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Growing Our Business in Europe Growing our business in Europe Sander van der Laan COO Ahold Europe / CEO Albert Heijn November 29, 2012 Proprietary and Company Confidential Key takeaways Still growth opportunities ahead for Albert Heijn in the Netherlands Leveraging our Albert Heijn format and business model in Flanders, Belgium Creating value with Albert in the Czech market Proprietary and Company Confidential Ahold Our joint Reshaping Retail framework Proprietary and Company Confidential 3 Europe we are proud of our strong brands Albert Heijn Supermarkets NL 125 years of • Est. 1887 • 815 stores local heritage • Market leader Albert Heijn New Markets >2,200 stores • 10 supermarkets Belgium • Two to go in Germany • 58 to gos in NL Serving a Albert Heijn Online trade area • Est. 2001 • Delivery and PUP’s (first two open) >40 million people • Market leader Etos In 5 countries • Est. 1918 • 538 stores • #2 in the market 96, 000 emp loyees Gall & Gall • Est. 1884 • 562 stores €12B+ sales • Market leader Czech Republic + Slovakia Joint ventures • Est. 1991 • 282 stores with ICA and JMR • #2 in the Czech market Bol.com • Est. 1999, joined Ahold 2012 • First 59 pick-up points in AH service counters • Market leader online Proprietary and Company Confidential 4 Europe We believe in complementary multi-format growth Discuss supermarkets today: Netherlands Still growth opportunities ahead for Albert Heijn Belgium LiAlbtLeveraging our Albert HijHeijn format and business model in Flanders Czech Republic Creating value with Albert in the CZ market small stores supermarkets online Proprietary and Company Confidential 5 Netherlands Albert Heijn remains the leading supermarket player, managing consistent growth in a tough and consolidating market 40 Main Market share Market share Market share NL 2007 2011 development supermarkets indicative 20 Nielsen Nielsen Albert Heijn 29.5% 33.5% 35.0+% 0 (incl. 82 new stores) C1000 14.3% 12.1% X -20 Aldi 8.9% 7.9% -40 Super de Boer 7.3% X Plus 6.0% 5.9% -60 Jumbo 4.4% 8.9% towards 20.0% (incl. SdB/C1000) -80 Consumer Trust Economic Environment Willingness to buy Lidl 4.0% 6.7% Proprietary and Company Confidential 6 Netherlands Over the years we have improved our positioning and are receiving high customer scores, with a uniquely broad and differentiated format portfolio High customer scores Unique store portfolio GfK national survey; Summer Report 2012 format current store count Small sm 246 (200 – 1,000m2) Medium sm 464 (1,000 – 1,800m2) ermarkets pp Large sm 74 su (1,800 – 2,800m2) XL 34 (2,800 – 4,000m2) To Go 58 small stores Proprietary and Company Confidential 7 Netherlands Albert Heijn’s strong value proposition: being a great place to shop for the consumer Grea t qua litlity nr 1 Quality – GfK survey Great fresh nr 1 Fresh with AHXL – GfK survey Distinctive own brand 54% incl. Fresh Mid-market pricing lower than Plus and C1000, +3% vs Jumbo Attractive promotions nr 1 Highest Discounts – Consumentenbond Better Place to Shop nr 1 Supermarket with AHXL – GfK survey nr 1 Best Brand in NL – Centre Brand Analysis Proprietary and Company Confidential 8 Netherlands We are one of the top performers in ID sales growth, enjoying the highest penetration rates in the market Strong ID sales growth AH in the market (2005 – 2011) Highest household penetration AH in the market (2012) 9.0% % 8.5% 50 1100 7.7% 6.5% 40 900 799 800 801 801 800 802 802 802 809 815 5.1% 5.0% 4.0% 4.0% 3.7% 30 700 3.0% 2.9% 2.5% 2.0% 20 500 1.5% *** 10 300 287 289 289 293 290 290 295 2005 2006 2007 2008 2009 2010 2011 268 278 286 0 100 Albert Heijn * Jumbo ** 1 4 7 10 13 16 19 22 25 28 31 34 37 40 43 46 49 52 * Identical sales growth AH incl. AH To Go ** Source: Jumbo press releases: Jumbo autonomous growth *** Source: GFK Proprietary and Company Confidential 9 Netherlands Through acquisition, we are further optimizing our network Acquired stores C1000 / Jumbo : 82 Total net sales 2011 : €560 mln Total sales area m2 : 82,000 Avg. sales / m2 per week : €187 Entrepreneurs : 70, with 78 stores AH white spots now filled :57: 57 Extra customers get AH nearby : 430,000 2012: 15 stores remodeled to AH 2013: Convert the majority of stores in 2013 Proprietary and Company Confidential 10 Netherlands we continue to see opportunities for growth Commercial Store formats and assortment Fresh Re-new and expand AH to go Renew and expand stores assortment Value Online and assortment Promotions Expand deliveryPUPs Service counters Bonus Expand to full AHXL assortment Selection Bol assortment Proprietary and Company Confidential 11 Belgium We are successfully expanding our supermarkets, steadily building a Flemish network Focus: Dutch speaking part of Belgium (Flanders) Stores open : 10 Employees : 457 Transactions / week : 104,000 Customer “Bonus” cards : 130,000 FbkFacebook fans : 30, 000 andtid counting Stores end-2012 : 11 In 2013 we aim to double our store count Well on track towards 50 stores in 2016 Proprietary and Company Confidential 12 Belgium very competitive positioning in the market * Proprietary and Company Confidential 13 Source: Het Laatste Nieuws regional edition 8 June 2012 Belgium winning many fans Proprietary and Company Confidential 14 Czech Republic in the maturing Czech market, Ahold is one of the major players 2006 2011 Total Market100% 100% Modern Trade 73% 82% Compact (2,500 – 6,000) 19% 28% Hypermarket (>6,000) 20% 16% Supermarket 18% 21% Discount 15% 18% Traditional trade 27% 18% Net sales Market share Rank Banner (()euro billion) 2011e* 1 Tesco 1.7 20.6% 2 Albert 1.5 16.9% Market: Competition continues expansion of approx. 3 Kaufland 1.3 16.0% +6% sq. m. per year (mainly Tesco and Kaufland) 4 Penny 1.1 12.7% 5 Globus 0.9 10.2% Albert: Broad network of 227 supermarkets 6 Lidl 0.9 9.7% and 55 compact hypermarkets 7 Billa 0.7 8.0% 8 Interspar 0.5 5.6% Albert restructured as of 2009 * Estimated market share Nielsen: Ahold management estimated Proprietary and Company Confidential 15 Czech Republic We restructured Albert applying our Ahold business model 4. Leading to profit improvement 1. Reduced operational costs Opex Operating profit 3. Driving ID sales 2. Invested in repositioning Gross profit as ID consumer sales all stores % of sales (excl. shrink) Proprietary and Company Confidential 16 Czech Republic Albert well on track in driving sales, ahead of competition Identical sales growth, consumer sales In 2012 Albert remodeled nine stores to new compact format “One” 2009 2010 2011 Outlook 2012 Sales per m2, consumer sales per week in CZK Market Albert 2010 2012 YTD wk 39 2010 2012 YTD wk 39 * Source Nielsen: incl Tesco, Interspar, Billa, Globus, Interspar Proprietary and Company Confidential 17 Czech Republic Outlook: strong plans to further increase profit and create value in the market 4. Reinvest cash flows 1. Further reduce costs Roll out Project One Simplicity projects - Shrinkage Open new supermarkets - Rent reduction -Admin 3. Driving ID sales 2. Invest in the customer Project One ID growth Great quality and freshness Grow sales per sq. m. Findi ng the pro duc ts you wan t ahead of competition Great prices and exciting promotions Proprietary and Company Confidential 18 Key takeaways Still growth opportunities ahead for Albert Heijn in the Netherlands Leveraging our Albert Heijn format and business model in Flanders, Belgium Creating value with Albert in the Czech market Proprietary and Company Confidential 19 Safe harbor Today’s presentations include forward-looking statements, which do not refer to historical facts but refer to expectations based on management's current views and assumptions and involve known and unknown risks and uncertainties that could cause actual results, performance or events to differ materially from those included in such statements. These forward-looking statements include, but are not limited to, statements as to Ahold’s performance compared to the market , organizational structure, investments in price and value, growth strategy, focus on local operations, cost, store efficiency and productivity, associates, delivering on promises, inventory reduction, standardization, financials, shopping model, digital solutions, food and non-food marketplace opportunities and pick-up points. These forward-looking statements are subject to risks, uncertainties and other factors that could cause actual results to differ materially from future results expressed or implied by the forward-looking statements. Many of these risks and uncertainties relate to factors that are beyond Ahold’s ability to control or estimate precisely, such as the effect of general economic or political conditions, fluctuations in exchange rates or interest rates, increases or changes in competition, Ahold’s ability to implement and complete successfully its plans and strategies, the benefits from and resources generated by Ahold’s plans and strategggies being less than or different from those anticip ated, chan ges in Ahold’s li qyquidity needs, the actions of com petitors and third parties and other factors discussed in Ahold’s public filings and other disclosures. The audience is cautioned not to place undue reliance on these forward-looking statements, which speak only as of the date of these presentations. Koninklijke Ahold N.V. does not assume any obligation to update any public information or forward-looking statements in these presentations to reflect subsequent events or circumstances, except as may be required by applicable laws. Outside the Netherlands, Koninklijke Ahold N. V., be ing its reg is tere d name, presen ts itse lf un der the name o f “Roya l Aho ld” or s imp ly “Aho ld”. Nielsen Information does not constitute a reliable independent basis for investment advice or Nielsen’s opinion as to the value of any security or the advisability of investing in, purchasing or selling any security Proprietary and Company Confidential 20.
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