comes from, it's also about the traditions you celebrate, the food you eat and the feeling you have. Everybody within the Hispanic community has their own story, their own background. The Hispanic community is made up of people whose families have been born in the US for generations but trace their roots back to areas in Latin America. The community is also made up of people like me: born and raised in Mexico City and my children here, in the US. There are more than a thousand variants and stories of people who proudly call themselves Hispanic,” he smiles. 

Manuel plays a strong leadership role within MOSAIC. When asked to describe the BRG, Manuel says: “MOSAIC is broadly oriented. It consists of a mixture of people from different backgrounds. It is important that the community offers a safe place for conversations about origin, background, and opportunities to network and get to know people. And, the group is also a place for inspiration.  For example, MOSAIC helps to inspire our Merchandising teams to offer customers from specific areas the products for Hispanic Heritage Month that make them feel at home. Because we reflect the markets we serve and we can truly offer our customers the products they are looking for.” 

We spoke to Manuel about what he celebrates during this month and what feeling it gives him. He begins to talk about the important holidays in September and October: El Grito on September 15 and Independence Day on September 16. Manuel then takes it to the present day: 'Diversity and inclusion is about learning from and about people, about different cultures and what one really stands for. Everyone has a history and a reason why they are the way they are. This month is Hispanic Heritage Month and we celebrate it with our families and friends. But we also celebrate to inspire others.” 

"Every year, we, my family and friends, kick it off with 'El Grito'," he continues. “This literally means 'the scream'. Miguel Hidalgo, also known as the father of Mexico, triggered the Mexican War of Independence against Spain. Nowadays we celebrate this day with friends and family and eat a lot of good food!” Manuel has three children who are all born in the US.  “They love the food,” he says. "But it feels different when you're born in Mexico yourself or only know it from TV. In every town and village in Mexico, Independence is celebrated in every square on September 15 and 16. They reenact El Grito by ringing the bells and waving the flag. The coming together, the energy, that is something I still feel every year. We share a strong love for traditional food. There are friends and family in the kitchen all day long during the celebrations. Not to help with cooking but to directly eat what is made. Trust me, the food often doesn't make it to the dining room. My favorite food is tacos. In the US, many people think that a taco is a hard shell, but it really isn't. They are soft and small. You will never find hard shells at my house, ever!” 

During Hispanic Heritage Month, team members can commit themselves in various ways to celebrate. One way is through volunteering, something Manuel's team members get very excited about. “We do a lot of volunteering,” he says proudly. “Two of our team promises are ‘Be You' and ‘Make a Difference’. Be proud of who you are and where you come from, that is a very important message. We encourage and empower this by letting associates decide where and when they volunteer. We give back to the community in measure of time, which is our most precious resource as a human being.” 

Manuel hits the nail on the head. It takes time to get to know and understand the deeper layers of a person, of a community. We can only do this by listening to each other and investing time in each other. “My experience is that diversity and inclusion is very complex because it transcends regions, countries and even continents. But it's more important than ever. Hispanic Heritage Month is an invitation to everyone to get inspired and to get connected. Maybe one day we will all have a community and a sense of belonging, where we feel at home and can be ourselves, wherever we are in the world.” 

Want to learn more about MOSAIC or other BRGs? Feel free to contact Manuel Haro or Aaysha Noor (DEI Lead for The GIANT Company). 

Biography Manuel 

Manuel Haro is the Divisional VP of Greater Philadelphia at The GIANT Company. Prior to this role, he was the VP of Brand Strategy, where he was responsible for defining the Brand Strategy, collecting customer insights and creating the new market growth plan. Manuel is also the Executive Sponsor of MOSAIC Business Resource Group at The GIANT Company and serves on the board of directors of National Hispanic Corporate Council.  

He is originally from Mexico and has been living  in the US for 21 years. Manuel holds a BS in Industrial Engineering from Universidad Iberoamericana and an MBA from Carnegie Mellon. He has also been married for 20 years, has three children, and has lived in Central Pennsylvania for the past eight years. 

Manuel has worked in the retail sector for 19 years. First as a supplier in the CPG industry with Campbell Soup and then in multiple finance roles across brand management, new business development and sales. It was this last role that took him to Arkansas to serve the Walmart account as Director of Finance. In 2008 he joined Walmart International as the Senior Director of Global Format Development where he supported the transplant of successful formats across countries and defined its key characteristics. He also worked with  Walmart US in the RE Strategy group defining market strategies for sequencing and saturation. In early 2012, Manuel joined Giant Food Stores as Division CFO and moved to Pennsylvania. 

Before working in retail, Manuel worked in consulting with McKinsey and KPMG. He had multiple projects in different industries where most  involved defining the strategy and helping top management to set the direction. 

Margaret Versteden - van Duijn (45) has held various management board positions within bol.com. She started 6 years ago as Chief Marketing Officer (CMO), after which she managed the commercial department as Chief Commercial Officer (CCO). Last year she took on the new management board position of Chief Platform Officer, where she became ultimately responsible for bol.com’s platform activities. Before Margaret joined bol.com, she worked for Bain & Company, Nike and BCG, among others. Margaret grew up in Australia and has been living in the Netherlands since 2000, together with her husband and kids.

Margaret Versteden – van Duijn: “I consider it an honor and a fantastic opportunity to take over the leadership of this great organization. In 22 years, bol.com has grown from the first online bookstore in Europe into a platform where 47,000 sales partners sell millions of articles to our customers, more than 12.5 million Dutch and Belgians. This development was made possible thanks to a strong and driven bol.com team that has grown to 2,500 people today. The coming years will also revolve around growth and the further development of our platform.”

20 years of bol.com

Huub Vermeulen (57) got involved with bol.com in 1999 as Managing Director of fulfilment company Docdata (now Ingram Micro), with which bol.com has worked ever since. In 2001, Huub joined bol.com as Director Operations & Fulfillment (COO) and he became Brand President four years ago.

Huub Vermeulen: “The decision to leave bol.com was not an easy one. But after 20 years at bol.com, I feel the need for a better work-life balance. In addition, I want to create the opportunity to assist other entrepreneurs in a non-executive role. Now feels like the right time to take this step, knowing that I will leave behind a great company and a great team. From the very first day that I got to know bol.com as an organization, I was captivated by the enormous drive, innovative spirit and ambitious mission of the people there. It has been an unforgettable adventure to be part of this company practically from the start. I want to express my gratitude to the people at bol.com for the inspiration and energy they have given me each day again, and to the Ahold Delhaize colleagues for their trust and collaboration.”

European Leadership Team

Wouter Kolk, CEO Ahold Delhaize Europe & Indonesia: “It is with great confidence that we can announce this step within bol.com. Huub was an outstanding Brand President, with a clear vision and always focused on moving bol.com and with it Ahold Delhaize forward. I am proud that we can nominate Margaret as his successor. With her knowledge and experience at bol.com, she is a natural and ambitious successor. Upon approval, Margaret will also become part of my European Leadership Team, where she will have a key role part in accelerating further cooperation within the European brands. I would like to thank Huub for his dedication and give a warm welcome to Margaret in her new role!”

Management board bol.com

As of November 1, 2021, the bol.com management board consists of Margaret Versteden – van Duijn (Brand President), Boukje Taphoorn (Chief Marketing Officer), Ellen Coopmans (Chief People Officer), Gert-Jan Janssen (Chief Financial Officer), Jurrie van Rooijen (Chief Technology Officer), Oscar Hundman (Chief Commercial Officer) and Vincent Weijers (Chief Operational Officer). For the current role of Margaret, Chief Platform Officer, a successor will be sought.

Margaret’s appointment as Brand President of bol.com is subject to the advice of bol.com’s workers council. Huub will remain with bol.com in an advisory role in the background until the end of 2021.

About bol.com

In 1999 bol.com was founded in the Netherlands from a construction site in Vianen. It was Europe's first online bookstore. More than 20 years later, bol.com is the largest online retail platform in the Benelux, and has expanded the range of books to millions of products in dozens of product categories, with a focus on non-food. From the very beginning, bol.com has had the ambition to improve retail every day. They now do this together with 47,000 local entrepreneurs who sell via bol.com to their customers, more than 12.5 million Dutch and Belgians. Bol.com believes in the power of collaboration, because only together with partners they can offer our customers the best shopping (experience). As a 'shop for all of us', everyone should be able to turn to bol.com. The company understands its customers and are there for them, wherever and whenever. They always offer convenience, reliability and choice. This is how bol.com changes retail together to make everyday life easier.

Bol.com employs 2,500 people who work at the head office in Utrecht, The Netherlands, and at an office in Antwerp, Belgium. Since 2012, bol.com is part of Ahold Delhaize.

Cautionary notice

This communication includes forward-looking statements. All statements other than statements of historical facts may be forward-looking statements. Words and expressions such as opportunity, coming years, growth, development, step, want, will, sought or other similar words or expressions are typically used to identify forward-looking statements.

Forward-looking statements are subject to risks, uncertainties and other factors that are difficult to predict and that may cause actual results of Koninklijke Ahold Delhaize N.V. (the “Company”) to differ materially from future results expressed or implied by such forward-looking statements. Such factors include, but are not limited to, the risk factors set forth in the Company’s public filings and other disclosures. Forward-looking statements reflect the current views of the Company’s management and assumptions based on information currently available to the Company’s management. Forward-looking statements speak only as of the date they are made and the Company does not assume any obligation to update such statements, except as required by law.

De Jong will start in his role at Etos as of July 1st and will be double hatted, fulfilling the procurement role, until Fall 2021. 

About Etos

Dutch drugstore chain Etos, founded in 1919, has long been a trusted expert on what customers (72% of the Dutch population) are increasingly looking for, in stores and at home. Etos owns, among others, health websites gezondheidsplein.nl and ziekenhuis.nl. The company is thus the largest provider of online health and wellness information in the Netherlands. In its 550 stores, Etos employs 5,400 associates, of which 2400 are certified (assistant) chemists. Etos has been voted the best drugstore in the Netherlands seven times.

Cautionary notice

This communication includes forward-looking statements. All statements other than statements of historical facts may be forward-looking statements. Words and expressions such as will, be, further, strategy, until Fall 2021 or other similar words or expressions are typically used to identify forward-looking statements.

Forward-looking statements are subject to risks, uncertainties and other factors that are difficult to predict and that may cause actual results of Koninklijke Ahold Delhaize N.V. (the “Company”) to differ materially from future results expressed or implied by such forward-looking statements. Such factors include, but are not limited to, the risk factors set forth in the Company’s public filings and other disclosures. Forward-looking statements reflect the current views of the Company’s management and assumptions based on information currently available to the Company’s management. Forward-looking statements speak only as of the date they are made and the Company does not assume any obligation to update such statements, except as required by law.

Bala Subramanian, an American national, is Chief Digital Officer at AT&T, a U.S.-based provider of telecommunication services. Before that, he led the digital transformation at Best Buy, a U.S-based retailer of technology and entertainment products and services. Additionally, Bala serves as a Director on the board of Cars.com, where he is a member of both the audit committee and the remuneration committee. 

“We are pleased to propose Bala for appointment to the Supervisory Board. He will bring extensive experience in transforming large companies towards omnichannel and digital businesses. With his arrival, we further strengthen the digital skills and competencies that will be important to the Supervisory Board as Ahold Delhaize continues to develop in the omnichannel retail space. With his background and energetic personality, Bala will bring new perspectives to the Supervisory Board” said Chair of the Supervisory Board, Peter Agnefjäll. 

At the same time, Dominique Leroy will retire from the Supervisory Board, due to her executive role at Deutsche Telecom, as will Ben Noteboom, since he has served the maximum available number of terms. “We would also like to thank both Dominique and Ben for their significant contributions to the Company and we wish them all the best for the future.” 

The Supervisory Board will propose the appointment to the Annual General Meeting on April 14, 2021.  

Cautionary notice 

This communication includes forward-looking statements. All statements other than statements of historical facts may be forward-looking statements. Words and expressions such as propose, will, bring, be, strategy, continues, evolve or other similar words or expressions are typically used to identify forward-looking statements. 

Forward-looking statements are subject to risks, uncertainties and other factors that are difficult to predict and that may cause actual results of Koninklijke Ahold Delhaize N.V. (the “Company”) to differ materially from future results expressed or implied by such forward-looking statements. Such factors include, but are not limited to, the risk factors set forth in the Company’s public filings and other disclosures. Forward-looking statements reflect the current views of the Company’s management and assumptions based on information currently available to the Company’s management. Forward-looking statements speak only as of the date they are made and the Company does not assume any obligation to update such statements, except as required by law.

The brands of Ahold Delhaize made swift adjustments in processes to continue to serve customers safely, via home delivery, through click and collect, and at local stores. Next to health and safety measures, the COVID-19 care comprised extra appreciation pay for associates, additional paid sick leave for US associates, the creation of additional jobs, and donations to local and national charities, aimed at supporting the communities in which the various local brands operate.

COVID-19 care for communities, associates and customers

• To further safeguard customer and associate health, local brands across Ahold Delhaize have deployed safety and protective measures on a wide scale. Among the protective measures are plexiglass shields at registers, face masks, extra sanitation and new store flow patterns to maintain social distancing.
• Across the U.S. and Europe, our brands have introduced special opening hours for the elderly and other vulnerable populations as well as special grocery delivery services for healthcare workers.
• Local brands in the U.S. and Europe are recognizing the considerable and exceptional efforts associates have made by enhancing pay and associate benefits.
• Ahold Delhaize brands are providing further economic support to communities, creating extra jobs for over 45,000 people.
• Collectively, the Ahold Delhaize brands have given €21 million to charitable donations in 2020 to support the following: local food banks, feeding first responders in critically hard-hit areas, the Red Cross, and to medical facilities. 
  
  

Pension investments
In addition to these efforts, the local brands of Ahold Delhaize also made commitments to invest in the pension benefits of its associates. In 2020, the Ahold Delhaize brands Giant Food and Stop & Shop committed to invest more than €1.4 billion to improve the financial security of U.S. pension benefits in the following plans: the United Food & Commercial Workers International Union – Industry Pension Fund (Link), the United Food & Commercial Workers (UFCW) – Local 1500 Pension Fund (Link), and the Food Employers Labor Relations Association and United Food and Commercial Workers Pension Fund and the Mid-Atlantic UFCW and Participating Employers Pension Fund (Link).

Cautionary notice

This communication includes forward-looking statements. All statements other than statements of historical facts may be forward-looking statements. Words and expressions such as continu(e)/(ing)/(ed), 2021, challenges, initiatives, commitments/committed, to, contribute, improve, provision, putting, while, further, by, still, will, allocated, so that, can, adjustments, creation/creating, aimed at, safeguard, are, introduced, recognizing, enhancing, providing, support or invest in or other similar words or expressions are typically used to identify forward-looking statements.

Forward-looking statements are subject to risks, uncertainties and other factors that are difficult to predict and that may cause actual results of Koninklijke Ahold Delhaize N.V. (the “Company”) to differ materially from future results expressed or implied by such forward-looking statements. Such factors include, but are not limited to, the risk factors set forth in the Company’s public filings and other disclosures. Forward-looking statements reflect the current views of the Company’s management and assumptions based on information currently available to the Company’s management. Forward-looking statements speak only as of the date they are made and the Company does not assume any obligation to update such statements, except as required by law. 

Future Tech: Women in Tech is a dedicated platform for female members of the academia, scholars, researchers, and practitioners to discuss interdisciplinary research and practices. During the day-long event, leading members addressed critical issues and future trends in the field of digital transformation, computer science, and technology.  

Keys to success for women in tech 

Florence talked about being a woman in IT. She believes the three keys to success for a woman in tech are having good role models, being part of an IT tribe, and practicing inclusion. 

Florence: “I grew up thinking that I could have it all: a family and a career. The courage that I witnessed in the women in my family gave me the psychological safety to feel invincible. I was part of a community with role models and all the support I needed. This for me is the first of three elements that are key to being successful as a woman in tech.” 

She proceeded to talk about her lifelong mentor whom she met at the start of her career in tech and who taught her the importance of providing an inspiring platform for success: an IT tribe, where every member has to do their part to promote and achieve maximum inclusion. She also talked about some of the different tribes at Ahold Delhaize including the Women in Tech+ community in the US founded by Lina Mamut and Carly Kraft and supported by Barb Verde, which is a formal BRG, counts over 500 members, and organizes many events to teach tech skills and bring awareness of diversity and inclusion; and the community building Blog of Ioanna Karra that connects people, shares tips & tricks, and publish interviews of female role models within the organization. 

Women in tech at Ahold Delhaize 

Following Florence’s presentation, Angelika talked about being part of the Ahold Delhaize tribe, what it means to her, and how wishes can come true if you connect with the right female role models and feel included. 

Florence is the sponsor of the Ahold Delhaize tribe Global Women in Technology, which was cofounded by Angelika and Hanneke Verloop-Mertens. It is a forum that helps leverage all the wonderful ideas, presentations, events and share them across borders as well as connect with senior leaders from different parts of the organization. 

Florence concluded by saying: “I feel proud of what we have achieved as a global company and of how we are empowering women in tech everywhere we operate.” 

To watch the presentation by Florence and Angelika, please see below.

Frans Muller, CEO Ahold Delhaize, said: “I would like to thank Abbe for her many valuable contributions to Ahold Delhaize. She has played a significant role in shaping our culture, leading our talent development and people strategies, and driving our pursuit for diversity, equity, and inclusion.  We have experienced Abbe’s commitment to always do what’s right for our company, our associates, and the communities we serve.  Her expertise and leadership served our company well during her tenure.” 

“On behalf of the entire organization, I would like to thank Abbe for her valuable contributions and wish her and her family all the very best in the future.  

“We have already begun the search for Abbe’s replacement. As we do, cultivating best talent will continue to be an integral part of the Ahold Delhaize Leading Together Strategy as one of its four key growth drivers.”  

Cautionary notice  

This communication includes forward-looking statements. All statements other than statements of historical facts may be forward-looking statements. Words and expressions such as after, would, strategy(ies), future, begun, continue, growth or other similar words or expressions are typically used to identify forward-looking statements. 

Forward-looking statements are subject to risks, uncertainties and other factors that are difficult to predict and that may cause actual results of Koninklijke Ahold Delhaize N.V. (the “Company”) to differ materially from future results expressed or implied by such forward-looking statements. Such factors include, but are not limited to, the risk factors set forth in the Company’s public filings and other disclosures. Forward-looking statements reflect the current views of the Company’s management and assumptions based on information currently available to the Company’s management. Forward-looking statements speak only as of the date they are made and the Company 

Giant Food, UFCW Locals 27 and 400 (collectively the “Union Locals”) and the Pension Benefit Guaranty Corporation (“PBGC”) have reached an agreement on Giant Food’s funding obligations with respect to two multi-employer pension plans: the Food Employers Labor Relations Association and United Food and Commercial Workers Pension Fund (“FELRA”) and the Mid-Atlantic UFCW and Participating Employers Pension Fund (“MAP”). As a result of this agreement, the PBGC has approved the combining of MAP into FELRA (the “Combined Plan”) and has agreed to provide financial assistance to the Combined Plan following its insolvency, which is currently projected to occur in 2022. The agreement is intended to resolve all of Giant Food’s existing liabilities with respect to the FELRA and MAP Plans and improves the security of pension benefits for associates as well as reduces financial risk for Giant Food. Giant Food will invest approximately $800 million (~€650 million) into pension benefits for associates as part of this agreement. The pension-related investments announced by Ahold Delhaize during the course of 2020 - including those of National, 1500, and today’s announcement - have greatly reduced Ahold Delhaize’s financial exposure to the multi-employer pension plans of its U.S. brands, Giant Food and Stop & Shop, and were achieved without impacting the 2020 financial outlook due to the strong financial performance in the year-to-date, through Q3 2020 at Ahold Delhaize.

This agreement will not impact Ahold Delhaize’s previously issued financial guidance for 2020 and is also not expected to have a material impact on Ahold Delhaize’s free cash flows or underlying financial results beyond 2020. Further, this statement should not be interpreted as an update to any component of the previously issued 2020 outlook, announced in the Q3 2020 earnings release. 

The agreement consists of the following components:

• Following the combination of FELRA and MAP, the PBGC will provide financial assistance to the Combined Plan to fund benefit payments up to the level guaranteed by the PBGC. Giant Food will pay the withdrawal liability to the Combined Plan in monthly installments, commencing in February 2021 for the next 25 years.
• Giant Food will create a new single employer plan to cover benefits accrued by Giant Food associates under the Combined Plan that exceed the PBGC’s guarantee level following the Combined Plan’s insolvency (“excess benefits”).
• Giant Food will create a new multi-employer plan with Safeway to provide excess benefits for certain other participants in the Combined Plan for whom Giant Food previously assumed responsibility. Giant Food intends to exercise its option to withdraw from this plan, which is currently estimated to be approximately $10 million (€8 million) in total, at some point during the next few years.

Each of the above plans is a frozen plan, meaning that no further benefits will be accrued. With this agreement, Giant Food has significantly de-risked its pension exposure and has improved the security of pension benefits for plan participants. The above plans, in essence, remain defined benefit plans, as referred to in the ‘How we manage risk’ section of the 2019 Ahold Delhaize Annual Report for related risk factors for pension and other post-employment benefits. 

As part of establishing these plans, Giant Food will record an approximately $800 million (~€650 million) pension-related liability, with a corresponding reduction in the Ahold Delhaize FELRA and MAP multi-employer plan off-balance sheet liabilities. This pension-related liability will be recorded as a non-cash, pre-tax charge to pension expense, which will impact Q4 2020 IFRS results. This charge will be excluded from underlying results and will therefore not impact the previously issued underlying operating results outlook for 2020. On an after-tax basis, the charge amounts to approximately $554 million (~€450 million). 

Giant Food will also make contributions to a new variable annuity pension plan (“VAP”) for future service benefits for Giant Food associates who are represented by UFCW Locals 27 and 400. The VAP as well as the above plans are designed to protect benefit accrual of participants, with a significantly reduced risk of plan underfunding and improved visibility on annual contributions.

Overall, the total ongoing annual contributions to settle the Combined Plan and for the newly created plans are not expected to impact Ahold Delhaize’s underlying financial results going forward. The total impact to underlying net income does not differ materially to the impact from contribution amounts that have been in place for the previous plans, which totaled $37 million (€33 million) in 2019.

Ahold Delhaize’s full year 2020 free cash flow outlook, as well as future free cash flows beyond 2020, are not expected to be materially impacted by these agreements.  

Cautionary notice 

This communication contains information that qualifies as inside information within the meaning of Article 7(1) of the EU Market Abuse Regulation.

This communication includes forward-looking statements. All statements other than statements of historical facts may be forward-looking statements. Words and expressions such as impact, 2020 (financial) outlook, update, obligations, to, following, projected, 2022, will, guidance / outlook for 2020, not expected, beyond 2020, next 25 years, in order to, intends to, estimated, to be, next few years, remains, Q4 2020 IFRS results, agreed to, ongoing, annual or full year 2020, or other similar words or expressions are typically used to identify forward-looking statements.

Forward-looking statements are subject to risks, uncertainties and other factors that are difficult to predict and that may cause actual results of Koninklijke Ahold Delhaize N.V. (the “Company”) to differ materially from future results expressed or implied by such forward-looking statements. Such factors include, but are not limited to, the risk factors set forth in the Company’s public filings and other disclosures. Forward-looking statements reflect the current views of the Company’s management and assumptions based on information currently available to the Company’s management. Forward-looking statements speak only as of the date they are made and the Company does not assume any obligation to update such statements, except as required by law.

Stop & Shop will pay the 1500 Plan withdrawal liability of $225 million (~€184 million), on a pre-tax basis, to fulfill Stop & Shop’s obligations for past service for associates and retirees in the 1500 Plan. In addition, Stop & Shop expects to pay $4.1 million (~€3.4 million) to the defined contribution plan to provide transition benefits to certain plan participants who are near retirement. Stop & Shop will provide associates who are members of the UFCW Local 1500 future service retirement benefits through an existing defined contribution plan. Ongoing contributions to this defined contribution plan will have no significant impact to group financial results, as they will replace contributions that have been in place for the previous plan.     

On an after-tax basis, the withdrawal liability and contribution to the transition reserve total approximately $173 million (~€141 million). The withdrawal liability will be satisfied by installment payments to the 1500 Plan over the next three years.  Ahold Delhaize will therefore recognize a liability in these amounts, which will impact Q4 IFRS results. The liability will be excluded from underlying results and will therefore not impact the previously issued underlying operating results outlook for 2020. In 2020, $112.5 million (~€92 million) is expected to be paid, which is 50% of the settlement obligation.  The Group’s full year 2020 free cash flow outlook, which is expected to be at least €1.7 billion, will not be impacted due to the strong level of free cash flow already generated in the year-to-date through Q3.   

Cautionary notice 

This communication includes forward-looking statements. All statements other than statements of historical facts may be forward-looking statements. Words and expressions such as impact, outlook, to be, interests, improves, reduces, risk, update, expects, plan, near, will, future, ongoing, the next three years, expected to, through or other similar words or expressions are typically used to identify forward-looking statements. 

Forward-looking statements are subject to risks, uncertainties and other factors that are difficult to predict and that may cause actual results of Koninklijke Ahold Delhaize N.V. (the “Company”) to differ materially from future results expressed or implied by such forward-looking statements. Such factors include, but are not limited to, the risk factors set forth in the Company’s public filings and other disclosures. Forward-looking statements reflect the current views of the Company’s management and assumptions based on information currently available to the Company’s management. Forward-looking statements speak only as of the date they are made and the Company does not assume any obligation to update such statements, except as required by law. 

Details of the financial impact were outlined in the original release on July 21st, 2020, and can be found here. This withdrawal improves the security of pension benefits for associates as well as reduces financial risk for the company and was determined, by the National Plan’s trustees, to be in the best interests of the National Plan’s participants and beneficiaries.  

Also as previously announced, Stop & Shop, together with Kroger and the UFCW Locals, are creating the UFCW International Union-Industry Variable Annuity Pension Plan for future benefits. This new plan is designed to protect the benefit accrual of participants, with a significantly reduced risk of plan underfunding and improved visibility on annual contributions. 

Cautionary notice 

This communication includes forward-looking statements. All statements other than statements of historical facts may be forward-looking statements. Words such as impact, outlook, 2020, improve(s)/(d), reduce(s)/(d), risk, to be, interests, creating, future, plan, designed or other similar words or expressions are typically used to identify forward-looking statements.  

Forward-looking statements are subject to risks, uncertainties and other factors that are difficult to predict and that may cause actual results of Koninklijke Ahold Delhaize N.V. (the “Company”) to differ materially from future results expressed or implied by such forward-looking statements. Such factors include, but are not limited to the risk factors set forth in the Company’s public filings and other disclosures. Forward-looking statements reflect the current views of the Company’s management and assumptions based on information currently available to the Company’s management. Forward-looking statements speak only as of the date they are made and the Company does not assume any obligation to update such statements, except as required by law. 

Jan Hommen has a long tenure in the Supervisory Board of both Ahold Delhaize and before that, Ahold. At Ahold Delhaize, he has served as Chairman between 2018 and 2020 and as Vice Chairman between 2016 and 2018. At Ahold, Jan served as Chairman between 2013 and 2016 and as Vice Chairman between 2003 and 2007. 

Peter Agnefjӓll has been a member of the Supervisory Board since April 2019. He served as president and CEO of the IKEA group from 2013 to 2017. Peter’s appointment follows a recruitment and selection process comprising both internal and external candidates.

Jan Hommen said: “Although it is hard to leave Ahold Delhaize, the timely preparation and clarity on transition is particularly important in view of the macro-economic uncertainty in the coming years. Peter has been an outstanding member of the Board since he joined. He has extensive retail experience, leadership and knowledge of omnichannel and e-commerce, and is well positioned to lead the Board in supporting the company to deliver its Leading Together strategy.”

Peter Agnefjäll said: “I am honored and excited to be appointed by the Supervisory Board as its new Chairman. I look forward to working with Jan in preparation for the transition by the end of the year.”

Cautionary notice

This press release contains information that qualifies as inside information within the meaning of Article 7(1) of the EU Market Abuse Regulation.

This communication includes forward-looking statements. All statements other than statements of historical facts may be forward looking statements. Words such as will, ensure or other similar words or expressions are typically used to identify forward-looking statements.

Forward-looking statements are subject to risks, uncertainties and other factors that are difficult to predict and that may cause actual results of Koninklijke Ahold Delhaize N.V. (the “Company”) to differ materially from future results expressed or implied by such forward looking statements. Such factors include, but are not limited to the risk factors set forth in the Company’s public filings and other disclosures. Forward-looking statements reflect the current views of the Company’s management and assumptions based on information currently available to the Company’s management. Forward-looking statements speak only as of the date they are made and the Company does not assume any obligation to update such statements, except as required by law.

Jan Hommen

Peter Agnefjӓll

Dockheer brings broad leadership experience in multiple industries across multiple geographies. He previously served as the general manager of Albert Heijn’s “To Go” convenience stores, where he accelerated its expansion to multiple new channels and sharpened the concept with innovative solutions that raised the overall shopping experience.

During the past two years, Dockheer led one of the biggest fitness companies in the Netherlands, where he reorganized the business and relaunched a new digital platform, moving the company from being merely fitness-oriented to focus more broadly on health.

Dockheer will be leading nearly 13,000 associates in Serbia, and the role of Brand President at Delhaize Serbia will be an opportunity to use his international experience to support the already strong local team and his innovative leadership approach to take the company's business to the next level.

Dockheer was born in the Netherlands, he graduated from the University of Groningen and further honed his leadership at the Harvard Business School.

“Ira has been a dedicated leader for Giant Food for 36 years and we are proud to appoint him to this role,” said Kevin Holt, president, Ahold Delhaize USA. “Ira has been serving as interim president of Giant Food since last summer, and he has continued to lead the brand with success. He is an excellent leader, with a strong focus on serving customers, engaging associates and supporting local communities. During his role as interim president, Ira has continued to successfully grow sales, market share and build strong associate engagement during an unprecedented time for our industry.”

Kress added, “It’s been an honor and privilege to lead Giant Food, especially during this time when our customers and communities have never needed us more. I’m honored to continue in the role and am incredibly appreciative of our associates who serve our customers with excellence every day. I look forward to continuing to grow the Giant Food brand in our communities.”

Kress currently serves as interim president of Giant Food. He joined Giant Food, an Ahold Delhaize USA company, in 1984 and has more than 36 years of retail experience, having started in store operations management and served in a variety of leadership roles in retail operations, human resources, training and labor relations. In addition, Ira held a leadership role in human resources at Ahold USA. Kress is active in the community and serves as a Board member on Johns Hopkins Pediatric Oncology Advisory Council and the Ahold Delhaize USA Family Foundation.

Giant Food is headquartered in Landover, Md., operates 164 supermarkets in Virginia, Maryland, Delaware, and the District of Columbia and has approximately 20,000 associates.

About Ahold Delhaize USA

Ahold Delhaize USA, a division of Zaandam-based Ahold Delhaize, is the parent company for Ahold Delhaize's U.S. companies, including its local brands, Food Lion, Giant Food, The GIANT Company, Hannaford and Stop & Shop, as well as Retail Business Services, a U.S. support services company providing services to the brands, and Peapod Digital Labs, its eCommerce engine. When considered together, the local brands of Ahold Delhaize USA comprise the largest grocery retail group on the East Coast and the fourth largest grocery retail group in the nation, operating more than 2,000 stores and distribution centers across 23 states and serving millions of customers each week through a wide variety of store formats with thousands of food and non-food items.

Pieter has been involved with Bever since 2012. In his first role, he was responsible for marketing, e-commerce and omnichannel management. He was the driving force behind the construction of the online channel and the successful repositioning of Bever. In 2016, he was appointed CEO and led the transformation of Bever to become the outdoor store in the Netherlands. He also joined the Board of the AS Adventure Group (parent company of Bever) and played an important role in the further integration of the group. Pieter started his career as a strategy consultant at OC&C Strategy Consultants and was subsequently involved in the creation of several tech startups.

Wouter Kolk, CEO of Ahold Delhaize Europe & Indonesia is looking forward to Saman's arrival: “Pieter has the ideal background to lead Gall & Gall. His experience in omnichannel, marketing and e-commerce is part of our strategy to provide a full omnichannel experience for all our customers. Gall & Gall, like many of our other brands, it has a long history and is a familiar face in the streets of the Netherlands. I look forward to working with Pieter.”

Read the press release here.

Please find the links below for more information about the initiatives for associates, customers, and communities.

US

• Food Lion
• Hannaford
• Giant Martin's
• Giant Food
• Stop & Shop

EU

• Albert Heijn
• Etos
• Bol.com
• Delhaize
• Delhaize Serbia
• Albert
• Mega Image
• Alfa Beta
• Pingo Doce

Indonesia

• SuperIndo

“In this time of acute need we see people coming together across all our communities to help each other through this pandemic,” said Frans Muller, Ahold Delhaize President and CEO. “Ahold Delhaize and all our local brands in the U.S., Europe, and Indonesia are taking substantial measures to ensure the safety of both associates and customers in response to the significant challenges created by the COVID-19 pandemic. Fighting this requires everyone’s support and I am pleased with our efforts to date.”

Muller continued, “I want to recognize the resilience and courage demonstrated by all the medical and emergency professionals working on the front line.  Our own sector has also proven to be vital at this time – supported by associates across all our brands, in our supply chains, and at our support offices. Their determined efforts and the care and teamwork they exhibit every day fill me with pride. I am both impressed and humbled by their actions in this time of great need. Finally, I am grateful to customers in all the communities we serve for respecting social distancing guidelines and local health regulations that help protect not only themselves but our associates as well.”

Fighting COVID-19 is requiring all these efforts and more, including the following actions already taken:

For associates

• To further safeguard associate health, local brands across Ahold Delhaize have introduced additional safety and protective measures for associates, totaling €44 million. Among the protective measures included are plexiglass shields at registers and new store flow patterns to maintain social distancing.
• Local brands in the U.S., Europe, and Indonesia are recognizing the considerable and exceptional efforts associates are taking by enhancing pay and / or associate benefits.
• Ahold Delhaize brands are providing further economic support to communities, with their combined commitments to hire more than 40,000 associates. Local brands are liaising especially with displaced people in industries that have been heavily affected by the COVID-19 pandemic, such as travel, tourism, and hospitality.
• Local brands across Ahold Delhaize have also enhanced associate assistance programs to provide health and wellbeing support.

For customers

• All local brands across Ahold Delhaize have introduced new in-store signage and other markers to help customers cooperate in maintaining social distancing protocols.
• Across the U.S. and Europe, our brands have introduced special opening hours for the elderly and other vulnerable populations as well as essential personnel who are responding to the crisis.
• Some brands have also established special grocery delivery services for healthcare workers.
• Local brands have further enhanced already stringent cleaning and hygiene measures, like cart cleaning before and after use.

For communities

• Collectively, the Ahold Delhaize brands have so far committed nearly €20 million to charitable donations to support the following: local food banks, feeding first responders in critically hard-hit areas, national and private health systems, the Red Cross, and to medical facilities to further research on COVID-19.

Cautionary notice

This communication includes forward-looking statements. All statements other than statements of historical facts may be forward-looking statements. Words such as so far, through, ensure, further, maintain or other similar words or expressions are typically used to identify forward-looking statements.

Forward-looking statements are subject to risks, uncertainties and other factors that are difficult to predict and that may cause actual results of Koninklijke Ahold Delhaize N.V. (the “Company”) to differ materially from future results expressed or implied by such forward-looking statements. Such factors include, but are not limited to, the risk factors set forth in the Company’s public filings and other disclosures. Forward-looking statements reflect the current views of the Company’s management and assumptions based on information currently available to the Company’s management. Forward-looking statements speak only as of the date they are made and the Company does not assume any obligation to update such statements, except as required by law.

“Serving our brands’ associates and communities is one of our greatest calls to action at Ahold Delhaize USA, and we take to heart our responsibility during this time of need,” said Kevin Holt, Chief Executive Officer of Ahold Delhaize USA. “We’re inspired by the selfless dedication of medical professionals and first responders, the acts of kindness and compassion across the globe, and the commitment from our own team to serve and feed their families, friends and neighbors.”

The funding will be earmarked as follows:

• $2 million for associate care funds – Lion’s Pride, Helping Hands and Take Care. These funds are for employees and their families in times of need.
  
  
• $3.5 million in new funding to feed and care for communities on the East Coast through local brand efforts with Stop & Shop and Food Lion giving an additional $1 million each and $500,000 each by Giant Food, The GIANT Company and Hannaford.
  
  
• $3 million already infused through local brands, giving local funding and in-kind product donations with efforts such as: 
  • Stop & Shop - $1 million divided among 13 regional food bank partners in addition to other local food donations. 
  • Food Lion - $600,000, including $500,000 for the donation of 5 million meals to community food bank partners to feed students, seniors and other neighbors in need, and a $100,000 donation to Feeding America and other local food donations. 
  • Giant Food - $550,000 to Feeding America regional food banks, along with donations of food products and customer giveback opportunities to area food banks. 
  • The GIANT Company - $500,000 to support local hunger relief organizations, including Central Pennsylvania Food Bank, Philabundance, Maryland Food Bank and Meals on Wheels Pennsylvania, and COVID-19 testing and mitigation efforts at five area children’s hospitals: Children’s Hospital of Philadelphia, Penn State Children’s Hospital, Geisinger Janet Weis Children's Hospital, Children’s National Medical Center, and Johns Hopkins Children’s Center.
  • Hannaford - $250,000 to regional food banks to support efforts in critically impacted areas in five states, and a cash register community donation drive.
• $1.5 million to provide pivotal funding to support medical research to create a vaccine and cure for COVID-19. Of this, $500,000 will be donated to each of the leading efforts being conducted at The University of North Carolina at Chapel Hill, Johns Hopkins University, and Boston Children’s Hospital, a teaching affiliate of Harvard University Medical School.

Ahold Delhaize USA companies are providing further economic and financial support in the form of more than 20,000 employment opportunities. In addition, the brands have implemented stronger social distancing efforts including associate and customer education, store signage and plexi-shield protective barriers, among other initiatives. Also, Ahold Delhaize USA brands were among the first to offer dedicated shopping hours to seniors and others who are vulnerable, as well as offering enhanced benefits for associates. 

Holt added, “Through our local brand efforts, we play a critical role in the food supply chain and are operating in regions greatly impacted by this crisis. Our COVID-19 relief package ensures we’re financially committing to critical needs, along with implementing continued social distancing measures and creating new employment opportunities when it is needed most.”

About Ahold Delhaize USA
Ahold Delhaize USA, a division of Zaandam-based Ahold Delhaize, is the parent company for Ahold Delhaize's U.S. companies, including its local brands, Food Lion, Giant Food, The GIANT Company, Hannaford and Stop & Shop, as well as Retail Business Services, a U.S. support services company providing services to the brands, and Peapod Digital Labs, its eCommerce engine. When considered together, the local brands of Ahold Delhaize USA comprise the largest grocery retail group on the East Coast and the fourth largest grocery retail group in the nation, operating more than 2,000 stores and distribution centers across 23 states and serving millions of customers each week through a wide variety of store formats with thousands of food and non-food items.

With the advent of the coronavirus we are seeing how crucial the role is that our brands, our stores, and every one of you plays in society. It makes me so proud to see how we as an organization are pulling together and are working together to ensure we can serve customers and be there for our communities in these difficult times.

We are seeing excellent leadership in each of our brands and functions to manage this crisis, ensure food availability in the communities we serve and focus on associate and customer health and well-being. We have taken measures at Ahold Delhaize to contribute to halting the spread of the virus: we have restricted travel and in a number of countries have encouraged non-business critical work to be performed from home. In short, we are doing all we can to place all our focus on our most mission-critical activity: the work that’s being done in our stores, distribution and fulfilment centers, and in home delivery. I am touched by the stories I am hearing about associates who look out for each other and pull together as a team to keep our stores open and well stocked.

Across the brands of Ahold Delhaize we serve a critical role in communities, ensuring people continue to be able to get the food and other necessary products they need for themselves and their families. I am proud of this role but am keenly aware of the heavy responsibility this puts on associates’ shoulders in a time like this. On behalf of the entire Executive Committee, I want to say a special thank you to all our frontline associates who are going above and beyond to care for the people in their communities.

We are staying on top of developments from an Ahold Delhaize level. For now – stay safe and thank you for your continued focus on our customers.

Warm regards,

Frans Muller

CEO Ahold Delhaize

Helen Weir, a British national, has had a distinguished career as Finance Director at several large consumer-focused companies including Marks and Spencer plc, John Lewis Partnership, Lloyds Banking Group plc, and Kingfisher plc.

Helen Weir holds several non-executive positions. She serves as a Non-Executive Director of Greencore Group plc, an Ireland-based international manufacturer of convenience foods. She is Chair of the Audit Committee of Bata Brands S.A., a family owned shoe company. She also serves as Senior Independent Director at Superdry plc, a U.K.-based fashion retailer. Lastly, she is also a Non-Executive Director of Cineworld Group plc and Just Eat plc. The latter company is in the process of being taken over by Takeaway.com, a Dutch food delivery company. She will resign from the board of Just Eat after the completion of that process.

“We are pleased to propose Helen for appointment to the Supervisory Board. She is a seasoned executive and will bring extensive experience in retail and fast-moving consumer goods as well as financial expertise obtained during a 25-year career as a Chief Financial Officer. Her valuable knowledge and competencies will be important to the Supervisory Board as Ahold Delhaize continues to implement its Leading Together strategy,” said Chairman Jan Hommen.

The Supervisory Board will propose the appointment at the Annual General Meeting on April 8, 2020.

Cautionary notice 

This communication includes forward-looking statements. All statements other than statements of historical facts may be forward-looking statements. Words such as will, continues to, propose or other similar words or expressions are typically used to identify forward-looking statements. Forward-looking statements are subject to risks, uncertainties and other factors that are difficult to predict and that may cause actual results of Koninklijke Ahold Delhaize N.V. (the “Company”) to differ materially from future results expressed or implied by such forward-looking statements. Such factors include, but are not limited to, the risk factors set forth in the Company’s public filings and other disclosures. Forward looking statements reflect the current views of the Company’s management and assumptions based on information currently available to the Company’s management. Forward-looking statements speak only as of the date they are made and the Company does not assume any obligation to update such statements, except as required by law.

Frank van Zanten, a Dutch national, is Chief Executive Officer of Bunzl plc, the FTSE100 specialist international distribution and services group. Additionally, he serves as a non-executive director of Grafton Group plc. 

Ahold Delhaize is also announcing that Jacques de Vaucleroy will retire at the end of his current mandate after 4 years at Ahold Delhaize and 11 years at Delhaize Group. His retirement will be effective immediately following the 2020 AGM on April 8, 2020.  

“We are pleased to propose Frank for appointment to the Supervisory Board. He is a seasoned executive and will bring extensive international experience and expertise from a highly complex, multi-product distribution business. His valuable knowledge and competencies will be important to the Supervisory Board as Ahold Delhaize continues to implement its Leading Together strategy”, said Chairman Jan Hommen. “We would also like to thank Jacques for his outstanding contributions over many years to Delhaize Group and, after the merger, to Ahold Delhaize. His extensive knowledge and passion for retail will be greatly missed. We wish him all the best for the future.” 

The Supervisory Board will propose the appointment to the Annual General Meeting on April 8, 2020.  

Cautionary notice 

This communication includes forward-looking statements. All statements other than statements of historical facts may be forward-looking statements. Words such as propose, will, continues to or other similar words or expressions are typically used to identify forward-looking statements.  

Forward-looking statements are subject to risks, uncertainties and other factors that are difficult to predict and that may cause actual results of Koninklijke Ahold Delhaize N.V. (the “Company”) to differ materially from future results expressed or implied by such forward-looking statements. Such factors include, but are not limited to, the risk factors set forth in the Company’s public filings and other disclosures. Forward-looking statements reflect the current views of the Company’s management and assumptions based on information currently available to the Company’s management. Forward-looking statements speak only as of the date they are made and the Company does not assume any obligation to update such statements, except as required by law. 

Natalie joins Ahold Delhaize from Arla Foods, a global dairy company based in Denmark, where she most recently has served as Chief Financial Officer, overseeing the company’s Finance, Legal, and IT functions. In this role, she was instrumental in the company’s transformation and efficiency program, called Calcium, which meaningfully lowered the company’s cost basis. In addition, Natalie led the company’s digital strategy process and has driven significant cash generation and working capital improvements. She is a finance leader who puts particular focus on commercial and cross-functional performance management and has helped Arla make substantial progress in the area of sustainability finance.

Prior to joining Arla Foods, Natalie worked 17 years at adidas, a global sportswear manufacturer, serving in several financial roles including Investor Relations and M&A, where she led the acquisition of Reebok for adidas. She then served as CFO of adidas North America, where she led major cross-functional cost reductions and operational transformation efforts, returning the company to record profitability following the financial crisis of 2008/2009. Natalie’s last role with adidas was as SVP of Group Functions Finance, leading a finance team in strategic and financial support for the Group’s Global Operations, Procurement, Finance, Real Estate, Legal, HR, IT and Executive functions.

Natalie is an American by nationality and holds a Master of Economics from the University of Berlin, Germany and a Bachelor of Business and German from the University of Arizona, in the United States. 

Frans Muller, President and CEO of Ahold Delhaize, said: “I’m thrilled to have Natalie join Ahold Delhaize. She has worked in both the U.S. and Europe, across a variety of industries, including branded consumer goods and food products.  With her broad experience across several Finance areas, her commercial mindset, and her demonstrated leadership in cost reduction and business transformation efforts, she is the right leader to help accelerate Ahold Delhaize’s Leading Together strategy. I look forward to working with her.”

Natalie added, “I am excited to join Ahold Delhaize. With its Leading Together strategy and its brand-led model, I believe the company is well positioned to thrive in this new era of digital transformation in the food retail industry. I look forward to working with Jeff to ensure a smooth transition and support the company as it continues to win in its local markets.”

Jan Hommen, Chairman of the Supervisory Board said, “I would like to welcome Natalie to Ahold Delhaize and look forward to nominating her to the Management Board. I would also like to thank Jeff Carr for his distinguished service to Ahold Delhaize during the past eight years. During his tenure, he brought focus to both cost control and cash generation as well as financial leadership to both the acquisition of bol.com and the merger of Ahold and Delhaize. I wish him well in his future endeavors.”

Cautionary notice

This communication contains information that qualifies as inside information within the meaning of Article 7(1) of the EU Market Abuse Regulation.

This communication includes forward-looking statements. All statements other than statements of historical facts may be forward-looking statements. Words or expressions such as will, have, is, accelerate, look forward, ensure, continues to or other similar words or expressions are typically used to identify forward looking statements. Forward-looking statements are subject to risks, uncertainties and other factors that are difficult to predict and that may cause actual results of Koninklijke Ahold Delhaize N.V. (the “Company”) to differ materially from future results expressed or implied by such forward-looking statements. Such factors include, but are not limited to, the risk factors set forth in the Company’s public filings and other disclosures. Forward-looking statements reflect the current views of the Company’s management and assumptions based on information currently available to the Company’s management. Forward-looking statements speak only as of the date they are made and the Company does not assume any obligation to update such statements, except as required by law.

Frans Muller, President & Chief Executive Officer Ahold Delhaize said: “I respect Jeff’s decision and wish him and his family all the best for the future. I would like to recognize Jeff for his significant contributions to the Company as he remains a great partner in helping shape Ahold Delhaize, in driving our Save for our Customers program, and in delivering on our commitments. I look forward to our continued collaboration through next April as we further implement our Leading Together Strategy.”  

Jeff Carr added: “It has been a pleasure to serve this great Company and its associates during the last eight years. I look forward to continue working with Frans to ensure a smooth transition and to help identify my successor.” 

The search for a successor has been started and further announcements will be made in due course. 

Cautionary notice 

This press release contains information that qualifies as inside information within the meaning of article 7(1) of the EU Market Abuse Regulation 

“We care deeply about our neighbors, and that care shows up in many ways,” said Meg Ham, President of Food Lion. “It shows up when we keep our promises. [Food Lion Founder] Mr. Ketner promised to keep our prices low to enable local folks to put fresh food on their tables. While our stores look different today than they looked when we were founded, we have kept that promise to this day.”

To reinforce the announcement, on Wednesday of last week, Food Lion Feeds distributed more than 600 bags of food at a Charlotte, North Carolina, bus and train transit center. That night, just as the music to an outdoor summer concert series ended in Uptown Charlotte, all eyes were transfixed by a big and bold video projected onto a nearby skyscraper that told the story of Food Lion’s commitment to provide one billion more meals by 2025. Many of the over 200 people in the park videotaped the projection on their phones and talked about Food Lion’s commitment.

Food Lion Feeds will meet this commitment through new partnerships with No Kid Hungry, a campaign to end child hunger in the U.S., and Operation Homefront, to fight food-insecurity among U.S. service members and their families. Additionally, Food Lion Feeds will continue to grow its longstanding partnership with Feeding America®, and the 30 Feeding America local food banks. Food Lion Feeds is also introducing new opportunities to involve customers in the fight against hunger, through the launch of a new resource to encourage volunteerism in the towns and cities Food Lion serves.

Please click here to read the full press release, and click here to see the Food Lion Billion Meals Pledge video.

The two brands will collaborate on an online back-to-school promotion during the last two weeks of August.  Customers who spend at least €75 on Delhaize’s online shopping site, Delhaize.be, will receive a €10 bol.com digital gift card. In return, bol.com will give Belgian customers who spend at least €75 on their "back-to-school" assortment a digital voucher code for a €10 discount on groceries at Delhaize.be.  

And that’s not all – Delhaize and bol.com are already planning a second collaboration in the run-up to Sinterklaas and Christmas. This fall, bol.com will introduce a book of toy trends and inspiration for children and parents, to be distributed at Delhaize stores in Belgium, among others. 

In addition, the two brands will work together to provide a convenient service to customers. Earlier this year, Delhaize and bol.com launched a test in which bol.com customers could pick up their orders in Delhaize supermarkets and affiliated Delhaize stores in the Antwerp region.  After a successful pilot, the brands have decided to roll out this concept across all Delhaize stores in Flanders. 

Starting in September, anyone in Flanders can have orders from bol.com delivered at no extra cost in one of the 63 Delhaize supermarkets, on top of the already participating affiliated stores in the Antwerp region.  The full expansion to participating affiliated Delhaize stores is planned for November.   

Referencing the fact that the school recently underwent a very successful strategic transformation, Frans said, “I am honored to take on the role of chairman at such an important time in Vlerick’s rich history. Roch Doliveux has done a tremendous job helping drive the school’s resurgence. I look forward to working closely with the board and our dean professor Marion Debruyne, to ensure Vlerick continues to evolve, as I think education plays an essential role in preparing enterprising leaders to best meet the business needs of the future.”

Albert Heijn’s CEO Marit van Egmond said, “Led by Luc since 2014, Albert Heijn has grown to be a popular supermarket among Belgians. We thank him for building Albert Heijn Belgium’s strong foundation.”

Earlier this year, Ahold Delhaize announced that Albert Heijn, currently with 43 stores in Belgium, will open 30-50 stores in the country in the coming years. “We’re entering the next phase of growth and are confident that Raf is the right person to lead Albert Heijn Belgium forward; he has been involved from the start of the brand in Belgium and knows its customers, franchisers and associates like no other”, said Marit van Egmond.