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

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

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

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

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

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

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

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

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

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

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

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

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

3. Is it making a difference for associates? 

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Evolving with higher expectations

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

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

Building on progress

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

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

B Corp certification for Ampère

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

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

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

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

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

1. The program was built on early local success

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

2. It addresses a growing problem of food insecurity

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

3. School pantries are designed to decrease stigma

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

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

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

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

5. Participating schools report educational and social benefits

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

6. Pantry supplies are tailored to individual community needs

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

7. Broad collaboration with local institutions is vital

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

8. Local Stop & Shop stores are critical to operations

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

9. Store associates drive the deepest community connections

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

10. Each school is its own milestone

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Sustainability 
 

Advancing circular energy solutions with Moment Energy

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

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

Optimizing energy portfolios with Verse 

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

AI-enabled operations
 

Enabling secure agent-driven commerce with Skyfire

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

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

Scaling compliant marketing with Haast

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

Elevating customer experience with Cresta 

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

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

About W23 Global

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

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

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

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

1. How is this more than a savings target? 

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

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

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

2. The ambition is growing  

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

3. How cost savings help fuel growth.  

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

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

4. How AI helps to predict what customers need. 

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

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

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

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

5. How local brands benefit from a shared scale.  

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

6. How cost savings also improve the workday.

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

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

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

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

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

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

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

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

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

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

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

1. If you think back to the start of the merger process, what was one moment that made a big difference to you and the team?

“I remember the start of the merger very well. I was sitting in my study in Dusseldorf, where I was living at the time, and I picked up the phone to call Dick Boer, CEO of Ahold. He took my call – and the rest, as they say, was history.  One of the most pivotal early moments for me was when Dick and I received immediate, strong support from both our Supervisory Board Chairs. This gave the process an enormous boost and truly energized everyone.” 

2. Can you name one thing that surprised you about the merger – something you didn’t realize ahead of time?

“We were surprised when we heard that it was the biggest ever cross-border merger in food retail! It was something we didn’t realize or even think about as we were working hard to deliver on our plan. But it makes me even more proud of all the work our people did to put synergies in place and successfully integrate our teams and the underlying business.” 

3. What have you been most proud of over the past 10 years?  

“During the merger process itself, I'm proud of how our teams – some of whom came from brands that had been competing as food retailers for decades – came together in a very pragmatic and disciplined way to form this great company. We saw strong collaboration between associates in stores, functions, head offices, distribution centers, online and offline – all with the right combination of skills and with everyone understanding their roles. I think that has been a powerful element of our success. Over the past decade, I’m proud of how we have always kept a clear focus on what matters most to customers, communities, associates and all our stakeholders – in particular, how our brands have supported customers through turbulent times, aiming to make shopping more affordable, healthier and sustainable.” 

4. Is that part of what makes Ahold Delhaize most unique today?  

“Yes, I think that our proximity to customers and communities is truly special. Ahold Delhaize is unique in that we have very distinct brand strategies, omnichannel propositions, own brands and a very comprehensive and competitive e-commerce offering for our local communities. And I'm very happy that we are a company that has invested well in our store fleet, in technology, innovation and data.  

But first and foremost, we are a company of great local brands with a high level of autonomy, accountability and ownership, that are close to communities and close to our people.” 

“Our brands deeply understand the needs of local customers and communities. I think that's the secret sauce of our company, and, among retailers of our size, it makes us unique.” 

5. Looking forward, what excites you most about what's next for Ahold Delhaize?  

“I believe we have a strong foundation – strong teams, strong brands, leading market positions, and a solid balance sheet. Our high relative market shares combined with brand strength give us options to grow and develop the company, to further improve our already strong customer value propositions and to invest more in technology solutions that consumers are asking for and that our company will benefit from. So, I’m most excited by the fact that this solid foundation gives us a lot of freedom to create opportunities for the future.” 

6. Where do you see the company in 10 more years?  

“Well, first, I see myself as still being a very proud shopper at our brands. As for the company, hopefully we will have more brands and operate in more geographies, because I think scale through expansion is important. And I believe our omnichannel strategy, that we launched 10 years ago, will remain super valid and relevant – and I hope that we’ll get even smarter in meeting customer expectations. Technology will further fuel us here. 

I believe the food retail journey will change quite a lot in the next decade. Speed will be important, and sustainably sourced products will be an even bigger differentiator for customers. I hope we will still have a strong purpose and contribute to society, making sure people can find affordable, healthy, sustainably sourced food, helping them with their health and feeding families in an affordable way. That is the cornerstone of our company.

I believe we will also be an even better employer for young people, that our purpose will attract folks who want to be a part of it and that they will enjoy the diversity of the teams, that they feel welcome, that they can make an impact, and learn from each other. And at the same time, of course, continue to win in our markets, because I believe this is what happens when you bring people together with the right purpose and the right strategy.” 

“I believe the food retail journey will change quite a lot in the next decade”   

7. Will physical stores remain important in the future? 

“Actually, the combination of physical stores and online shopping will continue to be a very strong proposition for the future. While I believe that share of e-commerce will rise, people will still like to see what we have to offer, shop for themselves and get inspiration, new ideas and new recipes. Our convenient network of close to 10,000 stores not only provides that shopping experience but also has an important function in the community and society. 

While there will always be a part of our customer base that only shops online or only shops in the stores, in 10 years’ time, I think offering both - through omnichannel - will be an even more powerful proposition.” 

8. How do you see assortments changing?  

“We might see a reduction in center store assortments and expansion of produce and fresh products. While our large assortments, particularly in the U.S., are important, these changes will make it easier for customers to make choices. I believe our total store size in Europe will be more focused on smaller stores at a higher density. We will also have a higher own-brand participation, and it will be increasingly important to pursue efficiency in the supply chain that makes high-quality groceries more affordable to customers.”  

9. Personalization is very popular with our customers. What will this be like in five or 10 years’ time – and is Ahold Delhaize prepared? 

“Our customers expect us to understand them very well. They want to be addressed in a way that is relevant to them when it comes to promotions, inspiration, and recipes. This will only become more important – in the future, consumers will no longer accept irrelevant or middle-of-the road promotions.  

Ahold Delhaize’s brands can be a very, very good partner in catering to customers’ needs in this way because we have invested heavily in data, loyalty and personalization. We have all the tools we need – whether it is AI or predictive tools and predictive analytics – to make things hyper personalized for customers. And we have the opportunity to be even more precise and seamless in how we do it, while also taking the utmost care to protect customers’ privacy. So, I think there are more exciting things to come!” 

10. How important is the role of local communities for our local brands and Ahold Delhaize? 

“We sometimes get questions about whether it makes sense to operate our 17 great local brands. People wonder if it’s less efficient compared to having only one banner. But I'm convinced that retail is very local, and our great local brands enable us to be closely connected to our communities and understand local customers, farmers and vendors – a very important element in our strategy. Being close to communities and being that trusted partner for customers has only become increasingly important over the past 10 years.” 

11. Any final words for the Ahold Delhaize team?  

“I wish you all a great time in the coming 10 years. Let's look into the future with a lot of confidence because a good company with great people can do even more than we have already done in the last 10 years – and that makes me super hopeful and confident. All the best to you!” 

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.  

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.

Yellow tags
The new price reductions apply across nearly all departments and include both national brands and Stop & Shop private label products. The focus is on frequently purchased products, including everyday favorites such as pick-your-own bagels from the Stop & Shop Bakery. Customers can easily spot the lower-priced items in store with yellow tags highlighting the new everyday price compared to the previous price.

More than 350 stores
With this latest investment, Stop & Shop has now implemented lower everyday prices in more than 350 stores across the Northeast, reinforcing its commitment to delivering value for customers in a challenging economic environment.

Supporting customer choice by providing easy access to affordable and healthy food options is central to the customer value proposition across Ahold Delhaize’s local brands. Strategic price investments help support families in a challenging economic environment, while also maintaining a competitive edge.

Read more about how our brands remain committed to offering affordable products in our 2025 Annual Report.

KickstartAI was founded in 2019 based on the shared belief that the Netherlands needs not only strong technology and talent, but above all, organizations that know how to apply AI to issues that truly matter. That is why it focuses on applications that have a direct effect on societal challenges.  

Knowledge sharing through KickstartAI is helping Ahold Delhaize brands solve some important challenges. For example, bol is using AI models to optimize the prediction of parcel volumes, resulting in more efficient transport. Albert Heijn is driving waste reduction through dynamic mark downs and Delhaize is lowering food waste through improved forecasting. 

The foundation is also helping us attract, develop and retain top talent, contribute to academic and societal debate around AI decision making, and drive community and social impact. KickstartAI works with organizations such as Erasmus MC and the National Police on projects that show what is needed not only to develop and test AI, but also to truly implement and scale it in practice. 

That practical experience is urgently needed. The Netherlands faces major societal and economic challenges, from declining productivity growth and rising healthcare costs to climate pressure and congested infrastructure. AI can help deliver concrete progress on precisely these types of issues, provided that organizations make the transition from experimentation to application at scale. 

“KickstartAI not only provides a valuable place to exchange knowledge and jointly develop and implement AI applications,” said our CEO Frans Muller, “it also gives us the opportunity to apply our knowledge and experience beyond our own business, in areas where the impact is significant.” 

“The biggest challenge around AI right now is not the technology itself, but the step from ambition to application,” said Erick Webbe, CEO of KickstartAI. “Real progress happens when you work together on concrete solutions, learn from them and share those lessons so others can move faster. In this new phase, we want to expand our group of partners so that successful applications and practical lessons can spread more quickly to other sectors and further increase the positive impact of AI in the Netherlands.” 

About KickstartAI 
KickstartAI is an independent foundation, founded by Ahold Delhaize, ING, KLM and NS, that helps organizations move from individual AI pilots to demonstrable societal impact. KickstartAI shows where AI works in practice, what is needed to scale successful solutions, and how those lessons can be applied more broadly in the Netherlands. For more information, visit kickstart.ai. 

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.   

What inspired you to go into technology and what key moments led you to your current role?

I’ve always been drawn to problem-solving and building things that make a difference in people’s lives. Early in my career, technology felt like the perfect intersection of logic, creativity and impact. Over time, key experiences like leading teams through large-scale change, learning from failure in addition to success and seeing the impact of technology on the overall business shaped my path. Each of my roles reinforced for me that technology isn’t just about data and systems; it’s about people and outcomes.

Did mentors or role models influence your career and did that influence your leadership style?

I’ve been fortunate to learn from leaders who challenged me, trusted me with meaningful responsibility and led with empathy alongside high expectations. Those experiences shaped how I lead today. I strive to create an environment where people feel supported and empowered to grow, while staying focused on delivering results.

From your perspective, what defines the culture of technology at Ahold Delhaize USA and what makes it a great place to build a career?

Our culture is grounded in purpose and partnership. Guided by our #OneTech mission, we focus on enabling the business to run every day, while creating differentiated value and paving the way for the future. Our team is encouraged to think boldly, but always with a clear tie to how our work supports customers, associates and our brands. Collaboration is core to how we work, across functions and with each of our brands, and there’s a strong sense of shared ownership. Equally important, we invest in our people by valuing diverse perspectives, supporting development and creating space for continuous learning and growth.

How do you approach decision-making when speed, innovation, and security all compete—and technology decisions affect millions of customers?

It starts with trust. Speed and innovation are essential, but they can never come at the expense of security or reliability. We rely on strong principles, deep expertise and clear priorities to guide decisions. Sometimes that means moving quickly; other times it means slowing down to make sure we get it right. It’s about balance and staying grounded in what’s best for our stakeholders, whether that’s our brands, associates or customers.

Can you share a recent example where technology from your team quietly improved life for customers or colleagues?

Many of the best examples are the ones no one notices because everything works seamlessly. Whether it’s improving system reliability during peak times, simplifying workflows for associates or enhancing how data flows behind the scenes, those behind-the-scenes improvements make a real difference. When technology works as it should and enables people to do their best work, that’s success.

With AI changing so many jobs, how do you think tech careers will look different in the future? How might AI help or challenge young engineers?

AI will continue to transform how work gets done, especially by automating routine tasks and accelerating learning and development. For young engineers, AI can be a powerful tool, helping you experiment, build faster and focus on higher-impact challenges. At the same time, it makes human skills like critical thinking, creativity and ethical judgment even more important.

How does your team create a place where diverse talent can grow and help drive our digital goals?

We are intentional about building teams where people are included and valued. That includes mentorship, development opportunities and leaders who actively listen and invest in their teams. When people feel they belong, they contribute more fully, and that in turn helps fuel innovation and progress.

What would you say to a girl who’s interested in tech, but isn’t sure if she belongs?

You belong. Technology needs many different perspectives, experiences and ways of thinking. Don’t wait to feel perfectly ready; no one ever does. Stay curious, ask questions and seek out people who support and encourage you. Your voice and ideas matter more than you may realize.

What Product Carbon Footprinting means

• Prioritize actions that strengthen long-term supply resilience and food security.
• Better recognize and support suppliers who are investing in lower-impact production.
• Inform decisions on assortment, sourcing, and innovation.
• Better identify where supply chains may be more vulnerable to climate and cost pressures.
• Unlock new opportunities to reduce emissions across our value chain.
• In short, this shifts us from managing overall emissions to better managing risk and opportunity across our value chain.

Working with partners and suppliers
To support this transition, we are partnering with HowGood, to build product-level insights across our assortments. We will also work directly with suppliers – through the HowGood platform and one-on-one engagement – to gather better data and reflect the actions they are taking to reduce their footprint.

This collaboration is essential. Progress at scale depends on working together across the value chain and grounding decisions in how food is produced.

We are also contributing to broader industry efforts to help establish more consistent approaches to product-level emissions data, including the WBCSD Partnership for Carbon Transparency (PACT) and the Global Sustainability Transition Alliance (GSTA), a program delivered by the Waste and Resources Action Programme (WRAP) and Wageningen University and Research.

Revisiting our baseline
As PCF provides a more accurate and detailed view of our emissions, we will recalculate our 2020 scope 3 purchased goods baseline to ensure full comparability over time. Any changes will reflect improved data quality, not a change in our targets or underlying performance.

Looking ahead
The transition to PCF is not an end in itself. It is a step toward building a more resilient business. Better product-level insights will help us decarbonize our value chain. And more importantly, strengthen supply security, support suppliers through transition, and enable better commercial decisions over time.

In a more volatile and resource-constrained world, this level of insight is becoming essential to how we operate.

For more information about our climate agenda as part of our Healthier Communities and Planet strategic priority, please visit our Annual Report.

1. Use Less: becoming more energy-efficient
The cleanest energy is the energy you don’t use. Across our brands, we continually improve energy efficiency with LED lighting, heat recuperation, heat pumps, smarter refrigeration systems, and better insulation. These upgrades make our stores, distribution centers, and offices significantly more energy‑efficient and fit for the future.
 
2. Make Our Own: generating renewable power on-site
Where possible, we generate our own clean electricity. Thousands of solar panels on the roofs of our stores, distribution centers, and offices help power our operations with sunshine. This reduces our reliance on the grid and allows us to produce renewable electricity close to where it’s used. In 2025, the use of solar panels enabled us to increase the electricity generated and used on-site by 62% compared to 2024.

3. Buy Green: bringing new renewable energy onto the grid
It is not feasible to cut back our energy consumption to zero, nor to generate all the electricity we require ourselves. To cover the rest of our electricity needs, we invest in renewable energy through long‑term contracts. This is where Power Purchase Agreements (PPAs) come in.

What are Power Purchase Agreements?
PPAs are long-term offtake agreements between a renewable energy developer and an electricity consumer (usually a company) that make it possible for a solar/wind park to come into existence. Through these agreements, a minimum income level is guaranteed to a developer for the electricity generated by the renewable energy installation. Having secured a steady income flow, the developer is able to finance the construction of the project. In return, the consumer receives renewable energy or renewable energy certificates.

There are two types of PPAs:

• Direct PPAs are long‑term agreements in which the buyer receives electricity from a nearby renewable energy project. It usually requires the developer and consumer to operate in close vicinity.
• Virtual PPAs (VPPAs) work similarly, but instead of receiving electricity physically, the buyer supports the development of the project financially and receives the renewable energy certificates it generates. The renewable energy generated is sold into the local grid, for example to households or businesses in that market.

By entering into a PPA, companies like Ahold Delhaize directly support the creation of renewable power plants, which is essential to accelerate the transition to a low‑carbon economy.

Examples from our markets
In Europe, we have supported a large solar plant development in Spain, and new wind farms in the Netherlands, Romania and Finland through a total so far of four (V)PPAs. In the U.S., our local brands have entered into a total of eleven agreements tied to underlying PPAs for renewable energy to support the construction of solar projects on the East Coast, between Maine and Maryland/DC.

These projects generate nearly 2,000 gigawatt-hours of clean electricity annually and significantly increase the share of our operations powered by renewables.

Looking ahead
Going forward, we will continue advancing our efforts in reducing energy usage, generating our own renewable electricity and buying green energy. Every partnership, efficiency upgrade and renewable agreement brings us closer to achieving our climate targets and ambitions, enables us to contribute to the renewable energy infrastructure in the U.S. and Europe, and strengthens our energy resilience. 

For more information about our Healthier Communities and Planet strategic priority, please visit our Annual Report. 

To learn more about how we bring Power Purchase Agreements to life, watch Isabelle’s story below:

By combining the expertise of local brand teams, our central customer & digital platform team, and external partners, we have created a model that drives faster innovation, stronger collaboration, and cost efficiencies across Europe.  

A shared foundation 
The ambitious digital transformation delivered six apps across five brands in under twelve months – launching first with Albert in the Czech Republic, followed by Maxi in Serbia, Delhaize in Belgium and Luxembourg, Mega Image in Romania, and culminating with Alfa Beta in Greece.  

The new customer app puts everything customers need in one place; from online shopping and personalized offers to loyalty rewards and in-store features. As their needs evolve, so does the app, creating a more seamless and connected experience across every touchpoint. 

For our local brands, the app is built on a shared foundation that lets each brand move faster and innovate more efficiently, while staying true to their own identity and the preferences of their local customers. 

“Converging our apps into one unified, modular platform became a real springboard for us. The foundation we built helps us deliver faster, with greater impact and better cost efficiency. The principles and rituals we introduced are still very much alive today, creating a shared sense of purpose that helps every brand succeed in its market”, said Nataliia Bertrand, Head of Product Customer & Loyalty. 

Growing the business 
Since the app launched at Alfa Beta a year ago, the unified app has demonstrated its value through uplift in customer engagement and business growth. Across all brands, the initiative has achieved:  

•  12% increase in e-commerce sales through the app 

•  31% growth in weekly active app users 

•  33% increase in personal offer activations 

These metrics underscore the platform's success in creating a more engaging, personalized shopping experience that customers across Europe have embraced enthusiastically. 

Simplifying meal planning 
Customer-facing enhancements have focused on making the shopping journey in the new app faster, more intuitive and more rewarding. The introduction of the “frequently bought” feature has transformed how customers shop, enabling a more seamless and personalized omnichannel experience. The new preference center allows customers to save food preferences and receive tailored recipe recommendations, simplifying meal planning. In Belgium, customers can now fast charge their e-vehicles and earn SuperPlus loyalty points through a digital partnership with Elektra, extending value beyond traditional grocery shopping. 

Payment convenience has also advanced significantly with the integration of Google Pay and Apple Pay across the platform. In Serbia, Maxi became one of the first supermarkets to use the payment method Payten, reinforcing our role as an innovation partner in the fintech space. At the same time, the subscription program Delivery+ was refreshed with simplified plans, improved pricing, and double points on every order to strengthen conversion and loyalty. New content provides richer inspiration beyond transactions, while expanded cross-sell capabilities help customers discover complementary products and increase basket value. 

Responding to market dynamics  
The impact of these enhancements is reflected not only in performance metrics, but in the platform’s ability to scale and adapt. As Maxime Zwart, Director Digital Experience, Intelligence & Operations, explains: “The strong growth in sales, users and engagement shows that customers appreciate the experience we’ve built. Even more important is the foundation now in place for continuous innovation. This platform gives us the agility to respond to changing customer needs and market dynamics faster than ever.” 

Behind the scenes, substantial infrastructure upgrades have strengthened performance and scalability. Mega Image implemented a new backend that enables faster, more efficient store fulfillment, directly improving the end-to-end customer experience. B2B capabilities were also enhanced, including improved registration flows and overall user experience to better serve business customers. 

The platform includes advanced A/B testing functionality, allowing teams to continuously improve the app based on real customer behavior. Strengthened collaboration with payment providers has improved security and reliability across markets. At the same time, expanded in-app retail media capabilities are unlocking new revenue streams, demonstrating how a robust digital backbone can simultaneously drive operational excellence, customer satisfaction and business growth. 

Maxime shares more about her experience in working on this project in the video below.

The award was accepted on behalf of Ahold Delhaize by Bjorn Luijters, Manager Total Talent Acquisition at Ahold Delhaize Group HR, and Nevena Đaković, Manager Organizational Development and DE&I for Europe and Indonesia. 

Leading Employers is an independent institute that evaluates organizations through an extensive meta-study of employer practices. Its assessment is based on a wide range of sources, including employee feedback, audits, jury-based awards, and professional memberships. These inputs are systematically assessed using a weighted evaluation matrix. 

Receiving the Leading Employers certification reflects Ahold Delhaize’s ongoing commitment to its Thriving People strategic priority, which is embedded in the company’s Growing Together strategy. This priority supports Ahold Delhaize’s ambition to be the leading (#1 or #2) employer of choice in each market.

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.”

As our great local brands have worked closely with food banks in their own communities for many years, our partnership with GFN helps amplify their work at Group level while also creating opportunities for shared learning. Together with GFN, we are helping reduce food waste and increase access to surplus food. This work helps ensure more people can access food both now and in the future, contributing to a healthier and more sustainable food system. Tackling food insecurity and food waste is a core part of our Healthy Communities and Planet strategic priority, which recognizes that the well-being of people and the health of the planet are deeply interconnected.

This year, Ahold Delhaize’s collaboration with GFN has evolved to include stronger involvement from our local brands. By working together with both our brands and GFN, we identified the community needs that shaped a new selection of initiatives for 2026, building on the projects supported in the past year. This shared approach helps ensure the projects reflect local priorities and deliver meaningful benefits for the communities our brands serve.
 

New projects for 2026
In 2026, Ahold Delhaize and GFN, in collaboration with our local brands, will support these initiatives in markets where our brands operate, including the Czech Republic, the Netherlands, Indonesia, and the United States. 

Czech Republic: Czech Federation of Food Banks
We will support improvements in storage processes, increased storage capacity, and distribution to people in need in one of the poorest regions. These changes will help the Czech food bank network process larger volumes of donations more efficiently and increase their visibility and brand awareness in the community.

The Netherlands: Voedselbanken Nederland
In the Netherlands, our support focuses on improving cooling capacity for fruit and vegetable distribution. This will help increase the availability of fresh produce for people utilizing food banks.

Indonesia: SOS Indonesia
We will support food rescue and distribution activities in Jakarta, where SOS Indonesia works with hotels and multinational companies to recover surplus food and redistribute it safely.

United States: Feeding America and regional food banks
Support in the United States will be coordinated through Feeding America’s Community Response Fund to reach several regional food banks, including Vermont Food Bank, Good Shepherd Food Bank​, Food Bank for NYC​, Interfaith Food Shuttle, Capital Area Food Bank​ and Central Pennsylvania Food Bank. This support comes at a particularly important moment as communities across the United States are facing higher demand due to the increasing pressure on federal nutrition assistance programs. Temporary interruptions to government operations and reduced Supplemental Nutrition Assistance Program (SNAP) benefits have meant more families are turning to local food banks for help. By supporting Feeding America and these regional partners, we are helping strengthen distribution capacity and sustain essential food access services during a time of heightened need.

Supporting and strengthening food banks through GFN initiatives
Alongside the country specific projects, Ahold Delhaize will continue to support GFN’s broader work to strengthen and sustain food banks globally. This includes:

• data and insights that help food banks improve operations
• virtual learning and knowledge sharing opportunities
• technical support for food recovery
• employee engagement opportunities across our brands
• agricultural recovery work that helps increase the efficient rescue of surplus produce

These initiatives help ensure that food banks everywhere – not only those in our operating markets – can serve more people with more nutritious food.

Learn more about the Global FoodBanking Network
GFN recently released its 2025 Annual Report, highlighting progress across its global network and the impact that partners including, Ahold Delhaize, help make possible.

Strengthening product development with Keychain
One of the two announced investments is Keychain, an AI-powered manufacturing platform used by eight of the ten largest retailers in the U.S. – along with 7-Eleven and Whole Foods. Through Keychain’s proprietary platform, Keychain Search, the AI-based system helps manufacturers manage their production cycle with greater speed, visibility, and intelligence. It also gives retailers clear insight into how existing products are made, helping them reproduce or improve formulas with trusted manufacturers, as well as enabling them to create entirely new products from the ground up. The platform uses AI to recommend the best production options to meet retailers' goals for quality, cost and sustainability. 

Ingrid Maes, CEO and Chief Investment Officer of W23 Global noted, “Keychain’s AI-powered platform streamlines private label sourcing and enables retailers to bring quality private label products to customers faster and more efficiently.” With more than 30,000 manufacturers and 20,000 brands and retailers in its network, Keychain is helping modernize product development across the sector.
 

Expanding retail media capabilities with Topsort
W23 Global has also invested in Topsort, an AI and auction-based retail media infrastructure company that aims to democratize Silicon Valley’s monetization secrets to retailers and marketplaces by using innovative bidless auction technology. Topsort’s auction-based formats include sponsored listings, banners, off-site media without heavy engineering lift. By combining scalable infrastructure, AI automation, and omnichannel capabilities, Topsort is building a future where retail media is not just an add-on, but a core driver of retail growth while remaining cleaner, more connected, and global.

As Ingrid Maes highlighted, “Topsort’s innovative bidless auction technology empowers retailers to expand their media networks, while offering more sellers the chance to effectively reach relevant customers.” By simplifying the retail media ecosystem, Topsort makes it easier for retailers to connect advertisers with customers in more relevant, transparent and efficient ways.
 

A continued commitment to innovation
Together, these investments reflect W23 Global’s ongoing work to support start-ups delivering technology with real-world, cross-market impact. Through its investment in W23 Global, Ahold Delhaize is actively shaping the future of grocery retail, advancing practical innovations that address industry challenges and help retailers operate more efficiently, serve customers better, and respond to evolving market needs.


About W23 Global
W23 Global is a global grocery retail venture capital fund backed by five leading grocery retailers: Tesco (UK, ROI, Europe), Ahold Delhaize (US, Europe, Indonesia), Woolworths Group (Australia, New Zealand), Shoprite Group (Africa), and Empire Company Limited (Canada).

W23 Global invests in innovative start-ups and scale-ups developing technology to transform grocery retail. Its work focuses on supporting companies that build solutions with practical application across markets, helping advance the way retailers operate and serve customers while addressing sustainability challenges. As technology continues to shape the future of grocery retail, W23 Global remains focused on solutions that make a tangible difference for both customers and retailers.


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

Sustainable energy for a future-proof horticulture sector
Dutch greenhouse horticulture plays a crucial role in the year-round availability of fresh fruit and vegetables. To keep this sector strong for the future, greenhouse businesses need to continue moving toward electrification and more sustainable energy use.

At Albert Heijn’s request, Bakker Barendrecht and AgroEnergy, a subsidiary of Eneco, carried out research to explore what is possible. The results show that many growers can already take meaningful and financially sound steps toward sustainability in the short term. This helps keep locally grown products fresh, high-quality and affordable.

For Albert Heijn, this is an important step in achieving its target of a 45% CO₂e reduction by 2030 (compared to 2018) across the entire supply chain. 

Working together across the supply chain
Each partner brings valuable expertise to this shared effort. Bakker Barendrecht and Eneco have worked with nearly all participating growers to identify which sustainable solutions fit their greenhouse operations. Eneco offers the technical expertise and guidance to help growers optimize and improve their energy consumption, including in areas where grid congestion poses challenges.

Albert Heijn supports growers through long-term partnerships that strengthen the supply chain. Innovation, sustainability and transparency remain central to this approach, helping ensure that quality, affordability, availability and sustainability go hand in hand.


A clear roadmap for growers
The core of the approach is the AgroEnergy Green Plan, a step-by-step plan that provides growers how much energy they use and which sustainable solutions match their situation. By managing energy in smarter ways, sustainable horticulture becomes technically achievable.

Growers also receive support in making the best use of subsidy programs. This helps them modernize their operations without putting pressure on the affordability or availability of locally grown vegetables and fruits.

“Based on our mission, ‘together we make eating better the easy choice. For everyone’, Albert Heijn believes in the power of collaboration to make a positive impact, not only for our customers but also for our partners throughout the supply chain," says Rob Heesen, Director of Partnerships & Business Development at Albert Heijn. "We can be truly proud that together we're demonstrating that it's possible to make things more sustainable and guarantee food security."

"Eneco is deeply committed to greenhouse horticulture," says Dick Velings, Director of Strategic Growth at Eneco. “Through our subsidiary AgroEnergy, we've been passionately working with growers to make the sector more sustainable for over 15 years. This partnership with Albert Heijn allows us to radically accelerate this process and, together with Bakker Barendrecht and the growers, also embark on a path to carbon neutrality.”


Sector-wide movement 
The Dutch government also sees sustainable horticulture as an important opportunity. The cabinet is investing €200 million to help the sector become climate-neutral by 2040.

On Monday, November 24, Albert Heijn met with growers, industry organizations, NGOs, research institutes, businesses and government representatives during a stakeholder meeting hosted by cucumber and bell pepper grower Reijm & Zn. The discussion focused on both possibilities and challenges in the sector’s energy transition with a clear message: it can be done.

"Greenhouse horticulture is a vital sector, and one where there's much to be gained through sustainability. It's therefore wonderful to see Albert Heijn, Bakker Barendrecht, and Eneco committing to sustainable vegetable cultivation. Initiatives like this demonstrate that we're building the sustainable, prosperous economy of the future together," says Sophie Hermans, Minister of Climate and Green Growth. 

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


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


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

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


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


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


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

Delivering value through price investments and price favorite products every day

As customers continue to feel the pressure on their household budgets, together with our brands, we remain focused on prioritizing price investments as well as increasing the amount of price favorite products to meet the ask for high quality and affordability. For example, Stop & Shop’s new “Good Things Are in Store” campaign highlights its commitment to value and trust. With local price investments expanded to 88 more stores in Massachusetts and improved in-store service, customers are saving more.

Across Europe, we have added 167 new products for joint sourcing, including 100 products in the price favorite range. In fact, our European brands now offer at least 900 price favorite products across their assortments. Across the pond, the U.S. has introduced 300 new own-brand products. In both regions, own-brand sales continue to outpace the rest of the store, driving loyalty and delivering value while ensuring high quality and affordability. 

Expanding online growth through seamless shopping experiences, innovation and AI

From unified digital platforms to smart assistants and cutting-edge tech hubs, we're enhancing convenience, personalization, and operational efficiency across our markets. In the U.S., Hannaford launched PRISM, marking the completion of Ahold Delhaize USA’S (ADUSA) unification of all five U.S. brands under one digital platform. Customers now benefit from expanded payment options like EBT and Apple Pay, plus smarter substitutions enhancing convenience, personalization, and control across all U.S. banners. 

We see many opportunities to accelerate AI across every domain of our business. Our brands are building foundational AI platforms that will enable future scaling of winning AI solutions. For example, at Albert Heijn, the AI-powered assistant Steijn, now helps millions of customers answer the daily question “What’s for dinner?” by suggesting personalized recipes and step-by-step guidance.

Additionally, our teams are scaling the proprietary retail media platform, Edge, to our U.S. brands in the coming year. As retail media grows in impact, this move supports more relevant customer experiences and new revenue opportunities. Edge enables on-site display, sponsored search, and in-store digital screens, and has already delivered strong results across several European brands. 

Strengthening market presence and preparing for growth

In the U.S., Food Lion also launched omnichannel remodels at 153 stores in Charlotte, North Carolina, enhancing convenience with updated assortments, self-checkouts, and integrated e-commerce options through Food Lion To Go. Now, construction is underway on 92 additional stores in Greensboro, scheduled to open in 2026. To meet growing capacity demands and support future growth, ADUSA announced plans to build a new, tech-enabled distribution center in North Carolina.

In Europe, we are expanding our reach and improving store experiences. Albert Heijn opened 14 new stores this year, including four in Belgium, and had remodeled or relocated over 40 stores. Delhaize Belgium is also preparing to open eight new supermarkets in early 2026 under its affiliate model and expects to complete the transaction of Delfood early next year, further strengthening its position in the Belgian convenience market.

Continuing to advance health, sustainability, and community impact

We remain committed to building healthy communities and a healthier planet. This quarter, Delhaize Belgium introduced a range of hybrid protein products combining the familiar taste of meat with the benefits of plant-based ingredients, following Albert Heijn earlier this year. Delhaize is also reformulating its canned vegetables to remove added salt, a concrete step toward improving nutritional value of own-brand products. In the U.S., ADUSA joined forces with Danone North America and The Nature Conservancy to reduce methane emissions from yogurt production over the next five years which is part of our broader effort to decarbonize operations and promote regenerative agriculture.

This quarter we also saw the launch of the Healthy Future Academy, a new learning platform that helps associates integrate health and sustainability into their daily work, from farm to plate.

For more information on our Q3 2025 financial results, check out the video below and this webpage:

Our brands have several initiatives in which they work with suppliers to drive reductions in scope 3 emissions while trying to build a more sustainable and resilient food system.

How Ahold Delhaize USA is partnering with suppliers
Just last month, Ahold Delhaize USA (ADUSA) introduced their partnership with Danone North America and The Nature Conservancy, kicking off their first dairy-focused pilot, aiming to reduce methane from yogurt production over the next five years. Additionally, ADUSA is partnering with other major suppliers to reduce greenhouse gas emissions and support regenerative farming across the country. With Kellanova and Bartlett, ADUSA is piloting regenerative wheat farming in North Carolina to improve soil health and resilience, with products like Cheez-It® and Club® crackers soon reaching shelves.

Together with General Mills, ADUSA is co-investing in supply sheds across Kansas and Saskatchewan, bringing regenerative practices to 70,000 acres of wheat and oat farmland by 2025. And with Campbell’s, ADUSA launched a three-year potato farming initiative across 1,000 acres in three states, helping farms adopt practices such as cover cropping, nutrient management, and renewable energy. Each of these collaborations provide valuable experience and demonstrate how working with suppliers at the source can drive reductions of their emissions and our scope 3 emissions. Read more about these initiatives here.


Initiatives driving sustainable agriculture and collaborative decarbonization
Across Europe, Ahold Delhaize’s brands are advancing collaborations that support farmers and suppliers, reduce emissions, and support more sustainable practices. To support suppliers in their decarbonization processes, Ahold Delhaize’s European brands launched open-source climate hubs last year, online platforms where suppliers can access guidance, training, and resources such as the Greenhouse Gas Protocol to measure and reduce value-chain emissions (scope 3).

In the Netherlands, Albert Heijn’s Better for Nature & Farmer program engages nearly 1,200 farmers and growers through multi-year partnerships focused on revenue models, animal welfare, and guaranteed offtake. In 2023 the program was opened up to other stakeholders as an independent foundation. Albert Heijn also co-developed the WWF Basket approach with WWF NL, aiming to halve the ecological footprint of the Dutch food system by 2030.

In Belgium, Delhaize introduced the Cultivation Academy earlier this year in collaboration with produce supplier Bakker and agricultural expert Arvesta. This initiative empowers local growers to adopt regenerative agriculture practices, improving soil health, biodiversity, and water efficiency, while offering consumers vegetables with a smaller ecological footprint. To support farmers in this transition, Delhaize provides additional compensation models, ensuring sustainable practices remain economically viable.

And because working together better positions us to enable progress, Ahold Delhaize also launched the Healthy Future Academy, an internal learning program designed to equip associates with the knowledge, skills, and confidence to further integrate health and sustainability in their daily work.   


Further information
For more information and resources, see the following:

• Ahold Delhaize’s 2024 Annual Report
• Ahold Delhaize’s Climate page
• Ahold Delhaize’s SBTi validated climate targets

Across Ahold Delhaize and our local brands, we aim to inspire customers and communities to engage in positive habits, by offering the right assortment, nudging them toward healthier lifestyles, and supporting them through education, inspiration and the use of technology. We are committed to making healthier choices more accessible and affordable, so they can become more easily attainable for all customers. 

Reformulating products and expanding healthier options
Our brands are continuously improving own-brand products by reformulating recipes and expanding healthier assortments. Because we manage these products within our value chain, we can directly make changes that support healthier choices. Our brands follow scientific nutrition guidance systems like Nutri-Score in Europe and Guiding Stars in the U.S., helping customers make informed decisions more easily.

For example, in 2024 Albert Heijn in the Netherlands, improved their own-brand products by reducing the equivalent of 72 million sugar cubes, 70,000 kilograms of salt and 240,000 kilograms of saturated fat compared to 2023. Additionally, Albert Heijn recently introduced 15 new products that combine animal- and plant-based ingredients. This mix provides a familiar taste and texture, with improved nutritional values (such as lower in saturated fat) and lower CO₂e emissions. In addition, they are priced the same or cheaper compared to their fully animal-based equivalents, making it easier for customers to choose more sustainably and healthier.

Secondly, Delhaize in Belgium recently announced that most of its own-brand range of canned vegetables (87%) will be free of added salt by 2026. While some products still require salt for preservation or taste, this significant shift is expected to reduce salt consumption in Belgian households by 7.71 tonnes.


Making healthier food more accessible
Affordability is key to enabling healthier choices. Among the 7,700 own-brand products our European brands offer at entry-level prices¹, many of them are healthier options. This helps make healthier food more accessible to a wider range of customers.

Earlier this year, Ahold Delhaize introduced 500 new own-brand products across Albert in the Czech Republic, Mega Image in Romania, Alfa Beta in Greece, and Maxi in Serbia. These additions allow our brands to offer high-quality, nutritious, and affordable options that meet local needs. At the same time, they help streamline production and distribution, supporting both efficiency and sustainability.

Encouraging healthier habits through loyalty and personalization
Helping customers build long-term healthier habits is a key focus. In Belgium, Delhaize’s SuperPlus loyalty program rewards customers with discounts on products that score A or B on the Nutri-Score scale. This encourages healthier shopping choices in a simple and direct way.

In Greece, Alfa Beta launched “Your personal dietician is here for you,” a personalized online platform that offers Mediterranean diet-based meal plans tailored to individual needs. Customers can order ingredients through the AB Eshop and earn AB Plus coupons for healthier purchases, making nutritious eating more convenient and rewarding.

In the U.S., Giant Food’s Giant Flexible Rewards loyalty program encourages more nutritious  choices by offering double points on products rated by the Guiding Stars nutrition program. Customers can redeem points for everyday essentials, making better shopping more accessible and rewarding.


Making healthier living part of everyday life 
Our brands also provide practical tools, education, and community support to help customers live healthier lives every day.

Our local brands in the U.S. offer free access to registered dietitians and online nutrition education. For example Hannaford’s Healthy Living video series can also help customers make informed choices in an engaging and accessible way.

In Serbia, Maxi is promoting healthy habits among children through its Healthy Food Every Day school program, developed in partnership with the Ministry of Education. Since 2023, the program has reached over 23,000 fourth-grade students across 235 schools, teaching them about nutrition, hydration, and physical activity through interactive lessons.

While in the U.S., Food Lion is also encouraging children to learn all about nutrition with Guiding Stars Nights. On select nights throughout the school year, local Food Lion stores transform into a real-life classroom where students and their families learn about the Guiding Stars nutrition program and how easy it is to locate wholesome and nutritious options rated ‘good, better and best’ in the store.

At Group level, Ahold Delhaize aims to amplify the work of our local brands and their local foodbank partners, by engaging in a partnership with the Global FoodBanking Network (GFN) – an international non-profit organization dedicated to alleviating food insecurity while reducing food loss and waste.

^{1 This figure is according to Ahold Delhaize's 2024 Annual Report (page 9).}

Reducing food waste across our brands 
By combining smart technology with a strong focus on sustainability, our brands are making real progress in reducing food waste. From intelligent order algorithms that optimize inventory, to creative solutions like turning left-over produce, or produce not fit for sale, into new dishes such as banana bread or cauliflower rice – we’re finding new ways to give food a second life. Here are more examples of how our brands are tackling food waste: 

• Last-Minute savings and tech-driven freshness: Products nearing their expiration date are offered at special discounts, giving customers great deals while preventing food from being wasted. A recent example of this is Albert Heijn’s newly launched Last Chance Bargains which uses smart technology in the AH app to bundle existing initiatives that offer extra discounts on products with a short shelf life or discontinued products. Albert Heijn also uses electronic shelf pricing which automatically marks down product prices as they near their expiration date, helping reduce food waste and offer better deals to customers.
• Diverting food from landfill: When food can’t be sold or consumed, our brands try to find alternative ways to recycle it, like turning it into animal feed, renewable energy, or industrial materials. For example, our brand Giant Food in the U.S. partnered with Divert to process nearly 80 million pounds of unsold food since 2022, preventing over 37,000 tonnes of CO₂e emissions. Their joint recycling program transforms unsold food into clean energy, helping reduce landfill waste and environmental impact. 
   

Fighting food waste and feeding communities  
Our great local brands do much more than sell groceries – many of them actively address food insecurity in the communities they serve by donating food, providing grants that address food insecurity and aim to ensure food is saved before going to waste. In 2024, our brands donated 75,000 tonnes of food waste or 25% of unsold food. Beyond these donations of unsold products, our brands also run a wide range of initiatives, such as Food Lion Feeds, Stop & Shop’s School Food Pantry program, The GIANT Company’s eliminating hunger initiatives, Giant Food’s community programs, and Hannaford’s food access initiatives. These programs often provide food or funding to strengthen community food access, complementing the direct donation of unsold products and ensuring support reaches those who need it most.  

At Group level, in 2024 Ahold Delhaize entered a partnership with The Global FoodBanking Network (GFN), an international non-profit organization dedicated to alleviating food insecurity while reducing food loss and waste. We’ve extended this partnership to continue supporting local communities through strong collaborations with organizations like Feeding America and the European Food Banks Federation. Together, we’re helping expand and strengthen food banks so more people have access to the food they need.  

Rethinking packaging for a circular future 
Within its own operations, Ahold Delhaize’s approach toward packaging is focused on own-brand products and their primary plastic packaging, as we have better influence over the related processes within the value chain. By eliminating unnecessary packaging, increasing recycled content, and shifting to reusable options, our brands are driving progress toward a more circular system.    

Guided by the Ellen MacArthur Foundation (EMF), together with our brands, we’re taking a full life-cycle approach to packaging. Here’s how we’re making it happen: 

1. Eliminate: We’re removing  unnecessary plastic through smarter design and innovation. This includes reducing packaging weight and exploring alternatives that maintain product quality without excess material. 

2. Shift to reuse: Moving beyond single-use, we’re exploring reusable alternatives.  

3. Shift to recyclable or compostable: Moving toward own-brand packaging that is recyclable or compostable in practice, not just in theory. In this sense, we analyze the availability of recycling infrastructure to choose packaging which have higher chances of being recycled.  

4. Decouple from fossil fuels: We’re cutting back on virgin plastic and using recycled content wherever possible. Additionally,  some of our brands are investigating renewable feedstocks from responsibly managed sources to rely less on plastic derived from fossil fuels. 
     

Just last week, our Belgian brand, Delhaize, shared that it has saved more than 3,668 tonnes of plastic – the result of more than 135 concrete initiatives since 2019. Read more about Delhaize’s work in reducing plastics here (translate to English).   

Since joining forces last year, Ahold Delhaize and GFN have helped provide the equivalent of 2.9 million meals. Through this partnership, we have supported GFN’s services to food banks in more than 50 countries, helping to strengthen and sustain their operations, including:
 

• Customized training and technical assistance: supporting food bank operations based on priority needs, fostering resilience, compliance, and sustainable growth.
• Knowledge sharing and peer network: facilitating the exchange of best practices, adaptable programs, and innovative approaches across borders.
• Capacity-building grants: fueling innovation and supporting growth in areas of efficiency, nutrition, and resilience.
• Agricultural recovery and sourcing partnerships: developing strategic sourcing partnerships across the supply chain to increase the distribution of nutritious foods, including the agricultural sector.

In addition to these efforts, our partnership has supported four local initiatives in various markets where Ahold Delhaize brands operate.

Greece: supporting the Athens Central Grocery Market surplus agricultural recovery program
Since September 2024, the surplus agricultural recovery program from the Athens Central Grocery Market (ACGM) has recovered and redistributed more than 75,934 kilograms of fresh produce from 29 market vendors. This initiative has reached 42,584 people through 87 local charities across the Attica region of Athens.

Distribution combines warehouse dispatch and direct delivery by volunteers, with partner charities becoming increasingly creative and efficient to manage the short shelf life of fresh produce. To balance demand, the food bank is expanding partnerships by engaging more charities and vendors, recently connecting with 23 new merchants – half expressing interest and two donating surplus food immediately. With ongoing community engagement through leaflets, newsletters, and in-person visits, the initiative is on track to meet its September 2025 goals of distributing 50,000 kilograms and engaging 20 vendors.
 

Romania: facilitating the expansion of the Bucharest Food Bank warehouse
The Bucharest Food Bank’s move to a new warehouse in September 2024 has enhanced its capacity to receive, store, and distribute food efficiently. The modern facility, featuring 224 m² of cold storage and energy-efficient systems, now supports over 57,500 people through 173 charitable organizations.

Since relocating, 14 new product donation contracts have been secured, increasing the amount of food recovered and redistributed. With quicker transportation routes and better loading facilities, they can now serve their beneficiaries more efficiently and reliably.
 

Indonesia: supporting surplus recovery activities for SOS Bali’s Healthy School Meals program
SOS Bali Food Bank’s Healthy School Meals program has served more than 19,466 nutritious meals to 517 children in two elementary schools since November 2024. Food recovery partnerships with hotels, suppliers, and local farms have rescued 3,550 kilograms of food—including 3,205 kilograms of fresh produce incorporated into these meals.

In addition to providing food, SOS Bali’s volunteers prepare, cook, and serve meals while also coordinating nutrition education, hygiene, and sports sessions—promoting healthy habits and wellbeing among the students.
 

United States: supporting Feeding America’s Food Rescue Challenge
In the United States, we supported Feeding America’s Food Rescue Challenge, aimed at securing 5 billion pounds (approx. 227 million kilograms) of rescued food annually. Our partnership helped secure investments necessary to sustain and scale the food rescue efforts, ensuring that food banks and partner agencies can effectively distribute resources within their communities.

“We’re grateful for the strong and positive collaboration we’ve built with GFN over the past year, and excited to continue this collaboration,” said Alex Holt, Chief Sustainability Officer at Ahold Delhaize. “By amplifying the impactful work our local brands have been doing for years—supporting food banks, reducing food waste, and caring deeply for their local communities—we are pleased to strengthen that impact by partnering with GFN and combining expertise, commitment, and shared purpose to create lasting impact across communities.”

Inspiring healthy habits to thousands of pupils
Maxi is committed to offering healthier choices across its stores and actively promotes the importance of balanced nutrition for a healthier lifestyle. Understanding that healthy habits begin early, the brand launched its Healthy Food Every Day school program in partnership with the Ministry of Education to encourage healthy eating among children.

Since its launch in September 2023, the program has reached fourth-grade students across Serbia, educating them on proper nutrition, hydration, and physical activity. It has visited 235 primary schools across the country engaging over 23,000 pupils through interactive and educational lessons and is set to continue next year.

Children’s responses to the program have been consistently positive, particularly for its interactive lectures. A highlight was the use of handheld voting devices, which allowed children to respond to pre-set questions such as “do you play any sports?” and “how often do you eat fruit?” making the experience both fun and informative. The insights gathered from this activity provided valuable information on students’ eating habits, later showcased at a public exhibition of the Healthy Food Every Day program held at the Kalemegdan Fortress in Belgrade.
 

Daily food donations make a lasting impact
Maxi has also been working diligently in its food donation efforts. In 2024 alone, nearly 2,000 tons of food was delivered to people in need through its donation programs. The importance of daily direct food donations carried out through the Food for All program at 14 locations across Serbia have been critical in its success. Nebojša Milosavljević, representative of Food Bank Vojvodina, comments “It is important for such support to be continuous and organized, as regular deliveries make a real difference in the lives of those who need help the most.”

“I would like to thank all our partners who support us in the programs we carry out for our community”, said Gorica Jovović, Brand President of Delhaize Serbia. “Both educating pupils about healthy nutrition and donating food to citizens would not be possible without all the teachers, schools, food banks, and humanitarian organizations. Our strength lies in the trust and partnerships we build - and we are committed to upholding this in the years to come.”

Supporting local producers and pesticide-free produce
Thanks to the strategic cooperation with more than 200 local producers of fruits and vegetables, Maxi customers have enjoyed a wide selection of locally sourced products at Maxi farmers’ markets over the past year. In addition, the company’s partnership with the Faculty of Agriculture has led to a significant expansion in the range of fruits and vegetables without pesticide residues. Since the launch of the Zero Residue program in 2022 – with just one supplier and seven products – the initiative has grown to include five suppliers and 17 certified products by the end of 2024. During that same period, the volume of Zero Residue products increased by an impressive 195%, reflecting both the program’s success and rising consumer demand for healthier, residue-free options.

Learn more about Maxi’s ongoing efforts in their 2024 Sustainability Report, available in Serbian and English. For more information and examples of our local brands’ approaches to healthier and more sustainable choices, please visit this page.

This update builds on last year’s establishment of W23 Global, a pioneering retail venture capital (VC) between five of the world’s leading grocery retailers: Ahold Delhaize, Tesco, Woolworths Group, Empire Company Limited/Sobeys Inc., and Shoprite Group. With a shared ambition to address several of the industry’s biggest challenges, from digital transformation to sustainability, W23 Global represents a unique collaborative innovation platform backed by US$125 million over five years. 

Transformative technologies for a smarter and safer retail future
Harmonya, based in New York, leverages AI to transform outdated and fragmented product data into rich, contextual, and actionable insights. By enriching product information, its platform allows retailers to offer more personalized and relevant shopping experiences, improving product discovery and enhance shopper satisfaction both in-store and online. 

Protex AI, based in Ireland, uses advanced computer vision to proactively identify and reduce safety risks across retail operations. Its privacy-conscious solution integrates with existing closed-circuit television (CCTV) infrastructure, helping retailers shift from reactive to preventive safety approaches. This creates safer, more efficient environments for employees and customers alike. 

Scaling innovation through collaboration 
“Innovation is no longer a nice-to-have; it’s essential to remain relevant in a fast-evolving sector,” said Ingrid Maes, CEO and Chief Investment Officer of W23 Global. “With W23 Global, we’ve created a global innovation platform that unlocks access to world-class start-ups, fosters shared learning between retailers, and delivers better and faster outcomes for all partners. Harmonya and Protex AI exemplify the kind of scalable solutions we want to champion. They provide solutions that solve real retail problems and contribute to more sustainable, customer-centric businesses. These investments are a testament to our commitment to driving meaningful change and shaping the future of retail through innovation.” 

Looking ahead, W23 Global will continue to explore emerging innovations in areas such as personalization, AI, computer vision, digital commerce, retail media, supply chain resilience, circular commerce, and emissions reduction. This collaborative platform allows Ahold Delhaize and its partners to build a collective vision, and help start-ups scale innovations that benefit customers, employees, and communities across the industry. 

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

We’re also proud to share that we have already reached e-commerce profitability for 2025, on a fully allocated basis. This demonstrates the strength and scalability of our omnichannel model. With the guidance of our Growing Together strategy – which we launched just over a year ago – see how our great local brands worked hard to be your trusted local food retailer this quarter.  

From double digit online grocery growth to a new AI assistant for colleagues  

We’re excited to see that customers are increasingly embracing the convenience of our brands’ omnichannel offerings (an integrated approach that combines both digital and in-store shopping experiences). For the fifth consecutive quarter, online grocery sales have surged with double-digit growth, proving that our digital and physical shopping experiences are working in harmony to meet customers’ evolving needs. More specifically, our online achievements have been driven by several factors including same-day models like click and collect and partnerships with DoorDash and Instacart, automating operations and leveraging retail media.

In Belgium for example, Delhaize has doubled its e-commerce capacity with a new €53 million distribution center. This expansion boosts weekly order capacity from 25,000 to 50,000, offering a faster, more accessible service. While Delhaize continues to enjoy strong in-store traffic, this investment strengthens its dynamic omnichannel strategy and refines its online approach.

In the U.S., Food Lion completed the rollout of our proprietary PRISM platform. PRISM enables faster, more tailored online shopping, helping customers easily find favorite products, activate digital coupons, re-order quickly, and choose delivery or pick-up with ease. In the second half of the year, PRISM is expected to launch at Hannaford, extending these benefits to even more customers.

Innovation is also accelerating in AI. At Albert Heijn, customers now have a smart kitchen companion: Steijn, the new friendly face of My AH Assistant. Steijn is already helping with everyday cooking questions and will soon offer even more practical support, in English and additional languages. Albert Heijn has also introduced an AI assistant (based on Gen AI) to help make the work of its more than 80,000 colleagues easier. It gives them instant access to key information so they can assist customers faster and more effectively.

Meanwhile, Maxi in Serbia launched MaxiGPT, an AI digital assistant that equips store associates with quick answers to essential daily tasks, making their work smoother and more efficient. At Albert in the Czech Republic, AI is being used at checkout counters to help store associates identify unpackaged items, improving accuracy and speeding up the check-out process. 

Capturing customer loyalty with price investments and innovative own-brand assortments

Ahold Delhaize has committed $1 billion in price investments in the U.S. over the next four years while also leveraging the strength of our own-brand portfolio. For example, in May, Hannaford rolled out price cuts on approximately 2,500 center store, own-brand items in Massachusetts, supported by a targeted omnichannel marketing campaign and leveraged the Hannaford My Rewards loyalty program. The investment is already showing promising results, with center store, own-brand sales modestly outpacing the rest of the store.

Own-brand assortments, exclusive to our brands’ stores, are a key differentiator, helping drive customer loyalty and providing great quality at unbeatable prices. When looking at our own-brand assortments, so far this year we have introduced 300 new own-brand products in the U.S., and in Europe, we have added 167 new products for joint sourcing, including 100 products in price favorite range. 

Additionally, in the Netherlands, Albert Heijn introduced 15 new products that combine animal- and plant-based ingredients. These products offer a familiar taste and texture, with improved nutritional values (such as lower saturated fat) and a lower carbon footprint. They are also priced the same or cheaper compared to their fully animal-based equivalents. In addition, Albert Heijn developed more than 100 products with circular ingredients. Together, this represents an annual reduction of 5 million kilograms of food waste within its supply chain.

For more information on our Q2 2025 financial results, check out the video below and this webpage:

The Summit opened with a warm welcome from CGF Managing Director Wai-Chan Chan and Board Co-Chairs Frans Muller, President & CEO of Ahold Delhaize, and Dirk Van de Put, Chairman & CEO of Mondelēz International. Together, they reflected on the coalition’s progress over the past two years and emphasized the importance of continued collaboration to address shared global challenges – from sustainability to consumer trust.

A standout moment was the keynote speech by Her Majesty Queen Máxima of the Netherlands, who highlighted the central role of financial wellbeing for individuals in business success. She cited the Netherlands’ National Coalition for Financial Health, which aims to halve the number of financially vulnerable households by 2030, as a leading example. She urged companies to adopt similar efforts, focusing on early detection of financial stress and offering support to employees. Queen Máxima also called for stronger collaboration in building circular economies, referencing initiatives like the CGF’s Food Waste and Plastic Waste Coalitions, and spotlighted Dutch innovators such as InstockMarket and Avantium for their work in reducing waste and developing bioplastics.

CNN journalist and geopolitical analyst Fareed Zakaria brought a broader lens to the Summit, describing how the post-Cold War rise of globalization, technology, and social mobility has sparked not just growth but also cultural and political backlash. He pointed out that the biggest divides today aren’t between left and right, but between open and closed mindsets – shaped by education, geography, and worldview. Zakaria warned of the growing pressure on liberal democracy, and encouraged leaders to focus on deeper thinking rather than constant reaction. “Don’t confuse motion with progress,” he said – a reminder especially relevant in today’s fast-moving world.

Day two of the event turned attention to pressing social and environmental issues. Former UK Prime Minister Theresa May, now Chair of the Global Commission on Modern Slavery and Human Trafficking, joined IGA CEO John Ross in calling on companies to embed Human Rights Due Diligence throughout their supply chains. Sessions highlighted how predictive commerce and AI-driven customer journeys – showcased by Walmart International, Accenture, Nestlé, JD.com, and Ocado – are transforming retail. Carter Roberts, WWF US CEO, also emphasized the need to redesign the global food system, while the launch of CGF’s Climate Transition Coalition underscored industry momentum on climate action.

On day three Albert Heijn took the spotlight. Sonja Boelhouwer, Chief Operating Officer, and Noortje van Genugten, VP Products Operations, gave an energizing presentation on how Albert Heijn is using technology to promote healthier eating. They shared innovations such as dynamic markdowns to reduce food waste, the Scan & Kook (Cook) feature to inspire quick healthy meals, and Steijn, a new AI-powered assistant helping customers make better food choices.

Ahold Delhaize , CEO Frans Muller and CSO Alex Holt also participated in live (podcast) interviews with Omni Talk Retail. Frans highlighted the company’s focus on scalability and innovation to enhance customer experience and sustainability while Alex shared her knowledge on how retailers can implement sustainability practices on a large scale. Frans, together with Claude Sarrailh, CEO Ahold Delhaize Europe & Indonesia, attended the Going for Gold lunch where they heard from Olympic athletes and discussed the parallels of what is needed to drive change and innovation both in sports and the business world. Frans also attended the Inclusivity Lunch where practical learnings on creating better accessibility for consumers with a disability were shared.

Launch of the Common Data Framework
Another key highlight from the Summit was the launch of The Consumer Good Forum’s Common Data Framework. With retailers using different metrics, formats and methodologies, the framework offers retailers common standards to help reduce inefficiencies and align industry efforts in data collection, particularly surrounding emissions and deforestation.  

The Summit concluded with the official leadership handover at CGF. Frans Muller and Dirk Van de Put passed the Co-Chair baton to Ramon Laguarta, Chairman & CEO PepsiCo, and Ken Murphy, Group CEO, Tesco. The CGF sincerely thank Frans for his dedicated leadership and the lasting impact he has made at the CGF. Ahold Delhaize remains fully committed to the Forum’s mission of driving positive change – together with our partners, for people and the planet.

May 27, 2025 – Delhaize Belgium has made extraordinary strides to improve customer reach, by doubling its capacity for online services. The opening of its new distribution center provides faster and more accessible services for customers.  This project has a financial investment of €53 million and is a clear indication of the commitment Delhaize Belgium has made to its customers. Our great local brand enjoys a high percentage of physical in-store visits but this increase in online capacity will complement the dynamic omnichannel approach; while revisiting and refining its online strategy to better meet the needs of affiliates. This investment demonstrates how Delhaize Belgium is delivering to the strategic priorities of Ahold Delhaize: portfolio and operational excellence as well as vibrant customer experiences. Both of which are integral to the success of the Growing Together strategy.  

In recent years, Delhaize has seen unprecedented growth in online sales of its products. By responding swiftly and effectively to this shift, Delhaize has maintained its position as the leader in food delivery in Belgium. To continue this momentum, meet the ever-growing demand, and provide even better service, this brand-new distribution center has opened in Forest. This facility is exclusively dedicated to preparing online orders and complements the existing infrastructure, such as the Puurs site and regional centers in Ghent and Liège.   

Delhaize is committed to making its operations a driver of innovation, expansion, and sustainability.   

Strong ambitions for the future of food e-commerce   
In collaboration with Montea, Delhaize intends to double its e-commerce capacity with this strategic €53 million investment—from 25,000 orders to 50,000 orders per week. Given the growing demand, the Puurs distribution center was already operating at full capacity. The opening of the Forest site will significantly increase product availability and improve the customer experience.   

The Forest site, inaugurated on May 12 in the presence of Deputy Prime Minister and Minister of Economy, Employment, and Agriculture David Clarinval, along with Forest Mayor Charles Spapens and Drogenbos Mayor Alexis Calmeyn, is perfectly suited to house a distribution center. The location brings Delhaize even closer to its customers in the Brussels region, who account for a large portion of Delhaize’s digital commerce. 

With this expansion, Delhaize also aims to face competition head-on, including international rivals, through ambitious innovation and bold investments.   

“We have always been at the forefront of food delivery, and this center is further proof of our commitment to providing customers with fast, quality, and sustainable service. Customers combine their online shopping with in-store visits. This hybrid approach allows us to attract new customers, especially younger generations and families with children, while strengthening loyalty to Delhaize—whether for stores or e-commerce,” says Xavier Piesvaux, CEO of Delhaize.   

“We’re observing significant increases in order frequency, retention rates, and customer satisfaction for this service. This opening is one key element in the digital and logistical evolution of Delhaize. Another is the free order fees for Collect services. The shared goal is to ensure a seamless and complete experience for our customers, whether they choose to shop online or visit our stores,” adds Jennifer Nemry, VP of e-commerce & Data at Delhaize.   

Job creation   
Logistics partners operating within the new distribution center will generate nearly 400 jobs over time. Drivers, order pickers, administrative staff—all teams will combine efforts to ensure fast and efficient service for Delhaize customers purchasing online.   

“I welcome the opening of this new distribution center, which perfectly illustrates how adapting to new economic realities can lead to the creation of tangible jobs. With more than 400 positions on offer, this project demonstrates that it’s possible to enhance competitiveness while creating new professional opportunities right here in the heart of the city,” says David Clarinval, Deputy Prime Minister and Minister of Employment, Economy, and Agriculture.    

A sustainable and efficient model   
Delhaize integrates sustainable solutions throughout its activities, especially in the development of its e-commerce operations. In Brussels, high population density and proximity to customers optimize deliveries by reducing traveled distances. Smart route planning and the use of electric vehicles minimize the carbon footprint of the “last mile.”   

Beyond its strategic location, the Forest distribution center, designed with Montea, adheres to the strictest environmental standards.   

During demolition works, materials were reclaimed, recycled, and reused. The building is gas-free thanks to heat pumps and utilizes rainwater for sanitary installations. Smart skylights optimize natural lighting, while residual heat from cooling systems is reused to heat the facility. The roof combines green spaces with solar panels. Finally, the Forest center optimizes deliveries in the Brussels region, ensuring fresh products through reduced transit times and efficient logistics

To explore the role of food banks and the power of strategic partnerships, Ahold Delhaize interviewed Ignacio Gavilan, GFN’s Food Systems Partnerships Senior Director. With over 20 years of experience advising businesses on sustainable supply chains and ESG, he shares his insights on the importance of food banks, the value of partnerships like the one with Ahold Delhaize, and the innovations shaping the future of food recovery and redistribution.

What is the purpose of The Global FoodBanking Network? What role does it play in promoting food security and reducing food loss and waste globally?

Our mission at The Global FoodBanking Network is to nourish the world’s hungry by uniting and advancing food banks around the world. Today, we work with 64 food banking organizations in 54 countries. Our goal is always to help them to grow, expand and enhance the quality of the services they provide to people facing food insecurity. In 2024, our food banks provided food to more than 40 million people and we’re working towards a goal of feeding 50 million people by 2030.

Given your extensive experience with food systems, what first inspired you to get involved in these critical global concerns?

As Director of Sustainability at the Consumer Goods Forum for nine years, I worked closely with the top fast-moving consumer goods (FMCG) companies on issues like deforestation-free commodities, plastic pollution, food waste and the decarbonization of food supply chains. Of all these, I found food waste reduction to be the most cost-effective and impactful solution available to decarbonize our activities and alleviate hunger.

How does the collaboration with Ahold Delhaize support GFN's purpose and strengthen its efforts?

Ahold Delhaize’s contributions to GFN are what allow us to provide the training and technical support that helps food banks grow around the world. But the relationship goes deeper than that. It facilitates and strengthens Ahold Delhaize's brands’ efforts with local food banks. Product donations are critical to food banks, and their partnerships can ensure that products reach food banks, meet high standards of food safety and product tracing, and share our mission of reducing food waste and feeding those in need.

What are the most significant changes you have seen in the way global food systems address food waste and hunger, and where do you see the partnership with Ahold Delhaize driving future progress?

We’ve seen some progress on the global stage, but not nearly enough. We research food laws around the world, and there’s a lot more that lawmakers could do to enable food donation and reduce food waste. Things like dual-date labeling – providing a “Best before” label for food quality in addition to a “Use by” label for food safety – and tax incentives for donating food can really increase food recovery and redistribution. A change in consumer mindset is also important. So much food that ends up in landfill is perfectly fit for human consumption. And even once it passes that point, there’s a lot we can do to reduce the environmental impact of food waste – like turning it into animal feed or compost. By working with food banks, Ahold Delhaize is demonstrating that just because a product is unsellable, it still holds value.

What are some of the key challenges you see in addressing food insecurity and food waste?

Major companies can get more involved in food loss and waste. One example is collaborative agreements that bring together the private sector with NGOs and the government to report their food waste metrics and set goals for reduction. Agreements like this exist across Europe and in countries like Mexico and South Africa – proving to be effective. Looking more broadly, the large cuts to foreign aid (especially USAID) will worsen food insecurity in places where hunger is severe. The cuts have not yet directly impacted The Global FoodBanking Network or our members, but we expect demand for food assistance to increase in places where aid cuts were most drastic.

What opportunities do you see for food retailers and manufacturers to make progress in future?

We continue to see progress from retailers and manufacturers in responsibly managing food waste in their own facilities. Going forward, I see opportunities to work with suppliers to ensure that we’re reducing food waste – and donating what can no longer be sold but is still safe to eat – along every link in the supply chain.

What advice would you give to people who want to get more involved in tackling food waste and hunger, both in their professional roles and in their personal lives?

Remember the importance of ongoing, small wins to keep demonstrating the ability to change. Small actions around our lives relating to our purchasing habits, the way we discard food, or how we plan our events are important. When it comes to radical change in transparency and accountability, I remain very optimistic.

GFN 2024 Annual Report

To learn more about GFN’s impact, explore their 2024 Annual Report, which highlights key achievements such as serving 40 million people, preventing 1.8 million metric tons of carbon emissions, and supporting 76,000 community organizations. 

SBTi framework
SBTi is a corporate climate action organization that enables companies and financial institutions to play their part in combating the climate crisis. It helps companies determine a pathway for reducing their GHG emissions in line with the Paris Agreement goals. The SBTi is founded by, amongst others, the United Nations Global Compact and WWF.
 

Our climate approach
As food retailers, we are aware of how climate change impacts the way food is grown and will change our business, both now and in the future. From how and where products are produced and sourced, to what our brands’ stores look like, and how we heat or cool them. A healthy planet is a key component of our Healthy communities & planet strategic priority, and our approach to addressing climate change in our company focuses on both the impact of climate change on our business, and how our business activities impact the climate. For us, this means providing affordable, healthy food while partnering to drive decarbonization, protect nature and reduce waste.
 

Emission reduction targets
For companies, there are three scopes that together encompass their total carbon footprint. Scope 1 and 2 involve the carbon emissions of a company’s own business. For Ahold Delhaize and its brands, these GHG emissions mainly entail our own energy consumption, leakages from the refrigeration systems in stores and distribution centers, as well as owned transport. Scope 3 entails the GHG emissions of our value chain. This involves amongst others the carbon footprint of (the production and transportation of) all products that are sold in our stores or on our online platforms.
 

An overview of our targets

^{*for FLAG emissions, the target includes FLAG emissions and removals. 
The near-term (2030) reduction targets cover 67% of purchased goods and services emissions, 0% of franchises and investments emissions , and 100% of emissions under capital goods, fuel and energy related activities, upstream transportation and distribution, waste generated in operations, business travel, employee commuting, use of sold products, and end-of-life treatment of sold products. The long-term (2050) reduction targets cover 90% of purchased goods and services emissions, 0% of categories 14 and 15, and 100% of emissions under the remaining scope 3 categories.}
 

Implementation of no-deforestation on total assortment
In alignment with the SBTi FLAG Guidance, Ahold Delhaize also aims for no deforestation across our primary deforestation-linked commodities (e.g. soy, palm oil, wood fiber, cocoa and coffee) with a target date of December 31, 2025.[2] 

To date, we have focused on aiming to be 100% deforestation and land conversion free in own-brand products containing soy, palm oil, wood fiber, cocoa, coffee and tea by 2025. We achieve this by:

• Sourcing own-brand products containing coffee, cocoa, palm oil and tea that are, as much as possible, certified against an accepted standard.
• Sourcing high-risk (South American) soy volume in own-brand supply chains covered by accepted physical certification or credits.
• Sourcing own-brand wood fiber-based products and packaging either certified against an accepted standard, classified as low-risk or recycled.

The requirements for accepted standards and credits are set out in our 2024 Annual Report.

While we have made good progress on no deforestation for our own brands (refer to our 2024 Annual Report), achieving no deforestation for our whole assortment is a challenge. We are activating all levers available to us, including supplier and industry engagement, sourcing strategies, and alignment with the European Union Regulation on Deforestation-free Products (EUDR). Progress towards whole assortment deforestation-free requires industry change and brining stakeholders across our value chain along on the journey. We will continue to include updates on our progress in our Annual Report.
 

Way forward
While we have done a lot of work in the past years to establish reduction targets and our climate approach, the exact road to net-zero is not clear yet. We will keep refining our approach as more information – for example from suppliers, or updated SBTi guidance– becomes available. We will keep you updated on our progress, and share our learnings and challenges as we go forward.

To learn more about our plans, please visit our annual report.  

[1] Net-zero emissions are achieved when anthropogenic emissions of GHGs to the atmosphere are balanced by anthropogenic removals over a specified period (IPCC, 2018). Ahold Delhaize will make use of removals to the extent permitted by SBTi.

[2] Commodities and products in scope of the European Union Regulation on Deforestation-free Products will have to meet the corresponding timelines.

Working for more sustainable, local agriculture
With the Cultivation Academy, growers will receive guidance and support in adopting regenerative agriculture practices. The goal of the academy is to bring Belgian growers together so they can share knowledge and experiences to improve and optimize their cultivation methods.

Delhaize strongly believes in the power of collaboration. By working with local farmers, the brand contributes to the shift toward a more sustainable agricultural sector and supports Belgian consumers in making more environmentally conscious choices. The seasonal vegetables offered by Delhaize are not only good for personal health but also for the planet. Regeneratively grown produce promotes biodiversity and strengthens soil health.

Sustainable growth
For Delhaize, sustainable growth means reducing the environmental impact of agriculture. Because every field, crop, and farm have unique needs, the brand takes a tailor-made approach to working with growers. The Cultivation Academy supports farmers in transitioning to more sustainable practices, such as planting cover crops and using water more efficiently. Regenerative agriculture is at the core of this strategy—a farming method that not only respects nature but actively restores and enhances it.

As farmers adopt regenerative methods, they implement new techniques and technologies that can initially result in higher costs or lower yields. To encourage the transition, the partnership includes an additional compensation model for participating growers.

“As a grower, I’m proud to host this training in my fields and to learn more about regenerative agriculture alongside my colleagues. Using natural fertilizers helps store carbon in the soil more effectively, which is an ecological benefit. We’re given tools to monitor soil health and take direct action ourselves. At every step, we consider the impact on the soil and the plant—because without plants, there are no vegetables.

For me, it’s a true win-win: I manage my land more sustainably while still achieving good yields, and I contribute to more sustainable vegetables on supermarket shelves,” says Gilke Croket, grower and Cultivation Academy participant.

“By applying regenerative techniques, we ensure that the vegetables produced by our growers are not only nutritious but also contribute to healthier soil and a more sustainable ecosystem. This benefits not just today’s consumers, but future generations as well,” says Inge De Paepe, Sustainability Manager at Delhaize.

More about Bakker Belgium
Since November 2019, Bakker Belgium has been a strategic partner of Delhaize. As part of the Greenyard Group, it supplies a large portion of the fresh fruit and vegetable range to Delhaize’s distribution centers. Their shared ambition is to increase fruit and vegetable consumption for a healthier future while creating a more sustainable food supply. Bakker Belgium has sister companies in the Netherlands (Ridderkerk) and the Czech Republic (Divisov), which also serve Ahold Delhaize. Find more information here.

Learn more about Arvesta
Arvesta is building the agriculture of tomorrow in a sustainable way through its unique expertise and smart farming innovations. Active in animal nutrition, agriculture, horticulture, and retail, Arvesta helps farmers grow and increase their yields. With more than 2,300 experts and 40 strong brands, Arvesta serves as a knowledge center for both farmers and consumers. As a full-service provider for farmers and growers, Arvesta is a leading player in Belgium and operates internationally in the Netherlands, France, and Germany. Find more information here.

Highlights from bol’s 2024 report 
The report reflects bol’s mission to make more sustainable choices easier for customers and partners, while continuously improving the platform’s own operations. “We’ve made great progress, but there’s still a lot to do,” says Dennis van den Berg, Head of ESG at bol. “We must continue to learn, continue to improve. Sustainability is not a KPI that you check off. It’s a responsibility that we must take seriously every day.”  A number of highlights from the report are included below: 

Reducing environmental impact  
Bol is focused on reducing the climate impact of its operations through various initiatives, including cutting emissions from its logistics and packaging. 

• In 2024, 9% of items were shipped without an outer box, resulting in a reduction of 4 million kg cardboard. Bol also uses recycled cardboard to reduce waste. 
• Bol converted two packaging machines to “Folding Green Machines”, which reduce carbon emissions per package by approximately 28%. The brand plans to convert more machines in 2025 to further reduce cardboard and glue usage.  
• Overall, carbon emissions per package decreased by over 5% compared with 2023.  

Supporting the circular economy  
Bol is making strides by introducing and expanding circular propositions, with a focus on extending the life of products through initiatives like second-hand sales, product repair and refurbished electronics. 

• In 2024, 159,000 broken products were sent in for repair, of which 90,000 were repaired and given a second life (the rest were recycled). 
• The brand also launched its refurbished electronics proposition, including smartphones, tablets, laptops and smartwatches. 
• Bol is collaborating with quality partners to ensure refurbished items meet high standards, including rigorous quality checks and a two-year warranty. 
• For 2025, bol plans to further expand its refurbished assortment by adding more partners and product categories. 

Collaborating with suppliers to reduce emissions  
Bol recognizes the critical role of supplier collaboration in achieving broader climate goals, and is actively engaging with suppliers on this topic.  

• The brand is working with suppliers to reduce carbon emissions, acknowledging that 80% of emissions come from the top 250 suppliers.  
• Bol launched the Climate hub (“Klimaathub” in Dutch) to help suppliers calculate, set and report on Science Based Targets initiative (SBTi) goals for their carbon emissions.  
• In 2024, bol’s largest suppliers shared information about their emissions, providing a better understanding of the total carbon emissions within their supply chain. 

Promoting social impact and inclusion 
Bol is committed to creating positive social impact through various initiatives focused on enhancing inclusion and equity. 

• The Bollebozen program aims to improve language, reading and digital skills among children. In 2024, this program reached over 800,000 children and their caregivers. 
• The brand donated over 441,000 books to children in the Netherlands, Belgium and Suriname. 
• Bol is focused on increasing diversity and inclusion in its workplace, with programs like Women in Product & Tech and Women in Leadership. The proportion of women in leadership positions increased to 43.4%, and women in Tech roles reached 28%. 

Working towards a more sustainable assortment 
Bol continues to develop ways of guiding customers towards more sustainable choices.  

• The platform is increasing the visibility of products with the “Goede Keuze” (good choice) label, which helps customers identify products with significant sustainability advantages over comparable items – such as recycled materials or the Fairtrade hallmark. 
• In 2024, there were 1.5 million “Goede Keuze” products on the platform. 

For the first time, bol’s 2024 Impact Report aligns with Corporate Sustainability Reporting Directive (CSRD) standards, offering more transparent insights into key topics such as the environment, human rights, diversity and working conditions. Read the full report here

Personalized value is a critical driver of loyalty. Each year, our brands provide billions of tailored offers to customers, enhancing their shopping journeys with hyper-personalized promotions and unique, shoppable content. By leveraging innovative technology, we’re evolving our loyalty programs to meet customers where they are – both in-store and online.

Taking a digital-first approach to loyalty
With a digital-first approach, we’re transforming how customers interact with our brands, aiming to increase omnichannel loyalty sales penetration to over 80% by 2028. We’re also transitioning loyalty members from physical cards to digital apps, targeting 30 million monthly active users by 2028. These efforts allow us to create seamless, data-driven experiences that bring even more convenience and savings to our customers.

Investing in a winning customer value proposition
Loyalty and membership programs allow us to provide meaningful savings for our customers and get relevant consumer insights that help us to personalize offerings and promotions. By working closely with our brand teams, we have developed a strong set of strategic levers to increase own-brand share towards 45% of total store sales, expanding healthy sales beyond own-brand products, and optimizing assortments and promotions. By continuously evolving our loyalty programs, we ensure that customers receive exceptional value, convenience and personalized experiences that keep them coming back.

Receiving industry recognition in the U.S.
Our brands’ loyalty and membership programs have already garnered industry recognition, winning various awards in recent years. In the U.S., our great local brands Food Lion, Giant Food, and Stop & Shop have all received the “2024 America’s Best Loyalty Program” award.

Meanwhile at Hannaford, the “My Hannaford Rewards” program has been named one of America’s Best Loyalty Programs for 2025 by Newsweek. Their list of 275 programs from various industries is based on the results of an independent survey of more than 4,000 U.S. customers.

Reaching milestones in Europe

In the Netherlands, Albert Heijn’s Premium program reached one million subscribers in 2024 – a significant milestone that demonstrates the strong demand for tailored, value-driven shopping experiences. Launched in 2021, premium membership offers customers benefits such as 10% discounts on all organic products, including it’s own-brand AH terra line,, personalized bonus offers, and accelerated savings in loyalty programs to encourage healthier and more sustainable shopping choices.

Delhaize’s SuperPlus loyalty program has become a true success story in Belgium. With over 3 million subscribers, it now reaches one in three people in the country — and the impact is clear. SuperPlus members account for an impressive 70% of Delhaize’s total sales.

But it’s not just about loyalty — it’s about healthier choices too. Through SuperPlus, customers benefit from 10% discounts on products with an A or B Nutri-Score, encouraging better eating habits. While the program used to include dry foods, the focus has now shifted to the core of a healthy diet: fresh fruits and vegetables, along with dairy, and bakery items.

In the Czech Republic, our local brand Albert recently enhanced its “My Albert” loyalty program to further strengthen customer engagement and support healthier shopping habits. New features include weekly personalized rewards, bonus incentives, a 15% discount on Nature’s Promise—one of Albert’s leading Own Brand lines—and the ability to earn credits by purchasing selected healthy products each week. The program also gives customers the option to donate their rewards to the Albert Foundation, with over CZK 1 million donated since October 2024.

Our loyalty programs – and the recognition our loyalty programs are receiving – are testament to our commitment to delivering personalized value and everyday low prices to our customers.

This quarter brought its share of challenges related to ongoing geopolitical and macroeconomic volatility. In these times, our brands stay fiercely committed to serving our customers and communities, focusing on targeted efforts in pricing, own-brand expansion, and more. Whether responding to the evolving needs of customers, supporting communities in times of hardship, or driving innovation in food retail, we’re proud of the impact our teams continue to make every day.

Leveraging scale to make local impact

This quarter marked an important milestone in our growth journey with the completion of the acquisition of Profi Rom Food SRL. This move doubled our retail footprint in Romania, enabling us to deliver even more value, variety, and convenience to customers. It also demonstrates our commitment to use our collective strengths to grow in markets where we already operate, while deepening our connection to local communities.

Our commitment to people and communities was further recognized in January, when the Top Employers Institute (TEI) certified Ahold Delhaize Group and all our U.S. brands, alongside several of our European brands as Top Employers. This reflects our dedication to creating a purpose-driven, supportive environment where associates are empowered to thrive. In February, we were proud to be named among the top 1% of employers globally, receiving the prestigious Leading Employers award, which underscores the progress we've made on our Thriving People strategic priority as part of our broader Growing Together strategy.

Improving customer experiences & innovation

At Ahold Delhaize, delivering vibrant and accessible shopping experiences, both in-store and online, remains a top priority. This quarter, Ahold Delhaize USA (ADUSA) partnered with Inmar Intelligence to enhance the customer journey through more efficient and targeted digital offers. In the first quarter of this year, ADUSA brands delivered over 3.2 billion in personalized offers to its customers, which is an increase of 25%.

We also continued to advance our technology agenda. In March, Ahold Delhaize hosted its second annual MLOps (Machine Learning Operations) Conference at our headquarters in Zaandam, the Netherlands. Bringing together over 130 tech professionals, the event was a hub for knowledge sharing and collaboration, reinforcing our focus on operational excellence and innovation through cutting-edge technology.

Supporting healthy communities & planet

Ahold Delhaize is committed to supporting the transition to a healthy, sustainable food system. For us, this means providing affordable, healthy food while partnering to drive decarbonization, protect nature and reduce waste. In March, we successfully priced a €500 million 8-year Sustainability-Linked Bond, which was oversubscribed due to great interest. This milestone in aligning our funding strategy with our sustainability agenda fits within our Healthy Communities and Planet strategic priority.

We are pleased that our strategy is receiving external recognition, for example through the validation of our climate targets by the Science Based Targets initiative. Furthermore, Ahold Delhaize received an A– climate rating from CDP.

Our ambition to empower healthier choices continues to grow. In January, our European food retail brands announced a consolidated target, aiming for 50% plant-based food sales by 2030. This goal promotes a gradual shift toward affordable, nutritious, and diverse plant-rich diets, directly supporting our health and climate ambitions by reducing carbon emissions, while providing greater value and choice for customers that cater to different lifestyles.

In the U.S., Food Lion reached its ambitious goal to donate 1.5 billion meals to neighbors facing food insecurity, months ahead of schedule. Food Lion Feeds also announced that it would double its impacts and reach 3 billion plates by 2032.

In Europe, our Belgium brand Delhaize has been recognized for its leadership in health and sustainability by the latest Business Impact Assessments by Sciensano. Specifically, it achieved top scores for various sustainability efforts such as its corporate sustainability strategy, packaging initiatives, and waste management policies. For example, Delhaize is tackling food waste by partnering with start-up Wastech, exploring ways to convert food waste into animal feed using insect larvae.

Across the Benelux region, bol improved its packaging processes, reducing cardboard usage by 27%, glue by 60%, and achieving a 28% reduction in CO₂ emissions per package.

Our teams across our local brands will continue to work hard in serving the communities they operate in.

Learn more about our Q1 financial results in the video below: 

Giant Food has also expanded its Flexible Rewards loyalty program to provide even more savings. Customers can now earn double points on Giant Food brand items, making it easier to stretch their budgets while shopping for quality products.

“Our customers are at the heart of everything we do, and we understand the challenges they face with rising costs,” said Tonya Douglas, SVP of Merchandising at Giant Food.

Stop & Shop introduces lower everyday prices in Rhode Island
Stop & Shop has launched a multi-year strategy to improve the customer experience, through price investments, store remodels, and a focus on in-store service. As part of this commitment, it has introduced lower everyday prices in all Rhode Island stores. Customers in the state will now benefit from price reductions on an average of 3,500 items per store, spanning private and national brands. This statewide effort in Rhode Island is the Stop & Shop’s latest effort to deliver more value to its customers through lower everyday pricing and strong promotions, which it expects to continue to roll out over the next several years.

Beyond Rhode Island, Stop & Shop customers can take advantage of new Savings Station kiosks, where they can redeem digital coupons, earn personalized rewards, and access exclusive promotions. Over 350 Stop & Shop locations now feature these Savings Station kiosks. 

CSE brands introduced 500 new own-brand products
In Central and Southeastern Europe, Ahold Delhaize brands – including Albert in the Czech Republic, Mega Image in Romania, Alfa Beta in Greece, and Maxi in Serbia – are expanding their own-brand offerings to provide customers with more high-quality, affordable choices. By the end of 2024, the brands had introduced 500 new own-brand products to the shared market, bringing the total products introduced through the project to 800.

The expansion includes a variety of new products – from plant-based and organic options to own-brand staples like Nature’s Promise, Perla, Delicata, and Gustona – all designed to help families access quality products at competitive prices. By harmonizing production and packaging across the region, the brands are not only streamlining processes but also passing savings on to customers.

Commitment to value and affordability
Across all markets, Ahold Delhaize remains dedicated to helping households manage their grocery budgets without compromising on quality. Through price reductions, expanded savings programs, and innovative own-brand offerings, our great local brands are making it easier for families to shop smarter and stretch their budgets further.

Ahold Delhaize ranked at Climate leadership level 

Around 13% of the thousands of companies globally assessed by CDP achieved the A or A- level this year, which is the scoring range indicating that Ahold Delhaize is a leader in managing the most significant climate challenges and opportunities.  To earn this ‘leadership’ status, as CDP states, “organizations must demonstrate best practice in the strategies they utilize and the actions they undertake”.  

CDP is a global non-profit that runs the world’s only independent environmental disclosure system for companies, capital markets, cities, states and regions to manage their environmental impacts. CDP scores companies from D- to A. 

In obtaining the A- grade, Ahold Delhaize is recognized for its improvements compared to last year around climate risk and opportunities disclosures, scope 3 emissions disclosures and targets, integrating climate in business strategy and emission reduction initiatives.  
 

What’s next 

As food retailers, we are aware of how climate change is impacting the food systems, from how and where food is grown, products are sourced, to how we package products. And from how we aim to provide healthier and more sustainable assortments and help customers make more sustainable choices, to how we deliver groceries at our customers doorsteps.  

Our approach to addressing climate change focuses on both the impact of climate change on our business and how our business activities impact the climate. We aim to reduce our impact through our decarbonization commitments in our own operations and our value chain. We also aim to mitigate and adapt to climate-related risks and the implications for our business, including physical and transition risks, as well as the identification of climate-related opportunities in the transition to a low-carbon economy. 

Next to Climate, CDP scores companies also on the themes Forests and Water. Ahold Delhaize received a C rating for both, which is categorized as average amongst all CDP rated companies. We are proud of the Climate rating and recognize that we still have the opportunity to improve our performance on Forests and Water. 

For more information on Ahold Delhaize's approaches to Health & Sustainability including our Climate-related targets and actions, visit our Annual Report.  

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

April 22, 2025 – Today marks Earth Day, and the theme for this year is Our Power, Our Planet, inviting everyone everywhere to unite behind renewable energy. Earth Day 2025’s goal is to triple the global generation of clean electricity by 2030. The push towards renewable energy lies behind wanting affordable, accessible, and sustainable energy for all.  

As part of Ahold Delhaize’s decarbonization agenda, we plan to reduce electricity emissions to zero by 2035. 

Our local brands use energy for multiple purposes: from lighting, to cooling systems, to baking fresh bread in your local store, to delivering your groceries at home.  

Within our renewable energy program, we focus on three aspects: energy efficiency, on-site generation and sourcing renewable or low carbon energy: 

• Energy efficiency: here we focus on implementing energy-saving measures such as LED lighting, heat recuperation, heat pumps, new refrigeration systems and improved insulation. Taking measures like these enable us to create energy-efficient stores fit for the future.  
• On-site generation: we also look to generate our own electricity, for instance with solar panels on roofs of stores, distribution centers and offices.   
• Sourcing renewable or low carbon energy: within a food retail business like ours, it is not feasible to cut back our energy consumption to zero, nor to generate all the electricity we require ourselves. Therefore, we work towards sourcing the remainder of our electricity from renewable and nuclear sources.   

An example of sourcing renewable energy is our Virtual Power Purchase Agreement to support the financing and construction of a cluster of five solar power plants in Seville, Spain. This corresponds to approximately 30% of Ahold Delhaize’s electricity usage in its European Operations.  

In the U.S., ADUSA has agreements for 440,000 mWhs of renewable energy from 10 new build solar projects from Pennsylvania to Maine.   

By 2035, we plan to source nearly all electricity, other than own-generated electricity, through virtual and direct Power Purchase Agreements (PPAs) in Europe, while in the U.S., a combination of PPAs and contracts will be used to build a portfolio of zero emissions supply, depending on the electric market rules. More information on this can be found in our annual report.  

As we celebrate Earth Day 2025, let's remember that every small action counts. Whether it's supporting renewable energy initiatives, reducing our own energy consumption, or simply spreading awareness, we all need to work together on this. 

Part of Ahold Delhaize’s Growing Together strategy involves leveraging technology and data to drive customer innovation and operational excellence. With the growing popularity of AI, machine learning operations (MLOps) is developing rapidly as a field, and is critical for a food retail company like Ahold Delhaize and its brands – as well as many other tech-driven companies. 

The conference provided an ideal platform for professionals to share insights and solutions while exploring the latest advancements in this rapidly growing sector. Focused on machine learning, the event highlighted the importance of optimizing AI model deployment and accelerating innovation across various industries by reducing time to production. 
 

Key highlights from the speakers 

This year’s event brought together inspiring speakers from some of the Netherlands' leading companies, including ABN AMRO, Adyen, Ahold Delhaize, Albert Heijn, bol, Booking.com and Eneco . These experts presented cutting-edge MLOps strategies and shared the challenges they are tackling in their respective fields. The conference covered three key topics that are crucial for the future of MLOps:  

• How infrastructure for MLOps should be organized 
• How to organize teams to speed up time to market for machine learning products  
• How to go about challenging machine learning projects  

 Building a GenAI platform at ABN AMRO 
Rafael Pierre, GenAI Engineering Lead & Architect at ABN AMRO, introduced the company’s secure platform for deploying open-source large language models (LLMs). He explained the strategies to mitigate risks, including vulnerability scanning and centralized model management. 

MLOps at Adyen 
Asia Krajewska, MLOps Tech Lead at Adyen, shared the company’s approach to building reliable machine learning systems for payment processing, ensuring high availability and low latency. She explained how Adyen uses a mix of open-source and custom tooling to meet the demands of real-time payment transactions. 

Scalable and secure data platform at Ahold Delhaize 
Aoife O'Callaghan, Manager Data platform at Ahold Delhaize, showcased how the company is building a scalable and secure data platform using Azure and Infrastructure as Code (IaC). Key highlights included the integration of FinOps and fostering a culture of collaboration and self-service with robust security and scalability guardrails. 

Workflow orchestration at Albert Heijn 
Niels van den Berg, Senior Machine Learning Engineer at Albert Heijn, shared the team’s journey in automating workflow orchestration with Databricks. The session highlighted challenges faced and how Databricks Asset Bundles improved scalability in their operations. 

Real-time product recommendations at bol 
Binyam Gebre, Senior Data Scientist at bol, shared insights into the challenges of generating real-time recommendations for over 13 million customers and 40 million products. He detailed how bol uses Vertex AI and BigTable to maintain up-to-date user embeddings and ensure fast, accurate recommendations. 

Ultra-low-latency feature serving at Booking.com 
Başak Eskili, Machine Learning Engineer at Booking.com, presented the success story of their custom feature store, built to handle 200K RPS with latency under 25 ms. She explained the technical implementation and cost-efficient strategies that support real-time applications at scale. 

Building MLOps teams in non-tech companies 
Raphaël Hoogvliets, MLOps Tech Lead at Eneco, discussed strategies for establishing MLOps teams in non-tech environments. He emphasized leadership buy-in, long-term product thinking, and practical staffing strategies to ensure the long-term success of MLOps initiatives. 

Deploying recommendation models with mono-repo workflows 
Victor Pion, Data Scientist, and Jonathan Torres, Machine Learning Engineer, at Ahold Delhaize, discussed the company’s shift to a mono-repo workflow for deploying recommendation models. They showcased how this approach improved flexibility, simplified deployments, and accelerated iteration cycles for their teams. 

LLM security and adversarial prompts 
Folkert Stijnman, ML engineer at NS, provided an eye-opening talk on the growing threats of prompt injections and adversarial attacks on large language models. He emphasized the importance of proactive testing and developing defense mechanisms to safeguard AI systems. 

Future collaboration 

This year’s MLOps conference not only showcased the innovative work being done by Ahold Delhaize and its industry peers but also reinforced the growing importance of collaboration across sectors to solve the challenges of deploying and scaling machine learning models. The success of this event marks another milestone in Ahold Delhaize’s journey to harness the power of technology to enhance operations, improve customer experiences, and create new opportunities for growth. With the continued evolution of MLOps, the company is excited about the future of AI and its transformative impact on the retail industry and beyond. 

Our scope 3 targets 

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

Three levers for decarbonization 

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

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

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

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

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

Kellanova and Bartlett: regenerative wheat in North Carolina 

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

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

General Mills: supply shed collaboration 

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

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

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

Campbell’s: collaboration for potato farming practices 

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

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

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

Commitment to collaboration 

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

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

Further resources 

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

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

B Corp Certification for Albert Heijn Netherlands: recognizing social and environmental impact 

One of the key milestones in 2024 was Albert Heijn Netherlands’ B Corp Certification, achieving a score of 97.9 points (out of 200). This internationally recognized certification is awarded to companies that uphold high standards of social responsibility, environmental sustainability and transparency. Earning this certification is an encouragement for Albert Heijn Netherlands to continue on its chosen path. 
 

Healthier choices for healthier people and planet 

Albert Heijn remains dedicated to helping customers make healthier food choices with new initiatives aimed at making fresh, nutritious, balanced meals more accessible: 

• Improving the assortment: In 2024, Albert Heijn improved even more own-brand products by reducing sugar, salt and fat while increasing fiber content. In addition, 569 “Price Favorites” now carry a Nutri-Score (the food choice logo) of A or B.  
• Encouraging vegetable consumption: Albert Heijn sold 26.3 million meal kits, and 900 healthy recipes were made available on ah.nl. 
• Offering personalized lifestyle advice: The AH “Lifestyle Check”, a free tool in the AH app, has already been used by many customers to gain insights into their eating habits. Through ah.nl/leefstijl and the My Lifestyle Coach app, customers can also access short challenges designed to support healthier choices. 
   

Positive social impact 

Albert Heijn is committed to supporting communities and offering an attractive workplace to its 125,000 colleagues. Key initiatives in 2024 included: 

• Fighting food poverty: Albert Heijn donated 3.7 million products to the Dutch Food Bank and launched two nationwide campaigns to support schoolchildren facing food poverty: “you can’t learn on an empty stomach”. 
• Tackling loneliness: During the Week Against Loneliness, Albert Heijn partnered with Resto VanHarte to open a new community restaurant in Zaandam, creating a space for people to connect. 
• Supporting young talent: For the sixth consecutive year, Albert Heijn was recognized as the most popular employer for part-time jobs, and over 4,000 associates received free exam training to support their education. 
   

Sustainability at the core 

Albert Heijn continues to lead the way in sustainable retail, focusing on organic food, packaging reduction and emissions-free transport: 

• Expanding organic offerings: With around 1,900 organic products, Albert Heijn remains the largest organic food provider in the Netherlands. In 2024, the share of unprocessed fresh fruit and vegetables grew from 8.1% to 9.1%, bringing the 2026 goal of 10% within reach. 
• Reducing packaging waste: Albert Heijn exceeded its 2025 goal, cutting 21.5 million kilograms of packaging material since 2018. 
• Preventing food waste: In 2024, nearly 1.3 million kilograms of food waste were prevented through innovative reduction programs. 
• Ensuring sustainable transport: Albert Heijn operates the largest electric vehicle fleet in the Netherlands, ensuring emission-free deliveries in city centers. 
   

Together we make eating better the easy choice. For everyone. 

Albert Heijn’s 2024 Sustainability Report demonstrates a clear vision for the future: a food system that is healthier, more sustainable and socially responsible. By innovating, setting ambitious goals and staying true to its purpose, Albert Heijn continues to make eating better the easy choice. For everyone. 

Find Albert Heijn’s full 2024 Sustainability Report here.  

February 27, 2025 – Innovation plays a crucial role in shaping the future of the ever-evolving grocery retail sector. As such, one of the key priorities of Ahold Delhaize’s Growing Together strategy is driving customer innovation. Collaborating and partnering with different organizations enable innovation – at speed and at scale. Last year, Ahold Delhaize announced that it had joined forces with four other leading grocery retailers to establish a collaborative venture capital (VC) fund, W23 Global. This pioneering VC fund aims to drive transformative growth through targeted investments. 

Interview with Ingrid Maes, CEO of W23 Global
Ingrid Maes is the entrepreneur at the helm of W23 Global as CEO and Chief Investment Officer. Ingrid brings 25+ years of experience in retail, data, customer loyalty, digital and investment, while also heading up Australian grocery leader Woolworths’ innovation fund, W23 Australia.  
 

What’s the purpose of W23 Global? 
W23 Global is a worldwide innovation partnership between five leading grocery retailers – Ahold Delhaize, Tesco, Empire Group (owner of Sobeys supermarkets), Shoprite and Woolworths Group – jointly investing in start-ups to accelerate retail transformation and deliver sustainability ambitions.  
 

What’s the strategic rationale behind the alliance? 
Together, W23 Global partners serve nearly 160 million customers, have around 19,000 stores and employ over 1.2 million people across the U.S., Canada, U.K., Europe, Africa and Australia. The collaboration enables us to achieve better and faster outcomes at lower costs, creating an unmatched competitive edge: 

• Partners get superior access to the best innovations worldwide
• Partners can learn from each other and accelerate innovation adoption
• W23 Global creates a platform to jointly foster new innovations
   

How is W23 Global complementing its partners’ continuing direct innovation and investment strategies? 
W23 Global is focused on investing in globally scalable start-ups where collaboration delivers better outcomes for partners. It deliberately steers clear of investing in start-ups with a local approach, such as a regional last-mile delivery business. Moreover, W23 Global does not acquire controlling stakes, which is typically the domain of M&A teams. 
 

How do you reflect on the first couple of months of W23 Global, following the fund's launch? 
The focus so far has been on connecting with the teams and understanding more about each partner’s strategies and priorities. I’ve really enjoyed meeting the key innovators across our partners and Ahold Delhaize, diving deeper into their unique strategies and priorities, and learning how W23 Global can support their innovation journeys.  
 

Looking forward, could you name some key opportunities for 2025? 
The future holds immense potential, and I look forward to continuing to collaborate closely with Ahold Delhaize’s innovators and support them in delivering their strategies. We’ll be scanning the global horizon for exciting innovations across various areas, such as personalization, adaptive retail, social commerce, retail media, robotics and automation, agentic AI, emissions reduction, waste management, circular commerce, regenerative agriculture, nature and alternative proteins. And I’m excited to share these innovations with Ahold Delhaize and invest in the best of them.
   

About W23 Global  
Domiciled in the U.K., W23 Global seeks to deploy $125 million over five years, with strong potential for future growth. Each retailer has an equal stake, and contributes capital equally. The fund invests in innovative start-ups and scale-ups that deploy technology to enhance customer experiences, transform the grocery value chain, and address the sector’s sustainability challenges.  

For more information, please visit W23 Global’s website.