Interim Report

Total Page:16

File Type:pdf, Size:1020Kb

Interim Report First Quarter 2010 June 3, 2010 Interim Report Highlights • Sales up 1.0% to € 8.7 billion (up 3.4% at constant exchange rates) • Operating income up 3.3% to € 409 million • Net income up 45.7% to € 274 million • Underlying retail operating margin 4.9% Amsterdam, the Netherlands – Ahold today published its interim report for the first quarter 2010. CEO John Rishton said: “Our repositioning actions in recent years and our customer focus have enabled us to increase volumes and improve market share in the Netherlands and the United States and deliver another quarter of solid performance. The market continues to be challenging with customers focused on value and high levels of promotional activity. Despite these conditions, we remain confident in our ability to balance sales and margins and to continue providing value to our customers." Group performance Q1 Q1 % € million 2010 2009* Change Net sales 8,737 8,654 1.0% ** Operating income 409 396 3.3% Income from continuing operations 252 257 (1.9)% Net income 274 188 45.7% * Comparative figures reflect the retrospective amendments as disclosed in Note 2 to the interim financial statements. ** At constant exchange rates, net sales increased by 3.4%. First quarter 2010 (compared to first quarter 2009) Net sales were € 8.7 billion, up 1.0%, positively impacted by the business acquisitions in the quarter. At constant exchange rates, net sales increased by 3.4%. Operating income was € 409 million, up 3.3%. Retail operating income was € 429 million and retail operating margin was 4.9% compared to 4.8% in Q1 2009. Underlying retail operating margin was 4.9%, unchanged from last year. Corporate Center costs were € 20 million for the quarter, up € 2 million. Excluding the impact of the Company’s insurance activities, Corporate Center costs were € 24 million, € 1 million higher. 2010 015 Page 1/21 www.ahold.com Ahold Interim Report Interim management report First quarter 2010 Income from continuing operations decreased by 1.9% to € 252 million, reflecting higher income taxes, partially offset by increases in operating income and our share in income of joint ventures. Income taxes included € 15 million of one-time charges, mainly arising from true-ups of deferred tax balances, compared to € 15 million of tax benefits in the first quarter of 2009. Net income was € 274 million, up € 86 million, caused primarily by year over year changes in Ahold's estimate of its net provision for losses under lease guarantees to its former subsidiaries BI-LO and Bruno's. During Q1 2010 income from discontinued operations reflects a decrease in the estimate of these losses of € 25 million in contrast to Q1 2009 when Ahold's initial estimate of losses under these guarantees resulted in a net charge of € 66 million. Free cash flow was € 356 million, € 218 million better than last year, mainly due to higher operating cash flows from continuing operations of € 126 million and higher dividends from joint ventures of € 84 million. Net debt increased by € 173 million during the quarter to € 890 million. The positive free cash flow of € 356 million was more than offset by business acquisitions of € 158 million, the purchase of existing term loans of BI-LO of € 190 million (these were subsequently repaid in the second quarter), additional finance leases of € 61 million resulting from acquisitions, and currency impact. Performance by segment (compared to first quarter 2009) Ahold USA Net sales were $ 7.1 billion, up 4.2%, partly due to business acquisitions, mainly Ukrop’s ($ 99 million). Identical sales were up 1.7% (down 0.1% excluding gasoline). Operating income was $ 295 million (or 4.2% of net sales), down $ 18 million. Price investments and higher operating costs related to acquisitions and reorganization negatively impacted the operating margin. Specifically, operating income included losses in the quarter of $ 12 million relating to the newly acquired Ukrop’s stores (including conversion costs), a $ 12 million charge resulting from the alignment of inventory valuation across the newly formed U.S. divisions and $ 5 million of IT integration costs. Operating income last year included a non-recurring rent charge of $ 15 million. Underlying operating margin was 4.2% compared to 4.6% last year. The Netherlands Net sales increased 3.7% to € 3.1 billion. Identical sales were up 2.8%. Operating income of € 214 million (or 6.9% of net sales) was up € 25 million compared to last year. Operating income included an € 8 million benefit arising from accrual reversals. Underlying operating margin was 6.9% compared to 6.2% last year. Other Europe (Czech Republic and Slovakia) Net sales decreased 0.2% to € 490 million. At constant exchange rates net sales were down 5.6%, partly due to store closures and downsizings as part of the restructuring program implemented in 2009. Identical sales decreased 0.6% (1.7% excluding gasoline). Operating income for the quarter was nil compared to a loss of € 14 million in Q1 2009. Included in the Q1 2010 operating income are further restructuring charges of € 2 million. Included in the Q1 2009 operating income were impairments of € 7 million and restructuring and related charges of € 5 million, mainly for the closure of underperforming stores in the Czech Republic. Underlying operating margin was 0.4% compared to 0.4% negative last year. Other retail (Unconsolidated joint ventures) Ahold’s share in income of unconsolidated joint ventures increased to € 28 million from € 9 million last year, mainly due to substantially improved operating performance at ICA. Page 2/21 www.ahold.com Ahold Interim Report Interim management report First quarter 2010 Other financial and operating information Identical1/comparable2 sales growth (% year over year) Q1 2010 Q1 2010 identical Q Q1 2010 identical excluding gasoline 1 comparable Ahold USA 1.7% (0.1)% 2.3% The Netherlands 2.8% 2.8% Other Europe (0.6)% (1.7)% 1. Net sales from exactly the same stores in local currency. 2. Identical sales plus net sales from replacement stores in local currency. Comparable sales are only reported for Ahold USA. Retail operating margin Operating margin is defined as operating income as a percentage of net sales. For a discussion of operating income, see Note 3 to the interim financial statements included in this report. Q1 Q1 2010 2009 Ahold USA 4.2% 4.6% The Netherlands 6.9% 6.3% Other Europe 0.0% (2.9)% Ahold Europe 6.0% 5.0% Total retail 4.9% 4.8% Underlying retail operating income1 Q1 Q1 % 2010 2009 change $ million Ahold USA 294 313 (6.1)% Average U.S. dollar exchange rate (euro per U.S.dollar) 0.7274 0.7622 (4.6)% € million Ahold USA 214 239 (10.5)% The Netherlands 215 187 15.0% Other Europe 2 (2) n/m Ahold Europe 217 185 17.3% Total retail 431 424 1.7% 1. For the definition of underlying retail operating income see section "Other information" – “Use of non-GAAP financial measures”. Page 3/21 www.ahold.com Ahold Interim Report Interim management report First quarter 2010 Underlying retail operating margin Underlying operating margin is defined as underlying operating income as a percentage of net sales. Q1 Q1 2010 2009 Ahold USA 4.2% 4.6% The Netherlands 6.9% 6.2% Other Europe 0.4% (0.4)% Ahold Europe 6.0% 5.3% Total retail 4.9% 4.9% Store portfolio1 End of Opened/ Closed/ End of Q1 End of Q1 2009 acquired sold 2010 2009 Ahold USA 713 31 - 744 713 The Netherlands2 1,892 10 (3) 1,899 1,865 Other Europe 304 - (1) 303 324 Ahold Europe 2,196 10 (4) 2,202 2,189 Total retail 2,909 41 (4) 2,946 2,902 1. Including franchise stores. 2. Number of stores at the end of Q1 2010 includes 1,061 specialty stores (Etos and Gall & Gall). EBITDA EBITDA is defined as net income before net financial expense, income taxes, depreciation and amortization. However, EBITDA does not exclude impairments. Impairments per segment are disclosed in the “Other information” section of this interim report. Q1 Q1 % (€ million) 2010 2009* change Ahold USA 367 397 (7.6)% The Netherlands 276 247 11.7% Other Europe 15 1 n/m Ahold Europe 291 248 17.3% Corporate Center (20) (18) (11.1)% 638 627 1.8% Share in income of joint ventures 28 9 211.1% Income (loss) from discontinued operations 22 (69) 131.9% Total EBITDA 688 567 21.3% * Comparative figures reflect the retrospective amendments as disclosed in Note 2 to the interim financial statements. Page 4/21 www.ahold.com Ahold Interim Report Interim management report First quarter 2010 Free cash flow1 Q1 Q1 (€ million) 2010 2009* Operating cash flows from continuing operations 553 427 Purchase of non-current assets (229) (236) Divestments of assets/disposal groups held for sale 4 7 Dividends from joint ventures 97 13 Interest received 6 14 Interest paid (75) (87) Free cash flow 356 138 1. For the definition of free cash flow see section "Other information" – “Use of non-GAAP financial measures”. * Comparative figures reflect the retrospective amendments as disclosed in Note 2 to the interim financial statements. Net debt April 25, January 3, (€ million) 2010 2010 Loans 1,818 1,753 Finance lease liabilities 1,099 992 Cumulative preferred financing shares 497 497 Non-current portion of long-term debt 3,414 3,242 Short-term borrowings and current portion of long term debt 618 458 Gross debt 4,032 3,700 Less: cash, cash equivalents and short-term deposits1 3,142 2,983 Net debt 890 717 1. Book overdrafts, representing the excess of total issued checks over available cash balances within the Group cash concentration structure, are classified in accounts payable and do not form part of net debt.
Recommended publications
  • Ilanrli^Fittr Ivtittitg Utraui .Row Afternoon
    ATCiaffs -Drily N «t P m s Run ■ te Ik e Wtoek Bnded The Weather Jtme 14, i N i . Cloudy with continuing ocat- ered riiowen and thundanhoir- era tbnl(ht and Uiroogh tomor^ 15,590 ilanrli^fitTr IvTittitg UTraUi .row afternoon. Tonight’s low In lUqncheMter-^A CU^ of Village Charm boa. Tomorrow'a high about N . VOL. LXXXVra, NO. 224 TWENTY-TWO PAGES MANCHESTER, CONN., MONDAY, JUNE 23, 1969 (CIsMUled Adverttohif on Fns« 18) PRICE TEN CENTS It’s as Long - LOXHSVILLE, Ky. (AP)— No Accord Reached John Bockey was watching two oil field workers trying Burger Takes Office, to measure a long pole that was leaning against a der­ rick. On State Tax Plan After they’d made guesses HARTFORD, Conn. ford Bald Sunday night the low­ — Additional budget cuts of that differed considerably, (A P ) — Democratfc sena­ er chamber would await action $30.0 million. Including $26 mil­ .Bockey asked: ’’Wouldn’t It be simpler to lay that pole tors caucused for two In the Senate, where Marcus hoe lion in educational reductions. —’Ihe bonding of current op- on the ground and measure hours today without reach­ vowed to launch a major of- Nixon Lauds Warren eratiom of the Department of how long It Is?” ing agreement on the tax fenclve to kill the tax package. package to be enacted at Community Affairs (DCA). “ No,” one woiker reddled. WASHINGTON (AP)— ’The House convened shortly —Continuation of the unincor­ ’’We’re trying to figure out Wairen Earl Burger was the special legislative ses­ before 10:30 a.m.
    [Show full text]
  • Ahold Delhaize Annual Report 2016 01
    betterAnnual Reporttogether 2016 Ahold Delhaize Annual Report 2016 01 Introduction Welcome to our first Annual Report as a merged company, Ahold Delhaize. In 2016, we brought two successful businesses together to In 2016, we brought two create one of the world’s largest retail groups, able to deliver even more for the customers of our great local brands. This is reflected in the theme of our report: Better together. It is also successful businesses together the name of our strategy, which you will find out more about as you read our report. We believe that our long-term financial to create one of the world’s success is directly tied to how well we manage our financial, natural, and human resources. For that reason, we have decided to publish one report that provides an integrated view largest retail groups, able of our sustainability performance as part of our overall company performance. Please read on to find out more about our to deliver even more for year and the good momentum we achieved following the merger. Our report outlines the progress our great local brands made on all the customers of our great our strategic priorities, including making our fresh offering even fresher, providing healthier choices for our customers, reducing waste, supporting our communities, expanding our local brands. online offering, making it easier to shop, and much more. Ahold Delhaize Annual Report 2016 02 In this year’s report Overview Business review Governance Financials Investors 01 Introduction 20 Our Better Together strategy 73 Our Management Board
    [Show full text]
  • 59B0dd6ec515e1504763246vxjwa.Pdf
    Better Together David Schalenbourg Director Building Projects, Format & Maintenance Our story, retail innovation for almost 150 years • Formed in July 2016 with the merger of Ahold and Delhaize Group, • 375,000 collaborators in 6,500 stores. • Number 1 online grocers Benelux/United States. • Top online retailer Benelux, • Our family of brands is made up of 21 great local brands serving over 50 million shoppers weekly in 11 countries across the world Active in Belgium, the Czech Republic, Germany, Greece, Luxembourg, the Netherlands, Romania, Serbia and the United States. • We believe in delivering great food, value and innovation and are passionate about creating inclusive workplaces and strengthening local communities. ATMOsphere Asia / Bangkok / 6 September, 2017 Sustainable retailing Promoting healthier eating Reducing food waste Creating healthy and inclusive workplaces • The products we sell are safe, of high quality, affordable, and meet sustainable sourcing standards. • We play our part in tackling climate change, by keeping our carbon emissions down and reducing waste. • We take care of our people, by encouraging the development of associates and creating safe workplaces THE 1st AHOLD DELHAIZE SUSTAINABLE RETAILING REPORT (2016) WITH ACHIEVEMENTS 2016 AND TARGETS 2020. Link: https://www.aholddelhaize.com/en/sustainable-retailing/ ATMOsphere Asia / Bangkok / 6 September, 2017 Climate Impact Our approach • Reduction of our energy intensity and emissions, by assessing and reducing the environmental impact of our activities along our supply chain. • Our actions are aligned with the UN’s Sustainable Development Goal (SDG) 13 on combating climate change, and deliver on our promise to be a “better neighbor”. Our focus • Being more energy efficient in all our facilities, continue transition to natural refrigerants and lower GWP, control leakages, and transport improvement.
    [Show full text]
  • Responsible Retailing. Responsible Retailing Priority Areas: Behind Our at Ahold: a Summary Performance During 2013 Strategic Priorities Other Information
    Responsible Retailing Report 2013 Responsible retailing. Responsible retailing Priority areas: Behind our at Ahold: a summary performance during 2013 strategic priorities Other information Ahold Responsible Retailing Report 2013 1 In this year’s report Responsible retailing at Ahold: Behind our a summary strategic priorities Welcome Introduction 2 Our governance structure 56 Company profile 3 Awards and rankings 2013 57 Welcome to Ahold’s 2013 Responsible Retailing Report. Group financial highlights 4 Scope of reporting 58 Do take a look around this interactive PDF to find information Highlights by segment 5 Reporting process 61 Message from Dick Boer, Ahold CEO 6 CO2 conversion factors 61 about our responsible retailing strategy, targets, priority areas, Responsible retailing scorecard 8 Data revisions 62 case studies and much more… Reshaping Retail: our strategic framework 10 Global Reporting Initiative 63 Our promises 11 Global Compact 68 Stakeholder engagement 12 External assurance report 69 Tackling the material issues 13 Responsible retailing strategy 15 Healthy living 16 Community well-being 18 Other information Our people 20 Glossary 71 Responsible products 22 Contact us 73 Care for the environment 24 Cautionary notice 73 Go online to learn more about how our strategy is coming to life… Priority areas: performance ahold.com during 2013 Healthy living 27 Community well-being 31 Our people 35 Responsible products 40 Care for the environment 48 Responsible retailing Priority areas: Behind our at Ahold: a summary performance during 2013 strategic priorities Other information Ahold Responsible Retailing Report 2013 2 Introduction Being responsible is integral to our business. We support the health and well-being of our customers and communities.
    [Show full text]
  • Ridgefield Encyclopedia
    A compendium of more than 3,300 people, places and things relating to Ridgefield, Connecticut. by Jack Sanders [Note: Abbreviations and sources are explained at the end of the document. This work is being constantly expanded and revised; this version was updated on 4-14-2020.] A A&P: The Great Atlantic and Pacific Tea Company opened a small grocery store at 378 Main Street in 1948 (long after liquor store — q.v.); became a supermarket at 46 Danbury Road in 1962 (now Walgreens site); closed November 1981. [JFS] A&P Liquor Store: Opened at 133½ Main Street Sept. 12, 1935. [P9/12/1935] Aaron’s Court: short, dead-end road serving 9 of 10 lots at 45 acre subdivision on the east side of Ridgebury Road by Lewis and Barry Finch, father-son, who had in 1980 proposed a corporate park here; named for Aaron Turner (q.v.), circus owner, who was born nearby. [RN] A Better Chance (ABC) is Ridgefield chapter of a national organization that sponsors talented, motivated children from inner-cities to attend RHS; students live at 32 Fairview Avenue; program began 1987. A Birdseye View: Column in Ridgefield Press for many years, written by Duncan Smith (q.v.) Abbe family: Lived on West Lane and West Mountain, 1935-36: James E. Abbe, noted photographer of celebrities, his wife, Polly Shorrock Abbe, and their three children Patience, Richard and John; the children became national celebrities when their 1936 book, “Around the World in Eleven Years.” written mostly by Patience, 11, became a bestseller. [WWW] Abbot, Dr.
    [Show full text]
  • Retail Supermarket Globalization: Who’S Winning?
    RETAIL SUPERMARKET GLOBALIZATION: WHO’S WINNING? October 2001 CORIOLISRESEARCH Coriolis Research Ltd. is a strategic market research firm founded in 1997 and based in Auckland, New Zealand. Coriolis primarily works with clients in the food and fast moving consumer goods supply chain, from primary producers to retailers. In addition to working with clients, Coriolis regularly produces reports on current industry topics. Recent reports have included an analysis of the impact of the arrival of the German supermarket chain Aldi in Australia, answering the question: “Will selling groceries over the internet ever work?,” and this analysis of retail supermarket globalization. ! The lead researcher on this report was Tim Morris, one of the founding partners of Coriolis Research. Tim graduated from Cornell University in New York with a degree in Agricultural Economics, with a specialisation in Food Industry Management. Tim has worked for a number of international retailers and manufacturers, including Nestlé, Dreyer’s Ice Cream, Kraft/General Foods, Safeway and Woolworths New Zealand. Before helping to found Coriolis Research, Tim was a consultant for Swander Pace (now part of Kurt Salmon) in San Francisco, where he worked on management consulting and acquisition projects for clients including Danone, Heinz, Bestfoods and ConAgra. ! The coriolis force, named for French physicist Gaspard Coriolis (1792-1843), may be seen on a large scale in the movement of winds and ocean currents on the rotating earth. It dominates weather patterns, producing the counterclockwise flow observed around low- pressure zones in the Northern Hemisphere and the clockwise flow around such zones in the Southern Hemisphere. It is the result of a centripetal force on a mass moving with a velocity radially outward in a rotating plane.
    [Show full text]
  • Our Code of Ethics
    Our Code of Ethics Doing what’s right, every day 28 1 Our Code of Ethics Message from the CEO 3 Our Code of Ethics and You 4 Our Commitment to Ethics 6 1. We respect each other 8 Human Rights and Equal Employment Opportunities Respect in the Workplace Safe and Secure Working Environment 2. 2. We follow the law 11 Competition and Antitrust Anti-Corruption and Bribery Insider Trading Government Requests and Investigations 3. 3. We act ethically in all our relationships 15 Conflicts of Interest Gifts and Entertainment Food Safety/Product Integrity Sustainable Retailing Responsible Use of Company Property Records Management Confidentiality of Information Privacy of Customer and Associate Data Communication with Third Parties 4. We have the courage to speak up 21 No Retaliation Corrective Action Compliance & Ethics Contact Information and Local Speak up lines 2 1 A message from Frans Muller Dear Colleagues, At Ahold Delhaize, and each of our great local brands, we depend on the support and trust from customers, associates and business partners to succeed. We are fortunate we can rely on our shared values, representing the core of who we are and the integrity and respect we show in what we do. Whether you work in a store, a distribution center, or a support office, we ask that each of you join us in the commitment to doing what’s right, every day. It’s estimated that the average person makes about 35,000 decisions every day. Some decisions are relatively simple, like deciding what time to leave for work or what to eat for lunch.
    [Show full text]
  • Koninklijke Ahold Delhaize N.V. Q2 2021 Report
    Koninklijke Ahold Delhaize N.V. Q2 2021 Report Issued on August 11, 2021 Page 1/29 Press Office: +31 88 659 5134 Social Media Investor Relations: +31 88 659 5213 Instagram: @Ahold-Delhaize www.aholddelhaize.com LinkedIn: @Ahold-Delhaize Interim report, Second quarter and Half year 2021 Ahold Delhaize reports firm Q2 results with higher two-year comparable sales growth rates**; raises full-year earnings and underlying operating margin guidance * On a two-year comparable sales growth basis**, comparable sales excluding gas in the U.S. were up 19.1% and in Europe were up 12.6% in Q2 2021, a sequential acceleration versus growth in full year 2020 of 15.8% and 12.3%, respectively. * Q2 Group net sales were €18.6 billion, up 3.0% at constant exchange rates, down 2.4% at actual exchange rates. * In the U.S. and Europe, Q2 comparable sales excluding gas were (1.5)% and 2.4%, respectively. * In Q2, net consumer online sales grew 35.8% at constant exchange rates, building on top of the significant 77.6% growth in Q2 2020. * Q2 underlying operating margin was 4.5%; Q2 diluted underlying EPS was €0.53. * Q2 IFRS-reported operating income was €817 million; Q2 IFRS-reported diluted EPS was €0.52. * Raising 2021 underlying EPS and Group underlying operating margin outlook; expect underlying EPS to grow in the high-teen range versus 2019 and Group underlying operating margin to be approximately 4.3%. * 2021 interim dividend is €0.43 compared to 2020 interim dividend of €0.50, based on the Group's interim dividend policy of 40% payout of first half underlying income per share from continuing operations.
    [Show full text]
  • Annual Report 2011
    Annual Report 2011 Reshaping retail at Ahold Visit our online annual review: www.2011yearreview.ahold.com Ahold Annual Report 2011 1 Contents 2 69 Group at a glance Financials Dick Boer Chief Executive Offi cer Financial statements 69 Consolidated income statement 70 U Consolidated statement of Watch the CEO online: www.2011yearreview. comprehensive income 71 ahold.com Consolidated balance sheet 72 Our brands 3 Consolidated statement of changes Group highlights 4 in equity 73 Message from our CEO 6 Consolidated statement of cash flows Our vision and values 9 74 Notes to the consolidated financial Our strategy 10 statements 75 Our portfolio 14 Parent company financial statements 132 Organizational structure 16 Notes to the parent company financial statements 133 Other information 139 Independent auditor’s report 139 Distribution of profit 140 17 Subsequent events 140 Performance Annual information update 141 Net sales billion €30.3 Underlying retail operating margin 4.8% 142 Investors Group performance 17 Performance by segment 27 Share capital 142 Non-GAAP measures 38 Share performance 143 Dividend 144 Five-year overview 145 Contact information 146 Cautionary notice 147 40 Governance How we manage risk 40 Our leadership 48 Corporate governance 51 Supervisory Board report 58 Remuneration 64 Declarations 68 Desktop / iPad version: www.2011yearreview.ahold.com Mobile version: www.2011yearreview.ahold.mobi Ahold Annual Report 2011 2 GroupCR at Aholda glance OurPerformance CR priorities HowGovernance we manage CR Our approachFinancials to reporting OtherInvestors information Group atat aa glanceglance Ahold is an international retailing group based in the Netherlands, with strong local consumer brands in Europe and the United States.
    [Show full text]
  • Annual Report 2018 02
    LeadingAnnual Report Together 2018 Who we are Business review Governance Performance: Financial Performance: Sustainability Investors Ahold Delhaize Annual Report 2018 02 In this year’s report 03 Message from our CEO Business review Governance Performance Investors 06 Group highlights 31 Group key indicators 53 Our Management Board 234 Share performance and Executive Committee Financial Sustainability 32 Group financial review 89 Consolidated income 215 Introduction 235 Shareholder returns 55 Our Supervisory Board 47 Group sustainability statement 218 Progress towards 2020 236 Key dates Who we are performance review 57 Corporate governance 08 Where we operate 90 Consolidated statement 220 Sustainable Retailing data 237 Shareholder structure 50 Definitions: Performance 63 Supervisory Board report of comprehensive income 10 Market overview 226 Definitions 238 Five-year overview measures 70 Remuneration 91 Consolidated balance 12 Our stakeholders 230 240 Contact information sheet Assurance report of the 14 Our role in the value chain 77 How we manage risk independent auditor 241 Cautionary notice 92 Consolidated statement 86 Declarations 15 Our Leading Together of changes in equity strategy 93 Consolidated statement 16 Our business model of cash flows 17 Our promises 94 Notes to the consolidated 18 Our growth drivers financial statements 20 Our response to 190 Parent company stakeholder needs financial statements 192 Notes to the parent company financial statements 202 Other information For more information visit our website at www.aholddelhaize.com Who we are Business review Governance Performance: Financial Performance: Sustainability Investors Ahold Delhaize Annual Report 2018 03 Message from our CEO While we completed the merger and Our strong results underscore that delivered the synergies we promised, we have Ahold Delhaize is well-positioned to succeed.
    [Show full text]
  • Interim Report Third Quarter 2019
    Interim Report Third quarter 2019 Ahold Delhaize reports strong third quarter results • Net sales of €16.7 billion, up 2.9% at constant exchange rates • Net consumer online sales up 29.5% at constant exchange rates • Operating income of €679 million • Underlying operating income of €724 million, with underlying group operating margin of 4.3% • Underlying EPS from continuing operations of €0.44, up 5.2% year over year • U.S. comparable sales growth excluding gasoline +1.8% • U.S. online sales growth accelerated to 26.3% at constant exchange rates in the third quarter Zaandam, the Netherlands, November 6, 2019 – Ahold Delhaize, one of the world’s largest food retail groups and a leader in both supermarkets and eCommerce, reports third quarter results today. Frans Muller, President and CEO of Ahold Delhaize, said: "We saw a strong overall performance at our U.S. brands, particularly at Food Lion and Hannaford. Stop & Shop is operating in a challenging sales environment, but we are encouraged by improving transactions as we move into the fourth quarter. Our ‘Re-imagine Stop & Shop’ program is off to a good start, and we are pleased with the sales uplifts seen in the 21 remodeled Long Island stores, which are performing in line with our expectations. "U.S. comparable sales excluding gasoline were up 1.8% during the quarter, which included a 0.3% benefit from Hurricane Dorian. Excluding the net impact from Hurricane Dorian this year and Hurricane Florence last year, comparable sales excluding gasoline were up approximately 2% in the third quarter. Comparable sales were strong in light of challenging prior year comparisons.
    [Show full text]
  • Náš Etický Kodex
    Náš etický kodex Dělat to, co je správné každý den , Náš etický kodex Vzkaz generálního ředitele 3 Náš etický kodex a Vy 4 Náš etický závazek 6 1. Respektujeme jeden druhého 8 Lidská práva a rovné příležitosti zaměstnanců Respekt na pracovišti Bezpečné pracovní prostředí 2. Dodržujeme zákony 11 Hospodářská soutěž a antimonopolní pravidla Zákaz korupce a úplatkářství Zneužívání důvěrných informací (Insider Trading) Žádosti o informace a vyšetřování ze strany státních orgánů 3 Ve všech našich vztazích jednáme eticky 15 Střet zájmů Dary a pohoštění Bezpečnost potravin / Integrita výrobků Udržitelný maloobchodní prodej Odpovědné používání majetku Společnosti Správa záznamů Důvěrnost informací Ochrana osobních údajů zákazníků a pracovníků Komunikace se třetími stranami 4. Nebojíme se ozvat 21 Zákaz odvetných opatření Nápravná opatření Kontakty pro záležitosti etiky a compliance a místní ohlašovací linky 2 1 Vzkaz od Dicka Boera Vážení kolegové, Zahájením činnosti Ahold Delhaize v létě roku 2016 jsme spojili dvě silné společnosti s podobnými hodnotami. Každá z nich má za sebou bohatou historii budování skvělých značek na místních trzích. Každá z nich se zavázala dělat to, co je správné. Čestnost byla pro obě skupiny, Ahold i Delhaize, vždy důležitou hodnotou a nyní je i jednou z hodnot skupiny Ahold Delhaize. Odhaduje se, že průměrný člověk učiní každý den přibližně 35 000 rozhodnutí. Některá z nich jsou relativně jednoduchá, třeba kdy odejít do práce nebo co si dát k obědu. Jiná jsou ovšem mnohem náročnější – například najít odvahu ozvat se, jste-li svědkem chování, které není správné. Etický kodex skupiny Ahold Delhaize slouží jako průvodce při takto náročném rozhodování. Stanovuje zásady, které nám pomáhají jednat čestně a poctivě jak se zákazníky a komunitami, tak i mezi sebou navzájem.
    [Show full text]