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Delhaize Group
Delhaize Group
Delhaize Group
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Delhaize Group SA (French pronunciation: [dəlɛz], Dutch pronunciation: [dəˈleːzə]) was a Belgian multinational retail company headquartered in Molenbeek-Saint-Jean, Brussels, Belgium,[2] and operated in seven countries and on three continents. The principal activity of Delhaize Group was the operation of food supermarkets. On 24 June 2015, Delhaize reached an agreement with Ahold to merge and form a new parent/holding company headquartered in the Netherlands: Ahold Delhaize.[3]

Key Information

History

[edit]

Delhaize was founded near Charleroi, Belgium, in 1867 by Jules Delhaize and his brothers Auguste, Edouard and Adolphe. He was helped in this endeavor by his future brother-in-law, Jules Vieujant.[4] For their new shop, they chose the lion, the symbol of strength, as their logo. They also chose a motto: unity is strength.[5]

A branch of Delhaize Frères in Wavre, c.1900

In 2005, Delhaize Group completed the acquisition of the Belgian supermarket chain Cash Fresh for 118.6 million euros. Delhaize paid an additional 51 million euros to acquire real estate assets of Cash Fresh.[6][7]

As of 31 December 2014, Delhaize Group had a sales network (which includes directly operated, franchised, and affiliated stores) of 3,402 stores and employed approximately 150,000 people (excluding the stores and related associates of divested and discontinued operations). Store formats are primarily supermarkets, which represent 85% of Delhaize Group's sales network. Delhaize Group's sales network also includes other store formats such as neighborhood stores, convenience stores, and specialty stores. The company is actively engaged with the U.S. Environmental Protection Agency's Energy Star program to manage energy efficiency across its U.S. facilities.[8]

In addition to food retailing, Delhaize Group engages in food wholesaling to stores in its sales network and in nonfood retailing of products such as pet products and health and beauty products.

In 2014, Delhaize Group recorded revenue of €21.4 billion and underlying operating profit of €762 million. Delhaize Group's operations are located primarily in the United States (Food Lion LLC, Hannaford Brothers Company) and Belgium. Other operations are located in Greece, Indonesia, Serbia, Luxembourg and Romania.

Delhaize entered the U.S. market through its acquisition of Food Town Stores in 1983, renaming it Food Lion due to name conflict with other stores, and expanding from 22 stores to 226.[5] In 1985, it became a franchisee for Cub Foods and opened the first of many stores in the Atlanta area and in 1996, acquired Kash n' Karry, a Florida grocery chain.[5] Both its Cub Foods stores, and the Kash n' Karry chain have since been sold by Delhaize.

In 2007, the company left the Czech market after 16 years and sold all of its 97 supermarkets to Billa.[9] On 19 January 2009 Delhaize announced on request that the branches in Aachen and Cologne should be sold. In 2009, the company left the German market after 6 years and sold all of its 4 supermarkets to REWE Group.[10] In 2011, Delhaize acquired Serbian retailer Delta Maxi.[11]

In May 2013, Harveys was sold along with sister supermarket chains Sweetbay and Reid's to BI-LO, LLC for $265 million.[12]

The locations in Montenegro were sold in 2013.[13] The locations in Bosnia and Herzegovina were sold in 2014.[14]

In November 2014, Delhaize Group signed an agreement to sell its Bottom Dollar food store locations in the U.S. to Aldi, Inc. The stores were closed on 12 January 2015, and the transaction was completed early 2015.[15]

On 24 June 2015, Delhaize reached an agreement with Ahold to merge, forming a new parent company, Ahold Delhaize.[16][17][18] The merger agreement was signed after approval by shareholders and competition authorities on 23 July 2016.[19] Ahold CEO Dick Boer became CEO of the merged company until his retirement in July 2018, with Frans Muller, CEO of Delhaize initially as deputy CEO and chief integration officer under supervision of Dick Boer.[20] Frans Muller succeeded as CEO in July 2018.[21][22]

Sales divisions

[edit]
Delhaize distribution centre in Zellik

Europe

[edit]

Belgium

  • Delhaize
  • AD Delhaize
  • Proxy Delhaize
  • Shop & Go
  • Delhaize.be
  • Caddyhome.be
  • Delhaizewineworld.com

Czech Republic

Luxembourg

  • Delhaize
  • Proxy Delhaize

Greece

Romania

Slovakia

  • Delvita (1991–2005)

Serbia

North America

[edit]

United States

Operated as Delhaize America, a wholly owned subsidiary of Delhaize Group:

Asia

[edit]

Indonesia

  • Super Indo (51%)

See also

[edit]

References

[edit]

Further reading

[edit]
[edit]
Revisions and contributorsEdit on WikipediaRead on Wikipedia

Delhaize Group

View on Grokipedia
from Grokipedia
Delhaize Group was a Belgian multinational retailer headquartered in , , that operated supermarkets and related stores across , , and until its merger with Dutch retailer in 2016 to form . Founded in 1867 in , , by brothers Jules and Auguste Delhaize as a wholesale grocery , the company initially focused on supplying products before expanding into retail. It opened Europe's first self-service in in 1957, marking a pivotal shift toward modern grocery retailing in . By the early , Delhaize Group had grown into a major player with approximately 2,527 stores and 144,000 employees, generating sales of €20.7 billion in 2002, primarily through operations that accounted for 85% of its network. The company's international expansion began in the 1970s, starting with the acquisition of a stake in U.S.-based Food Town stores in 1974, which evolved into Delhaize America and included prominent banners like , Hannaford, and Bloom. In , it maintained a strong presence in under the Delhaize banner, alongside operations in , , and other Balkan countries, while venturing into with stores in . Delhaize Group emphasized a mix of branded and private-label products, including nutritional foods and household items, and went public on the in 1962 and the in 2001. The 2016 merger with created one of the world's largest food retail groups, with combined operations serving over 50 million customers weekly through more than 6,500 stores at the time, though Delhaize's distinct brands like and Delhaize continue under the umbrella. As of 2025, the Delhaize brand in operates 818 stores with an average sales area of 962 square meters, focusing on quality products, sustainability, and innovations like the SuperPlus .

History

Founding and Belgian Growth (1867–1980)

The Delhaize Group was founded in 1867 by brothers Jules and Auguste Delhaize in Ransart near , , as a wholesale supplier of groceries and colonial products. The enterprise began as a family-owned , emphasizing reliable supply chains and competitive to serve local retailers in the industrial region of . Adopting the —Belgium's national symbol—as its emblem, the company quickly expanded by opening branch stores, transitioning from pure wholesaling to a hybrid model that included direct retail operations. This early strategy focused on fresh produce and everyday essentials at low prices, appealing to a broad clientele amid 's growing urbanization. By the early , Delhaize Frères & Cie "Le Lion" had established a nationwide network of stores, operating as a pioneering multiple grocer in . The firm remained under control, with descendants of the founders maintaining significant influence, while acquiring its own production facilities to ensure quality and cost efficiency. Pre-World War I expansion reached hundreds of outlets across , supported by centralized warehousing in Ransart, though wartime disruptions temporarily halted growth. Post-war recovery in the saw renewed emphasis on branded goods and service, with the share of own-label products in its assortment rising to around 29% by 1928. Following , Delhaize accelerated its domestic expansion through modernization, surpassing 100 stores by the 1950s and integrating elements to streamline shopping. In 1957, it launched Belgium's first , modeled on American formats, which revolutionized its Belgian operations by enhancing efficiency and customer access to fresh goods. The marked further innovation with expanded private-label offerings, including in-house butchering and processed foods, reinforcing the core commitment to affordable, high-quality produce amid rising consumer demand. This period solidified Delhaize's position as Belgium's leading food retailer, with family oversight transitioning toward broader public involvement while preserving its foundational values.

International Expansion and Acquisitions (1980–2000)

During the 1980s, Delhaize Group accelerated its international expansion, primarily through its U.S. subsidiary, which marked the company's first significant foray beyond . Although Delhaize had acquired a minority stake in Food Town Stores Inc. in 1974 (operating 22 stores at the time) and increased it to a majority in 1976, the rebranding to in 1983 solidified its American presence and drove rapid growth. By the end of 1983, operated 225 stores across five states, expanding from 106 stores in 1980 to capitalize on the U.S. market's potential for low-price grocery retailing. This move was driven by domestic saturation in , where mature competition limited further organic growth, prompting Delhaize to diversify geographically for stability and scale. In the 1990s, Delhaize extended its European footprint amid post-Cold War opportunities in emerging markets. A key milestone was the acquisition of a 45.4% stake in Greek retailer S.A., which Delhaize increased to 50.6% by 1995, gaining access to 15 supermarkets in and establishing a foothold in Southeastern . This acquisition aligned with Delhaize's strategy to leverage its expertise in efficient supply chains and private-label products in less consolidated markets. By the late 1990s, in the U.S. had grown to over 1,000 stores, contributing to the group's overall expansion. The decade culminated in major U.S. consolidation and Eastern European entry. In 1999, Delhaize agreed to acquire Hannaford Brothers Co. for $3.6 billion, completing the deal in July 2000 and adding 152 stores in the Northeast, enhancing its regional presence in higher-margin formats. Simultaneously, in 2000, Delhaize acquired a 51% stake in Romanian chain , entering the fast-growing market with initial stores in the Mega Image chain. These moves diversified revenue streams beyond , where growth had plateaued, and propelled total stores from approximately 800 in 1980 to over 2,300 by 2000, underscoring Delhaize's shift to a multinational retailer.

Modern Developments and Challenges (2000–2015)

During the early 2000s, Delhaize Group continued its international expansion by strengthening its presence in existing markets and entering new ones. In , the company had held a majority stake in since the mid-1990s, but achieved full ownership in 2010 by acquiring the remaining non-controlling interests, thereby consolidating control over one of the country's leading chains with over 400 stores. In the , Delhaize entered the Serbian market through the 2011 acquisition of Delta Maxi Group for €932.5 million, marking its largest investment in the region and establishing a network of nearly 400 stores across and neighboring countries, which positioned the group as the leading food retailer in . In the United States, Delhaize expanded its portfolio in 2007 by and investing in the Sweetbay and Reid's banners, which it had acquired earlier through the purchase of Kash n' Karry; however, these operations faced challenges and were later divested in 2014 to BI-LO Holdings for $265 million as part of a strategic refocus. The period also brought significant challenges, including high-profile controversies that tested the group's operational standards and public trust. A notable issue stemmed from a 1992 undercover investigation by ABC News into , a key U.S. acquired by Delhaize in 1974, which exposed and food handling practices, leading to widespread media scrutiny and multiple legal actions; this culminated in a 1993 U.S. Department of Labor settlement where agreed to pay a record $16.2 million to resolve allegations of child labor and overtime violations affecting thousands of employees. In Europe, the impacted Delhaize's brands, particularly in where tests revealed traces of horse DNA in some own-label products like those under the Tavola brand, prompting recalls and heightened audits across the group's operations to address labeling non-compliance and restore consumer confidence. To address these challenges and drive long-term efficiency, Delhaize launched the "Delhaize " strategy in 2012, a comprehensive plan emphasizing operational improvements, store renovations, and early initiatives to enhance competitiveness in a consolidating retail landscape. This included divesting underperforming assets, such as the 2015 sale of all 66 stores in the U.S. to Inc. for $15 million, allowing the group to streamline its North American footprint and redirect resources toward core banners like . Complementing these efforts, Delhaize intensified initiatives from 2010 onward, focusing on waste reduction through programs like recycling and packaging optimization in its U.S. and European stores, which laid the groundwork for broader environmental goals outlined in its strategy. By 2014, these developments contributed to steady growth, with Delhaize Group's consolidated revenue reaching €21.4 billion, reflecting a 3.9% increase at identical exchange rates driven by strong performances in the U.S. and southeastern Europe despite economic pressures and the extra 53rd week in the U.S. calendar. Overall, the 2000–2015 era highlighted Delhaize's adaptability amid regulatory scrutiny, disruptions, and market shifts, setting the stage for future consolidation.

Business Operations

Retail Formats and Brands

Delhaize Group's retail operations centered on a mix of , discount, and specialty formats, with supermarkets accounting for the majority of sales. The core banners included the flagship Delhaize stores in , which emphasized quality fresh produce and a wide assortment of products, alongside affiliated and franchised AD Delhaize outlets that operated under a model to extend reach in local communities. Discount formats, such as Red Market in , targeted price-sensitive shoppers with simplified assortments and lower pricing strategies. Specialty and stores, including Proxy Delhaize and Shop & Go, catered to quick-service needs with compact footprints focused on everyday essentials and proximity to urban areas. The company developed a robust portfolio of private labels to enhance value and differentiation, prioritizing quality, affordability, and . The "365" offered everyday essentials across various categories, while "Delhaize Bio" specialized in organic products, reflecting a commitment to health-conscious consumers and local sourcing initiatives. These labels were integrated into store assortments to support fresh and sustainable product strategies, with additional regional variants like Nature’s Place for healthy options. Innovations in included the launch of platforms in the 2000s, such as delhaize.be, which enabled and click-and-collect services to meet evolving digital demands. The Plus Card , introduced in 1992, became a cornerstone of retention efforts, used in over 90% of Belgian transactions by 2002 and offering personalized discounts and rewards. Delhaize's overall strategy adopted a customer-centric approach, operating over 3,500 stores at its peak through a blend of owned, leased, and franchised models to balance quality, affordability, and convenience across formats. This model emphasized associate training programs like "Count on Me" to elevate service and community ties, while focusing on sustainable practices such as food donation and goals.

European Operations

Delhaize Group's core operations in encompassed a network of 888 stores by the end of 2015, comprising 141 company-operated Delhaize supermarkets, 219 affiliated AD Delhaize stores, 237 Proxy Delhaize neighborhood stores, and 137 Shop & Go convenience outlets. This portfolio generated €5.0 billion in revenue, representing 20% of the group's total, while maintaining a 24.0% in the Belgian food retail sector. In , operations were conducted via the subsidiary, which operated 341 stores in 2015 through a combination of company-owned and franchised formats. Delhaize first acquired a majority stake in 1992 and increased its ownership to approximately 90% in 2009 through a initially at €30.50 per share (later raised to €34.00). The Romanian subsidiary, Mega Image, focused on urban markets and expanded to 471 stores by the end of 2015, including 71 new locations opened that year, with an emphasis on proximity formats and local product lines like Gusturi Românești. Delhaize's presence in other European countries included Serbia, where the Delta Maxi chain (rebranded as Delhaize Serbia) operated 396 stores in 2015, featuring 181 Maxi supermarkets and benefiting from 47 remodelings to enhance customer appeal. This network stemmed from the 2011 acquisition of Delta Maxi Group for €932.5 million, including net debt. The company had divested its Czech Republic operations, which previously included 97 Delvita stores, in 2006 amid strategic refocusing. Across its European footprint, Delhaize pursued a of local adaptation, tailoring assortments to regional preferences—for instance, emphasizing traditional Greek products through the Alfa Beta "Tastes of " campaign to support local producers and align with Mediterranean culinary traditions. This approach, combined with store expansions and format diversification, aimed to build customer loyalty amid varying economic conditions.

North American Operations

Delhaize Group's North American operations, conducted through its subsidiary Delhaize America, focused primarily on the , where it operated a portfolio of chains emphasizing regional market positioning and value-driven retail strategies. By , these operations encompassed over 1,300 stores across the Southeast, Mid-Atlantic, and Northeast regions, generating approximately 66% of the group's total revenues of €24.4 billion. The portfolio highlighted Delhaize's approach to balancing low-cost leadership with upscale offerings, adapting to diverse consumer preferences in mature U.S. markets. Food Lion, Delhaize's flagship U.S. brand, was acquired in 1983 and grew into a dominant low-price leader in the Southeast, operating more than 1,100 stores by 2015 across states including , , and . The chain emphasized everyday low pricing, supported by a robust private-label program featuring Nature's Promise organic products, and implemented strategies like price matching to compete with discounters such as . Food Lion also engaged in programs, including hunger relief initiatives through partnerships with banks, contributing to its reputation as a community anchor in rural and suburban areas. Hannaford, acquired in 2000, represented Delhaize's upscale format with around 180 stores concentrated in the Northeast, particularly , , and . This chain differentiated itself through a focus on fresh, local produce and prepared foods, appealing to health-conscious consumers in smaller markets. Hannaford's innovations included early adoption of loyalty programs like My Hannaford Rewards, which integrated digital coupons and personalized savings to drive repeat visits. Other brands included Sweetbay Supermarkets in , which operated about 70 stores until its divestiture to Bi-Lo Holdings, completed in 2014, for $265 million (announced in 2013) as part of portfolio optimization. Similarly, the Bottom Dollar Food discounter chain, with 66 stores in and surrounding areas, was sold to in 2015 for $15 million following a strategic exit from underperforming formats. These moves allowed Delhaize to streamline its U.S. presence toward core strengths in and Hannaford ahead of broader corporate changes.

Asian Operations

Delhaize Group's Asian operations were confined to a single in , reflecting a cautious approach to the region's volatile markets. The company acquired a 51% stake in PT Lion Super Indo (Super Indo) in 1997 through a partnership with the local , establishing it as a operator focused on urban consumers. Super Indo's format emphasized modern offering fresh produce, everyday essentials, and convenience items tailored to middle-class shoppers in densely populated areas like . By 2015, the chain had grown to 128 stores, primarily in and surrounding cities, prioritizing local sourcing for products to align with Indonesian preferences and efficiencies. The venture's strategy centered on minority ownership to reduce exposure to geopolitical and economic risks, such as currency fluctuations and joint control dynamics under Indonesian regulations. All products were required to comply with standards, a core focus given the country's Muslim-majority population, while emphasizing affordable, high-quality fresh foods to build customer loyalty. This limited footprint represented less than 5% of Delhaize's overall sales, underscoring Asia's minor role compared to European and North American dominance, with no expansions into other Asian countries. Operations faced notable challenges, including stringent regulatory barriers for foreign investors, such as restrictions on retail ownership and opaque licensing processes that complicated store openings. Intense from dominant local chains like and further pressured market share. Despite these hurdles, Super Indo achieved steady growth, with comparable store sales rising 8.7% in 2015 amid Indonesia's expanding .

Corporate Governance

Leadership and Management

The Delhaize Group was founded in 1867 by brothers and Auguste Delhaize, and of the founders held key roles within the company until the mid-20th century, preserving the family's influence on its early development and operations. Many continued as significant shareholders into the late 20th and early 21st centuries, reflecting ongoing family ties to the business. Notable chief executives included Gui de Vaucleroy, a descendant by marriage of the founders, who served as President and from 1990 to 1998, guiding the company's expansion in the United States through acquisitions and operational growth. Pierre-Olivier Beckers succeeded him, holding the position of President and CEO from 1999 to 2013; during his tenure, he launched the "2020 Ambition" strategic plan in 2013, which emphasized customer focus, operational efficiency, and as core pillars. Delhaize Group's corporate governance featured a for strategic oversight and an Executive Committee for operational management, with the board appointing the CEO and approving major investments. Post-2000, the board incorporated the company's founding of integrity and community responsibility into its principles, while establishing dedicated committees to oversee initiatives, such as environmental and efforts integrated into the 2013 strategy. The board prioritized diversity, particularly gender representation, believing it enhanced ; by 2015, female directors comprised 30% of the board, up from lower levels in prior years, in line with broader European corporate trends toward balanced leadership.

Financial Performance

Delhaize Group's revenue demonstrated steady growth over its later history, rising from €19.5 billion in 2011 to €21.4 billion in 2014 and reaching €24.4 billion in 2015, driven primarily by expansions in its core markets. Net profit attributable to the group share fluctuated amid operational investments and currency effects, peaking at €472 million in 2011 before declining to €179 million in 2013 and recovering to €366 million in 2015. Key financial metrics reflected prudent management in the , with EBITDA reaching €1,166 million in for a margin of 5.5% and underlying operating profit at €762 million (3.6% of revenue). Following the 2000 acquisition of Hannaford Brothers, which expanded U.S. operations, net debt peaked at €4.6 billion that year before being reduced through subsequent refinancing and cash flow generation to €997 million by the end of and €781 million in 2015. By 2015, divisional contributions to revenue were led by North American operations at 66% (€16.0 billion), followed by European activities at approximately 34% ( 20% or €5.0 billion, Southeastern Europe 14% or €3.4 billion), and a minor 3% from Asian operations (primarily ). Divestitures, including the 2015 sale of for €14 million, contributed to overall net debt reduction of €216 million that year through freed-up cash flows, though specific from U.S. asset sales was not isolated beyond general financial improvements. Delhaize Group's shares have been listed on Brussels since the exchange's early operations, reflecting its long-standing public status as a Belgian entity. Pre-merger market capitalization stood at approximately €9.2 billion at the end of 2015.

Merger and Legacy

Merger with

On June 24, 2015, Koninklijke N.V. and Delhaize Group announced an agreement for an all-stock merger of equals, forming a combined entity named with an enterprise value of approximately €25 billion. The merger aimed to create a leading international food retailer with net sales of €54.1 billion, operating more than 6,500 stores across 10 countries primarily in the United States and . Under the terms of the merger agreement, Delhaize shareholders would receive 4.75 ordinary shares for each Delhaize ordinary share, resulting in shareholders owning approximately 61% of the combined company and Delhaize shareholders owning 39%. Prior to closing, planned to return €1 billion to its shareholders through a special cash and a . The combined company would be headquartered in , , with dual listings on and Euronext Brussels, and , then CEO of Delhaize, would serve as CEO of . The transaction was expected to be accretive to earnings in the first full year post-completion, driven by anticipated annual run-rate cost synergies of €500 million by the third year, primarily from efficiencies, procurement savings, and administrative optimizations. The merger required approvals from regulatory authorities, including competition clearances in key markets. In Europe, the European Commission referred jurisdiction to the Belgian Competition Authority (BCA) in October 2015 following pre-notification discussions. The BCA granted conditional approval on March 15, 2016, after the companies committed to divesting a limited number of overlapping stores in Belgium to preserve in local markets. In the United States, where the combined entity would hold significant on the East Coast, the (FTC) required divestitures to address antitrust concerns; on July 22, 2016, the FTC approved the merger subject to the sale of 81 stores across chains like , Giant, Food Lion, and Hannaford to independent buyers. These approvals, along with shareholder votes in March 2016, paved the way for the merger's completion on July 24, 2016.

Integration and Dissolution

The merger between Ahold and was finalized on , 2016, becoming effective the following day at 00:01 CET, with Delhaize legally dissolved without liquidation and its assets transferred to the newly formed . This cross-border transaction under Dutch and Belgian law marked the end of Delhaize as an independent entity, integrating its operations into Ahold Delhaize's structure headquartered in , , while retaining local management for Belgian activities in . Integration efforts prioritized maintaining strong local brands to preserve customer loyalty, with Delhaize's U.S. banners such as and Hannaford continuing unchanged post-merger, alongside Ahold's and Giant. Over 375,000 employees from both companies transitioned into the combined workforce, supported by harmonized policies and training programs to facilitate smooth operational alignment across regions. The central corporate headquarters shifted to , though Delhaize's Brussels office persisted to oversee Belgian retail banners like Delhaize and . Key challenges included aligning the complementary yet distinct corporate cultures of the Dutch-based and Belgian-rooted Delhaize, particularly in decision-making and operational practices across neighboring markets. Initial synergies focused on unification, enabling cost savings through shared and , with the company on track to realize €500 million in annual benefits, 65% to 70% from U.S. operations. Immediate outcomes included shares debuting on and under the ticker "AD" on July 25, 2016, reflecting the combined of approximately €25 billion. By late 2016, Delhaize's corporate website had been redirected to 's platform, signaling the full transition of its digital presence.

Enduring Impact on Ahold Delhaize

The retention of Delhaize Group's key brands following the merger has provided with a strong legacy in regional markets, particularly through the continued operation of Delhaize in , in the , and Hannaford in the . These brands maintain distinct local identities while benefiting from shared corporate resources, ensuring their viability in competitive landscapes. For instance, , with 1,109 stores, contributed to USA's net sales of approximately $59 billion (€54.2 billion) in , underscoring its role as one of the company's largest revenue drivers. Delhaize's pre-merger expertise in private-label development and sustainability has enduringly shaped Ahold Delhaize's strategic priorities, notably in the 2024 update to the "Growing Together" strategy, which emphasizes healthy and sustainable product assortments. This influence is evident in the company's own-brand portfolio, where healthy food sales reached 52.4% of total own-brand food sales in 2024, aligning with goals to promote nutritious options across brands. Sustainability practices inherited from Delhaize, such as efficient supply chain management and waste reduction, contribute to broader initiatives like a 36% reduction in greenhouse-gas emissions from own operations compared to the 2018 baseline, integrated into the "Healthy, Sustainable Future" framework. In 2025, operates around 9,400 stores globally, reflecting the scaled footprint bolstered by Delhaize's former assets. The company's third-quarter results highlighted the ongoing vitality of Delhaize elements, with net sales of €22.5 billion and U.S. comparable-store sales growth excluding gas of 2.9%, propelled by Food Lion's performance—its 52nd consecutive quarter of positive comparable sales. Hannaford also contributed to this momentum, achieving its 17th straight quarter of growth. The broader impact of Delhaize's integration lies in Delhaize's enhanced global presence across seven countries, combining European neighborhood formats with expansive U.S. operations for diversified revenue streams. Although no independent Delhaize entity remains, its Belgian operations persist under the Delhaize banner, holding a 22% with 818 stores and plans for eight new supermarkets opening in early 2026 via an affiliate model. In January 2025, Delhaize acquired Delfood from the , adding 325 points of sale and reinforcing its market leadership. This structure sustains local relevance while driving company-wide efficiencies and innovation.

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  41. https://progressivegrocer.com/delhaize-outlines-supergood-sustainability-strategy
  42. https://www.aholddelhaize.com/media/oekn41bn/2016-board-report-delhaize-group_170505-1.pdf
  43. https://www.aholddelhaize.com/media/0qablwpm/2013_annualreport_en.pdf
  44. https://www.aholddelhaize.com/media/lnsey0cy/150403_dlz_ra14_uk_web.pdf
  45. https://www.sec.gov/Archives/edgar/data/930309/000095014401504083/g70124ex10-2.txt
  46. https://www.sec.gov/Archives/edgar/data/930309/000119312516551581/d132759d20f.htm
  47. https://www.aholddelhaize.com/media/1153/ahold_delhaize_press_release_en.pdf
  48. https://competition-cases.ec.europa.eu/cases/M.7702
  49. https://www.aholddelhaize.com/media/skulldzn/160315_bca.pdf
  50. https://www.ftc.gov/news-events/news/press-releases/2016/07/ftc-requires-ahold-delhaize-group-sell-81-stores-condition-merger
  51. https://www.aholddelhaize.com/media/2651/20160721-eng-closing.pdf
  52. https://www.globenewswire.com/news-release/2016/07/23/858372/10164231/en/Delhaize-Group-and-Ahold-complete-merger-after-receiving-clearance-from-the-U-S-Federal-Trade-Commission.html
  53. https://www.sec.gov/Archives/edgar/data/869425/000119312516447740/d125078dex993.htm
  54. https://newsroom.foodlion.com/news-releases/news-release-details/delhaize-group-and-ahold-reach-agreements-buyers-divest-86-us
  55. https://progressivegrocer.com/ahold-delhaize-complete-merger
  56. https://cspdailynews.com/company-news/grocery-giants-ahold-delhaize-announce-merger
  57. https://www.supermarketnews.com/finance/ahold-delhaize-provides-update-on-combined-strategy
  58. https://www.aholddelhaize.com/media/1bmnxdtl/ahold-delhaize_annual-report-2016_interactive-1.pdf
  59. https://www.aholddelhaize.com/media/uheb2545/ahold-delhaize-great-local-brands.pdf
  60. https://aholddelhaize.com/digitalannualreport/2024
  61. https://progressivegrocer.com/ahold-delhaizes-annual-report-2024-outlines-successful-year
  62. https://www.aholddelhaize.com/media/z3lj1fkk/annual-report-2024-ahold-delhaize-sustainability-statements.pdf
  63. https://www.aholddelhaize.com/
  64. https://newsroom.aholddelhaize.com/ahold-delhaize-reports-strong-q3-performance-2025-outlook-reconfirmed/
  65. https://www.grocerydive.com/news/ahold-delhaize-financial-results-third-quarter-2025-grocery-stop-and-shop/804752/
  66. https://newsroom.aholddelhaize.com/delhaize-to-acquire-delfood-from-louis-delhaize-group-strengthening-its-position-as-market-leader-in-belgium/
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