DOCSLIB.ORG

Annual Report 2010

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Annual Report 2010 2010 L REPORT REPORT L A ANNU Sligro Food Group N.V. ANNUAL REPORT 2010 75 years of Sligro Food Group We survived the crisis undamaged and clearly outperformed the market Ongoing investments in our premises Pleasing acquisition of Sanders Amsterdam delivery service back on track after challenging setbacks Long-term funding significantly strengthened; dividend to increase We are confident about the future SUMMARY OF 2010 Sligro Food Group N.V. encompasses food retail and Highlights of 2010 foodservice companies selling to the entire Dutch food and beverages market. Key figures • Market share + 0.8% 18.2% • Major investments in 5 cash-and-carry • Amsterdam and Nieuwegein € million ∆% delivery centres Net sales 2,286 1.3 • Paresto contract EBITDA 146 (2.2) EBIT 91 (7.4) Net profit 70 (5.5) EPS €1.59 (5.4) • 50 stores reFreshed • LFL sales +6.1% We strive to be a high-quality company achieving • Acquisition of Sanders steady, managed growth for all our stakeholders. • Master plan on track 1 summery of 2010 The slogan for 2010 was ...and now seize the moment Koen Slippens FOREWORD market segments, however, Sligro Food Group was able to achieve significant growth and so strengthen its position in the market. …and now seize the moment! Although Dutch supermarkets recorded a slight increase in volumes, this was primarily at the expense of specialist retailers and the foodservice market. If a market remains stable over a longer period of time or even reduces in size, as in the case of the foodservice market , it always leads to particularly fierce competition corporate governance on prices. Parties lagging behind the market may seek to use the price weapon in what may be a desperate bid to achieve a turn-around in their fortunes. Supermarkets are in any event always highly focused on price. And it can be questioned whether consumers’ price focus in recent years has been driven by demand or by supply. This price effect was further reinforced in 2010 by the We worked extremely hard throughout many format changes at a local level, primarily as a 2010 to achieve a pleasing growth in sales result of the acquisition of Super de Boer. in a very challenging market climate. And this certainly did not happen The market leader is clearly in the strongest position automatically as, contrary to our and leaves other parties little room for manoeuvre. expectations, Dutch consumers remained However, thanks to the successful strategy of the food cautious about spending money on food retail master plan, EMTÉ is one of the few formats that during the year. has managed to continue growing solidly, despite the powerful impact of prices and communications in Total spending on food stabilised at around the 2009 the market. After like-for-like growth of 7.6% in 2009, level, which itself was no higher than in 2008. In both its the figure recorded for 2010 was 6.1%. 2 The slogan for 2010 was ...and now seize the moment Koen Slippens 3 rganic growth in O sales of 3.6% The underlying market growth of around 2% in 2010 percentage of consumer spending, contracted by 2%. was substantially lower than the 3.5% recorded in 2009. However, these figures include a price rise that exceeds As these figures demonstrate, EMTÉ maintained its the increase seen in sales in the wholesale segment. We strong outperformance in 2010. We have now been estimate that overall sales in the wholesale segments of performing significantly better than the market for two most importance to us fell by around 4% in 2010. years in succession, and that gives us every confidence The growth we achieved of around 3% demonstrates, that we are on the right track in the improvements we therefore, that our policy of seizing the moment is clearly are making to the EMTÉ format! When the opportunity proving beneficial, certainly given that we also arose to acquire Sanders Supermarkten we grasped this established the basis in 2010 for stronger growth and chance to continue reinforcing EMTÉ, having already more efficient operations over the coming years. In the started converting the Golff stores to the EMTÉ format. foodservice market, too, pressure on volumes led to By the end of 2011 we will have 130 EMTÉ stores and a fierce price competition, which in turn squeezed margins market share of around 3%. even further. This was particularly evident in our delivery services. An additional factor during the year was that, as Sligro is the only party in the foodservice market that was well as the various non-recurring integration costs that able to achieve more than marginal organic growth had been predicted, the merger of all our delivery service during the year. The market as a whole, expressed as a activities in the Amsterdam region also involved certain 4 unforeseen costs being incurred in order to maintain the increase the payout to around 50% of net profit and in quality of our services. We are pleased to announce that principle to pay only a cash dividend. In view of the the integration process is now on track, while stability has group’s cash-generating ability, we believe we can been restored to the activities and we are on course, as combine a higher dividend with continued funding of forecast, to start reaping the benefits from mid-2011 our growth ambitions from the operational cash flow. onwards. The combination of this integration and the Although we do not yet see many clear signs of an planned opening of a delivery-service outlet at the increase in food spending by consumers in the former Sanders distribution centre in Enschede will Netherlands, we find it hard to imagine that the create an excellent infrastructure for delivery services, foodservice market will contract for a third year in with nationwide cover. During 2010 we also invested succession. Thanks to contracts that have been signed, additional amounts in further strengthening our already the solid base we created for our activities in 2010 and well-positioned, national network of cash-and-carry the strength of our Sligro format we expect our stores. foodservice sales to grow faster in 2011 than in 2010. Meanwhile the investments we have made in the To summarise the year, net group sales rose by 1.3% to infrastructure and quality of our services in recent years €2,286.3 million, representing an organic increase of 3.6%. will also start proving their worth. The foodservice operating profit fell by €15.0 million On the food retail side, we completed the process of rganicsales growth of 3.6% in to €77.7 million, with much of this decrease being disposing of unprofitable stores or stores not suited to O attributable to fierce price competition and to the the EMTÉ format in 2010, although some of these stores non-recurring costs and one-off items in Amsterdam. contributed to sales during the year. The loss of these We estimate this amounts to a total of around sales will be more than offset by sales in the Sanders €10 million, more than half of which relates to outlets. These latter activities will be part of the group non-cash items. The underlying trend, however, for the full year in 2011, whereas in 2010 they only presents a more positive picture. contributed to sales in the fourth quarter. The combination of these developments means that growth The food retail operating profit rose in 2010 by will accelarate in 2011, while we are also looking for €7.7 million to €13.2 million. This improvement is largely opportunities to further reinforce our position through attributable to the success of the food retail master plan, acquisitions. We at Sligro Food Group have established which was achieved despite the price pressure a solid base for achieving our medium-term growth emanating from the market leader, and to a further ambitions. Some years ago we stopped giving forecasts increase in sales in response to folder promotions. for short-term results as we did not wish to offer a false sense of security. We are confident, however, going into The group’s 2010 net profit decreased by 5.5% to the year 2011. €70.2 million, which means the year failed to live up to our expectations. At the same time, however, we were pleased that Sligro Food Group was able to stabilise its Our slogan for 2011 is… profit at around €70 million despite the worst economic THINK, DARE, DO! crisis in recent history. During this period we also managed to continue increasing our market share and The successful approach adopted in the food retail further strengthening our market position, while also master plan, the integration of Sanders Supermarkten continuing to invest so that we can benefit from into EMTÉ and the completion of the integrated opportunities for growth in the future. national foodservice network are all excellent examples of Think, Dare, Do. In our entrepreneurial culture you During 2010 we arranged additional long-term funding need to take time to Think through your plans, to in the form of a (second) US private placement. In this Dare to follow your chosen route with courage and way Sligro Food Group proved it can fund its capital confidence and to Do what you have set out to achieve. requirements on attractive conditions even in uncertain times. Veghel, 27 January 2011 After maintaining the same dividend policy for over Koen Slippens twenty years, the group is now proposing gradually to Executive Board Chairman 5 I work in a close-knit team Fina Dudok CONTENTS Foreword 2 Financial statements 88 Profile 8 Key figures 9 Consolidated Important dates 10 Consolidated profit and loss account for 2010 90 Locations 11 Consolidated statement of recognised The
Load more

Recommended publications
  • The Sustainable Journey of Retailer Brands
    MARCA BY BOLOGNA FIERE 2020 THE SUSTAINABLE JOURNEY OF RETAILER BRANDS ITALY, Bologna | January 16th, 2020 THE SUSTAINABLE JOURNEY OF RETAILER BRANDS THE DUTCH CASE KOEN DE JONG THE UNITED STATES CASE THE FRENCH CASE THE DUTCH MARKET Retailer market shares - 2019 21.0% Coop 3.7 Deen 2.1 -0,1 % Dirk 3.7 Dekamarkt 1.7 -0,1 % Hoogvliet-0,4 % 2.1 Jan Linders 1.1 35.7% +0,2 % 25.8% Plus 6.4 = Poisz 1.0 -0,3 % Spar 1.2 + 0,3 % = others 3.7 0 1.8 3.5 5.3 7 10.7% 6.8% Sources: Nielsen/Distrifood/RABO/IPLC 2019 THE DUTCH MARKET Retailer market shares - 2019 21.0% Coop 3.7 Deen 2.1 -0,1 % Dirk 3.7 Dekamarkt 1.7 -0,1 % Hoogvliet-0,4 % 2.1 Jan Linders 1.1 35.7% +0,2 % 25.8% Plus 6.4 = Poisz 1.0 -0,3 % Spar 1.2 + 0,3 % = others 3.7 0 1.8 3.5 5.3 7 10.7% 6.8% Estimate private Label value share: 43% (including Aldi and Lidl) Turnover €38,3bn Sources: Nielsen/Distrifood/RABO/IPLC 2019 THE RETAILER BRAND IN THE NETHERLANDS Further consolidation of retail landscape ▸ Amazing growth of Jumbo: 4.9% to 21% market share in past 10 years ▸ Market share retailer brands: 27,3% (including discounters: 43%) ▸ Retail consolidation has intensified competition ▸ Professional players place private label and sustainability central in their strategy THE ALBERT HEIJN CASE Why addresssing sustainability is important Store image perception Retail brand Shopper loyalty Retail brand Retail brand choice quality perception purchase intention to the store Retail brand price perception Source: Price premium for food brands, Journal of Product & Brand Management, 2014 THE ALBERT
    [Show full text]
  • More Sustainable Food
    MORE SUSTAINABLE FOOD: FRUIT AND VEGETABLES AT THE SUPERMARKET Consumers, JULY 2018 Consumers Association More sustainable food: fruit and vegetables at the supermarket 1 CONTENT Resume 4 preface 6 1 study Design 7 1.1 Research questions 7 1.2 Definition / scope 8 1.2.1 Selection supermarkets 8 1.2.2 Selection of case studies 8 1.2.3 Scope of the study 9 1.2.4 Definition and explanation term sustainable 10 1.3 Research Methods 10 1.3.1 Research supermarket policy 10 1.3.2 Consumer research 12 1.3.3 Research case studies 12 2 Results 13 2.1 Sustainability initiatives fruits and vegetables incl. Marks 13 2.1.1 Sustainability labels fruit and vegetables 13 2.1.2 Sustainability Initiatives fruit and vegetables 17 2.1.3 Sustainability Themes 18 2.1.4 International perspective 22 2.2 Supermarket Policy sustainability fruit and vegetables 25 2.2.1 Purchasing Organization Fruit & Vegetables 25 2.2.2 Sustainability generally Fruit & Vegetables 27 2.2.3 Environment: Ambition & Policy and Implementation & monitoring 32 2.2.4 Social: Ambition & Policy and Implementation & monitoring 40 2.2.5 Training & Support 47 2.2.6 Seasonal Products 49 2.2.7 Food waste 50 2.2.8 Final questions: challenges and responsibilities of supermarkets 54 2.2.9 Summary of results by supermarket chain 55 2.3 consumer research 57 2.3.1 The concept of sustainability 57 2.3.2 Purchase of vegetables and fruits 58 2.3.3 Consumers sustainability in fruit and vegetables 59 2.4 Results of case studies 61 2.4.1 Strawberry 63 2.4.2 Banana 72 2.4.3 Paprika 82 2.4.4 Green Bean 89 Consumers
    [Show full text]
  • Social Media Use by Dutch Supermarket Chains
    Social media use by Dutch supermarket chains A digital marketing analysis on brand loyalty Thomas Dijkman 11026057 August 21st, 2018 Supervisor: Dick Heinhuis 2nd Examiner: Tom van Engers Bachelor thesis Information Science Faculty of Science University of Amsterdam ABSTRACT Social media have grown from being entertaining communication platforms into powerful business tools for marketing, promotion and customer service. Consequently, businesses have had to make changes in their marketing strategies to take advantage of the opportunities created by this new social ecosystem. Brand loyalty, which is one of the main goals of marketing efforts, is influenced by social media through different factors like trust and feelings of community. This thesis assesses the efforts made by Dutch supermarket chains on social media to test the effect of social media on their perceived brand loyalty. The factors that stimulate brand loyalty that were found in an extensive literature review were challenged through field research to test their effect on Dutch supermarket brands. The findings of this research show that there is no significant effect of social media efforts on brand loyalty in the case of Dutch supermarket chains. On the contrary, present research confirms that there are unexplored opportunities for Dutch supermarket chains to use social media to increase brand loyalty. From these findings, a general discussion and conclusion are offered, as well as directions for further research. 2 Table of contents 1 Introduction………………………………………………………………………………………………………… 5 1.1 Research objectives……………………………………………………………………………………… 6 1.2 Relevance……………………………………………………………………………………………………. 6 1.2.1 Academic relevance………………………………………………………………………………. 6 1.2.2 Managerial relevance…………………………………………………………………………….. 7 1.3 Research question and subquestions………………………………………………………………. 8 1.4 The Dutch supermarket industry…………………………………………………………………….
    [Show full text]
  • Nederlanders & Fairtrade 2013
    Het kopen van fairtrade levensmiddelen kan gezien worden als een invulling van mondiaal burgerschap en als een uiting van betrokkenheid bij de wereld en bij internationale samenwerking. Daarom onderzoekt NCDO sinds 2007 jaarlijks het aankoopgedrag van fairtrade levensmiddelen in Nederland. Dit rapport beschrijft het daadwerkelijke fairtrade aankoopgedrag van Nederlanders in 2013, de achtergronden van de kopers en trends daarin. 2013 NEDERLANDERS & FAIRTRADE Hoeveel huishoudens in Nederland kochten in 2013 fairtrade levensmid- delen? Welke fairtrade levensmiddelen werden vooral gekocht? Wie zijn de voornaamste kopers van fairtrade levensmiddelen? En waar worden fairtrade levensmiddelen gekocht? Deze vragen worden in deze publicatie beantwoord. Deze publicatie is onderdeel van een nieuwe reeks onderzoekspublicaties van NCDO, die met onderzoek, trainingen en andere activiteiten het publiek bewustzijn over internationale samenwerking en het belang van Nederland om op dit terrein actief te zijn bevordert. NEDERLANDERS & FAIRTRADE 2013 ONDERZOEK NAAR AANKOOPGEDRAG BIJ FAIRTRADE LEVENSMIDDELEN ONDERZOEKSREEKS 22 Dit kennisdossier is een uitgave van NCDO, mei 2014 1 ONDERZOEKSREEKS 22 - NEDERLANDERS & FAIRTRADE 2013 NCDO is het Nederlandse kennis- en adviescentrum voor burgerschap en internationale samenwerking. NCDO voert onderzoek uit, geeft trainingen en stimuleert de meningsvorming over mondiale thema’s door publicaties te verzorgen en de discussie op gang te brengen. NCDO werkt daarbij samen met overheid en politiek, maatschappelijke organisaties, bedrijfsleven en wetenschap. Heeft u vragen of opmerkingen over dit onderzoek of wilt u op de hoogte worden gehouden van nieuw onderzoek, neem dan contact op met NCDO via [email protected]. Foto omslag: Werry Crone/Hollandse Hoogte ISBN: 978-90-74612-54-8 Amsterdam, mei 2014 NCDO is het centrum voor mondiaal burgerschap.
    [Show full text]
  • 'Ondernemen Gaat Verder Dan Het Aanbieden Van Levensmiddelen'
    Interview | 5 Tekst Karin Geesink-Stegeman | Foto Erik Mafait Retailconsultant Erik Mafait: ‘Ondernemen gaat verder dan het aanbieden van levensmiddelen’ Supermarktexpert Erik Mafait betoogt dat ondernemers juist nu, in coronatijd, moeten doorpakken om gewonnen terrein niet prijs te geven. ‘Denk na over de leefbaarheid van je winkelcentrum, beoordeel de mogelijkheden om je winkel te verbeteren, onderzoek of je een (additionele) formule met toegevoegde waarde voor het centrum kunt openen.’ Door corona moeten ondernemers nog steviger gaan nadenken over hun eigen functie, stelt hij nadrukkelijk. Over medewerkers: ‘Waar productiviteit en kosten vroeger belangrijke factoren waren bij medewerkers, zie ik dit nu verschuiven naar kennis en klantgerichtheid.’ e grootste uitdaging waar retailers tegen- greren van bijvoorbeeld ‘gemaksformules’, als Readshop en aan lopen is het doorvertalen van de uit- Primera, in of bij de supermarkt. Tevens is het belangrijk voor gangspunten van de formule naar de supermarkten om het winkelgebied waar zij zitten levend te winkelvloer. ‘Je kunt nog zulke mooie houden. ‘Je moet als ondernemer scherp zijn op wat er in je plannen bedenken op het hoofdkantoor, omgeving gebeurt. Zie je leegstand om je heen ontstaan? Sta de executie op de winkelvloer moet ook dan op en ga nadenken over andere invullingen, om de leef- goed zijn. Als zo’n plan in de operatie baarheid van het centrum overeind te houden.’ Donvoldoende tot uitvoering komt, is het op voorhand Op de vraag of PostNL- en DHL-punten in een winkel ook gedoemd te mislukken’, zegt retailexpert Erik Mafait. voor extra relevantie zorgen, reageert Mafait ontkennend. ‘Ik Volgens hem hebben ondernemers en eigen winkels (filia- raad ondernemers juist aan om dit soort punten niet op te len) steeds meer een uitvoerende rol in de naleving van de nemen in de winkel.
    [Show full text]
  • Tilburg University Grocery Retail Dynamics and Store Choice Van Lin
    Tilburg University Grocery retail dynamics and store choice van Lin, Arjen Publication date: 2014 Document Version Publisher's PDF, also known as Version of record Link to publication in Tilburg University Research Portal Citation for published version (APA): van Lin, A. (2014). Grocery retail dynamics and store choice. CentER, Center for Economic Research. General rights Copyright and moral rights for the publications made accessible in the public portal are retained by the authors and/or other copyright owners and it is a condition of accessing publications that users recognise and abide by the legal requirements associated with these rights. • Users may download and print one copy of any publication from the public portal for the purpose of private study or research. • You may not further distribute the material or use it for any profit-making activity or commercial gain • You may freely distribute the URL identifying the publication in the public portal Take down policy If you believe that this document breaches copyright please contact us providing details, and we will remove access to the work immediately and investigate your claim. Download date: 30. sep. 2021 Grocery Retail Dynamics and Store Choice Arjen van Lin Grocery Retail Dynamics and Store Choice Proefschrift ter verkrijging van de graad van doctor aan Tilburg University op gezag van de rector magnificus, prof. dr. Ph. Eijlander, in het openbaar te verdedigen ten overstaan van een door het college voor promoties aangewezen commissie in de aula van de Universiteit op woensdag 18 juni 2014 om 16.15 uur door Arjen Ignatius Johan Gerard van Lin geboren op 21 mei 1986 te Haelen.
    [Show full text]
  • «Ifflilluiiidi 1301897
    «IfflillUIIIDi 1301897 Steenbergen, 2e supermarkt in Dinteloord Gebroeders Huijsmans, Dinteloord Definitief Gem.STEENBERGEN Kopie aan: 2 APR 2013 Verti ouwelijk Rapportnummer: 203X01004.075054.1 Datum: 26 maart 2013 Contactpersoon opdrachtgever: De heer R. Huijsmans Projectteam BRO: De heer T. Kolen Trefwoorden: supermarkt Bron foto kaft: Beknopte inhoud: Onderzoek naar de mogelijkheden van een tweede supermarkt in Dinteloord BRO Hoofdvestiging Postbus 4 5280 AA Boxtel Bosscheweg 107 5282 VW Boxtel T+31 (0)411 850 400 F+31 (0)411 850 401 E [email protected] B ÄO Ruimte om in te leven Inhoudsopgave pagina 1. INLEIDING 3 2. SAMENVATTING 5 3. BESCHRIJVING LOCATIE 7 4. HET GEMEENTELIJK BELEID 9 5. TRENDS EN ONTWIKKELINGEN 13 6. DETAILHANDELSSTRUCTUUR 17 6.1 Gemeente Steenbergen 17 6.2 Supermarkten in de regio 18 7. DE MARKTRUIMTE VOOR EEN TWEEDE SUPERMARKT 21 BIJLAGEN Bijlage 1. Branchering winkelaanbod in Steenbergen per kern Bijlage 2. Marktruimteberekening (minimum en maximum variant) Inhoudsopgave 1 BÜO INLEIDING De Gebroeders Huijsmans, die eigenaar zijn van het aannemersbedrijf Huysmans beschikken over een perceel grond aan de Westerstraat, waar zij voorheen hun bouwactiviteiten coördineerden. De oude werkplaatsen van het bedrijf liggen op steenworp afstand van het winkelcentrum in Dinteloord. De Gebroeders Huijsmans oriënteren zich momenteel op de mogelijkheid om op deze locatie een supermarkt te vestigen en hebben daarvoor een verzoek bij de gemeente ingediend. In overleg met de gemeente is besloten dat aan dit verzoek medewerking verleend kan wor­ den indien aangetoond wordt dat er in Dinteloord (gemeente Steenbergen) een werkelijke behoefte aan een tweede supermarkt bestaat. In het voorliggende onderzoek wordt hierop nader ingegaan.
    [Show full text]
  • Pure Chocolade; De Nederlandse Supermarkten Doorgelicht in 2010
    De Nederlandsesupermarktendoorgelichtin2010 Pure chocolade Pure 16-11 -2010_ 002 De Nederlandsesupermarktendoorgelichtin2010 INKOMSTEN BOEREN MILIEUBEHOUD LANDRECHTEN ARBEIDSRECHTEN KINDERARBEID | 1 IDenhoud Nederlandse supermarkten doorgelicht in 2010 | 2 Eerlijk duurt het langst pagina 1 Supermarkten in beweging pagina 3 ‘Boeren nemen hun eigen lot in handen’ pagina 7 ‘Investeren in duurzaam boeren’ pagina 11 ‘Win-winsituatie voor boer en bedrijf’ pagina 16 Samenwerken én kritische dialoog pagina 20 ‘Boeren ondersteunen om de landbouw weer op poten te krijgen’ pagina 22 De Nederlandse chocolademarkt pagina 28 Duurzaamheidsscore chocoladeletters pagina 30 Duurzaamheidsscore chocoladerepen en –tabletten pagina 32 ‘Jullie houden ons scherp’ pagina 36 ‘We brengen de boer op een hoger plan’ pagina 38 Waar koop ik mijn eerlijke en duurzame letter? pagina 42 Oxfam Novib pakt door! pagina 43 Colofon en bronvermelding pagina 44 De Nederlandse supermarkten doorgelicht in 2010 | 1 Eerlijk duurt het langst Eind 2009 vroeg de Groene Sint aandacht voor de Sinds het vorige chocoladerapport zijn er belangrijke ver- levensomstandigheden van de cacaoboeren in Afrika. beteringen geboekt. In dit tweede rapport kunnen we onder Hij wees erop dat veel chocolade die in Nederland meer melden dat in 2010 nagenoeg alle in Nederland ver- wordt verkocht, is gemaakt van cacao die niet onder kochte chocoladeletters geheel of gedeeltelijk is gemaakt verantwoorde omstandigheden wordt geproduceerd. van eerlijke en duurzame cacao. Ook is het percentage In 2009 had slechts 15 procent van de chocoladeletters duurzame chocoladerepen en –tabletten verdubbeld tot 20 en 10 procent van de chocoladerepen een duurzaam- procent. Daardoor kunnen duizenden cacaoboeren voor heidskeurmerk. Bij zeven winkelketens lagen geen of zichzelf en hun gezinnen een zelfstandig bestaan, zonder weinig eerlijke chocoladeletters in de schappen.
    [Show full text]
  • Potential Greenwashing at Dutch Supermarkets
    Potential greenwashing at Dutch Supermarkets (RetailTrends, 2016) Name: Thibaut Marie Tardieu Student number: 960429823080 Study: Business and Consumer studies (BBC) Date: 05-11-2020 Supervisor: Anne Brouwer Second reader: Frans Verhees Course code: YSS-81812 ECTS: 12 Abstract Sustainability plays an increasingly important role in the lives of Dutch consumers. Supermarkets are at the end of the supply chain and play an important role in greening the market. They are increasingly communicating sustainability actions through their corporate social responsibility (CSR) reports. However, on various occasions Dutch supermarkets have been accused of greenwashing: a combination of poor sustainability performance and communicating positively about sustainability. The major problem with greenwashing in this industry is that it could create a concerning status quo regarding true sustainability at Dutch supermarkets. Furthermore, the large amount of information available to consumers makes it difficult to distinguish between deceptive and truthful information communicated by supermarkets, creating the risk of confusion. To analyse Dutch supermarkets and how they respond to greenwashing accusations, their sustainability actions and communications. They are examined from different perspectives: the supermarket, the consumer, and society organisations. CSR reports from 2017–2019 are analysed for three supermarkets (Albert Heijn, PLUS, and Aldi) according to six dimensions: environment, animal welfare, packaging, food miles, health, and food waste. The Sustainable Brand Index™ for 2017– 2019 is used for the consumer sustainability perspective of these three supermarkets. Publications from society organisations that made it into popular media in the same time period are used to investigate whether any of the three supermarkets have been accused of greenwashing, and what the impact of these accusations was on supermarkets’ behaviour and on consumers’ sustainability perception of the supermarkets.
    [Show full text]
  • 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.
    [Show full text]
  • PRESS RELEASE Sale of EMTÉ by Sligro Food Group to the Consortium of Jumbo and Coop Completed
    PRESS RELEASE Sale of EMTÉ by Sligro Food Group to the consortium of Jumbo and Coop completed Sligro Food Group N.V., Jumbo Groep Holding B.V. and Coop Holding B.V. announce that on 2 July 2018, they completed the transaction for the sale, announced on 5 March 2018, of all the shares in EMTÉ Holding B.V. and its subsidiaries EMTÉ Supermarkten B.V., EMTÉ Franchise B.V. and EMTÉ Vleescentrale B.V. by Sligro Food Group to the consortium of Jumbo and Coop. The Netherlands Authority for Consumers and Markets The sale involves EMTÉ’s 130 supermarkets, its retail (ACM) had already approved the sale and the Works Councils distribution centres in Kapelle and Putten, its meat plant in had expressed a positive opinion. Jumbo and Coop will start Enschede and its supporting operational and commercial converting the EMTÉ supermarkets to their own formats this departments at the head office in Veghel. All employees autumn. Sligro Food Group will continue to provide certain involved will move to the consortium. support services to EMTÉ during the transition period in order to ensure a smooth handover of EMTÉ to Jumbo and Coop. Veghel/Velp, 2 July 2018, On behalf of the Executive Board On behalf of the Executive Board On behalf of the Executive Board Sligro Food Group N.V. Jumbo Groep Holding B.V. Coop Holding B.V. Koen Slippens Frits van Eerd Fred Bosch Rob van der Sluijs Ton van Veen Herco Boer 1 PROFILE About Sligro Food Group END OF PRESS RELEASE Sligro Food Group encompasses foodservice companies offering a complete range of food and food-related non-food items and services in the wholesale food and beverages For media enquiries: markets in the Netherlands and Belgium.
    [Show full text]
  • The Benelux Food Retail Market Retail Foods Netherlands
    THIS REPORT CONTAINS ASSESSMENTS OF COMMODITY AND TRADE ISSUES MADE BY USDA STAFF AND NOT NECESSARILY STATEMENTS OF OFFICIAL U.S. GOVERNMENT POLICY Required Report - public distribution Date: 6/25/2012 GAIN Report Number: NL2014 Netherlands Retail Foods The Benelux Food Retail Market Approved By: Mary Ellen Smith Prepared By: Marcel Pinckaers Report Highlights: The turnover of the Benelux food retail industry for 2011 is estimated at € 56.3 billion. For 2012, turnover is expected to increase by 2.5 percent. The retail market is fairly consolidated. Top 3 food retailers in the Netherlands have a market share of 64 percent while in Belgium the leading 3 retailers have 72 percent of the market. Sustainable food (including organic products) is one of the most important growth markets in food retail. The market share for private label products continues to go up in both Belgium and the Netherlands. The demand for convenient, healthy and new innovative products continues to be strong. Post: The Hague SECTION I. MARKET SUMMARY Benelux Food Retail Market Approximately 80 percent of the Dutch food retail outlets are full service supermarkets, operating on floor space between 500 and 1,500 square meters located downtown and in residential areas. Retailers with full service supermarkets have responded to the need of the Dutch to have these supermarkets close to their house. The remaining 20 percent includes mainly convenience stores (near office buildings and train/metro stations), some wholesalers and just a few superstores (convenient located alongside highways in shopping malls and industrial parks). The Belgians show a different shopping pattern.
    [Show full text]