Corporate Responsibility Report
Exhibit 99.2
Corporate Responsibility Progress Report
Our journey to sustainability
This is a summary report.
We encourage you to
explore it online.
DELHAIZE GROUP
About the report
Reporting year
Unless otherwise stated, all data
and activities are for the year 2010.
Scope
This report covers Delhaize Group, including individual operating companies. Unless otherwise stated, data refers to
Delhaize Group as a whole. Information on the detailed data scope and methodology can be found here.
Economic
performance
This is covered in detail in our annual report.
Report structure and materiality
This report is structured around our Corporate Responsibility (CR) strategy. It covers the most material challenges for our business. This materiality is defined on p9.
Global Reporting Initiative
We use the GRI G3 principles as a basis for determining relevant content and metrics. Against the GRI G3 principles, we self-declare compliance with base level requirements (level C) of
the very rigorous GRI system.
A GRI-referenced table of indicators can be found here. More information on GRI
can be found by clicking here.
Information integrity
Delhaize Group’s management is responsible for all aspects of this report. We believe it is a fair and accurate
representation of our CR performance for 2010.
Ernst & Young gave a limited assurance to key carbon
emissions indicators. Read the assurance statement here. Delhaize Group’s internal audit department provided limited assurance to 15 additional indicators – click here to view the internal audit statement online.
Forum for the Future statement
Delhaize Group continues to make good progress on a range of CR issues. The Group now needs to build on these solid foundations and be more effective in using its influence with its
suppliers, customers, and associates to promote sustainability. We hope that the launch of the new CR strategy in 2011 will provide the platform for a more ambitious sustainability agenda.
Sally Uren, Deputy Chief Executive
Dan Crossley, Principal Sustainability Advisor
Read the full report review statement here.
Delhaize Group is a Corporate Partner of Forum for the Future, a non-profit organization working globally with business and government to create a sustainable future. Forum for the Future
is not an auditor or a verifier. The statement should therefore not be read as verification of data or information contained within the report.
We welcome your feedback
Please email your
comments to corporate-responsibility@ delhaizegroup.com
DELHAIZE GROUP | CORPORATE RESPONSIBILITY PROGRESS
REPORT – 2010
What can you find in this report?
Contents
Delhaize Group in 2010
2 Delhaize Group in 2010
4 Our way of doing business
5 2010 highlights
6 Interview with the C EO and
the
Chairman
8 The big picture
9 Our material issues
10 Our strategy
12 Progress in 2010
Healthy products
14 Healthy eating
16 Food safety
18 Responsible sourcing
Healthy people
20 Associate health and wellbeing
22 Associate
development
24 Community
Healthy planet
26 Climate change
28 Resource use
This is a summary report, providing a concise view of our CR performance over the last year, with clear links to more detailed information for those who want it.
To save paper, we’re not printing this year’s report. We encourage you to explore it online.
What more can you find online?
Throughout this report you will find clearly highlighted links to additional information.
Detailed information on the following areas have been extracted from the report, click the links below to access them:
Data summary and methodology Data assurance statements CR Governance Compliance and Ethics GRI cross-reference table
Glossary Forum for the Future statement
Delhaize Group in 2010
About Delhaize Group
Delhaize Group is a Belgian International food retailer with activities in six countries on three continents. Delhaize Group is listed on NYSE Euronext Brussels (ticker symbol: DELB) and
the New York Stock Exchange (ticker symbol: DEG).
We have leading positions in food retailing in key markets.
Regional profiles
Click on the logos below to be directed to the relevant page of Delhaize Group’s website with information about our banners.
United States
Belgium
Greece
Rest of the world
Romania Indonesia
2 | DELHAIZE GROUP | CORPORATE
RESPONSIBILITY PROGRESS REPORT – 2010
2 76% 800 are company-operated stores of which
United States | 58.0%
Belgium | 28.8%
Greece | 8.0%
Rest of the World | 5.2%
138 600 associates
United States | 74.8%
Belgium | 12.6% Greece | 7.2% Rest of the World | 5.4%
EUR 20.8 billion revenues
United States | 68.1%
Belgium | 23.0%
Greece | 7.5%
Rest of the World | 1.4%
DELHAIZE GROUP IN 2010
3
Our way of doing business
Our vision
Nutritious, healthy, safe, and affordable.
Together, we deliver the best of Delhaize for life.
Together, we aspire to enrich the lives of our customers, associates, and the communities we serve in a sustainable way.
Together, we offer assortments, products, and services that are nutritious, healthy and safe, every day, at
prices all customers can afford. We are connected with our colleagues across the Group. We learn, we grow talent, and we innovate. We support, we respect, and we inspire each other.
Together, we deliver the best of Delhaize for life.
Our values
Determination. Integrity. Courage. Humility. Humor.
We share a common set of values that makes us stronger as a team and as individuals. These values give clear guidance
regarding what is expected from everyone across the Group and are key to our success.
Find out more
Click here to see a video about our values
4 | DELHAIZE GROUP | CORPORATE RESPONSIBILITY PROGRESS REPORT – 2010
2010 highlights
63%
increase in energy generated from on-site
solar panels across the Group
Sustainable seafood
policies launched at Delhaize Belgium and Delhaize America
1st in Greece
to build a state-of-the-art green store (Alfa Beta)
73%
of the Group associates participated in one-to-one performance dialogues
Healthier products
through reformulating nearly
2 000 products at Delhaize Belgium, cutting out tonnes of salt, sugar and fats and through aggressive salt
reduction goals at Delhaize America
WAY OF DOING BUSINESS / HIGHLIGHTS
5
Interview with the CEO and the Chairman
Q. What were Delhaize Group’s biggest challenges in 2010?
A. In 2010, we faced a difficult business environment. Despite it being a tough year economically in all our markets, we
can celebrate a number of achievements, starting with the execution of our New Game Plan, to which CR is an integral part.
The New Game Plan was our number one priority, as it set the framework for all our operations. We started the year with a new common vision on the way we want to do business: working
together to offer assortments, products and services that are nutritious, healthy and safe, every day, at prices all customers can afford.
The bigger challenge was certainly to implement the transformational initiatives we had planned for Delhaize America. Delhaize America became indeed one integrated company for all our U.S.
operations, improving efficiency, lowering costs, and enhancing support to retail operations. We focused on converging and standardizing what is not visible to the customer, while keeping the local go-to-market strategies of each of our banners.
This large undertaking involved over 100 000 associates.
Q. Why is CR important to Delhaize Group? CR is
largely the expression of who we are and A. how we want to do business, it is one of the three pillars of our New Game Plan, alongside Growth and Efficiency. It is core to our business.
This integrated strategy supports the company’s economic performance while building a more sustainable business.
There are three pillars to our CR strategy: Products, People, and Planet. Within this there are six focus areas: Healthy Eating, Food Safety, Responsible Sourcing, Associate Health and Wellbeing, Associate Development and Climate Change. The
progress we are making in these six areas across the business makes us a stronger company, from sourcing more responsibly, to building a stronger associate base, reducing operational emissions, and anticipating customer needs.
Q. What are you most proud of Delhaize Group achieving in 2010?
A. In our focus area of Healthy Eating, we made great progress on reformulating products, cutting 45 tonnes of salt and 30
tonnes of fat from our private brand products at Delhaize Belgium. We also set aggressive salt reduction targets for our private brand products in the U.S. when we joined the National Salt Reduction Initiative. In another area of product sourcing,
we made great strides in 2010 toward sourcing sustainable seafood across the Group.
Chairman of the Board of
Directors Count Jacobs de Hagen
6 | DELHAIZE GROUP | CORPORATE RESPONSIBILITY PROGRESS REPORT – 2010
President and Chief Executive Officer Pierre-Olivier Beckers
Q. How do Delhaize Group’s values affect the way you do business?
Our Group Vision and Values are the glue that holds A. us together.
As a first comment, we want to say how happy we are to see that more and more in our conversations and meetings people
naturally refer to our values. In terms of ‘Integrity’, we’re reformulating our products ahead of customer requests to make them healthier. With ‘Courage and Determination’, we’re making the first green store in Greece
a key success in 2010, while setting an example for other retailers. Our ‘Humility’ made for frank stakeholder feedback on our strategy and performance, helping us to revamp our CR strategy in 2011. Embracing ‘Humor,’ we take
pride in the light and positive tone created in our work environment, contributing to more satisfied associates.
Q. As a global business, how is Delhaize Group balancing its regional and local priorities with Group level strategy?
A. Our Group-wide CR strategy is evolving to meet the expectations of our stakeholders. We believe in the
strength of local go-to-market strategies, and our CR approach aims to set Group goals that drive us forward together.
In line with this approach, we allow for flexibility to meet local priorities, like selling products from suppliers in the communities we operate in. We have a devolved approach for
community issues, for instance, while for carbon emissions we set Group level priorities and strategy.
Finding
the right balance between local and Group is a challenge in itself. For example, we had planned for all private brand suppliers to sign up to our Vendor Code of Conduct by the end of 2010. In Romania and Indonesia though, we found more time was
needed to ensure consistent implementation.
Q. What’s in store for 2011?
A. By the end of 2011, we will launch a new, ambitious CR strategy and plan to support our 2020 vision. This comes in
response to detailed stakeholder engagement and feedback. Our stakeholders highlighted the need for a broader approach to food security, resource scarcity, and sustainable demand. During 2011, our Leadership College (a selection of 12 senior leaders
from across the Group) will prepare this strategy, setting out the route to deliver our long-term vision and push us to the next level.
Ask your question
? Please email your question to
corporate-responsibility@ delhaizegroup.com
Find out more
Click here to see a video of the CEO
INTERVIEW CEO & CHAIRMAN
7
The big picture
Our business model
We’re a food retailer
selling thousands of our own private brands and other companies’ branded products. Private brand products represent more than 50% of our sales in Belgium and more than 26% in our U.S. operations. Food makes up 85% of Group sales, including both
perishable and non-perishable products. We do this with 2800 stores, 76% of which are company-operated, the rest are affiliated.
Our value chain
The diagram below outlines our
value chain. Sustainability is relevant to each element of this chain. The connections, processes, and impacts are extremely complex. We face a common challenge—maintaining our responsibility for the entire value chain, while only having direct
control over some elements of it.
Direct control
The world around us
Striving to be a successful, sustainable business requires a dedicated appreciation of the environment in which we
operate. We are developing our new Group CR strategy through sustainability trends analysis, involving both internal and external stakeholders. In 2010 we have identified five critical trends that affect our business and value chain.
1. Climate change is affecting every stage of our value chain. As a global retailer, we produce almost three million
tonnes of CO2 equivalent emissions a year, and influence much more through our supply chain and customers. This leaves us with a clear responsibility to take serious action on climate change. We see it as an opportunity to drive our business
forward.
2. Resource scarcity is increasingly impacting our business. With the depletion of natural resources
such as water, fossil fuels, and natural ingredients, we need to adapt our business and be proactive in preserving the remaining resources.
3. Food security is deeply connected to the previous two points. Dealing with this trend in a sustainable way is critical to our business. By taking action, we see opportunities to
safeguard and strengthen our supply chain.
4. Health across all our markets is a vital element of our
responsibility. We know that taking action on ailments and diseases like obesity, diabetes, and malnutrition will benefit our local communities, customers and associates.
5. Changing consumer expectations requires us to be better in every way; from increasing transparency, to developing more sustainable products, and ultimately going beyond traditional
lines of responsibility.
8 | DELHAIZE GROUP | CORPORATE RESPONSIBILITY PROGRESS REPORT – 2010
Our material issues
Through our materiality process, we translate global trends into business strategy and ultimately action. When developing our current CR strategy, in 2008, our materiality process
identified the following issues.
The priority issues, identified in the top right of the matrix are deemed by
our stakeholders and us as the most material to our business. We have grouped some of the issues together, into categories like responsible sourcing, to make delivering action more effective.
High
Reporting scope Group-level strategy Locally managed
Low
Low High
Our materiality process
Our process is based on three phases:
1.
Understand stakeholders’ concerns through requests and dialogues, peer reporting, and media reviews. Stakeholders include our associates, customers, NGOs, consumer groups, governments, suppliers, local communities, and our competitors.
2. Evaluate the importance to business in terms of risks and opportunities through internal experts and
leadership interviews, with a review of existing local projects and priorities.
3. Identify high priority
issues and where issues are best managed through the recommendations of internal experts.
Going forward
We are currently developing a new CR strategy based on stakeholder feedback, a refreshed materiality matrix,
and a review of our past performance. This will be made public in 2011.
Delhaize Group has a strategic
approach to CR. Moving forward, I would expect more focus by extricating some truly transformational sustainability goals to show greater connectivity between the strategic components.
Dr. Aileen Ionescu-Somers, Director, Centre for Corporate Sustainability Management, IMD Business School (S
witzerland)
BIG PICTURE/MATERIAL ISSUES
9
Our strategy
Our New Game Plan
In early 2010, our Group-wide
business strategy was rolled out to all of our 138 600 associates. It has been designed to help us achieve our vision for Delhaize
Group together: nutritious, healthy, safe, and affordable. The plan is built around the three pillars of Growth, Efficiency and Corporate Responsibility.
VISION & VALUES
OBJECTIVES
Revenues Operating Return on
Shareholder Corporate
profit investment value citizenship
STRATEGIC PRIORITIES
GROWTH EFFICIENCY CORPORATE
Accelerate profitable
Accelerate best-in- RESPONSIBILITY
revenue growth class execution Products, People,
Planet
ENABLERS
People Financing Systems &
Organizational
processes structure
Overview of Growth
While there are inherent
conflicts between growth and sustainability, we believe growing our business will increase our positive impact. We will strengthen our business by growing our stores, product ranges, and ultimately generating profitable revenue growth. With our
private brand products, we have strong influence over sourcing, formulation, design, and packaging. This enables us to introduce new ranges of sustainable products and increase the markets for those products. Click here to find more about our Growth
pillar in our Annual Report.
Overview of Efficiency
We want to improve the efficiency of our business. Through the standardization of systems and processes, as well as the
introduction of new customer tools, like self-scanning and social media, we are able to make healthy, nutritious food more affordable. Through efficiency improvements, we’re also cutting costs related to energy use and resource management,
freeing up money to invest in new CR initiatives. Click here to find more about our Efficiency pillar in our Annual Report.
10 | DELHAIZE GROUP | CORPORATE RESPONSIBILITY PROGRESS REPORT – 2010
Overview of
Corporate Responsibility
Our CR strategy is
oriented around our three pillars; Products, People and Planet. Within this framework, we have identified six Group level focus areas through our materiality process. Alongside these, the responsibility for
resource use and community has been devolved down to the operating companies, enabling a more flexible, local approach in
keeping with our go-to-market strategy.
CR governance and management
On our Executive Committee, Nicolas Hollanders, Executive Vice President Human Resources, IT and Sustainability has
responsibility for CR. He also sits on the CR Steering Committee and is the liaison for the Executive Committee. The Executive Committee sets the strategy, based on the recommendation of the CR Steering Committee, and monitors performance against
our set goals. It is made up of senior leaders from across our Group.
Six synergy teams are responsible for
delivering against the goals in each strategic area. The Steering Committee received updates on performance against goals from the synergy teams six times during 2010.
At corporate level, the CR team coordinates strategy and reporting work. In 2010, we expanded our dedicated CR Communication team to make use of other media to reach our stakeholders.
At the management level of our operating companies, each business location has a CR manager, and in some
instances, a CR team, managing specific CR projects for that operating company. The CR managers liaise with the local Steering Committee members and the synergy team members. Click here for more on our governance structure and teams.
Stakeholder engagement
We engage and interact with key stakeholders on a regular and ongoing basis. Click here to see an overview of our interactions with stakeholders, partnerships and memberships.
Guided by our existing stakeholder strategy, in 2010 we held one Group level stakeholder session for the Steering
Committee. Delhaize Belgium also launched its first official stakeholder engagement work in 2010, which reaffirmed the need for more formal stakeholder engagements across our operating companies. A new strategic approach, in alignment with the new
CR strategy, will be revised and confirmed in 2011. An updated Group-wide stakeholder mapping exercise will accompany this. Click here to see a full list of our partnerships and memberships.
Compliance and ethics
Integrity is one of the key values of Delhaize Group. We conduct our business in an ethically responsible manner that respects and protects our relationships with our associates, our
customers, our shareholders, and our communities. Click here for more on our Compliance and Ethics policies.
Find out more
Click here to see a video of the CEO about the New Game Plan
11
Progress in 2010
The table below gives a snapshot of our goals in each strategic focus area. For details of previous years’ performances, see the relevant CR reports here.
Six additional goals have been approved in 2010. These are highlighted as new goals on the table below and (further)
progress will be reported in our 2011 report.
Key
New goal
On track
Goal met
Goal missed
Healthy eating Target 2010
Goal date Progress
Details
Improve the nutritional quality of private brand Ongoing Tonnes of fat, salt and sugar products,
including reducing negative elements and removed and new, healthier increasing positive elements products on shelf (see p14)
Improve health and wellness communications, in the Ongoing All companies continue to run areas of affordability and disease control such programs (see p15)
Apply Guideline Daily Amount (GDA) labels to applicable December 60% of European private brand private brand products at
European operating companies 2011 products have GDA labels (see p15)
Food safety
Target 2010
Goal date Progress Details
Independently
benchmark store’s food safety programs December All companies completed against industry standards 2010 benchmarking (see p16)
Demonstrate continual improvement in food safety December Benchmarking insights used to against industry benchmarking 2012 inform program development (see p16)
Audit all private brand suppliers for food safety Ongoing 82% of private brand suppliers compliance audited (see p17)
12 | DELHAIZE GROUP | CORPORATE RESPONSIBILITY PROGRESS REPORT – 2010
Responsible sourcing Target 2010
Goal date Progress Details
Require all private brand suppliers to comply with the December 95% of private brand suppliers Vendor Code of Conduct 2010 received code (see p18)
Conduct audits for private brand suppliers against the Ongoing Goal set to ensure code Vendor Code of Conduct compliance
(see p18)
Require identified vendors to participate in capacity- Ongoing Goal set to ensure code building
workshops on the Vendor Code of Conduct compliance (see p18)
Develop operating company-specific Sustainable
Seafood December Vision created, policies and policies and implementation plans toward Delhaize 2011 plans in process (see p19) Group’s Sustainable Seafood Vision
Associate health and wellbeing
Target 2010
Goal date Progress Details
Use customer-facing nutritional programs to augment December A range of suitable programs associate health and wellbeing programs 2010 were adapted for associates (see p20)
Collaborate with community partners at each operating Ongoing All companies have community company to leverage associate
health and wellbeing partnerships in place (see p20) programs and educational resources
Associate development
2010
Target
Goal date Progress Details
Ensure all associates
have an annual documented December 73% of associates have annual performance dialogue 2011 performance dialogues (see p22)
Climate change
Target 2010
Goal date Progress Details
Group 20% reduction in CO equivalent emissions 2020 0.6% reduction since 2008
2 2
per m of sales area (against 2008 baseline
year) (see p27)
Switch refrigerants from ozone-depleting substances Ongoing 42% of total refrigerants are
(ODS) such as CFCs and HCFCs to ozone-friendly HFCs or now switched to ozone friendly other refrigerants throughout the Group, while minimizing substances (see p27) Global Warming Potential (GWP)
PROGRESS IN 2010
13
Healthy eating
Our products play a big role in healthy living. This year, we’ve responded to increasing obesity and diet-related diseases and growing demand for more nutritious, healthier products
in two ways.
Firstly, by changing what we sell—we’ve made great progress reformulating our private
brand products to make them healthier, without compromising taste or quality. These represent more than 50% of our revenues in Belgium and more than 26% in the U.S. and are
approximately 15% to 20% cheaper than national brand equivalents.
Secondly, through communication – we’ve expanded existing programs and harnessed new technology to make healthier choices easier for our customers.
Local execution means our operating companies can adjust their messaging, on products and in general, to meet local
cultures and needs.
RISKS:
• Customer preconceptions of healthier products being expensive, less tasty and taking longer to prepare • Competition with products that appear healthy, but that don’t meet
our healthy eating standards
OPPORTUNITIES:
• Leading the industry through our private brand nutrition standards • Raising awareness about healthy eating
and becoming a trusted source of advice for our customers • Meeting our customers’ demands for healthier choices
What are we doing about it?
Reformulating our
private brand products
Reducing negative impacts
Improve the nutritional quality of private Goal brand products including reducing negative elements and increasing
positive elements—ongoing
New goal
-45 -30
Delhaize Belgium Delhaize Belgium removed 45 tonnes of removed 30 tonnes of salt from private brands fat from private brands
In 2010, Delhaize Belgium reviewed 1 916 private brand products, making significant progress on reducing negative impacts.
Delhaize America joined the National Salt Reduction Initiative to get best practice support to speed up its activity. In the U.S. and Belgium, we make sure all our private brand products are as good, if not better nutritionally, than national brand
equivalents. Our operating companies have made efforts to eliminate trans-fat and reduce other negative impacts from private brand products: • 99% trans-fat free private brand products at Delhaize America • 100 private brand products 100%
trans-fat free at Alfa Beta • 100% trans-fat free private brand products at Delhaize Belgium • Cereals have 90% less sugar and 75% less fat than similar national brands at Delhaize Belgium
14 | DELHAIZE GROUP | CORPORATE RESPONSIBILITY PROGRESS REPORT – 2010
Guiding Stars as a tool
In the U.S. we use our Guiding Stars nutritional information system to give an at-a-glance read-out of how each product,
both private brand and national brand, scores in terms of nutritional value. Foods with one Guiding Star offer good nutritional value per calorie, two better and three best. Click here to find out more on Guiding Stars.
Percentage of total U.S food sales from products with at least one Guiding Star
2008 23% 2009 25% 2010 26%
4% 6%
Increase in sales of Increase in sales of
private products on-shelf with at brand products with at least least one star compared one star compared to 2009 to 2009
Engaging consumers
Improve health and wellness
communications, in the areas of affordability and disease control—ongoing
On track
In 2010, all our companies continued investing in health communications, taking their own approaches.
Alfa Beta’s four-year healthy eating campaign based on the Mediterranean diet is a great example. Alfa Beta has been
ranked in the Awareness and Social Behavior Index (ASBI) as “number one” in consumer perception against local competitors. See our 2010 insight for other great examples of on and offline engagement.
Providing clear labels
Apply Guideline Daily Amount (GDA) labels to applicable private brand products at European operating companies—December 2011
On track
Providing clear information is a key part of promoting healthy eating, because it enables better consumer choices. In the U.S., we use Guiding Stars. In Europe, because of the different
legislative environment, we use GDA labels. These labels show the energy and nutrient content of a portion of food or beverage, and how much of an adult’s daily dietary needs this represents. In 2010, we made significant progress toward our
goal: 60% of European private brand products have GDA labels, up from 6% in 2008.
How to engage the
disengaged?
The biggest challenge for Delhaize Group lies in the area where change is driven primarily by
consumer choices – this will require more innovative thinking and new approaches that go beyond labeling.
Ned Groth, expert on food safety, advisor to WHO and FAO, former consumer advocate for Consumers Union (United States)
2010 Insight
Engaging consumers through food labeling
Find out
why this is both a challenge and opportunity for us and what we’re doing about it.
Find out more
Click here for our data summary and methodology
HEALTHY PRODUCTS
15
Food safety
Many companies don’t report on food safety. We believe food safety is a fundamental business risk and our best-in-class approach reflects this. We want to help our stakeholders
understand the issues and how we’re moving them forward.
We go beyond regulation across the value chain
to ensure we deliver the safest products. We also educate customers on safe food handling, going beyond our direct responsibility. In 2010, we’ve made significant progress in ensuring our private brand suppliers are audited against the Global
Food Safety Initiative (GFSI) standard.
RISKS:
• Impact on reputation and sales from food safety outbreaks • Disruption to business operations • Small
scale suppliers face difficulties meeting stringent food safety standards
OPPORTUNITIES:
• Increasing loyalty by building consumer confidence in our products’ safety • Building supplier capacity
to help suppliers achieve best-in-class standards • Helping customers use food more safely
What are we
doing about it?
Benchmarking progress
Independently benchmark store’s food safety Goal programs against industry standards—December 2010
Goal met
Demonstrate continual improvement in
food Goal safety against industry benchmarking—December 2012
New Goal
In 2010 we completed a benchmarking of our companies’ food safety performance against industry standards. This,
together with a best practice exchange, has driven Group-wide progress to date. Super Indo is a good example. Based on the benchmarking results, Super Indo is improving its recall system to reduce time taken to remove unsafe products from the shelf.
The new goal ensures that each operating company will benchmark its performance by the end of 2012, enabling Group-wide monitoring and evaluation.
16 | DELHAIZE GROUP | CORPORATE RESPONSIBILITY PROGRESS REPORT – 2010
Procurement
Audit all private brand suppliers for food safety compliance—ongoing
On track
Specifying the highest food safety
requirements when procuring our private brands makes a big difference in managing their safety. These products make up more than 50% of our revenues in Belgium and more than 26% in the U.S. 82% of our suppliers’ production sites (for the Group)
have now been audited to assure that food safety systems are in place and maintained. This makes us among “best- in-class” companies for our industry, and we’re proud of our work here.
Private brand suppliers audited against GFSI standards or equivalent strict criteria 82% 70% 60%
That said, we struggled to certify 100% of our suppliers to GFSI standards. We initially planned to have completed
certification by December 2010, but it is now an ongoing 0 target. The main reasons for the delay in 100% certification are the lack of GFSI framework in some countries and the high costs of certification for small businesses. We will therefore
continue to work towards the 100% goal over time.
See our 2010 insight for more detail on how we manage food
safety risks in procurement.
Beyond auditing, we’re doing a great deal across the Group. Delhaize Belgium
is training buyers on food safety. Hannaford is helping local growers prepare to meet the certification standards.
Distribution centers and logistics
Transport
conditions are a fundamental part of food safety. We go beyond legal compliance in all our markets. For example, Delhaize America’s food safety teams audit their own distribution centers over and above FDA and USDA audits and their standards.
Delhaize Belgium is also going beyond legal requirements by certifying the auto control system in all company
operated warehouses. This work started in 2010.
In stores
In 2010, 96% of our stores had external food safety audits conducted, up from 92% in 2008. We were on track to reach close
to 100%, but largely due to store acquisitions completed late in 2010 we did not achieve this milestone. For new acquisitions, we need to establish the systems and run training first. Only when these are in place can audits be conducted.
Food safety is paramount in every store. While we don’t own affiliated stores (most of which are in Belgium) we work
closely with them on food safety. To ensure product safety in all locations, we provide our affiliates with implementation support and free third-party audits.
In the stores, we’re constantly improving our product recall system, which reduces the time needed to remove recalled products from the shelf. We also provide food safety tips to
consumers. Click here to see more.
It is my strong conviction that selling safe, healthy and affordable food
products is the core responsibility of the Group. As far as I can see from the 2009 report, important efforts are being successfully made. The Group has to be commended for this and encouraged to proceed along these lines.
Professor Jan Vinck,
University of Hasselt (Belgium)
2010 Insight
Managing risks through a Group-wide approach to food safety
Food safety is a challenge in Romania and Indonesia. Find out how we tackle this.
Find out more
Click here for our data summary and methodology
HEALTHY PRODUCTS
17
Responsible sourcing
With increasing resource prices, serious seafood stock concerns, and local suppliers threatened by economic conditions,
security of supply is a vital area of action. We’re taking immediate, practical steps to source better today, and into the long term.
We’ve made good progress on social compliance with the Business Social Compliance Initiative (BSCI). We’re
sourcing more sustainable seafood and local products than ever before. We’re not doing all this alone. By working
together through partnerships with NGOs and platforms like the Roundtable on Sustainable Palm Oil (RSPO) and the Consumer Goods Forum (CGF), we’re moving forward faster than we would on our own. With these organizations, we’ll be doing
more work on biodiversity and deforestation in 2011. Click here to learn more about our partnerships.
RISKS:
• Poor supplier performance on CR issues, particularly on private brand products
• Not accurately weighing the environmental and social benefits and consequences of sourcing decisions •
Long-term risks to food security from sourcing decisions made today
OPPORTUNITIES:
• Differentiation by supplying sustainable and nutritious private brand products • Securing supply and habitats
for long-term investment and supply • Driving best practice to improve efficiencies and fair pricing in our supply chain
What are we doing about it?
Social compliance
Require all private brand suppliers to comply with the Vendor Code of Conduct— Goal December 2010
Goal missed
Conduct audits for private brand suppliers Goal against the Vendor Code of Conduct—ongoing
New goal
Require identified vendors to
participate in Goal capacity-building workshops on the Vendor Code of Conduct—ongoing
New goal
Since we joined the BSCI in 2009, we focused on educating our buyers and suppliers on the Vendor Code of
Conduct. We communicated the code to 95% of our private brand suppliers for review and endorsement. We have
experienced issues with some of these suppliers and expect the code to become actionable in 2012. The remaining 5%
suppliers are Mega Image and Super Indo suppliers, and cannot be included at this stage due to the respective local legislative environments. We have a plan to assess these suppliers and compliance with the code in 2011.
Sustainable seafood
Develop operating company-specific Sustainable Seafood policies and Goal implementation plans toward Delhaize
Group’s Sustainable Seafood Vision—December 2011
New goal
We want all the seafood we source to be
sustainable. Together with our partners we’ll be setting specific strategies for each operating company in 2011. We have already made great progress with Delhaize Belgium and Delhaize America, who are responsible for 90% of our revenues:
18 | DELHAIZE GROUP | CORPORATE RESPONSIBILITY PROGRESS REPORT – 2010
• Delhaize Belgium developed a sourcing policy for sustainable fresh fish in
partnership with WWF and Stichting De Noordzee. To help customers make better choices, we created a fish buying guide and have adjusted sourcing practices to purchase less from “red list” fisheries. Click here to see the guide. The goal is
to have 100% of our seafood sustainably sourced by the end of 2012.
• Delhaize America, with the Gulf of
Maine Research
Institute (GMRI), created a comprehensive sustainable seafood policy, mapped private and
national brand suppliers and developed a traceability system for all seafood—fresh, frozen, and canned. The policy, fully enforced as of March 2011, will ensure 100% of seafood in our U.S. stores will be sustainably sourced by the second
quarter of 2012.
More sustainable products
The Group has both stocked and sold more responsible products.
Organic
Group sales have increased slightly 1.8% in 2010 leading to a ratio of 1.8% of food sales derived from organic products.
Fair-trade
In 2010 we added 39 more fair-trade products 39 to our shelves across the Group. We now sell approximately 200 different fair-trade products worldwide.
Eco-products
A number of our operating companies are developing environmentally-friendly product lines.
In Belgium, the range consists of 25 products, which are at least 15% less expensive than equivalent national brands. Since 2009, we’ve seen a 40% increase in sales of Eco private
brand products.
In Greece, Alfa Beta recently launched the ‘AB Terra Leaf’ range for detergents,
tissue paper, cosmetics and garbage bags that are either eco-friendly or FSC compliant.
Delhaize Group has
made good progress in responsible sourcing. Looking at the full value chain, however, I would expect Delhaize Group to focus more on areas of big impact. Upstream in terms of sustainable agriculture and sensitive commodities and downstream in terms
of consumer consumption and waste. In my view, a good responsible retailer can make a big difference without shifting the burden. I expect Delhaize Group to focus more on this in the coming years.
Peter-Erik Ywema, Executive Director, Sustainable Agriculture Initiative Platform
2010 Insight
The impact of local sourcing
Purchasing locally
is key to our sourcing strategy. We’ve done a lot in this area and have seen real benefit for local economies and communities around the world.
Find out more
Click here for our data summary and
methodology, the awards we won and our responsible sourcing policies
HEALTHY PRODUCTS
19
Associate health and wellbeing
Retail is a labor-intensive business. Our associates are critical to our business success. We have a responsibility to
create a safe and healthy work environment. And we try to go beyond this. Our programs cover our associates, their families, our customers, and our communities.
In 2010, we managed to slightly reduce our accident severity rate and had more associates participating in our health and wellbeing programs. We tested a Return on Investment (ROI) model
for associate health and wellbeing programs to help us focus them better. While we weren’t able to develop one global model, we are using elements from what we learned across our banners to evaluate program success. See our 2010 insight.
RISKS:
• Increased costs from associate absenteeism and work-related accidents • Customer service level reduction from unwell or dissatisfied associates
OPPORTUNITIES:
• Reducing costs through innovative wellbeing programs, especially in countries where companies contribute directly to associates’ health insurance • Increasing associates
performance through better physical and mental wellbeing • Engaging our associates and building loyalty
What are we doing about it?
Associate wellbeing programs
Use customer-facing
nutritional programs Goal to augment associate health and wellbeing programs—December 2010
Goal met
Collaborate with community partners Goal at each operating company to leverage associate health and wellbeing
programs and educational resources—ongoing
On track
All of our operating companies have wellbeing programs, ranging from preventive health checks for associates and their
families, to partnership programs with local health organizations. We’re seeing positive results such as healthcare costs for Delhaize America below national trends.
20 | DELHAIZE GROUP | CORPORATE RESPONSIBILI TY PROGRESS REPORT – 2010
Our operating companies use customer-facing nutritional programs with great success.
Delhaize America launched a series of Guiding Stars education programs to better inform associates, whether they are based in offices, warehouses, or stores.
Key partnerships with local health organizations were successful across our companies, including:
• At Alfa Beta through campaigns and special prices in diagnostic centers
• At Mega Image and at Hannaford through workplace exercising, meetings with nutritionists and walking programs
Measuring our programs’ impact is a challenge, as explained above and in more detail in our 2010 insight. Program
participation rates are one way we gauge impact. In Delhaize America, there was a 7% increase in the number of health plan members receiving preventive care compared to 2009. We don’t just focus on physical health, but mental and social health
too. At Alfa Beta 160 associates have taken advantage of the presence of an on-site social worker.
Occupational Health & Safety
We track standard Occupational Health and Safety indicators across our Group. Our Group days lost per 1 000 hours are down slightly from 2008 to 0.24 in 2010. We’re continually
improving this by updating our instructions and training. Consolidating our U.S. operations has allowed us to create a common scorecard for all distribution and transportation operations.
Accident severity rate, days lost per 1 000 hours worked
2008 0.26 2009 0.25 2010 0.24
In the past, I never had preventive medicine on my agenda. It wasn’t even an issue for me or my family. I never knew how beneficial it was. Thanks to Alfa Beta’s health
prevention campaign, it’s so easy, quick, and cheap, everyone can participate!
Voula Georgouli
Cashier at Alfa Beta Menidi
2010 Insight
Measuring wellbeing ROI
Measuring program impact is a challenge. Find out how we’re doing this.
Find out more
Click here for our data summary and methodology and the awards we won
HEALTHY PEOPLE
21
Associate development
Investing in our associates is an investment in our business. In our industry, which traditionally has high turnover
rates, we have a responsibility to develop the talents of our associates. By strengthening our Group’s culture through training and development, we can deliver better service in more sustainable ways.
In 2010, we rolled out our Group-wide vision and values and our New Game Plan business strategy. We also integrated our
U.S. operations to create Delhaize America. Against this background of change, we developed a series of successful training and associate engagement programs. Across the Group, we continued to increase the percentage of associates that participated
in one-to-one performance dialogues. However, there was a dip in our retention rate, which is something we’re monitoring.
RISKS:
• Loosing and not attracting talent
• Higher, costly turnover rates • A workforce that doesn’t reflect the local communities
OPPORTUNITIES:
• Training associates to be strong brand ambassadors • Business continuation and stability by retaining associates • Reducing costs from turnover rates
What are we doing about it?
Developing a Group-wide strategy
In 2009, the
Leadership College (a committee of senior executives from across the Group) recommended we define a Group-wide strategy for associate development. In 2010, our HR leaders developed the strategy, covering five key areas:
• Leadership alignment
• Training programs
• Associate
development
Key Performance Indicators (KPIs)
• Processes and systems
• Developing a culture to reinforce our values and encourage performance
Performance dialogues
Ensure all associates have
an annual
Goal documented performance dialogue -
December 2011
On track
We’re steadily increasing the
percentage of associates that
participate in one-to-one annual performance dialogues.
We aim to reach 100% by the end of 2011. To do this a
common framework for performance dialogues has been
developed, integrating Group values and strengthening
the process.
Percentage of associates with an annual documented performance dialogue
2008 63% 2009 67% 2010 73%
Through this process,
we’ve learned to focus on the learning and development dimension of performance, rather than purely metric-driven performance indicators.
22 | DELHAIZE GROUP | CORPORATE RESPONSIBILI TY PROGRESS REPORT – 2010
Associate development and training
Measuring training ROI
Assessing the Return On Investment (ROI) helps us provide better training. We’re creating a Group-wide associate development index to give us a consistent way of making this
assessment. In the meantime, we use a series of performance indicators, including outcome measures like retention rate and input measures like training, to measure our progress.
Attracting and retaining talent
Between 2009 and 2010, our retention rate fell slightly from 74% to 73%. This is a small shift, but one we will monitor closely. We believe though, the figure still represents good
performance in our industry.
Our operating companies successfully run Retail
Management Trainee programs. To develop talent faster, we launched our Delhaize Group International Graduate Trainee
program in 2010. Selected graduates do three six-month placements in different markets and departments to put them on a leadership path. Click here for more on the Graduate Trainee program.
Training and skills development
In 2010, we increased the number of associates receiving training at all operating companies. The exception was Hannaford that had trained all associates in 2009 as part of a company-wide
strategy program.
Iam very encouraged with the progress that Delhaize Group made in 2010 regarding both the
quality and quantity of performance dialogues. This is evident in our improved performance from a 67 to 73% completion rate. In 2011, we will introduce the process to all remaining Delhaize Group associates as we aggressively move toward our goal of
ensuring all eligible associates receive a performance partnership dialogue for their efforts in 2011.
Mike
Vail, President/Chief Operating Officer, Sweetbay Supermarket, mandated for the performance dialogue process at Group level
2010 Insight
Communicating vision, values and
strategy to 138 600 associates
Find out how we reached out to nearly every associate across the Group
Find out more
Click here for our data summary and methodology and the awards we won
HEALTHY PEOPLE
23
Community
We are an integral part of the communities we operate in. Building healthy, prosperous communities, customers, and associates is key to our success. Supporting our local communities builds
associate pride and makes our business a valued community member.
We provide support to our communities at a
local level by doing what we do best. As an employer and food retailer, we boost local economies by hiring local associates,
promoting local producers, and volunteering our time. As a food operator, we focus our community programs around health and nutrition and supporting people in need with food donations.
In 2010, our operating companies have responded to two key challenges: the growing financial pressures, and
the devastation from natural disasters like the Mentawai tsunami and the Merapi volcano eruption in Indonesia.
RISKS:
• Failing to respond to community needs • Missing opportunities to grow local markets • Negatively impacting customer trust and sales
OPPORTUNITIES:
• Building future markets by supporting potential customers
• Better local partnerships that help us donate more of the food we don’t sell • Connecting and supporting our associates with local community projects
What are we doing about it?
Affecting the local economy
We employ 138 600
associates, the majority of whom live close to work. By employing local people, promoting local products, and building partnerships with local suppliers, we can boost the local economies in which we operate and live. Details can be found in our 2010
insight on local sourcing here.
24 | DELHAIZE GROUP | CORPORATE RESPONSIBILI TY PROGRESS REPORT – 2010
Food donations
In addition to supporting food fundraising through the store networks, our banners donate food directly to local foodbanks. During 2010, these direct food donations provided approximately
202 000 meals in Belgium and 34.5 million meals in the U.S. See our 2010 insight here.
Over 2010,
Indonesia suffered a number of natural disasters, including the Merapi volcano eruption and the Mentawai tsunami. These events killed hundreds and made hundreds of thousands homeless. Super Indo contributed relief funds to help victims, donated
basic need products to two refugee camps, and held a customer donation campaign, raising EUR 42 000 for a local non-profit organization.
Group-wide direct food donations per year, in thousand metric tonnes
2008 15 2009 18 2010 20
Cash donations
Our Group approach is to favor in-kind over cash donations. In 2010, we donated the equivalent of 0.5% of our
pre-tax profit in cash – slightly down from 0.6% in 2009. The majority of these go towards healthy eating education for children in partnership with schools or local organizations. The Delhaize Group Fund also donates approximately EUR 150 000
each year to support organizations that foster local integration. Click here to learn more about the Delhaize Group Fund.
Percentage cash donations on pre-tax profit
2008
0.7% 2009 0.6% 2010 0.5%
Delhaize America and its associates have been a true partner to the Feeding America
network, providing hunger relief in communities across the country. Product contributions through the Retail Store Donation Program and support of child hunger programs like the BackPack Program and Kids Cafes have provided more than 40 Feeding
America member food banks with the resources they need to meet the needs of children and their families at risk of hunger.
Vicki Escarra, President and CEO of Feeding America
2010 Insight
Responding to local needs
In very difficult
economic times, the demand for support from our communities has increased. Delhaize America has risen to help meet the needs of people affected.
Find out more
Click here for our data summary and
methodology and the awards we won
HEALTHY PEOPLE
25
Climate change
We have a role to play in tackling climate change. Our approach requires us to cut the impacts of our operations, and engage our suppliers and consumers to cut theirs. Our primary focus is
on our operational emissions where we’ve set a Group goal to reduce our carbon equivalent emissions (CO2 e) by 20% per sales square meter by 2020.
We’ve worked hard to reduce energy consumption, but this has been offset by increases in refrigerant emissions. As we replace ozone-depleting refrigerants, we’re forced
to use the available alternatives, which contain potent greenhouse gases. See our 2010 insight for more
details. Our Group absolute emissions are up 2.8% from 2009 to
| 2 |
894 637 tonnes CO2 equivalent (CO 2e). This is a 0.8%
|
increase per sales square meter from 2009, and a 0.6% decrease from 2008.
Our new CR strategy, to be released later in 2011, will take a broader approach, addressing impacts throughout our value
chain.
Group CO 2equivalent emissions by facility type
Stores | 87.4% Product transport | 6.0% Distribution centers | 5.1%
Associates travel | 1.0% Offices | 0.5%
Group CO2 equivalent emissions by source
Energy |
64.8% Refrigerants | 28.2% Transport | 7.0%
RISKS:
• More extreme weather leading to uncertain supply and demand of products • Increased costs from legislation,
taxation on fossil fuels and rising prices • Reputational risk of being seen as a laggard
OPPORTUNITIES:
• Securing supply
• Reducing energy costs through efficiencies and self-generation • Driving the growing energy efficiency and low carbon markets in our sector
What are we doing about it? Measuring emissions
Since 2008, we’ve worked with Environmental Resources Management (ERM) to measure our Greenhouse Gas (GHG) emissions from global operations. In 2010, we employed Ernst &
Young to provide external data assurance.
Click here to see the assurance statement. We also submitted our
first report to the Carbon Disclosure Project. Click here to see the report.
Energy efficiency
In 2010, we achieved a 1.4% reduction from 2009 in Group-wide energy consumption per square meter of sales area, down to
813 kWh/m2. Key activities here include putting doors on refrigerated cases and upgrading to LED lights, led by an aggressive program at Sweetbay. Doing this saved Sweetbay USD 3.12 million and Food Lion USD 1.84 million in 2010. Delhaize
Belgium saved almost EUR 2 million in 2010 by reducing electricity consumption by 8.7% compared to 2009.
26 | DELHAIZE GROUP | CORPORATE RESPONSIBILI TY PROGRESS REPORT – 2010
Reducing emissions
Group 20% reduction in CO2 equivalent emissions per m of sales area (against 2008 Goal baseline year)—2020
New Goal
CO2 equivalent emissions per m2sales,
tonnes CO2 e/m²
0.633 0.624 0.629
Building more efficient facilities
We continue to push innovations in green buildings, by remodeling existing stores and building new ones. In 2010, we opened Greece’s first green store, which incorporates a full suite
of innovative technologies. Click here to see more on Alfa Beta’s green store. We have five green stores worldwide and our 1 000 Energy Star certified stores in the U.S. represent 58% of all stores certificates given in the U.S. Lessons from
these projects are being incorporated into our prototype and remodelled plans across the Group.
Renewables
2010 saw a huge increase in energy generated by on-site solar panels, up 62.7% from 2009 levels to 1 013 MWh,
largely driven by expansion of solar power in Belgium. However, the Group saw a decrease of 9.4% of total electricity from renewables compared to 2009. This is due to a fall in the purchase of green electricity credits, mirroring an overall decrease
in electricity consumed in Belgium. Since 2007, Delhaize Belgium has received all its electricity from a renewable energy supplier.
2010 Insight
Managing refrigerant emissions
Moving to ozone-friendly refrigerants is complex and challenging. This is why our Group emissions have
increased. Find out more about the challenges and what we are doing.
Transport efficiency
We’re proud that even with increasing sales, Group-wide we’ve cut transport kilometers by 1.5% compared to 2009.
Hannaford has delivered very good results, cutting fuel use by 9%, saving the equivalent of 137 000 gallons of fuel or USD 731 000.
Refrigerants
Switch refrigerants from
ozone-depleting Goal substances (ODS) such as CFCs and HCFCs to ozone-friendly HFCs or other refrigerants throughout the Group, while minimizing Global Warming Potential (GWP)—ongoing
On track
We successfully increased the use of ozone-friendly refrigerants, from 38% of total refrigerants used in 2009 to 42% in 2010. Unfortunately, the ozone-friendly refrigerants that are cost
effective and widely available for retailers are more potent greenhouse gases. This is the main reason why our total emissions increased in 2010. Read our 2010 insight for more details.
It is impressive to see Hannaford’s new LEED platinum certified store. Being the only platinum certified supermarket
is a real accomplishment. The question is will Delhaize move from experimentation to adopting these practices more fully? I would like to see more of the LEED certified elements mainstreamed across all stores of the Group.
Andrew Murphy, Director of Enterprise Planning, WWF
Find out more
Click here for our data summary and methodology and the awards we won
HEALTHY PLANET
27
Resource use
As a retailer, we have a significant impact on resources through the raw materials and water we use and the food and packaging we throw away. The more efficiently we manage these
resources, the better for the environment and for our bottom line.
We can tackle resource use at several
stages of the value chain, from our own operations to the way resources are used by our suppliers and consumers.
Hannaford’s composting of store food waste with local farmers shows how our localized approach to food waste has
inspired innovation and leadership across the value chain. See our 2010 insight for details.
Overall in 2010,
we’ve seen a decline in waste and an increase in recycling, but we know our performance could be better. Next year, we will set an ambitious waste reduction target that will form part of our new CR strategy.
RISKS:
• Increase in expectations for retailers to deal with waste and water use • Waste handling practices compromising food safety • Compromising attractive marketing or branding
on packaging • Decreasing availability of raw materials needed for our business
OPPORTUNITIES:
• Reducing costs and generating new income streams
• Raising customer awareness of resource use and recycling • Resource conservation innovations that can show an
example to the industry
What are we doing about it?
Operational waste management
We’re making incremental improvements in operational waste management across the Group. We continue to improve plastic and cardboard recycling programs and are expanding them to
include new materials.
52% • Total waste 433 430 tonnes • 52% waste recycled in 2010 • EUR
23 million waste recycling income
More sustainable packaging
In 2010, Delhaize Belgium developed a private brand sustainable packaging strategy. It sets goals to eliminate PVC, reduce
overall packaging weight, and use more recycled-content and plant-based materials. Product innovation is also contributing.
• 29 tonnes of packaging waste cut at
-29
tonnes Delhaize Belgium by the end of 2010
• 100% of Delhaize Belgium private brand liquid washing
products are now concentrated, leading to reduced packaging
• USD 700 000 estimated savings for
Delhaize America through packaging reductions in 2010
28 | DELHAIZE GROUP | CORPORATE RESPONSIBILI TY PROGRESS REPORT – 2010
Water management
Despite water use in our direct operations being relatively low, Delhaize Belgium, Alfa Beta, Food Lion and Sweetbay have installed water recycling and rainwater harvesting systems. We
continue to test these technologies for future applications in our facilities.
Through our experience with
green stores, we’re installing new low-flow water fixtures in stores, harvesting rainwater for non-potable uses, and adjusting operations to reduce water usage, such as using drought-resistant plants that require little to no irrigation.
We acknowledge that our biggest water impact is in the supply chain, something we will address in our upcoming
CR strategy.
100
Total water consumption per m2 of sales area, m³/m²
80 0.83 0.79 0.77
60
40
20
Changing customer behaviors
0
Operating companies are taking different approaches to engaging customers on reducing waste. 2010 saw two particularly successful initiatives: reusable bags and customer recycling centers.
Delhaize America launched a specific committee to continue efforts to reduce use of non-reusable bags.
•
2% overall reduction of non-reusable bags across the
Group compared to 2009
• Installed first PET bottle recycling for customers in one store at Mega Image in Bucharest
• Alfa Beta expanded recycling stations to 10 new locations in Greece together with the extension of cooking oil
recycling tanks and lamp bulb recycling boxes
Delhaize Belgium regularly asks our input on the environmental
aspect of different types of packaging. We are quite impressed by Delhaize Belgium’s continual search for the best product-packaging combination, always with the view of reducing the environmental impact. The company supported Fost Plus since
its launch in 1994 and always continued to do so ever since.
William Vermeir,
Managing Director Fost Plus
2010 Insight
Tackling food waste
Find out more about how we prevent, divert and convert food waste.
Find out more
Click here for our data summary and methodology and the awards we won
HEALTHY PLANET
29
Together, we deliver the best of Delhaize for life.
This is a summary report, providing a concise view of
our CR performance over the last year, with clear links to more detailed information for those that want it.
Company information:
Registered Office:
Delhaize Group SA rue
Osseghemstraat 53 1080 Brussels Belgium Tel: +32 2 412 21 11 Fax: +32 2 412 21 94
Company Support Office:
Delhaize Group Square Marie Curie 40 1070 Brussels Belgium Tel: +32 2 412 22 11 Fax: +32 2 412 22 22
Publisher:
C. Alexandre
Vice President Internal &
Corporate Responsibility Communications Square Marie Curie 40 1070 Brussels Belgium
About the people included
in the pictures in this Report
Most of the people portrayed in the pictures in this Corporate Responsibility
Progress Report are our associates or associates’ family members.
CR Contact
If you have any feedback or questions on this Report, please contact us at corporate-responsibility@delhaizegroup.com
Credits:
Concept, Design & Production:
Futerra
Sustainability Communications Ltd
Photos:
John Ewing/Staff Photographer Nicolas Van Haaren
Caution Concerning Forward-looking Statements
All
statements that are included or incorporated by reference in this Corporate Responsibility Progress Report or that are otherwise attributable to Delhaize Group or persons acting on behalf of Delhaize Group, other than statements of historical fact,
which address activities, events or developments that Delhaize Group expects or anticipates will or may occur in the future, including, without limitation, statements regarding programs to achieve goals for key performance indicators; meeting goals
for key performance indicators; the expected benefits of achieving goals for key performance indicators; consumer demand for particular types of products or practices; future capital expenditures; efforts to control or reduce costs, improve buying
practices and control shrink; contingent liabilities; future consumer spending; expected competition; and business strategy, are “forward-looking statements” within the meaning of the U.S. federal securities laws that are subject to risks
and uncertainties. These forward-looking statements generally can be identified as statements that include phrases such as “believe”, “project”, “target”, “predict”, “estimate”, “forecast”,
“strategy”, “may”, “goal”, “expect”, “anticipate”, “intend”, “plan”, “foresee”, “likely”, “will”, “should” or other similar words or
phrases. Although Delhaize Group believes such statements are based on reasonable assumptions, actual outcomes and results may differ materially from those projected. Accordingly, all forward-looking statements should be evaluated with the
understanding of their inherent uncertainty. Important factors that could cause actual results to differ materially from expectations of Delhaize Group, include but are not limited to, those factors described in this Report and in the Annual Report
in the chapter entitled ‘Risk Factors’ on p67 under Item 3 under Part 1 of Delhaize Group’s Annual Report on Form 20-F for the fiscal year ended December 31, 2009, filled with the U.S. Securities and Exchange Commission on
June 28, 2010. Delhaize Group undertakes no obligation to update forward-looking statements, whether as a result of new information, future developments or otherwise, and disclaims any obligation to do so.
Produced by:
