Discount Retail Chain Lidl Spain (owned by the German Schwarz Group) launches Vemondo, its new veggie brand. With an assortment of more than 140 vegan and vegetarian SKU references, it was created to respond to the great growth in the consumption of plant-based products among the Spanish population. Madrid hosts the first 100% vegetable food business event in Spain The meat industry also surrenders to vegetable protein Heura's 'vegetable meat' receives 16 million investors and footballers Minister Garzón asks Spaniards to eat less meat Lidl strengthens its position in the veggie category in Spain and becomes, according to the company, the supermarket chain that offers the largest vegan and vegetarian own private label brand offer of the large distribution in Spain, with an assortment of more than 140 references that are included under its new brand Vemondo. A fact, Lidl points out in a statement, which has prompted the company to lead the ranking of the sale of veggie products substitutes for meat and meat derivatives in our country: according to a study by Kantar, Lidl is already number 1 both in market share (22.5%) and in customers (+1.3 Mio households), according to data from the Kantar consultancy from December 2020. Without a doubt, it is a category on the rise in our country and in the rest of Europe. According to data obtained by the consulting firm Nielsen, the market for plant-based products has registered a record growth of 48% in Spain in just two years, reaching 448 million euros (US$540million). On the other hand, the European sector of vegan products has grown by 49%, reaching a total sales value of 3.6 billion euros (US$ 4.3billion) in the last two years. NEW CONSUMPTION TRENDS 10% of the population in our country, according to Lidl, is already considered veggie (vegan, vegetarian or flexitarian). In other words, in Spain there are already more than 4.4 million adult veggie consumers. A figure that, according to forecasts, will increase considerably in the coming years: in 2023, the Spanish vegan, vegetarian or flexitarian population could stand at 14.4%, while in 2025 it would reach 16.5%. More and more users, aware of the need to limit their meat consumption and concerned about the environmental impact, decide to make changes to their shopping cart and try meat substitutes. New consumer needs that transcend the strictly veggie segment, which large retailers are preparing to face. "At Lidl we seek to respond to the new needs of our customers. The category of vegan and vegetarian products is clearly on the rise throughout Europe, and for this reason we have been working for a long time to strengthen our assortment of veggie products in the countries where we operate, as always of the best quality at the best price. We want to be your reference supermarket, within everyone's reach. With the launch of our new own brand Vemondo, we have managed to offer the widest and most complete veggie assortment of the large distribution in Spain, with 140 products", assures Miguel Paradela, general director of Purchasing at Lidl Spain. Currently, the company stands out, Lidl has the widest and most complete assortment of veggie products from the large distribution in Spain. Under its new Vemondo brand, the company offers 140 references of the best quality and at the best price, with which it is possible to follow a complete and balanced vegetarian or vegan diet. It is worth highlighting the breadth of Lidl's Vemondo veggie assortment compared to that of the leading supermarket chain in Spain, which only has 23 of its own references (dado from Lidl to Mercadona). Lidl's new veggie assortment, notes the chain, is characterized by variety, innovation and value for money. Products such as the cauliflower-based pizza base at 2.99 euros (US$3.6), the vegan ice creams in tub format and in chocolate stick format from 1.99 euros (US$2.4), the Wakame at 1.99 euros (US$2.4), the quinoa salads at 1,49 euros (US$1.8), the Veggie Mix at 2.49 euros (US$3) and the soy-based meatballs at 2.49 euros (US$3), among other novelty items. In fact, Lidl stands out especially for its own recipes for 'meat that is not meat'. After the unprecedented success in 2020 with the launch of its first vegan 'meat that is not meat' burger, the first in Spain under its own brand, which exceeded sales expectations by up to 10 times in less than a month and the demands of its users, the chain recently expanded its offer in response to new food trends that seek a place for the carnivorous public within the veggie sector. Its vegan burgers, scallops, minced meat and Bratwurst, which imitate the flavor of animal meat, have become, Lidl highlights, one of the best-achieved meat substitutes on the current international market, with an accessible format and price to all pockets. Furthermore, all of Lidl's Vemondo products are 'carbon neutral'. With this, the company informs that the direct greenhouse effect emissions (CO2) that are generated throughout the supply chain of these products, during manufacturing, packaging or transport are offset through certified projects that protect the climate. Specifically, the investment will go to three internationally recognized projects: promoting renewable energy in India, making water drinkable in Eritrea and contributing to reforestation in Uganda (more information at lidl.es/clima) "Our commitment to sustainability is firm and absolute, and it is present in all the activity and projects of the company. Betting on the veggie category and that they are carbon neutral is one more example of our commitment to the fight against climate change", concludes Paradela. See here for more: Lidl lanza Vemondo, su nueva marca veggie (foodretail.es)

Discount Retail Chain Aldi Australia (German family owned) has launched a new smaller format store called Aldi Corner Store on Mount Street in North Sydney, with the store featuring both some standard Aldi features and some interesting new concepts. Still Aldi, but format design and operations flexed to suit the location The new store at around 500-600 sqm is about half the size of a standard Aldi stores and is the first of its kind in Australia. The concept, although occupying the same unit as a long term standard Aldi, retains some features that are undeniably linked to the retailer. With a strong focus on efficiency, simple navigation and its famous Special Buys (in&out) retained. However, a refined store layout to reflect how people will shop the store, a modern interior design, wooden fixtures, plus bright and colourful murals by street artist and muralist Joel Moore, aka Mulga. The opening hours have also been extended compared to a standard store, opening 07:00-21:00 Monday to Friday and 08:00-20:00 at weekends. The design was created by Aldi's store design partners, Landini Associates, who worked on the naming, identity, interior design and all graphic in-store communication. Smart ranging and upweighted convenience solutions The store has a strong range of fruit and vegetables, fresh meat, frozen items, ready meals, BWS and grocery items that would expect to find in an Aldi. Where Aldi has been smart is through removing larger format pack sizes to free up space and squeeze its existing offer into a smaller footprint. Certain products have also been merchandised slightly differently to help drive impulse purchase, for example more refrigeration in categories such as BWS. It has also introduced a large Food-to-go range at the store entrance. The significant upweighted range features lunch and dinner options including sandwiches, wraps, sushi, salads from AU$3.29, plus fruit, drinks and yoghurts merchandised alongside. Innovations that differentiate and typically not found in a standard Aldi The store also features some new innovations. At the front of the store there is an artisan bakery and coffee kiosk run by Sonoma, a NSW bakery business, serving barista coffee and pastries via a hole in the wall counter. Some new and more premium ranges have been introduced and featured more strongly, such as the Wild Origins artisan bakery range of 12 products. There is also an OzHarvest 'Juice for Good' vending machine that freshly squeezes imperfect oranges, helping reduce food waste. The profits from the juice machine are donated to OzHarvest, with every juice sold enabling the donation of one meal to those in need. Aldi has introduce self service checkouts into the store to help drive a faster, more convenient and efficient payment experience. Finally, there is even a 'Pup Parking' zone allowing pet owners to tie up their dogs while they shop. What do we think? The new store format will help Aldi expand into new locations that its standard format cannot accommodate, it will also compete directly with Woolworths and Coles' push into smaller urban supermarkets of a similar size. Although a first in Australia, Aldi has been testing smaller and more urban formats globally. Aldi has opened a number of smaller Aldi Local convenience-orientated formats in the UK over the past few years, but expansion has been slow and steady. It's entry into China has also seen it focus on opening new style urban stores (which Landini Associates also designed), with new foodservice concepts, a new design, a greater use of tech in-store and bright murals, some features similar to those seen in North Sydney. The store is a departure from Aldi's standard operating model and trading smaller stores comes with different challenges. Achieving a scalable model and suitable sites for stores can take time, but the retailer has confirmed that it will test a further four Corner Stores over the next year. See here for more: Aldi launches new 'Corner Store' concept (igd.com)

Discount Fashion Retail Chain Ross Dress for Less and dd's Discounts stores opened 22 Ross Dress for Less and 8 dd’s Discounts stores across 11 different US states in June and July. These new locations are part of the company's plan to add approximately 60 new stores, 40 Ross and 20 dd's Discounts during fiscal 2021. "These recent openings reflect our ongoing commitment to expanding our two chains," said Gregg McGillis, group executive VP, property development. "This summer, we expanded our presence in our largest markets of California, Florida, and Texas, and also added locations in newer states, including Illinois for dd's as well as Ohio and West Virginia for Ross. Looking ahead, we remain confident in our ability to grow to at least 2,400 Ross Dress for Less and 600 dd's Discounts locations over time." Ross currently operates operates a total of 1,896 locations in 40 states, the District of Columbia, and Guam. The store count includes 1,589 Ross Dress for Less stores and 285 dd’s Discounts stores. See here for more: Ross Stores opens 30 new locations | Chain Store Age

Discount Retail Chain ALDI North (family owned) is consistently pushing its own sustainability agenda forward. In the current interim report, the discounter published the latest status. Particularly in focus: The topics of packaging, climate protection and conscious nutrition. In its current interim report, the ALDI North Group provides transparent information on its progress in terms of sustainability. Be it the expansion of the sustainable product range, the ecological procurement of raw materials or the respect for human rights in global supply chains the discounter has made considerable progress in all areas in recent years. Looking back on the 2020 reporting year, Rolf Buyle, Managing Director International Buying, states: "The corona pandemic has once again made it clear that we as a food supplier have a special responsibility. We not only take this responsibility towards our customers and employees, but also true to the environment and society. Our interim report shows where the ALDI North Group currently is and where we want to be. " New international packaging targets decided Packaging continues to be a central sustainability issue for the entire ALDI North Group. The basic principles of the circular economy serve as a guideline: "Avoid. Reuse. Recycle". In Germany alone, ALDI North has already saved 38,000 tonnes of packaging since 2015. The discounter is also making good progress with the goals of making 100 percent of its own-brand packaging recyclable by 2025 and offering at least 40 percent of the fruit and vegetable range unpackaged by 2025. More ambitious international packaging goals were recently defined: In order to reduce the use of new plastics, the proportion of recycled materials in all own-brand plastic product packaging is to be increased to an average of at least 30 percent by 2025. Already today there are numerous articles with a high proportion of recycled material in the ALDI Nord range, such as the chilled 1L orange juice in a PET bottle with 100% recycled material or the Selection 1L mineral water, which is also gradually being converted to 100% recycled material. The aim is to gradually increase the use of recyclate across all product groups. In addition, by 2025, the total use of new plastics should also decrease by 20 percent compared to 2020. With these new goals, the ALDI North Group is sending out a strong signal for the responsible use of valuable resources. Climate protection in focus The discounter has also stepped up its efforts on the subject of climate protection: In July 2020, ALDI North joined the "Science Based Targets Initiative". By joining, the group undertakes to set binding and scientifically verified targets for reducing CO2 emissions over the next two years, which are in line with the 1.5-degree target of the Paris Agreement. First, ALDI North wants to reduce greenhouse gas emissions by 40 percent by the end of 2021 compared to 2015 and then push this development further. Enable conscious nutrition for everyone Another strategic goal is still to enable conscious nutrition for all customers and to promote responsible use of food. In 2020, ALDI Belgium and ALDI France were able to label their first products with the Nutri-Score, while Germany and Spain registered their first own brands for the Nutri-Score in early 2021. In addition, the vegan and vegetarian as well as the organic and fairtrade range has been expanded. Another milestone in 2020 was the development of a new international guideline to prevent food loss and waste. This is the first time that ALDI Nord has created a binding framework for dealing with food waste.

Discount Retail Chain Lidl's (owned by the German Schwarz Group) turnover is EUR 96.3 billion (US$ 115.6Bn), Kaufland's turnover is EUR 25.5 billion (US$ 30.6BN). Good year for the owner of the discounter Lidl and supermarket Kaufland chains. The German Schwarz Group, which includes the Lidl and Kaufland chains, recorded a good financial year 2020. Its turnover increased by 10 percent. up to EUR 125.3 billion (US$150.4 Bn). Lidl recorded a 9.9% increase in turnover in the fiscal year 2020 to EUR 96.3 billion (US$115.6Bn). The sister supermarket chain Kaufland also did very well, growing by 7.5%. up to EUR 25.5 billion (US$30.6Bn). The recycling company PreZero recorded a turnover increase of 33.7%. (up to EUR 700 million, US$840Mn). The company is expected to triple next year thanks to the acquisition of part of the Suez group. In the company's press release, the Schwarz Group expressly thanks its "highly motivated" 500,000 employees for their work. See here for more: https://www.dlahandlu.pl/wiadomosci/,100331.html

Discount Retail Chain Pepco Group (owned by Steinhoff International and listed WSE: PCO) sums up the third financial quarter ended June 30, 2021. In the period of 9 months from October 2020, 342 new stores were opened, including 224 under the Pepco brand and 118 Poundland / Dealz. "While the situation of consumers is likely to remain uncertain for some time, which poses challenges, we are convinced of the strength of our offering to customers and the long-term growth potential of our business," comments Andy Bond, CEO of Pepco Group. The PEPCO Group continued to expand its network and, as planned, plans to open 330 stores throughout the financial year. Pepco Group's commercial environment and results The third quarter of the previous financial year was the most difficult quarter due to trade disruptions resulting from the pandemic. The company then lost a total of 6,895 (18.4%) trading weeks versus 3,222 (7.5%) in the current quarter. This year's results were positively influenced by the reduced number of store closings in connection with Covid, all stores were open in the last week of the quarter. We made significant progress in the third quarter of the year. Sales of all three of our brands proved resilient as PEPCO, Poundland and Dealz customers returned to stores as soon as the restrictions related to the Covid epidemic were loosened. We continued to invest in the further development of our business, opening 117 new stores in three months and 342 from the beginning of the year. We have signed a contract to take over 29 stores in Austria. The Group also modernized 260 PEPCO stores and, after the acquisition of Fultons Foods in autumn 2020, we introduced a full range of chilled and frozen products to 42 Poundland stores, comments Andy Bond, CEO of Pepco Group. Global supply chains continue to be influenced by both limited availability of raw materials and pressure on production costs, exacerbated by shortages in the availability of containers, which also have the potential to lead to significant cost inflation starting in fall / winter 2021. direct relations of our PGS company with suppliers and manufacturers in the Far East, we are able to constantly monitor and act quickly to ensure the best prices in all our markets. "While the consumer situation is likely to remain uncertain for some time, which poses challenges, we are convinced of the strength of our customer offering and the long-term growth potential of our business," emphasizes Andy Bond. Revenues of the Pepco Group Trade restrictions were gradually eased over the reporting period 1,075 (33%) stores in 11 regions were closed at the beginning of the quarter, followed by full opening by June 27, with a related rebound in sales. The pandemic also hit the same period last year then Pepco lost a total of 6,895 (18.4%) trading weeks compared to 3,222 (7.5%) weeks lost in the current reporting quarter. In this context, the LFL result should be considered, which increased by 29.3% (6.8% YTD) during the discussed quarter, with the LFL result for open stores being a more reliable indicator of how it was 14.8% (9.6% YTD). Strategic activities focused on increasing the number of stores while strengthening the offer for customers in all brands. In the third quarter, PEPCO expanded its network by 95 new stores, opening them on all 14 current markets. It also entered Spain, its second market in Western Europe. The program of rebuilding the existing stores was continued, with 8 of them enlarged and / or relocated. The past quarter was also a continuation of the development of the Dealz format in Poland and Spain. Since the beginning of the year, 51 stores have been opened, and 24 of them have been opened during the quarter. In the analyzed quarter, Pepco supplied 302 existing stores (627 YTD) of PEPCO and Poundland. The PEPCO brand has modernized the appearance of the stores, in particular the interior design, while changing the proportions of the area intended for the general assortment. Poundland is now refreshing 171 stores across its chain and expanding its target market with a new range of chilled and frozen products made possible by the acquisition of Fultons Frozen Foods, a market-leading regional operator with 82 stores at the time of the acquisition. Seeing significant opportunities for the development of operations in all markets of the company, since the beginning of the year PEPCO has increased the number of its stores by 224, which is an increase of 15.5% compared to the previous year. During the quarter, 95 new stores were opened in all 14 regions, including the first stores in Spain. In addition, PEPCO continued the expansion or moved another 8 stores (39 YTD), and in line with the assumptions, it plans to open 330 stores throughout the financial year. PEPCO, as a non-consumer goods retail chain, was most affected by the store closures due to Covid starting in March 2020, with almost 23% of trading weeks lost in the third quarter of last year. Closures at the beginning of the third quarter of this year were less severe and gradual re-openings contributed to a significant increase in LFL results, given the low base last year. Regarding LFL3 conditions, the PEPCO segment saw its LFL result increase by 9.6% YTD, which is generally in line with the historical LFL performance and expectations for the full year, confirming the credibility of forecasts for business development. In the new Western European markets, Italy and Spain, turnover remains high, with Spain outperforming our internal targets and Italy returning to the level of revenues before the lockdown restrictions were introduced in December 2020. Poundland Group and Dealz Network As a consumer goods retailer, Poundland was able to trade throughout the Covid crisis, although it experienced much less customer influx during periods of greatest constraint. As in the case of PEPCO, the third quarter of the last financial year suffered the most, when in April 2020 the most, 142 stores, was closed. Good LFL results this year with an increase of 21.1% should be considered precisely in the context of the restrictions that took place in the same period of the previous year, but the LFL result at the level of 5.2% YTD clearly shows the strengthening of the offer for customers. Poundland's revenue was supported by the strong performance of the recently expanded apparel and household goods categories and the launch of a new frozen and refrigerated range to 42 stores during the quarter (91 YTD). The product mix continued to expand to include both over and under £ 1, with multi-priced products across all FMCG and general purpose categories leading to a 23% increase in revenue (16% in fiscal 2020). In addition to commercial activities, Poundland also launched a charity foundation. She received the Retail Systems' Partnerships for Good award in 2021 for collaborating with Pennies in collecting donations. The Dealz division continues to develop well, customers liked its offer, and the economics of the business model allowed for the acceleration of the program of opening new stores. During the quarter, 24 Dealz stores were opened, which increased their number by 53% compared to the end of the year, to a total of 147. Our intention remains to open up to 70 new stores throughout the financial year. The Group continues to generate high cash flow and implements all its development investments. End of period cash balance of EUR 448 million (EUR 461 million in fiscal 2020) and net debt key suppliers that enabled the Group's working capital cycle to improve The lower year-on-year cash position is due to the excess cash being used to repay debt as part of refinancing related to the public offering of shares in May 2021. Pepco Group owns 3.4 thousand stores in 16 countries Pepco Group has been operating since 2015 and currently has about 3,400 stores in 16 countries, including Poland and other countries in Central and Eastern Europe, Great Britain, the Republic of Ireland and Spain. The Group, which employs about 35,000 people, consists of two independent retail chains - pan-European PEPCO and Poundland operating in Great Britain, which is also present outside this country under the Dealz brand. The Pepco Group also includes PGS, a company that supplies the Group's stores with goods. Pepco Group N.V. in May 2021, they debuted on the Warsaw Stock Exchange. The first 14 PEPCO stores in Poland were opened in 2004. Currently, the PEPCO network serves over 20 million customers a month, offering clothes for the whole family, household goods and toys at the lowest prices. The company, based in Poznań, employs approx. 17,000 people in 14 European countries, with the strongest presence in Poland, Romania, Hungary and the Czech Republic. In the third quarter, PEPCO expanded its network by 95 new stores, opening them on all 14 current markets. PEPCO is considered to be one of the strongest brands in Poland and one of the most dynamic companies. He regularly wins Forbes Diamonds for one of the fastest growing companies in the country, and as one of the strongest brands in Poland - the Superbrands award. Poundland / Dealz Since the launch of the first store in 1990 in Burton-upon-Trent, the Poundland chain has launched 917 stores in the UK and Republic of Ireland, offering the best brands of products and excellent quality private labels that deliver exceptional value to customers every day. In 2019, the chain was awarded in 2019 by the industry magazine Retail Week, it currently employs 18,000 people, serving 7 million customers throughout the UK each week. Poundland offers thousands of high-quality products from over 1,000 recognizable brands in 17 categories, such as food and drink, health and beauty, art. home furnishing, garden, do it yourself, art for animals, mat. office supplies, books, DVDs and toys. About 9 out of 10 items in the Poundland store are priced at £ 1, and in the last 12 months the chain has launched new ranges of products ranging from £ 50 to £ 10 that share the same philosophy of simplicity and incredible value. Poundland also operates internationally through the Dealz brand with a chain of stores developed in Poland and Spain. In the UK, Poundland has also launched its PEP & CO fashion brand to around 300 larger locations. PEP & CO offers customers a full range of women's, men's and children's fashion and brings a new style to Poundland, combining this with simple, low prices on family clothing that are hard to find in other chain stores. See here for more: Andy Bond, Pepco Group: solidne odbicie obrotów dzięki kontynuacji strategii rozwoju (retailnet.pl)

Discount Retail Chain Lidl GB (owned by the German Schwarz Group) has a range of recycling initiatives in place to help Britons become greener. The discounter has introduced recycling stations and made a pledge to cut back on plastic use. We use your sign-up to provide content in ways you've consented to and to improve our understanding of you. This may include adverts from us and 3rd parties based on our understanding. You can unsubscribe at any time. Sustainable shopping is on the minds of many and Lidl has made some changes to help this. These are the latest updates from the retailer. Bottle Deposit Scheme Those who have been shopping in stores are able to return their Lidl drinks bottles. Recycling units have been introduced as part of the Lidl Return, Reward, Recycle scheme. As well as working to save the planet, eco-conscious shoppers can earn money off vouchers to spend in stores. Simply bring up to 25 clean glass, tin or plastic drink containers to the banks and earn up to £2.50 (US$3.4) off. Each item returned is worth an instant 10p off to spend in stores. The vouchers will be there to collect as soon as the deposit is made. Containers between 50ml and three litres which have been purchased from Lidl branches are accepted. Reduce plastic Lidl has launched a sustainable packaging and plastic strategy named 'Circular Motion' which aims to cut back on plastic use. The scheme aims to cut back on plastic where it is not needed and create packaging which is recyclable. The retailer also considers reusable and refillable items as well as working with suppliers, customers and official bodies to make changes. Since 2018, the discount retailer has removed 70 tonnes of plastic and got rid of many plastic trains. It cut back on food tags and replaced polystyrene pizza bases. Lidl shoppers in Ireland are also able to take advantage of in-store recycling stations. Some customers headed online to share their appreciation for the recycling schemes. One stated: "Well done Lidl for providing a facility to leave packaging instore." Another simply stated: "Fair play Lidl." Many supermarkets have been making changes to become greener. Environmentally-conscious updates have been made by retailers including Tesco, Asda and Sainsbury's. These will help shoppers make greener choices when in stores. See here for more: Lidl news UK: Supermarket has recycling systems and cuts down on plastic | Express.co.uk

Discount Retail Chain Lidl Serbia's (owned by the German Schwarz Group) Logistics Center in Lapovo will cover 57,000 square meters, which is more space than our first Logistics Center, and will have the capacity to store more than 35,000 pallet places with 5 temperature regimes and 130 loading and unloading ramps. In addition to the obvious importance for the business of our company, this investment is also important for the domestic economy, because during the execution of such an important project, only domestic construction companies will be engaged. The director of central services at Lidl Serbia, Dragan Čigoja, speaks for Retail Magazine about Lidl's business in Serbia and the importance of opening a new distribution center in Lapovo, both for the company itself and for its partners, customers and the community. We are approaching the third year of Lidl Serbia's business. We see a strong expansion and business with more than 50 modern retail facilities. What would see as the largest success for Lidl on the Serbian market? As we announced opening the first Lidl stores, we came to the Serbian market to stay and grow together with him. During the previous three years, thanks to the great trust of consumers, our store chain has expanded, so that today residents of as many as 32 cities in Serbia can make their purchases in Lidl stores. What sets Lidl Srbija apart from the others is the best price-quality ratio, which was the key thing in positioning the brand itself on the Serbian market. Our consumers have recognized the commitment and perseverance in our efforts to offer them a unique shopping experience, and we, through fair cooperation with proven domestic and foreign suppliers, strive to make products tailored to their wishes and needs. In order to get as close as possible to consumers in the central city zones, Lidl has found the appropriate format for Lidl City stores. When could such a format appear in Serbia as well, and where do you see the greatest potential for opening a market of such a format? When we talk about a long-term expansion strategy, the center of urban areas is just as attractive to us as locations outside the city, because we want to please as many consumers as possible with our carefully selected range. As in every country in which our company operates, in Serbia we are focused primarily on listening to the market and adapting to local needs. At this point in our development, the standard concept of wallets has proven to be a solution that both our consumers and we as a company can be very satisfied with. In any case, if in the future there is a need for the Lidl City concept in our country, we will certainly meet the wishes and needs of consumers. What will another Lidl investment in which 70 million euros will be invested bring? Our new Logistics Center in Lapovo will cover 57,000 square meters, which is more space than our first Logistics Center, and will have the capacity to store more than 35,000 pallet places with 5 temperature regimes and 130 loading and unloading ramps. In addition to the obvious importance for the business of our company, this investment is also important for the domestic economy, because during the implementation of such an important project, only domestic construction companies will be engaged. Also, in the municipality of Lapovo, we will employ about 250 new colleagues who are expected to have a warm and cordial working atmosphere. In addition, some of the positive effects of this investment at the local level are already visible, such as almost 2 km of built access roads with the most modern infrastructure and arrangement of Liparski potok along the entire length of the plot. Lidl Serbia logistics center DC Lapovo is the largest investment of Lidl in Serbia so far. Which stores do you plan to cover with the new center and when could it officially start operating at full capacity? The construction is planned to last 12 months, followed by the phase of placing the Logistics Center in working order, then the testing phase and we hope that after that fresh and high quality products from this Logistics Center will arrive daily on the shelves of Lidl stores throughout Central and Southern Serbia. Your first Logistics Center is the largest facility of its kind in Southeast Europe that holds a LEED Gold certificate. Do you adhere to high standards of sustainable construction even during the construction of the facility in Lapovo? As a socially responsible company, Lidl, in addition to economic ones, always considers environmental aspects, so the Logistics Center in Lapovo will not be an exception, but only a continuation of our regular practice. One of the proofs in support of that is the fact that our first Logistics Center is the largest facility in Southeast Europe with a LEED Gold certificate, and the first of its kind in Serbia. This certificate actually guarantees that the highest standards in construction are taken into account during construction, such as energy savings, efficient water use, waste reduction as well as the use of sustainable construction materials. We aim to make our new Logistics Center in Lapovo one step better, and that is obtaining the LEED Platinum certificate. There are still many environmental areas that we have taken care of and which will be discussed when we open the doors of our second Logistics Center in Lapovo, but one of the things I would especially like to point out is that solar panels will be installed on the roof of the future logistics center. from which the facility will be partially supplied with energy, thus saving electricity consumption. How many domestic companies do you cooperate with in building the retail network and are you satisfied with the cooperation? Our goal is to create long-term partnerships, and we always work to establish and develop cooperation with business partners, which we support with a fair relationship, joint promotion, but also socially responsible projects and activities. How satisfied we are with the cooperation with domestic partners so far is best shown by the fact that more than 35 exclusively domestic design, supervisory and construction companies have been engaged in the project of building the Logistics Center in Lapovo. Since the beginning of business in Serbia, the company has positioned itself very well in Belgrade with a large number of stores. Bearing in mind that the Belgrade market can be observed separately from the rest of Serbia, how many facilities would cover the entire market in the capital? Lidl always strives to grow and develop in accordance with the needs of consumers, so when it comes to Belgrade, we recently opened another store in the municipality of Mladenovac, and soon after that, we opened our doors to consumers in Karaburma. At the moment we have 15 stores in the capital, we do not have precise estimates of exactly how many more there will be, but what is quite certain is that our plan is further expansion which will meet the needs of the largest possible number of consumers, since their trust, which is growing day by day, this is exactly what it indicates. What will be the priorities of Lidl Serbia in the coming period when it comes to the expansion sector? We strive to be better at implementing innovative solutions in green building, as evidenced by the fact that more than 40 of our stores are certified EDGE (Excellence in Design for Greater Efficiencies), awarded by IFC, an international financial institution that is a member of the World Bank Group. We are also working to install innovative and even more efficient energy-saving solutions at some of the future Lidl stores and to provide electric chargers for electric and hybrid vehicles. We continue to work hard to expand our network, tirelessly search for new locations, build and open the doors of Lidl stores to consumers. As we have already stated, we are here to grow together! See here for more: Dragan Čigoja - direktor centralnih usluga u kompaniji Lidl Srbija - Retail Magazin - Srbija

Discount Retail Chain Aldi Portugal (family owned) plans to reach 200 stores in the country in four years. For this year, the goal is 15 new stores, with an average investment per space between four to six million euros (US$4.8 - 7.2 million). Next year, the retailer opens Moita's new logistical surface and is currently looking for a location to the north to shell out Euro 45 million (US$54 million) on the construction of a new warehouse. “We have an ambitious expansion plan: we are going to explore new store formats, in more urban areas, in order to be able to serve and reach more people, in a more convenient way”, reveals Vicente Moreno, vice CEO of Aldi Portugal, in an interview with Hypersuper. The discount chain of German origin opened on June 16, in Lisbon, the first store in a proximity format. The store, located in the Picoas area, is based on an urban concept of proximity and convenience. First impressions are positive. “Through this new format, we were able not only to strengthen our presence in urban centers but also to serve customers more conveniently and with an assortment adapted to the daily demand of these centers. We can say that the affluence and generalized feedback left us very satisfied”. How do you assess the first six months of Aldi Portugal's activity? How did the main business indicators evolve? Our main objective in these first six months was to keep our teams motivated so that we could continue to satisfy and respond to our customers' needs during this difficult phase of the pandemic. Since this indicator was successful, I can say that the balance we make is, without a doubt, positive and achieved through the efforts of our team, which makes a difference every day. How has the pandemic context influenced or is influencing Aldi's performance in the Portuguese market? The pandemic context experienced introduced significant changes in everyone's life, namely in the behavior and form of consumption of each one. At a time marked by uncertainty and fear of contagion, consumers turned to brands and products with which they felt more familiar and, consequently, which they considered more “reliable”. The purchase frequency decreased, but there was an increase in the number of products purchased per basket, at each visit. Outing for shopping became less frequent and more efficient, focused on a quick visit, to the detriment of thoughtful shopping. As the measures were eased, people yearned to regain some normalcy. Demand for physical stores, mainly in certain sectors such as retail, food trade and pharmacies, remained relatively stable. In our case, some categories even registered an increase in sales, obviously justified by the need that people had to spend more time at home and, consequently, cook their own meals. At the beginning of the confinement, in March of last year, there was an increase in demand for products with a longer shelf life, such as canned goods, biscuits, pasta, rice and frozen foods, among others, as they are products with greater durability. and, in these articles, promotions ended up playing an important role in the purchase decision. However, since we learned to live with the pandemic, the demand for durable food products has stabilized, having been replaced by products that contribute to a more balanced and healthier lifestyle, with emphasis on organic and fresh products. In addition, we realize that, increasingly, consumers are predisposed to buy products from brands that demonstrate a real concern with environmental and social issues, such as combating food waste, If there is a lesson we have learned from the pandemic, it is that the key to success in this sector, without a doubt, is to adapt quickly to the circumstances. There is no theory that allows us to predict which direction consumer trends will take. At Aldi, we are concerned with listening and understanding how we can make a difference. We want to meet the demands and desires of our customers, offering them what they need. This is our starting point and this is the principle by which we operate. Taking into account the main economic and social indicators in the country, how do you expect the business to evolve by the end of the year? We continue with our long-term perspective and are confident in the strategic priorities we have defined. More than retailers, we know that we are colleagues, friends and neighbors. We are committed to our employees, customers and partners, and we are determined to see it through to the end. Aldi has been intensifying the pace of opening new stores and opened in June, in Lisbon, the 93rd store in the Portuguese market. What is the reason for this reinforced investment in the Portuguese market for expansion in recent years? Portuguese consumers are increasingly demonstrating that they identify with us, not only in terms of offer, but also with regard to our values ​​and way of acting in the market and in the community. 15 years ago we arrived in Portugal determined to offer high quality products at very competitive prices to Portuguese consumers. Since then, we have followed our path carefully and strategically: we have grown, reached new locations and strengthened our presence in places where we were already known and where people were asking for new stores. In addition, we have invested in our brands and reinforced the offer of national products in order to continue to respond to the needs and demands of Portuguese families, and the feedback has been very positive. Proof of this are the various awards we have won: Flavor of the Year, with 22 products distinguished in 2021, Superbrands, Escolhas DECO, and more recently, our brand GUT BIO was elected Consumer Choice, as the best organic food distribution brand. We recently opened our first proximity store in Picoas, Lisbon. Through this new format, we were able not only to strengthen our presence in urban centers but also to serve customers more conveniently and with an assortment adapted to the daily demand of these centers. We can say that the affluence and generalized feedback left us very satisfied. What is the expansion plan designed by the end of the year? We currently have 93 stores and we expect to end 2021 with 15 new surfaces, so we will surpass 100 stores in 2021. Is this pace of openings to continue in the coming years? We are in a clear phase of investment and investment, with a view to strengthening our position, both in terms of sales surfaces and supply structures. We want to reach new geographies where we are not yet present, but we also intend to strengthen our presence in relevant cities, where we are already represented. How many stores do you plan to open on term? Taking into account the openings, how many jobs do you plan to create? We have an ambitious expansion plan: we are going to explore new store formats, in more urban areas, in order to be able to serve and reach more people in a more convenient way. 250 is the number of stores that we intend to reach in a short period of time, providing, in this way, many new features for customers and employment opportunities for local communities. One of our main goals is to reach 200 stores by 2025. From a geographical point of view, what are the plans to expand the insignia? Our priority is to reach more and more Portuguese consumers, conquering new geographies where we are not yet present, but also, and as I mentioned, reinforcing our presence in strategically relevant cities, where we are already represented. What is the average investment made per store? The average investment per store is between four and six million euros (US$4.8 - 7.2 million). They have also been strengthening the focus on national production. Can you tell us what the chain has been doing to increase the offer of Portuguese products in its stores? Since our arrival in Portugal, we have been investing in the evolution and innovation of our assortment, not only in terms of our own brand, but also in the offer of products of national origin. To meet the needs of the Portuguese market, at Aldi we seek to privilege national producers in various categories, such as fruit and vegetables or fresh meat, which, in this case, already has, for the most part, products of national origin. Responding to the needs and consumption patterns of the Portuguese consumer and supporting national production are priorities. Over the years, we have been intensifying our commitment to Portuguese consumers, by investing in true partnership relationships with local producers and suppliers. Today, we can proudly say that we are of German origin, but we feel Portuguese. On the other hand, this support to local producers ends up being in line with our sustainability commitments, since the offer of “made in Portugal” products also contributes to the reduction of the levels of CO2 emitted, as travel is avoided longer. How much does it represent in percentage terms the national products in your offer? The bet on national production has been a growing commitment by Aldi Portugal. We have sought to find suppliers that meet the quality and demand criteria by which we operate. The percentage of Portuguese products varies depending on the category and the supply capacity of the producers. For example, all our fresh eggs are of national origin. In terms of fresh meat, we are talking about the majority of the offer and in bulk fruits and vegetables this figure already exceeds 70%. And the private label, how much does it represent in percentage terms in the offer? Globally, our own brands represent more than 80% of our offer. In strategic terms, what is the role of private label in your operation in Portugal? Our positioning is based, above all, on offering exclusive branded products, of high quality and competitive prices. What distinguishes us from other chains is, essentially, the high quality of the products of our brands, the wide range of food and non-food products with limited stock, available weekly, and the strong commitment we have been making in categories such as products fresh, organic, vegetarian and vegan, gluten-free and lactose-free, which meet the new demands of consumers and provide a true discovery experience. We want to be seen and perceived as a trusted, familiar and close brand, whose exclusive and high quality products can be purchased by anyone, always at affordable prices. We want consumers to also recognize us for our commitments in the field of citizenship, ethics, sustainability, work environment and responsible behavior. We recognize that, in some specific categories, the Portuguese consumer is still not comfortable consuming the distribution's own brand and, as a result, the manufacturer's brands continue to feature in our assortment. They designed a new store concept. Can you explain what it consists of and what the purposes of the new layout are? The food retail sector is constantly changing. Today, people can easily acquire what they need from anywhere. Our mission is to offer the Portuguese, everything they need, for their day-to-day, quickly and simply. Recently, we implemented an evolution in the concept of organizing our stores, where the focus is on the fruit and vegetables area, a category that is now highlighted at the store entrance, conveying an image of freshness and variety, in this one of the categories where we've been focusing in recent years. On the other hand, promotions, weekly opportunities and themed weeks, such as the weeks where there are highlights for characteristic products from Brazil, Italy, Mexico, among others are now concentrated in the center of the store, thus facilitating , the discovery of new products and flavors. With this new layout, we intend to facilitate and provide a simpler and more pleasant shopping experience for customers, who can now have greater prominence and ease of access to the most popular categories, spacious and bright spaces and a clear identification of products. In early April, did you establish a partnership with Glovo to deliver parcels? How's it going? The Glovo model fits the discount Aldi principle, where we focus on simplicity and what is essential, always with the customer in mind. The intuitive ordering process and fast delivery that Glovo offers correspond to this principle. Customers highly value the fact that there are practical solutions for when they are unable to go to our stores or simply forgot to buy a product, on their last visit to Aldi. The delivery model through Glovo is fast and convenient and offers an answer to this need. Initially, it is available in some areas of greater Lisbon. Are you planning to expand to new cities? We currently have a home delivery service available through Glovo, in the store areas of Alfragide, Massamá, Telheiras, São Domingos de Rana, Amoreira, Arroja, Laranjeiro (Almada) and Picoas. Are you planning to extend this partner network to other door-to-door delivery apps? For the time being, we do not foresee new delivery partners. Does Aldi have plans to launch an e-commerce project in Portugal? How does the company face the investment in online commerce through its own store? As a member of the Aldi Nord Group, we are attentive to market and consumer trends, so that we can respond to our customers and exceed their expectations, providing them with a simple, fast and pleasant shopping experience. For the time being, we have no date forecast for a bet of this kind. Last year they launched the first advertising campaign in Portugal. What was this bet due to? At the beginning of last year, we started taking the first steps towards a communication approach closer to consumers. With the entry on social networks, the launch of the first national campaigns on radio and television and the new signature “Aldi makes a difference”, we came to reinforce our position, which stands out, simultaneously, for the daily concern to offer quality products at prices accessible and, also, for our posture and way of acting in the market. Meanwhile, this year, we launched three new campaigns: one dedicated to key grocery products, another based on the quality of our fresh produce and the last one, more recently, to communicate our own brand of organic products 'GUT BIO' which was elected “Consumer Choice 2021”, in the category of best organic food distribution brand. For this year, we have a few more campaigns planned. We have many ideas and actions that we want to develop and share with our customers. Has the logistics center in Moita, target of an investment of euro 60 million (US$72 million) with the creation of 300 jobs, already started operating? Moita's new logistics area is scheduled to open in 2022. This distribution center will allow us to look at the supply chain in a different way and will bring a new range of possibilities in terms of supply flows to stores, reducing store supply timings and providing a new organizational level within operations, which will be reflected in the optimization of the level of service provided. In this way, we are able to bring supply times closer to the customer's purchase, in order to have the right product in all our stores, in the right quantity, at the right time and with maximum freshness. How many warehouses and logistics centers do you have to support the operation in Portugal? What investments have you made to modernize the spaces? In addition to Moita's logistical surface, we are currently looking for a location to the north, for the construction of a new warehouse, in an investment expected to be around 45 million euros. What is Aldi Portugal's turnover in 2020? What is the expected variation this year? One of our goals is to grow above 25% over the next few years. How many employees does the company have in Portugal? At the moment, we are about 2,500 employees. But since we intend to continue to grow in terms of stores and logistical surfaces, we will necessarily have to strengthen our teams. See here for more: https://www.hipersuper.pt/2021/07/12/vicente-moreno-vice-ceo-aldi-queremos-ter-200-lojas-portugal-ate-2025/

Discount Retail Chain Lidl GB (owned by the German Schwarz Gruppe) has pledged to increase sales of healthy and healthier products to at least 85% of total sales, based on tonnage volume, by 2025. To help achieve this, the retailer has developed a bespoke nutrient profiling system based on Public Health England’s nutrient criteria for front-of-pack traffic light labelling, focusing on fat, saturated fat, sugar and salt. Products are ranked as healthy, healthier or least healthy. It will also assess over 200 lines each year that can be improved to meet the healthy or healthier criteria and will engage with suppliers to boost its portfolio of healthier products. The move follows Lidl’s investment in its ‘Get Fresh’ initiative, which aims to increase the range of fresh healthy products, like fresh meat, fruit and vegetables available to customers in-store to offer healthy choices. The retailer said it is prioritising placing fresh, healthy products at the heart of customer’s store journey, with new products placed prominently at the front of store. The programme will be completed by September this year. Christian Härtnagel, chief executive at Lidl GB, said: “At Lidl, we prove that eating healthy does not need to break the bank. Our competitive low prices across all our ranges, particularly fruit and vegetables, are marketing leading and ensure customers can access healthy food all year round. “Our Healthy Eating Pledge is our most ambitious healthy eating target yet and is focused on helping families make healthier choices when they shop with us, without compromising on price.” See here for more: Lidl pledges to increase healthy food sales | Retail Bulletin (theretailbulletin.com)

Discount Variety Retail Chain FixPrice (LSE: FIXP) reported that in 5 months of 2021 the company opened 333 retail stores in different regions of Russia. Now the expansion of the Fix Price store chain reached a new important milestone the opening of 4,600th store appeared in Astrakhan. Today the main share of Fix Price stores are located in the Russian Federation, but the network continues to develop beyond its borders: in Belarus, Georgia, Kazakhstan, Kyrgyzstan, Latvia and Uzbekistan. “This year we are celebrating 14 years of Fix Price in Russia and the continuous growth of our loyal customer base already 14 million customers as confirmation of the relevance of the low fixed price format. Every day we receive requests from customers to open new stores from various localities in Russia. More than 4,600 stores are already operating, and we continue to actively develop both in Russia and abroad,” said the director of the marketing department, Victoria Smirnova. See here for more: https://www.retail.ru/news/fix-price-otkryl-4-600-magazin-seti-14-iyulya-2021-207031/

Discount Retail Chain Aldi (family owned) builds real estate. The new real estate projects of the discounter giant are in great demand in Munich. Aldi is increasing, literally and figuratively ... The times when the discounter opened a typical low-rise store in the industrial park are over at least in Munich. "We are looking for closeness to our customers," says Justus Rehn from Aldi. That means: New Aldi stores are being built where people live, work and spend their free time in creative sites and new building districts. In higher buildings, the supermarket is located on the ground floor, and apartments and / or offices are built above. The rush to stay in such mixed-use properties is great. After Berlin and other large cities, it is now the turn of the Bavarian state capital. Aldi relies on real estate, the construction projects and plans of the discounter in Munich. In the end, Aldi is not just a grocery discounter, but is partly involved in the planning beforehand together with housing companies such as the Munich GWG. In order to research the needs of its customers and to win new partners for real estate projects, Aldi has set up its own contact points. "We don't just want to reach people from the neighborhood there," says Rehn, who heads the Munich office. "The growing urban clientele also includes the numerous business commuters who use breaks or after work to do a quick purchase." Munich has "huge potential", Rehn continues. “There are numerous parts of the city and locations that we would like to help shape.” But the road to get there is often long and rocky. "We are talking about development processes that sometimes take years from the first discussions to the start of construction ..." A "milestone" was celebrated in Haar in spring: after more than nine years of planning, the local council unanimously approved the implementation of Quartier 5 in the Art Nouveau park voted. The new Aldi properties According to Rehn, around 60 percent of the almost 40 Munich stores are now part of a mixed-use property. People live and work, shop and train here. The discounter has already entered into such partnerships in Giesing (Schwanseestrasse) and Ramersdorf (Ottobrunner Strasse), for example: there are apartments above both stores. In Pasing, too, the motto is: living above the discounter. München-Bau has built a complex with 164 condominiums in the new urban quarter on Paul-Gerhardt-Allee. The sales prices are between euro 8,000 (US$9,600) and euro 12,000 (US$14,400) euros per square meter. All but one of the apartments have been sold and the first tenants are already moving in. Rush to Aldi apartments Macherei in Berg am Laim more than three quarters already rented Residential project above the Aldi store. The architectural style of the “Macherei” in Berg am Laim is intended to be reminiscent of the old brickworks. In the new office and business district “Die Macherei” in Berg am Laim, up to 2,500 employees from established start-ups will work by autumn 2021. The discounter is moving to 1,500 square meters on the ground floor of building M2 with direct access to Berg-am-Laim-Straße. The facades of the “Macherei” are intended to be a reminder of the brickworks that once shaped the east of the city. More than three quarters of the almost 75,000 square meters of space have already been let. Among other things, restaurants, a design hotel and a fitness studio. Aldi wants to create “affordable living space” In Sendling, Aldi can “help create affordable living space and strengthen and revitalize the district,” says Rehn. A mixed-use property with a total of 180 apartments will be built on the corner of Radlkoferstrasse and Pfeuferstrasse by 2023, including for trainees, municipal servants and families. Social facilities such as apartments for the social service of Catholic women and the AIDS service are also planned. In addition, a day care center, a restaurant and a flexi-home for temporary living will be built. Aldi building in Pasing-Obermenzing: "Belvedere" shopping and residential complex In the second half of the year, Aldi will open a store on Paul-Gerhardt-Allee. The discounter is part of a small shopping center in the “Belvedere” complex with 164 condominiums, which was built by München-Bau. The “Belvedere” forms the entrance to a 33-hectare residential area that will one day be home to around 5,500 people. "Here, too, we want to prove that the combination of commercial and residential space is beneficial for the immediate environment and can enhance it," says Justus Rehn. Aldi builds real estate: living above the discounter in Haar A mammoth project in Haar is picking up speed Aldi is also part of this. The psychiatry area will be transformed into a new residential area for around 2,000 people. Together with the Upper Bavarian Heimstätte, the discounter is realizing two four-story structures in the northeast of the Art Nouveau park with a total of 45 apartments, offices, a shared underground car park and a large Aldi branch with additional retail and catering on the ground floor. The residents of the retirement home will finally have neighbors as well as shopping facilities plus a café. See here for more: Aldi-Plan in München: „Riesiges Potenzial“ sorgt für Mega-Ansturm - alle Projekte im Überblick | Stadt (tz.de)