Reusable bags in the produce aisle
Across the globe, millions of tonnes of plastic end up in landfills, burned or leaked into the environment – and that amount is rising every year. Our brands continue to work to reduce the use of plastic, getting rid of single-use plastic bags and improving own-brand product packaging by switching to more environmentally friendly materials or reusable packaging, eliminating unnecessary plastic packaging and increasing the use of post-consumer recycled content.
Albert Heijn in the Netherlands has made great strides in its efforts in recent years. In 2022, the brand stopped providing free plastic bags in fruit and vegetable departments across its entire store network – after it had already removed free plastic bags at the checkout. Albert Heijn instead offers washable fresh produce bags that can be used dozens of times. This decision saves 130 million bags, or 243,000 kilos of plastic, per year.
The initiative is one of many reasons Albert Heijn was voted the most sustainable supermarket chain in the Netherlands for the sixth time in a row in 2022 by the Sustainable Brand Index™ 2022, the largest and leading research in Europe in the field of consumer brands and sustainability.
In addition, over the past three years, Albert Heijn saved more than seven million kilos of packaging material on its own-brand products through a concentrated effort to do more with less. Sometimes they tweaked existing packaging to reduce the amount of plastic used – such as by offering meal and lunch salads in a thinner shell or using thinner plastic bottles for soft drink – and sometimes they completely eliminated packaging, for example, by offering more fruit and vegetables totally unpackaged.
“Sustainability is a journey in which you gradually make the world a better place. All of the steps together make a big leap.”
Marit van Egmond, CEO Albert Heijn
Commitment to increase donations by 20%
Food donations are indispensable in helping an ever-increasing group of people across our brand’s markets. It’s also our brands’ first resort for avoiding food waste – any food that can’t be sold is first diverted to help feed people in their communities.
In the Czech Republic, our Albert brand has worked intensively with the Czech Federation of Food Banks for years – and with great results.
Albert’s determination to support communities while fighting food waste has made it the largest food donor in the Czech Republic!
They received the title in 2022 for donating 1,900 tons of food from its stores to the Czech Federation of Food banks – or 3.8 million portions of food – the previous year. In addition, through the brand’s Albert Food Collection efforts, it donated another million portions of food to the needy during the year, along with 25 tons of snacks for medical staff to 14 hospitals through regular weekly deliveries.
And Albert is not done raising the bar -- after hitting this amazing milestone, the team committed to increase donations by 20% – for a total of 4.6 million food portions. They also donated refrigerated delivery vans to help food banks keep food fresher longer.
Through initiatives like this, Albert keeps it share of unsold food below 1.5% of total volume. It also opened its first no waste store in 2022 with a zero-waste canteen that prepares great meals for associates from unsold products.
“The role of food banks is crucial, and Czechs would appreciate more opportunities to get involved. The groups most at risk of food and drug shortages during the pandemic have been single mothers and seniors.”
Veronika Láchová, Executive Director Czech Federation of Food Banks
Giant Food in the U.S. began deploying fully electric vehicles in its Giant Delivers fleet in 2022 – a positive step forward on the brand’s transition to all-electric delivery to customers.
The new vehicles can cover 105 miles on one charge from Giant’s warehouse, so drivers don’t have to make an extra stop during daily deliveries. The vehicles are expected to displace over 210,000 gallons of petroleum and reduce greenhouse gas emissions by 63% over their lifetimes. Similar technology is also being using at our other brands, such as bol.com, Delhaize and Stop & Shop.
Over the next several years, Giant plans to transition more of its Giant Delivers fleet to all-electric, and the deployment of these first two vehicles marks the next stage in Giant’s commitment to making a positive environmental impact.
The vehicles were purchased from Motiv Power Systems, a Silicon Valley innovator of medium-duty all-electric trucks and buses engineered and made in America. Each vehicle will produce zero emissions and quieter operations while still providing the same grocery storage capacity, according to the company.
“Cleaner transportation is part of Giant’s larger sustainability efforts and commitment to supporting the local environment.”
Joe Urban, Vice President of Distribution
Serving communities brings mutual benefits at Food Lion
Our brands are known for making a difference in communities. Rhonda Mauldin, Food Lion Store Manager in Simpsonville, South Carolina, says her sense of belonging is closely connected to her efforts to serve the community.
She and her team have worked hard to let Simpsonville know Food Lion is there for them, by partnering with the local food bank and Habitat for Humanity, cleaning up roadways, offering move-in bags of groceries to new residents and donating food and water to police and fire departments.
It’s a good example of a passion for community service that pervades the whole brand. Food Lion Feeds has helped provide more than 903 million meals to individuals and families since 2014 and has committed to providing 1.5 billion meals by 2025. In late 2022, Food Lion Feeds provided 500,000 meals in support of the global #GivingTuesday movement. Created in 2012, #GivingTuesday is observed on the Tuesday after Thanksgiving to encourage generosity, giving and good deeds.
“I want to be a part of the answer. I want Food Lion to be able to nourish and set our neighbors up for success in life. I’m proud to work for a company that allows me to do that.”
Rhonda Mauldin, Store Manager
“No waste” corners at Delhaize Belgium
In order to make almost expired products more appealing and accessible, Delhaize Belgium is increasing their visibility in its stores. According to the brand’s research, almost-expired products are more attractive for customers when they are placed in one designated location with a clear message.
That is why Delhaize has grouped almost-expired products from different categories (dairy, processed meats, etc.) in “no waste corners,” and labelled them with a green “win-win” sticker in all its supermarkets. The label makes it clear for customers that the purchase is a win for both the environment and their wallets.
This initiative is helping Delhaize to not only combat food waste, but support customers’ purchasing power in tough financial times.
Keeping food waste to an absolute minimum is a top priority for Delhaize Belgium and one of the three pillars of its ambitious sustainability program, “The Lion's Footprint.” Another way the brand fights food waste, this time while helping the less fortunate, is by donating unsold goods to food banks. Delhaize has already done this for more than 30 years and will continue far into the future.
“For many families, it is these seemingly small items that do make a difference at the end of the month. As a retailer, we want to take responsibility for this and try to help where we can.”
Delhaize Belgium team
Bol.com plans for sustainable success
Bol.com expanded its fulfilment center in Waalwijk, the Netherlands, doubling the total floor area to 240,000 square meters. This move will help bol.com continue to innovate and grow in a sustainable way in the future, both for customers and for sales partners.
With 13,000 solar panels on the roof, windmills next to the building, automated packing machines, kilometers of conveyor belts and enormous shuttle system, the bol.com facility is also one of the most sustainable logistics buildings in the Netherlands and Belgium. And innovations added during the expansion will help bol.com to further reduce its CO2 emissions per package.
In April 2022, bol.com became the first e-commerce company in the Netherlands and Belgium to carry the Climate Neutral Certification label, meaning it meets the criteria set by the Climate Neutral Group to be climate neutral. Together with this sustainability consultancy agency, bol.com mapped the entire CO2 emissions of its processes and set reduction targets according to the rules and guidelines of the Paris Agreement. For bol.com this means that the emissions are calculated from the moment that items arrive in a fulfilment center until delivery to the front door of the customer, and everything in between. The production of items by suppliers and manufacturers is not included in the scope.
Bol.com continues to reduce CO2 emissions as much as possible, and, what remains, the brand compensates according to CNG criteria. The brand also offsets the operational emissions for the 49,000 sales partners who sell through the platform.
“We want to achieve climate-neutral shopping at bol.com by 2025. This fulfilment center, by running 100% on solar and wind energy, brings us closer to achieving that ambition.”
Vincent Weijers (COO bol.com)
Alfa Beta uses education to help halve food waste
Alfa Beta has found that educating its key stakeholders on food waste issues is a very important step along the journey to halve food waste. That’s why, in collaboration with WWF in Greece, Alfa Beta has launched its second customer awareness campaign on food waste. The campaign aims to educate customers on the issue and ultimately reduce food waste in households by focusing on food waste’s climate impact.
In addition to building customer awareness, Alfa Beta also fights food waste with its “Love Food” program. Through this unique program, the brand has been donating food close to its expiration date since 2013.
Alfa Beta was also proud to be the first company in Greece to implement an organized food donation program from its stores and warehouses to local organizations. Since the beginning of 2022, the brand has offered over seven million meals to over 250 organizations that support people in need.
“The big question is ‘can a piece of cheese or some broccoli save the planet?’ The answer is simple. Yes, it can! Because by saving our food, we can save the planet! And Alfa Beta is striving to do just that, one broccoli at a time!”
Angelina Sapounaki, part of Alfa Beta’s Sustainable Retail Team
Proving the value of first aid training
The health and safety of customers and associates is an absolute priority at Ahold Delhaize and our brands. A quick response by Delhaize associates in Belgium saved lives during two serious incidents in the stores in 2022 – just one of many examples at our brands that prove the importance of our first aid training.
When a colleague in a Delhaize store went into cardiac arrest and fell down, his associates sprang into action. Mohammed immediately placed him in a safe position -- the recovery position. A second colleague, Daniel, recognized the seriousness of the situation and called in the AED device. Together, they started CPR. Meanwhile, Store Manager Alexandre notified emergency services, who were able to take over after 14 minutes of chest compressions.
A similar incident happened at another Delhaize store, this time when an 81-year-old customer went into cardiac arrest and fell to the floor. While emergency services arrived quickly, our associates helped by demarcating the area and keeping customers away, to give the patient privacy.
“Thanks to basic training, annual refresher courses and practical workshops to practice rescue techniques, we knew how to react.”
Mohammed Choual and Daniel Rose (associates)
Local investment in Stop & Shop’s NYC stores
Stop & Shop is investing $140 million in its New York City-area stores. The brand will remodel most of the stores for a better shopping experience and add thousands of new items to reflect the diversity of the neighborhoods it serves. To deepen its ties with the communities, the brand has also made a $1 million pledge to fight food insecurity across the NYC boroughs.
At the center of Stop & Shop’s enhancements to its NYC stores is a significantly expanded assortment from around the globe, to better meet the needs of the diverse neighbors it serves. The Bay Plaza store in the Bronx, for example, will feature a new “Global Market” with authentic products from 14 different regions tailored to its neighbors and customers seeking unique products for globally inspired cooking.
Stop & Shop is also expanding its School Food Pantry Program in the boroughs. The program was established to help limit barriers impacting students’ ability to succeed in the classroom by making sure that they have consistent access to food. By year-end, Stop & Shop will support more than 30 in-school pantries across NYC.
“We’re proud to make such a significant investment in New York City, and excited to show customers we can be the one-stop shop for everything they need and that we’re delivering great value, particularly in this current economic environment.”
Gordon Reid, Brand President Stop & Shop
Accelerating sustainability through socially responsible delivery
Bol.com partnered with delivery expert Cycloon to provide a greener and more socially responsible package delivery option for customers in the Netherlands.
The partnership with bol.com enables Cycloon to substantially accelerate its mission of green and social delivery, creating a future-proof position with strong growth opportunities in a competitive market. For bol.com and its sales partners, the majority stake will ensure a larger proportion of packages can be delivered by bicycle, and it enables the online retail platform to offer customers an even better delivery service.
With its nationwide network of bicycle couriers and mail deliverers, Cycloon already saves 1,600 tons of CO2 annually; this partnership intends to accelerate this growth. Starting in September, bol.com customers could have orders from bol.com and its sales partners delivered to their homes by cargo bike.
Cycloon operates in more than sixty cities in the Netherlands and that number will continue to grow. The partnership between Cycloon and bol.com is visually reinforced by the fact that both brands are visible on some of the cargo bikes.
Cycloon is the leader in green and social delivery. Cycloon's mission is to set the delivery market in motion, so that it becomes greener and more social. Based on this mission, Cycloon took the initiative in 2016 to set up a national bicycle courier network and now delivers to more than 60 cities. Thus, a nationwide parcel service with about 950 bicycle couriers became a reality. In addition, Cycloon employs 650 mail deliverers with a (former) distance from the labor market.
"With the majority interest in Cycloon, we are taking a new step towards our ambition to reduce our direct footprint to 0 grams of CO2 emissions per package by 2025."
Vincent Weijers (Bol.com COO)
Making a difference locally
Stephen Nielsen, Store Manager at Stop & Shop's Yonkers, New York location, is an amazing leader who embodies our brands’ commitment to caring for local communities. He contributes his own time, and also leads his store team in supporting many charitable initiatives throughout the year.
Some of the most recent initiatives to which he has committed his time and his heart include: volunteering at a local pumpkin patch to hand out over 400 pumpkins and candy to the Yonkers community; putting together 250 Thanksgiving fixings bags for those in need; and “adopting” four local families a year with an average of 15 needy children to receive a Thanksgiving meal, Christmas meal and wrapped presents for all the children. Stephen supports a yearly Matchbox toy car donation drive to support agencies within Yonkers that help the needy – in 2022, he collected 3000 cars! The list of holidays and events that Stephen helps support is almost endless: Stuff a Bus food bank drives, stuffed animal collections for Valentine's Day, a yearly Halloween drive for the Matthew Wallace Foundation that sponsors community programs and educational scholarships, annual support of the Yonkers PD Night Out with the police, and volunteering at an annual fundraising dinner for a local school. He supports the Westchester Food Bank and the American Red Cross. Stephen is a member of the Port Chester Knights of Columbus, which supports many organizations during the year and cooks monthly meals at the Westchester Medical Center’s Ronald McDonald house.
"His reach is far and he has helped to establish the Yonkers store as a backbone of the community, a reliable source of support during uncertain and challenging times."
Stop & Shop team
In 2022, after €2.5 billion cash capital expenditure (2021: after €2.4 billion cash capital expenditure).
The 2018 figures have been restated for the change of accounting policies (IFRS 16 Leases).
The 2021 figure was restated, see ESG statements for more information.
The reduction is measured against the restated 2016 baseline: 5.09 t/€ million. See ESG statements for more information.
The reduction is measured against the restated 2018 baseline: 4,164 thousand tonnes CO2-equivalent emissions. See ESG statements for more information.
Including our joint venture brands.
Excluding our joint venture brands' stores.
Our growth drivers
Our Leading Together strategy provides a solid framework as we continue to evolve our business model to serve customers' omnichannel shopping journeys and achieve strong results.
Drive omnichannel growth
Customers take a journey with our brands every day, interacting at many touchpoints during their busy lives. Our brands work to make this journey as seamless and convenient as possible through our omnichannel offering of interconnected online and offline channels. We’ve found that this is the shopping experience our customers prefer because it enables them to shop on their terms: when and how they want.
Our omnichannel offering gives our brands lots of ways to help customers navigate the choices they encounter, from planning to shopping to enjoying their meals, and fulfill our purpose of helping people eat well, save time and live better.
Elevate healthy and sustainable
Our “Grounded in Goodness” strategy is centered around our belief that what is healthy and sustainable should be accessible and available to all. With a dual focus on healthier people and a healthier planet, our strategy is based on the idea that these two things are intrinsically linked. We believe that if we get it right for ourselves, we usually also get it right for the planet. And acting responsibly today is imperative to securing a better tomorrow for generations to come.
This approach ensures the decisions we make are grounded in doing the right thing for people – with a focus on customers, products, communities and associates – and planet – with a focus on impacts from our own operations and working with farmers and suppliers to reduce our impacts across the entire supply chain.
We collaborate closely with our partners and brands to empower customers to join this journey and make healthy and sustainable choices into easy choices for everyone. Our brands aim to ensure that what’s healthy and sustainable is affordable, accessible and inclusive for all through their marketing, reward programs and store design. They innovate to make products healthier, more interesting and more varied. The brands aim to source locally, help farmers get a fair deal and work to improve the food supply chain. Along the way, we are transparent in highlighting our progress and making better choices clear.
Cultivate best talent
Our brands are driven by committed people – the 414 thousand-strong team making a daily difference to customers and communities. We are united in our shared values of care, courage, integrity, teamwork and humor and are passionate about creating healthy, engaged and inclusive workplaces reflective of the communities our brands serve.
Our promise is that we will provide a caring place to work where they feel welcome and everyone is heard, valued and finds purpose in their work – because we know that when our associates grow, our business succeeds.
Our motto “Dare to care” sums up what makes us special: always having the courage to care for associates, customers and communities as we fulfil our purpose to help people eat well, save time and live better.
We aspire to a workforce that is 100% gender balanced, 100% reflective of our markets and 100% inclusive.
Strengthen operational excellence
We support our omnichannel growth ambitions by saving for our customers, improving our supply chain, enhancing store operations, strengthening internal operations across all functions and leaving no stone unturned as we leverage our scale in sourcing.
Our local brands are outstanding operators that have been running retail businesses for many decades – this gives them the ability to maintain a steady performance even as market circumstances become more challenging. They are always working to improve how they operate stores, distribution centers and home delivery and pick-up operations.
Our strong operating model is integral to their success: our network of leading local brands supported by service companies that operate at scale and leverage their best capabilities regionally and globally. It gives us a competitive advantage and is key to how we bring our omnichannel customer value proposition to life.
Our operating model enables us to transform quickly and use our scale in a way that balances with the brands’ need to consistently meet the unique demands of customers in their local markets. We believe it provides a repeatable formula for growth in the U.S., Europe and Indonesia.
Our business model
Across Ahold Delhaize, each of our great local brands works hard to save for customers, drive same-store sales and fund growth. Our impact goes beyond what happens in stores and distribution centers: from farming to consumption, our brands work with suppliers and partners to make the value chain more sustainable and provide customers with more of the meals they enjoy each day, and healthier choices to help them live better. We have recently committed to reaching net-zero carbon emissions across our own operations by 2040 and to becoming a net-zero business across our entire supply chain, products and services by 2050.
Our brands source products and raw materials from producers near and far, and partner across the industry to create a more sustainable value chain.
While our brands sell a wide range of products in store and online, own-brand products, in particular, help them offer great value across different price points and a relevant local assortment, while having greater control over product quality.
Products are delivered to our brands’ DCs and prepared for transport to stores, dark stores, pick-up points and customers’ homes. We are adapting our supply chain to better serve customers and contribute to a healthier planet.
Our well-known local brands, supported by more than 414,000 associates, serve over 60 million customers each week, providing a leading local food shopping experience in stores and online.
Our goal is to empower customers to make better choices and join us in creating a better world by helping them understand the impact of their shopping decisions on the planet and themselves.
Net sales for the financial year ending on January 1, 2023, were €86,984 million, an increase of €11,383 million, or 15.1%, compared to net sales of €75,601 million for the financial year ending on January 2, 2022. At constant exchange rates, net sales were up by €5,594 million or 6.9%.
Gasoline sales increased by 48.1% in 2022 to €1,334 million. At constant exchange rates, gasoline sales increased by 31.4%, driven by the ongoing war in Ukraine leading to a considerable increase in gasoline prices worldwide in 2022.
Net sales excluding gasoline increased in 2022 by €10,950 million, or 14.7%, compared to 2021. At constant exchanges rates, net sales excluding gasoline increased in 2022 by €5,276 million, or 6.6%, compared to 2021. Sales growth was mainly driven by inflation, which accelerated shelf prices in our brands’ stores, foreign currency translation benefits and a slight benefit from the 2021 acquisition of 38 DEEN stores in the Netherlands.
In 2022, we continued to deliver strong net consumer online sales, which amounted to €11,323 million and increased by 4.9% at constant exchange rates. Online sales growth contributed €8,618 million to net sales (2021: €7,704 million).
Our local brands facilitated many initiatives that enabled this growth. Some of our U.S. brands reduced the minimum-order value and service and delivery fees and others added new Instacart geographies. Furthermore, the brands added 160 pick-up locations at stores while reducing lead times. In addition, geofencing was rolled out to more than 650 stores, reducing wait times by an average of 24%.
We continued to source more green energy through power purchase agreements (PPAs) in 2022. A total of 24% of the energy consumed came from renewable sources compared to 22% in 2021.
During 2022, we further increased the sale of healthy own-brand products as a proportion of total own-brand food sales to 54.4%. This increase resulted from the continuous efforts by our European brands to reformulate and expand their own-brand product ranges.
In addition, our brands continued to find innovative ways to reduce food waste by giving customers access to fresh produce, meat, dairy, bakery and other items nearing their best-by date at discounts up to 50% off. For example, in the U.S., the brands partnered with Flashfood, an app customers can use to check the availability of fresh food nearing its expiration date. The mobile app helps regular shoppers save over $500 a year on their grocery bills and stops these products from going to waste.
Operating income in 2022 went up by €448 million, or 13.5%, to €3,768 million compared to €3,320 million in 2021. The increase of €448 million is mainly explained by the changes in gross profit and operating expenses, as explained above. At constant exchange rates, operating income was up €174 million, or 4.9%.
Underlying operating income was €3,728 million in 2022, up €397 million, or 11.9%, versus €3,331 million in 2021. The contribution by segment was 70% by the U.S. and 30% by Europe, respectively. Underlying operating income margin in 2022 was 4.3%, compared to 4.4% in 2021. At constant exchange rates, underlying operating income increased by €127 million, or 3.5%, compared to 2021. Our 2022 results were mainly driven by intensified efforts by our brands to deliver customers great value through our Save for Our Customers cost savings program, which yielded 15% more savings than originally expected in 2022, despite the challenging market environment. These savings offset higher labor, distribution and energy costs.
Tight cost management remains a core objective of our business model. Our Save for Our Customers program delivered €979 million in 2022, positively impacting our gross profit and operating expenses. Through this program, our great local brands absorb cost increases to invest in better customer propositions and to keep shelf prices as low as possible, enabling customers to manage their shopping baskets efficiently and ensuring access to affordable and healthy food options in this inflationary environment.
For more information, see the performance review section of the Annual Report 2022.
In 2022, net sales were €55,218 million, up by €9,763 million or 21.5% compared to 2021. At constant exchange rates, net sales were up by 7.9%. Sales growth was positively impacted by inflation, 104 store remodels in 2022 (mainly in Stop & Shop and Food Lion), the acquisition of 71 stores from Southeastern Grocers in 2021 and online channel acceleration.
Online sales were €4,157 million, up by 14.5% compared to the prior year at constant exchange rates. The increase versus last year was primarily driven by the addition of 160 pick-up locations, annualized sales for 272 pick-from-store locations opened in 2021, and the expansion of e-commerce offerings across the U.S. brands.
In 2022, underlying operating income was €2,603 million, up by €453 million or 21.1% compared to last year. At constant exchange rates, underlying operating income increased by 7.2%.
The United States’ underlying operating margin in 2022 was 4.7%, the same as in 2021. The 2022 sales were positively affected by inflation. Inflationary pressures in both product cost and operating expenses, related to supply chain, such as fuel, labor challenges and the labor market, as well as energy costs, created pressure on our margins and operating income in the U.S.
For more information, see the performance review section of the Annual Report 2022.
Net sales in 2022 were €31,767 million, up by €1,620 million or 5.4% compared to 2021. At constant exchange rates, net sales were up by 5.0%. Sales growth was driven by high price inflation, in particular in the second half of the year and by the acquisition of 38 DEEN stores in the Netherlands with incremental sales contribution up to Q4 2022. With high levels of inflation, our brands were focused on helping customers efficiently manage their spending. Our cost reduction programs also helped the local brands to absorb cost increases relating to energy, transport and labor, enabling us to keep prices as low as possible.
Net consumer online sales were €7,166 million, down by (0.1)% compared to last year, mainly driven by non-food e-commerce. With COVID-19 restrictions being lifted, the overall e-commerce market in Europe declined. Within these market conditions, the first half of 2022 was characterized by lower year-over-year results. However, bol.com was able to limit sales decline by (1.8)% in 2022 after growing 26.6% last year. In addition, the brand was able to increase its market share in a declining market. Its third-party platform, which currently offers a marketplace to more than 50,000 Plaza partners, remains an important growth driver for bol.com. The European brands’ robust online grocery offering continued to serve consumers well, with sales largely compensating for the loss in non-food.
In 2022, underlying operating income in Europe was €1,131 million, down by €175 million, or 13.4%, compared to 2021. Underlying operating margin was 3.6% in 2022, down 0.8 percentage points compared to 2021. Margins in Europe were severely affected by rising energy and utility costs and a challenging economic environment. Other cost escalations and volume deleveraging added additional pressure, and an increased cost of product combined with higher operating expenses diluted margins further. Savings from our brands’ Save for Our Customers programs helped to mitigate this impact.
The European brands’ net sales consist of sales to consumers and to franchise stores. Franchise stores operate under the same format as Ahold Delhaize-operated stores. Franchisees purchase merchandise primarily from Ahold Delhaize, pay a franchise fee and receive support services.
For more information, see the performance review section of the Annual Report 2022.
Environmental, Social & Governance
ESG performance is an important part of how we measure success at Ahold Delhaize. We have a long history of reporting on our ESG performance and we are pleased to see our stakeholders’ interest in this area continuing to increase.
2022 As part of our strategy to support a healthier planet, and informed by our materiality assessment, we measure and manage our company’s environmental impacts relating to carbon emissions and climate change, food waste, sustainable packaging and sustainable agriculture.
For more information, see the ESG section of the Annual Report 2022.
As we work to build a healthier planet, we also focus on healthier people as part of our Grounded in Goodness strategy.
We see a continuing shift in all our markets towards health, well-being and sustainability. Consumers want to eat healthier, but also more sustainably – and are looking to retailers to help them access products that are both healthy, nutritional and affordable.
Healthy food leads to healthy communities by reducing the risk of chronic diseases and contributing to a community’s overall resilience and vitality. Customers look to our brands for fresh, healthy inspiration to help them put delicious, nutritious family meals on the table every day. Our brands work to help make customers (and associates) more aware of what they eat and how it impacts their health. They offer affordable nutritious product choices and other information and support to make healthier eating easier and more appealing.
For more information, see the ESG section of the Annual Report 2022.
As in every other area of our business, we believe that having the right governance in place to ensure we take a structured and effective approach to our ESG ambitions is critical to our success.
We have bold aspirations to become a more diverse, equitable and inclusive company, across all our brands and businesses. Our Global DE&I strategy includes three pillars critical to advancing this work: our people, our culture, and our communities.
For more information, see the ESG section of the Annual Report 2022.