Progressive_Grocer_NOV/DEC_2025 by ensembleiq

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BIG IMPACT

Award honorees excel at ESG

PROTEIN PRICES

How beef and pork are faring with consumers

FEEL THE CHILL

Frozen seafood offers novelty, convenience

64 FEATURE Decoding 2026 Grocery Trends

According to Whole Foods Market, fiber is the new protein, while tallow is taking over.

66 TECHNOLOGY How Intelligent Retail Will Reshape the In-Store Experience for Shoppers and Associates

Diebold Nixdorf is employing AI-powered technologies to transform the grocery store.

68 EQUIPMENT & DESIGN Predictively Intelligent Grocery Refrigeration

Connected solutions and real-time insights are reducing costs, preventing downtime and transforming operations.

70 FEATURE How Co-Marketing Fuels Shopper Discovery and Loyalty

Recent collaborations have generated buzz and grabbed attention at retail.

BRAND MANAGEMENT

SENIOR VICE PRESIDENT, GROUP BRAND DIRECTOR Eric Savitch esavitch@ensembleiq.com

EDITORIAL

EDITORIAL DIRECTOR & ASSOCIATE PUBLISHER Gina Acosta gacosta@ensembleiq.com

MANAGING EDITOR Bridget Goldschmidt bgoldschmidt@ensembleiq.com

SENIOR DIGITAL EDITOR Marian Zboraj mzboraj@ensembleiq.com

SENIOR EDITOR Emily Crowe ecrowe@ensembleiq.com

CONTRIBUTING EDITORS

Jim Dudlicek, Mike Duff, Debby Garbato, Jenny McTaggart and Barbara Sax

ADVERTISING SALES & BUSINESS

ASSOCIATE PUBLISHER, REGIONAL SALES MANAGER Tammy Rokowski (INTERNATIONAL, SOUTHWEST, MI) 248-514-9500 trokowski@ensembleiq.com

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CORPORATE OFFICERS

CHIEF EXECUTIVE OFFICER Jennifer Litterick

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CHIEF PEOPLE OFFICER Ann Jadown

PROGRESSIVE GROCER (ISSN 0033-0787, USPS 920-600) is published monthly, except for July/August and November/December, which are double issues, by EnsembleIQ, 8550 W. Bryn Mawr Ave. Ste. 225, Chicago, IL 60631. Single copy price $18.20, except selected special issues. Foreign single copy price $21.80, except selected special issues. Subscription: $134 a year; $246 for a two year supscription; Canada/Mexico $182 for a one year supscription; $249.90 for a two year supscription (Canada Post Publications Mail Agreement No. 40031729. Foreign $182 a one year supscription; $249.90 for a two year supscription (call for air mail rates). Digital Subscription: $78 one year supscription; $144 two year supscription. Periodicals postage paid at Chicago, IL 60631 and additional mailing of ces. Printed in USA. POSTMASTER: Send all address changes to brand, 8550 W. Bryn Mawr Ave. Ste. 225, Chicago, IL 60631. Copyright ©2024 EnsembleIQ All rights reserved, including the rights to reproduce in whole or in part. All letters to the editors of this magazine will be treated as having been submitted for publication. The magazine reserves the right to edit and abridge them. The publication is available in microform from University Micro lms International, 300 North Zeeb Road, Ann Arbor, MI 48106. The contents of this publication may not be reproduced in whole or in part without the consent of the publisher. The publisher is not responsible for product claims and representations.

By Gina Acosta

The Privilege of Telling Your Stories

GRATITUDE FOR THE LEADERS, TEAMS AND COMMUNITIES IN GROCERY WHO SHARED THEIR WORLD WITH ME.

If you hang around grocery leaders long enough, you learn that nothing stays still for very long. Stores evolve. Shoppers evolve. Technology evolves. And if we’re lucky, we evolve, too. This month, as we close our nal Progressive Grocer issue of the year, I’m sharing something personal: After the highlight of my professional life serving as an editor at Progressive Grocer, I’ve made the decision to turn the page.

Writing this column is HARD. Not because I’m unsure of the decision, but because of what Progressive Grocer represents — not just to the industry, but to me. PG isn’t a publication. It’s a living, breathing community shaped by people who care deeply about feeding families, serving neighborhoods, growing brands and strengthening the backbone of our economy. To have been trusted as one of its storytellers has been the honor of my career so far.

When I joined PG, I never imagined how profoundly this work would shape my life. Grocery retail is an industry built on relationships — real ones — and I got a front-row seat to the passion, resilience and leadership that drive it forward. I think of the late-night interviews squeezed in between ights, the store tours where executives proudly showed us the innovations hidden in their backrooms, the conversations that sparked new ideas, and the retailers who spoke with such clarity about purpose that it stayed with me long after the story went to print.

Over the years, I’ve had the privilege of covering some of the most pivotal shifts in grocery: the rise of AI and data automation, the reimagining of store formats, the renaissance of private brands, the surge in digital commerce, and the ongoing reinvention of fresh food and foodservice. What I will remember most, though, is not the trends but the people behind them. The leaders who gave us un ltered insights. The associates who shared their pride in what they do. The innovators who reminded us that bold ideas start small. The entrepreneurs who poured everything they had into serving a single community better than the day before.

I want to express my deepest gratitude to the PG editorial team of Bridget Goldschmidt, Emily Crowe, Marian Zboraj and Samantha Schober. Their intelligence, grit, empathy and commitment to excellence are the fuel behind every issue, every newsletter, every live event and every award-winning piece of journalism. They have taught me more than they know. Working alongside them has been one of the greatest joys of my professional life.

To our sales and production teams: Thank you for being our partners in every sense of the word. You elevate our work, bring it to audiences far and wide, and tirelessly ensure that what we build is both meaningful and sustainable. Your belief in PG’s mission is a force.

To the industry: Thank you for opening your doors, your of ces, your minds and your hearts to us. Thank you for trusting us with your stories — stories of transformation, challenge, innovation and humanity. Thank you for treating us not just as reporters, but also as collaborators in your growth. That generosity is not something I take lightly.

And nally, to our readers: You are the reason that this brand has endured for more than a century. You show up — day after day — to do the essential work that keeps the world fed. Your passion is what inspires ours. You have my respect and my gratitude, always.

As for what’s next, I’ll simply say: I am excited. The work of storytelling, convening and lifting up the grocery industry remains in my blood, and I will continue championing the people and ideas that move this essential community forward.

Gina Acosta Editorial Director and Associate Publisher gacosta@ensembleiq.com

National Fiber Focus Month

National Hot Tea Month

National Meat Month

National Menudo Month

National Oatmeal Month

National Slow Cooking Month

National Soup Month

New Year’s Day

Global Family Day

National Trivia Day. Run an online contest on littleknown supermarket facts, with a gift card as the grand prize.

Today would have been the 80th birthday of beloved actress Diane Keaton, so highlight her favorite healthy snacks of microwave popcorn, raisins and nuts.

11 International Thank-You Day. Now is the time to express gratitude to the associates and customers who make your business what it is.

Stick to Your New Year’s Resolution Day. C’mon, you can do it!

Dry Bean Day. Offer a range of recipes using this highprotein, high- ber pantry staple.

Korean American Day. Pay tribute to this vibrant culture in the United States by spotlighting the cuisine of its ancestral country.

I Am a Mentor Day. Use the occasion to offer career advice to a co-worker.

Organize Your Home Day. Help customers get their houses in order with tips on storing food and other items.

8 National Bubble Bath Day. Urge customers to treat themselves with a long soak in the tub.

Women’s Healthy Weight Day. Have your retail dietitian help female shoppers stick to realistic wellness goals.

World Introvert Day. Show some understanding for your more reserved colleagues and customers.

National Apricot Day. These small, orange-yellow stone fruits are related to peaches.

Prohibition Remembrance Day. Raise a glass to mark this occasion, but please drink responsibly.

Drinking Straw Day. We fondly remember sipping chocolate milk through our reusable crazy loop straw during childhood.

National Cut Your Energy Costs Day. Look for ways you can slash expenses in this area throughout your store(s).

National Hot Heads Chili Day. For some folks, there’s no such thing as too spicy.

Winnie the Pooh Day. This silly old bear is a big fan of “hunny.”

World Quark Day. Familiarize shoppers with this fresh, soft, unripened cheese popular in Central and Northern Europe. 20

National Florida Day. The Sunshine State is known for more than just oranges. 26

National Spouse Day. How about a couple’s trip to the supermarket?

National Coffee Break Day. Suggest some elevated brews and accompanying snacks to make this eating occasion memorable.

To mark Mozart’s birthday – he was born on this date in 1756 – enliven the aisles with his immortal music.

International Sweatpants Day. We guarantee that many of your customers will be celebrating by wearing their favorite comfy pair.

Come in From the Cold Day. Entice chilly shoppers with plenty of hot foods and beverages.

Global Community Engagement Day. Make it a priority to engage with the neighborhoods that your store(s) serve.

National Carnation Day. Nothing perks up a lapel more than this ubiquitous bloom.

National Pedro Day. Not just Mr. Pascal, but everyone with the same rst name.

National Compliment Day. Don’t say it if you don’t mean it, though.

National Croissant Day. Provide a range of these delectably aky baked goods in your bakery department.

Scotch Tape Day. This ubiquitous product has been around since 1930.

Pork Rind

Appreciation Day. This underrated snack deserves a little more love.

Autism Sunday. Introduce quiet hours in your store(s) for those with sensory processing dif culties.

Crepe Day. These fancy French pancakes can be enjoyed any time of day.

African American Heritage Month

Barley Month

Canned Food Month

Celebration of Chocolate Month

Great American Pie Month

National Cherry Month

National Heart Healthy Month

National Hot Breakfast Month

National Flag of Canada Day. Salute our neighbors to the north, as well as one of their most iconic symbols.

For those who weren’t around in 1959 or never heard Don McLean’s “American Pie,” this is The Day the Music Died.

Oatmeal Monday. This warm, lling breakfast is a great way to start the morning.

National Almond Day. This storied nut is everything it’s cracked up to be.

World Pulses Day. Help shoppers understand the importance of dried edible seeds of legumes for sustainable agriculture, food security and human health.

Medjool Date Day. Encourage shoppers to reach for this sweet fruit as an alternative to candy.

For Be Electri c Day, tout the charging stations in your parking lot(s) for electric vehicles.

International Clash Day celebrates the legendary British punk band who, lest we forget, once got “Lost in the Supermarket.”

National Chopsticks Day. This is a great opportunity to recommend an easy stir-fry recipe for dinner.

National Cabbage Day. This often overlooked vegetable is packed with vitamin C, ber and vitamin K.

This is the rst day of fasting of the Moslem observance Ramadan, which runs through March 19.

Fat Thursday. On this Thursday before Lent, Polish people typically celebrate with paczki (deepfried doughnuts lled with cream or fruit preserves).

U.S. Coast Guard Reserve Birthday. Let’s hear it for this military branch, which was established back in 1941.

National Cook a Sweet Potato Day. Customers will be glad they did.

Rose Day. Tell shoppers to stop by the oral department for a single perfect specimen to present to someone special.

National Cheddar Day. Mark this observance with a range of recipes incorporating America’s favorite cheese.

Valentine’s Day. Remind shoppers that this occasion isn’t just for signi cant others, since love comes in many forms.

National Play Tennis Day. Make sure those on their way to partake in the sport of kings are amply hydrated and fed.

24 National Steakburger Day. For when a hamburger isn’t enough.

Inconvenience Yourself Day. This is a chance to shift the focus from your own concerns to those of others.

Thermos Bottle Day. This vacuum ask has been keeping hot things hot and cold things cold since 1892.

National Love Your Pet Day. We know how we feel about ours.

National Grain Free Day. For carb counters and others, highlight all of your offerings that t this description.

For Retro Day, try rolling back prices for some of the oldest brands you carry.

National Tooth Fairy Day is an appropriate occasion to highlight kids’ oral health.

Value Per Occasion

By Diane Quagliani, MBA, RDN, LDN

Seafood for Better Health

HELP SHOPPERS REEL IN THE BENEFITS.

Americans are encouraged to eat seafood for better health, but few of us are eating enough to bene t.

The 2020 – 2025 Dietary Guidelines for Americans recommend that adults consume about 8 ounces — or two servings — of seafood weekly, but almost 90% of us don’t meet this recommendation.

Eating seafood, including sh and shell sh, is linked to many health bene ts, in large part due to EPA and DHA — types of omega-3 fatty acids that are especially plentiful in “oily” seafood like salmon, sardines and mackerel. Potential bene ts from eating seafood include lower risk of heart disease and certain cancers, as well as better pregnancy outcomes, brain health and eye health. Because seafood is generally high in unsaturated fat, it promotes heart health when replacing cuts of meat high in saturated fat.

Seafood also offers a nutrient package of high-quality protein, and a variety of vitamins and minerals. Canned sh that contains bones (e.g., sardines and salmon) provides calcium.

Seafood Safety

Seafood Prep School

Potential beneﬁts from eating seafood include lower risk of heart disease and certain cancers, as well as better pregnancy outcomes, brain health and eye health.

Some pregnant women might avoid seafood because of worries about mercury content. It’s true that high exposure to mercury over time can harm the brain and nervous system — a particular concern in the case of a developing baby.

However, the Dietary Guidelines recommend that pregnant or breastfeeding women consume 8 to 12 ounces (two to three servings) per week of lower-mercury seafood, because the omega-3 fatty acids plentiful in many varieties help promote cognitive development in young children.

A few examples of lower-mercury seafood are salmon, sardines, cod, freshwater trout, tilapia, shrimp and crab. Pregnant women should avoid seafood with high mercury content, such as shark, sword sh, king mackerel and orange roughy.

Pregnant women, as well as older people, young children and people with weakened immune systems, should avoid raw sh and shell sh such as sushi, oysters, clams, scallops and mussels; partially cooked seafood such as shrimp and crab; and refrigerated smoked seafood.

Your retail dietitians can advise shoppers on the types and amounts of seafood that are best for them.

Some shoppers lack the con dence to prepare seafood at home — especially the pricier fresh varieties. Retailers can net more sales by offering how-to resources to help them get great results at home. Provide easy and appealing recipes at the fresh seafood case, on your website and during cooking demos. Include tips about the avor pro le of different types of seafood, and recommend cooking methods and complementary side dishes to round out meals.

For budget-conscious shoppers, feature promotions that encourage stocking up on economical frozen and canned seafood, along with accompanying recipes. At the fresh seafood case, point out less-expensive options and provide safe storage tips to help avoid spoilage and waste.

Advise seafood shoppers on safe cooking as well. Cook sh to 145°F or until it is opaque and akes easily with a fork. When cooking live mussels, clams or oysters, discard any shells that don’t open during cooking.

Diane Quagliani, MBA, RDN, LDN, specializes in nutrition communications for consumer and health professional audiences. She has assisted national retailers and CPGs with nutrition strategy, web content development, trade show exhibiting, and the creation and implementation of shelf tag programs.

Vitamins, Minerals and Supplements (VMS)

What You Need to Know

 Consumers are increasingly seeking personalized VMS solutions, with 52% interested in AI-driven personalized vitamins. This demand for tailored products re ects a broader shift toward health span optimization over lifespan extension.

 Transparency in ingredients and bene ts is a critical factor for consumers. Brands that clearly communicate the composition and expected outcomes of their products are more likely to build trust and loyalty, with 31% of consumers wanting more transparency.

 Despite a projected 26% growth in retail sales by 2030, the VMS market faces challenges due to product saturation and differentiation. Brands must innovate and effectively communicate unique bene ts to maintain a competitive advantage.

Market Predictions

 In the current landscape, ingredient transparency stands out as a key driver of trust and purchase decisions. Consumers are demanding disclosure on sourcing, ingredients and clinical evidence supporting product bene ts.

 As class actions and public scrutiny increase, regulatory authorities are expected to implement more rigorous oversight of VMS marketing claims, labeling and ingredient safety. The industry will see tighter enforcement in regard to evidence-based claims, allergen disclosures and substantiation of health outcomes.

 Looking ahead, the VMS market is poised for a shift toward hyper-speci c products designed to optimize health span rather than simply extend lifespan. Advances in supplements tailored to biohacking goals such as supporting cognitive function, cellular repair and longevity at an individualized level will see growth.

Opportunities

Brands can leverage emerging AI to create highly personalized VMS solutions. Consumers are actively looking for products that align with their individual proﬁles, lifestyles and health objectives. AI VMS is a luxury accessible primarily to those with disposable income. Consequently, such technology could risk alienating lower-income consumers.

The VMS market is evolving, expanding beyond its traditional boundaries and gaining broader appeal. With this growth comes a clear need for products that go beyond the experience of simply swallowing pills. Consumers often stick to using no more than three products at a time, as juggling too many can lead to “pill fatigue.” To address this, consider formats that break away from routine and feel more engaging – such as functional foods and beverages that can seamlessly ﬁt into daily habits.

Transparency and clean labeling aren’t just trends – they’re essential for consumer trust and market di erentiation. Companies that prioritize responsible sourcing and openly share their manufacturing processes demonstrate to consumers their commitment to safety and quality, which directly inﬂuences purchasing decisions.

With around 40% of consumers turning to social media for VMS information – and misinformation spreading rapidly through wellness inﬂuencers – it’s more important than ever for brands to provide reliable, unbiased information. Brands have a responsibility to counter fearmongering and serve as trusted sources of clarity and education. By strategically using social media, brands can combat misinformation, building trust with their consumers. This involves educating audiences, particularly those experimenting with new wellness routines, on what their products do, the purpose of each ingredient, and the realistic results they can expect.

FROM STOREFRONT TO SMARTPHONE:

How Save Mart and Swi ly Are Redefining Omnichannel Success for Modern Grocers

Omnichannel Engagement Delivers Measurable Growth

Results from TSMC’s unified app, loyalty, retail media and cashback programs

...We're not trying to compete with national chains on their terms—we're using digital tools to deepen the authentic connections that define us as a regional grocer.”

– Andy Comer, Vice President, Marketing at TSMC

Ready to embrace omnichannel? Contact Swi ly today.

RETAILER OF THE YEAR

The Save Mart Companies

WITH BOLD TRANSFORMATION, FIERCE COMMUNITY LOYALTY AND A PEOPLE-FIRST CULTURE, THE FOOD RETAILER REDEFINES WHAT A REGIONAL GROCER CAN BE.

By Gina Acosta

Awoman in the bakery at Lucky supermarket No. 759, in San Jose, Calif., has been working there for 47 years.

She smiles when she says this, as if the decades have passed in seasons rather than shifts. “I was 21 when I started here,” she says, brushing powdered sugar from her apron. “The day our dairy clerk was born? That was my ﬁ rst day here. Every year, when he has a birthday, I have an anniversary.”

Nearby, a meat cutter with 40 years of service jokes that he “still has all 10 ﬁ ngers, after all these years.”

At the front end, a cashier explains that she joined the company when she was “practically a kid,” and now works beside associates younger than her own children.

What stands out even more than the long tenure of the sta is how they speak.

They mention customers by name with the ease of recalling relatives.

They talk about neighborhoods the way others talk about family –birthdays remembered, graduations celebrated, grandparents’ routines observed over decades.

And when they talk about the company’s transformation – new leadership, new formats, new tools, new energy – something unmistakable ﬂ ickers across their faces. Their pride is constant, but now it carries momentum.

During Progressive Grocer’s visit in August, the pace of evolution across The Save Mart Companies was undeniable. Associates shared stories of a company not simply changing, but also accelerating. What once took years now happens in months. Change there is not conceptual; it is visible in remodeled aisles, sharper assortments, improved execution and a companywide sense of forward motion.

President Jim Perkins captures it unequivocally: “We aren’t tweaking things,” he says. “We’re transforming everything. Price. Merchandising. Digital. Formats. Loyalty. Supply chain. Culture. Everything. And we’re doing it fast.”

This is not a comeback story. It is a rebirth.

TSMC President Jim Perkins says, “If we want to win, we have to be faster, more local, more innovative and more connected to our people than anyone else.”

“We aren’t tweaking things. We’re transforming everything. Price. Merchandising. Digital. Formats. Loyalty. Supply chain. Culture. Everything. And we’re doing it fast.”

—Jim Perkins, President, The Save Mart Companies

The Heart + Speed Strategy

Based in Modesto, Calif., The Save Mart Companies (TSMC) has served Western communities for more than 70 years. Today, the company operates 200-plus stores on the West Coast, employs more than 11,000 associates and generates roughly $4 billion in annual revenue. In addition to Save Mart, Lucky and FoodMaxx, the company operates the Roth’s and Chuck’s banners in Oregon and Washington state.

In 2024, TSMC entered a new era under The Jim Pattison Group (JPG) – and under the leadership vision set by Shane Sampson, who joined the company as executive chairman in 2022 and became CEO when JPG acquired the business. Sampson laid the strategic foundation for modernization, growth and cultural transformation, and in 2024 he hired industry veteran Perkins as president to execute on that roadmap. Backed by JPG’s patient capital and long-term commitment, TSMC is now positioned for accelerated expansion and renewed operational excellence. Perkins leads this e ort with the clarity of a leader who understands both the intensity of competition and the strength of Save Mart’s roots. “We’re a regional

2024.

grocer surrounded by giants,” he says. “If we want to win, we have to be faster, more local, more innovative and more connected to our people than anyone else.”

California, Nevada, Oregon and Washington state are among the most competitive grocery markets in the country. Yet Perkins sees the landscape as an advantage. “We’re small enough to be nimble and big enough to matter,” he says. “That’s when transformation can actually take hold.”

Associates echo this view. “We used to make changes once or twice a year,” one Lucky department manager says. “Now it feels like every month something new is rolling out, and the pace is energizing.”

The impacts are visible store by store. Price investments have reshaped customer perception. Category resets in beverages, multicultural foods, natural snacks and fresh have modernized stores. Lighting, refrigeration and in-stock conditions have been upgraded. As one associate notes, “When the store feels crisp, customers trust you more.”

Leadership practices have also shifted. Perkins, Donovan Ford – the company’s COO – and the store operations team made more than 600 store visits last year. “We run the company from the ﬂoor of the stores,” Ford says. “That’s where reality is.”

Perkins’ motto – “test, measure, test again” – has become cultural infrastructure. Ideas move quickly from pilot to reﬁ nement to scale. “We’re not afraid to try things,” Perkins says. “We’re not afraid to adjust. We’re not afraid to move.”

And with JPG behind it, TSMC now has the capital structure to support bolder moves in technology, formats, loyalty and supply chain – strengths that position the company for sustainable expansion.

Format Innovation Across Banners

Nowhere is the company’s transformation more visible than inside FoodMaxx, its high-velocity value banner.

A walk through a FoodMaxx in San Jose feels like stepping into a bustling international marketplace. Pallets tower overhead. Produce is vibrant and abundant. Forklifts hum in the background. Families push overﬂowing carts through extra-wide aisles built for stock-up trips. The energy is equal parts warehouse e ciency and neighborhood familiarity.

“We won’t be beat,” Store Director Alicia Hernandez asserts. “Customers know it. And they tell us.”

FoodMaxx succeeds not only through price, but also through cultural accuracy. Stores feature marinated carne asada prepared the way local families expect, Asian yogurts and ready-to-drink boba, and bulk rice, spices and sweet breads tailored to multigenerational households.

FoodMaxx VP of Operations Nick Chan explains, “We buy di erently, we price di erently, and most importantly, we listen di erently.”

Continued on page 18 

A walk through a FoodMaxx in San Jose, Calif., is like stepping into a bustling international marketplace.

Jim Perkins has been president of TSMC since

If FoodMaxx is velocity, Lucky is reinvention.

The Lucky + Ace Hardware co-location in San Jose is one of the region’s most innovative pairings. Customers can buy avocados and paint in one trip. “People pick up dinner ingredients and remember they need a propane tank,” Perkins says. “Now they can get both without making a second trip.”

Lucky also serves as TSMC’s digital launchpad. Flashfood, digital coupons, Amazon Returns, loyalty pilots, curbside pickup and digital signage all mostly begin at Save Mart before rolling out systemwide.

Chief Digital O cer Tamara Pattison frames the mission clearly: “Every innovation begins with a customer need. Our job is to build solutions that genuinely improve their shopping experience.”

Then there is Save Mart – the company’s most hospitality-forward banner.

Save Mart store No. 1, in Modesto, feels part grocery store, part café and part community hub. Customers drop o tri-tip to be grilled while they shop. The Tipping Point bar buzzes with regulars. A fresh-cut fruit station resembles a

chef’s prep table. Signature cakes draw customers across county lines.

“If it doesn’t serve the customer, we don’t keep it,” says Store Director Jerald Smith.

That spirit extends to Frankie’s Bottle Shop & Bar, a curated spirits retail and bar experience opening in South Lake Tahoe in 2026. “Frankie’s reﬂ ects the next chapter of Save Mart’s evolution,” says VP of Marketing Andy Comer.

on page 20

Sources: 1. McKinsey, 2. Capital One Shopping Research, 3. EMARKETER, 4. The Harris Poll/Quad Return of Touch, 5. market.us, 6. P2PI

The next chapter of TSMC’s evolution is a new format called Frankie’s Bottle Shop & Bar, opening in South Lake Tahoe, Calif., in 2026.

Built Together

To our associates who make it real, our customers who inspire us daily, our supplier partners who help us deliver, and our communities who've supported us for over 70 years—this honor belongs to you.

Operational Excellence, Reimagined

While format innovation shows where the company is headed, operations reveal how it’s getting there.

According to Ford, he leads with an unshakeable principle: “There are no registers in the o ce. Reality is in the aisles.” Ford and his team emphasize several additional operational priorities:

 Operational Insight 1: Scheduling With Precision

Store teams have reﬁ ned scheduling practices to match tra c patterns, ensuring better coverage during peak hours. Ford stresses that strong operations depend on “having the right people, in the right place, at the right time.”

 Operational Insight 2: Front End Focus

Front end experience has become a top focus. Ford notes that the company has sharpened expectations regarding speed, courtesy and service consistency, ensuring that “every checkout feels intentional, not rushed.”

 Operational Insight 3: Shrink Reduction Through Behavior, Not Just Tools TSMC is also attacking shrink through improved training and awareness. Rather than relying solely on technology, the company is emphasizing associate ownership. Ford points to improvements driven by “better habits, better eyes and better accountability.”

 Operational Insight 4: Store Audits With a Coaching Mindset

During store walks, leaders focus on coaching, not correcting. Ford describes it as “teaching the ‘why,’ not just pointing out the ‘what.’” Associates say that this shift has made expectations clearer and feedback more constructive.

 Operational Insight 5: Cross-Functional Speed

Ford and store operations leaders Daniel Moore, group VP of operations (Save Mart and Lucky), and Chan highlight the importance of cross-team coordination – merchandising, supply chain, digital and operations working in lockstep.

This has allowed changes to roll out faster and more consistently than in previous years.

The cumulative impact: cleaner stores, faster front ends, tighter operations, and team members who feel supported – not micromanaged –through change.

Redesigning the Future

Transformation extends deep behind the scenes.

For instance, the new Symbotic automated warehouse system will reshape TSMC’s cost structure and replenishment speed. “It’s a massive leap forward,” Perkins says, “the kind that strengthens every banner.”

Category management has evolved dramatically. Teams are making sharper, data-driven decisions. Local suppliers have more access. Assortments are cleaner and more relevant. Departments that once shifted in predictable yearly cycles now move with modern agility.

Digital transformation continues to accelerate. Pattison’s team is rebuilding the Save Mart app, increasing personalization, strengthening Amazon and DoorDash integrations, and preparing for a major loyalty relaunch.

And through all of it, culture remains the company’s deﬁ ning force.

“Every innovation begins with a customer need. Our job is to build solutions that genuinely improve their shopping experience.”

—Tamara Pattison, Chief Digital Of cer, The Save Mart Companies

Chief Human Resources O cer Joan DobiasDavis cites the statistic that communicates it best: More than 30% of associates have been with TSMC for 20 years or more. “You cannot replicate that,” she says. “You cannot train that. It is an emotional bond – to each other, to our customers, to our communities.”

Donovan Ford, SVP and COO

Lucky is TSMC’s “reinvention” banner, and the Lucky + Ace Hardware co-location in San Jose, Calif., will be one of the region’s most innovative formats.

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THE GLOBAL EuroShop 2026

RETAIL FESTIVAL

Community Leadership as a Competitive Advantage

And yet, some of the most powerful evidence of Save Mart’s transformation comes not from technology or formats, but from what happens outside the aisles – in the communities its stores call home.

Across banners, TSMC’s community presence extends far beyond the walls of the store – a reality that associates describe not as a program, but as a lived identity.

In San Francisco, Store Director Thomas Wilson embodies that commitment with a deep sense of service and connection to his neighborhood. As Wilson puts it plainly: “We want to be everyone’s neighbor. A real neighbor like the one that you have at home.”

For Wilson and his team, community connection is not a corporate initiative – it’s part of daily store leadership. “Store leadership isn’t just about operations,” he explains. “It’s about being an active neighbor. Our teams identify community needs ﬁ rsthand and drive contribution decisions, because they live and work in the neighborhoods.”

That authenticity shows up in dozens of ways. For instance, every year on 9/11, Wilson’s store honors local fi rst responders with in-store celebrations and standing ovations. Customers join in spontaneously, buying gift cards for fi refighters and thanking them for their service. His team partners with schools on healthy-living programs like Bike & Roll to School Week, reads to students, supports veterans through Wreaths Across America, and even quietly helps elderly neighbors with yard cleanup. “That’s what it’s all about,” Wilson says. “We’re more than a grocery store at The Save Mart Companies.”

Associates say that these e orts thrive for one reason: Leadership empowers them to act. “When associates feel genuinely supported and empowered to serve their communities, customers feel the di erence,” Wilson notes, crediting leaders like Sampson, Perkins, Pattison and Comer for creating an environment where care becomes action.

One of the most powerful examples of that empowerment is Wilson’s annual partnership with the San Francisco

Assortments are cleaner and more relevant at TSMC.

Store Director Thomas Wilson.

THE HUMAN ENGINE

FROM STORE DIRECTOR EMPOWERMENT TO MULTI-GENERATIONAL COMMITMENT, A QUIET FORCE ACCELERATES SAVE MART’S EVOLUTION.

By Gina Acosta

Walk into any Save Mart, Lucky or FoodMaxx location, and the strongest throughline isn’t a department or display — it’s the people.

The way that associates talk about their work is personal, rooted in camaraderie, shared history and a sense of purpose that transcends the job description. Chief Human Resources Of cer Joan Dobias-Davis puts it simply: “Our associates are the heart of this company. Transformation doesn’t happen at headquarters. It happens in the aisles.”

One de ning characteristic of the Save Mart culture is its multi-generational workforce. At many stores, Gen Z cashiers work side by side with associates who have been with the company for decades — a blend that Dobias-Davis sees as an advantage rather than a challenge.

“It’s the multi-generational aspect of our workforce,” she says. “You see younger folks teaching more tenured associates about digital tools, and older associates teaching them service. It works both ways.”

That sense of shared purpose is reinforced by Save Mart’s emphasis on growth and internal promotion. Many store leaders began their careers in entry-level roles before nding long-term pathways within the organization.

“Whenever we can, we promote from within,” Dobias-Davis notes, pointing to skilled departments — from meat to foodservice — where mentorship and hands-on coaching help associates build lasting careers.

Store Director Jerald Smith, of Save Mart Store No. 1, in Modesto, Calif., echoes that sentiment, describing how his team members respond to leadership that invests in their development.

Leadership accessibility plays an important role in this cultural fabric. Store Director Thomas Wilson, of Lucky California Store No. 755, in San Francisco, frames his approach around what he calls the “three Es”: empathy, energy and empowerment.

“You lead by example,” he says, “and when associates feel genuinely supported, customers feel the difference.”

COO Donovan Ford reinforces that philosophy at scale. His operational approach favors transparency and coaching over criticism. “We teach the ‘why,’ not just the ‘what,’” Ford explains — a subtle shift that associates say has made expectations clearer, strengthened accountability and increased con dence across teams.

Longevity remains one of Save Mart’s greatest cultural markers. More than 30% of associates have been with the company for 20 years or more, a level of retention Dobias-Davis calls extraordinary. In stores, that tenure translates into deep relationships, continuity and a sense of belonging. “You can’t teach authenticity,” she says. “You can train someone on a register, but you can’t replicate genuine pride.”

As younger generations enter the workforce, Save Mart leaders see opportunity rather than friction. Gen Z associates, Dobias-Davis observes, are already helping customers navigate apps, loyalty programs and digital coupons. “They’re ahead of the rest of us,” she says with a laugh. “They’re adaptable and mission-driven — and that aligns perfectly with who we are.”

Across its banners, Save Mart is demonstrating that cultural strength doesn’t come from programs or slogans. It comes from people who show up every day with pride, curiosity, generosity and a commitment to taking care of one another — the quiet force propelling Save Mart’s transformation forward.

“Community engagement is core to our identity. … That’s not brand positioning. That’s who we are.”

—Andy Comer, VP of Marketing, The Save Mart Companies

Sheri s and You Foundation.

Each November, his store hosts a massive shopping spree for 275 families, including veterans, ﬁ rst responders, teachers, and local residents in need. The event draws the mayor, the sheri and community leaders, but the emotional heart comes from the shoppers themselves, who often stop mid-trip to watch and

THE ART AND SCIENCE OF LOYALTY

QUAD HELPS RETAILERS SUCH AS THE SAVE MART COMPANIES TURN EVERY SHOPPER JOURNEY INTO A MOMENT OF MEANING.

When Kevin Bridgewater, SVP of strategic retail solutions at Sussex, Wis.-based Quad, talks about loyalty, he doesn’t begin with apps, points or digital IDs. He begins with people – the way they move through a store, the way they pause at a display, the way they glance at their phones and then back at a shelf. For him, loyalty is not a program. It’s a language.

“The days of loyalty being a card swipe and a coupon are over,” Bridgewater asserts. “Today, loyalty is about connection, understanding when a shopper is ‘heads up’ and when they’re ‘heads down,’ and meeting them in both places.”

Bridgewater oversees teams that help major retailers translate data into design, two disciplines many enterprises treat separately but that he believes must function as one. When he describes Quad’s philosophy, his voice carries both the precision of a strategist and the conviction of a creative. “Data tells us who a shopper is,” he says. “Design tells them we understand them.”

That idea – that data and creativity can coexist in service of the customer – is at the center of Quad’s work with grocers across the country, including Progressive Grocer Retailer of the Year The Save Mart Companies (TSMC). With customers shopping in shorter bursts, visiting

cheer. “It is such a beautiful thing during the holidays,” Wilson observes. “The customers shopping that day are just blown away.”

Comer sums it up: “Community engagement is core to our identity. That’s who we are. That’s not brand positioning. That’s who we are.”

In a region crowded with large-scale competitors, Save Mart’s most powerful di erentiator may be the one that no one else can replicate: a culture of genuine service, lived every day by associates who know their communities – and are trusted to care for them.

stores more often and expecting relevance from the moment they walk in, Bridgewater sees a massive opportunity for retailers willing to rethink how they communicate.

One of the biggest shifts, he says, is the rise of in-store retail media: digital screens, dynamic creative and targeted messaging that in uence shoppers at the exact moment of decision.

“It’s the most precise form of media there is,” Bridgewater explains. “A brand can put a message in front of a shopper right as they’re holding a product. That moment affects not just the purchase today, but the habits that shape their future trips.”

For regional grocers in particular, Bridgewater sees in-store media as a powerful equalizer. Large national chains may dominate off-site media with enormous audience pools, but regionals own something even more valuable: foot traf c.

“A retailer with 20 or 50 stores might not have a massive digital audience,” he says, “but they have real people walking their aisles every day. That’s in uence. That’s scale. And when you unify that through strong creative, you become incredibly compelling to brands.”

Bridgewater believes that creative is just as important as placement. Quad uses a number of testing tactics, such as eye tracking, to understand what captures consumer attention. Even the height of a QR code can affect engagement. “Good design isn’t about being clever,” Bridgewa-

ter notes. “It’s about being clear. It’s about guiding a shopper’s eye to the thing that matters.”

This design-led clarity becomes even more critical in high-velocity environments such as grocery, where shoppers are often juggling lists, budgets and time constraints. Bridgewater describes modern grocery shopping as “a rhythm” that retailers must respect. “People don’t shop the same way they did 10 years ago,” he observes. “The pandemic changed the cadence. There’s more frequent shopping, more demand for inspiration throughout the day. Retailers have to inspire without slowing people down.”

That balance, between inspiration and ef ciency, is where Quad sees retailers such as TSMC excelling. Save Mart’s willingness to activate new retail media strategies, personalize digital communications, and treat design as both art and utility has made it an ideal partner in Quad’s eyes. “Save Mart understands that a great customer experience isn’t one thing,” Bridgewater says. “It’s the store, the signage, the app, the offer, the tone – all of it working together.”

Looking ahead, Bridgewater believes that loyalty will continue to shift toward emotional trust, not transactional patterns. “You can have the lowest price and the most personalized offer,” he says, “but if the store experience isn’t strong, if the shopper doesn’t feel seen, everything else loses impact.”

For Bridgewater, the future belongs to retailers that see loyalty not as a program to manage but as a relationship to nurture. “When data and design move in sync,” he says, “you don’t just communicate with customers, you connect with them. That’s what builds loyalty that lasts.”

“Today, loyalty is about connection, understanding when a shopper is ‘heads up’ and when they’re ‘heads down,’ and meeting them in both places.”

—Kevin Bridgewater, SVP of Strategic Retail Solutions, Quad

2025 Impact Awards

GROCERY

For Good

This year’s Impact Awards honorees are being the change they wish to see in the world.

By PG Editorial Sta

Mahatma Gandhi, to whom the phrase in the deck is often attributed, had it right: The best way to effect change is to start with yourself, or, in the case of a business, your company. That’s just what our 49 2025 Impact Awards honorees have done, across the categories of community service/local impact, educational support/learning achievement, ethical sourcing/supply chain transparency, food security/nutritional leadership, philanthropic innovation/corporate giving, sustainability/resource conservation, and workforce development/employee support, with stellar results.

For example, as part of its aptly named Recipe for Change energy and emissions program, Albertsons Cos. is converting refrigeration systems to reduce climate impact while working to improve refrigerant leak rates, while Hy-Vee has introduced a series of new and enhanced nancial, lifestyle and health care employee bene ts, with the goal of promoting a culture of autonomy and ownership at every level and encouraging each employee to feel empowered to thrive. Other worthy environmental, social and governance (ESG) initiatives include ALDI’s Impact Grant Program to address children’s health and wellness and reduce food insecurity, Publix’s work to advance eco-friendly seafood practices, Dollar General’s expansion of fresh produce access, and Raley’s redirection of 17.5 million pounds of food from land lls through its food rescue programs. All of these endeavors, and the others detailed in the following pages, helped move the needle on some of the biggest ESG issues facing the retail industry, winning the spotlighted companies accolades for their conscientiousness from the business community and shoppers alike.

Then there’s the nancial case for being a change maker. As Sandy Douglas, CEO of Providence, R.I.-based United Natural Foods Inc. (UNFI) – which received two Impact Awards this year – recently told PG Editorial Director and Associate Publisher Gina Acosta during the publication’s Grocery Impact event in November: “We have a simple rule that sustainability of any kind, whether it involves our people or planet or really any agenda, is about two things. First, it’s good for the planet, our people, our communities, and second, it’s good for our business, so that we don’t do anything that is not good for our business. The fact that it’s the right thing to do has a one-plus-one-equals-three effect.”

ALBERTSONS COS.

Albertsons Cos., in partnership with the Albertsons Cos. Foundation, launched the Million Hour Volunteer Rally in September 2024 to help neighbors in need nationally. The retailer donated more than $600,000 worth of volunteer hours in support of food banks and pantries. Volunteers sorted and packed food, delivered meals, and assisted with administrative tasks to make a difference in the lives of people facing hunger. In addition, Albertsons Cos. invited customers, employees and partners to volunteer in the ght against hunger through its Nourishing Neighbors volunteer charitable efforts.

ALDI

ALDI has advanced two major community initiatives: delivering care packages across the United States and launching the Impact Grant Program. In 2024, during a surge in natural disasters, ALDI worked with employees across its 26 operating regions to support Feeding America relief efforts. Hundreds of employees packed more than 29,000 shelf-stable and canned food care packages for Feeding America distribution. In addition, the ALDI Impact Grant Program launched to help nonpro ts encourage community change focused on improving children’s health and wellness and reducing food insecurity.

COMMUNITY SERVICE/LOCAL IMPACT

EQUIFRUIT

Equifruit, a 100% Fairtrade company, supports banana-growing communities by establishing digni ed supplier relationships, fairer pay and safer working conditions. Then, for each 40-pound case of bananas sold, Equifruit contributes a $1 Fairtrade premium. In a Fairtrade Premium impact example, at Hacienda Celia Maria, in Ecuador, the money funded covered seating at a local school, providing shade and protection for 211 students. To further the effects of its work, Equifruit helps retailers communicate Fairtrade’s positive community impacts through marketing, in-store support, digital campaigns and sustainability reporting.

ROOTS MARKET

Roots Market strives to be “a hub of humanity” in its Clarksville and Olney, Md., markets through such initiatives as a biannual Vegan Fest; food, toy and blood drives; a reusable-bag refund donation program; Teacher Tuesdays; and Senior Discount Days. The company regularly hosts food drives for healthful foods that are often not available in pantries. Further, the independent grocer recently launched a Little Free Library in both of its store locations to expand access to books in the communities that it serves.

FRESON BROS.

To honor the Jasper Volunteer Fire Brigade, which worked under extreme conditions to protect the community when wild res broke out near Jasper, Alberta, Freson Bros. launched a high-visibility in-store fundraising campaign with signage and donation cards in every location and matched customer donations for a total of CAD $149,275 donated to the brigade. The campaign adhered to Freson Bros.’ proven playbook for activating store-level fundraising quickly and effectively and strengthened ties with local communities and emergency services, opening the door for future collaboration.

KENT’S MARKET

Since 2018, Kent’s Market has been making a difference for military families through Meals for Military events that the company hosts each year. Over the years the Utah-based independent grocery store chain has raised millions of dollars to supply groceries for military families. In 2025, Kent’s Market held its largest Meals for Military event to date, offering $800-plus in groceries and a home-cooked meal for each family, as well as providing meet-and-greet opportunities with local of cials and celebrities who thanked attendees for their service and sacri ce.

SENDIK’S FOOD MARKET

Having a “hospitality heart” is a core principle for Sendik’s, with family health and hunger relief being its two main pillars of support. The independent grocer supports these causes through its annual Charity Invitational Golf Tournament, which is centered on a different cause each year, including curing childhood cancer, as well as food bank and Feeding America support. Through a roundup campaign, the sale of children’s novelty items, a holiday food donation and tournament proceeds, Sendik’s raised nearly $200,000 in 2024 to help its neighbors in the greater Milwaukee area.

SOUTHEASTERN GROCERS (SEG)

In 2024, Southeastern Grocers donated more than $4 million to local communities, focusing on disaster relief, food insecurity, health and well-being, and support for military families. SEG donated nearly $600,000 and essential supplies to the American Red Cross, as well as offering localized support following Hurricanes Helene and Milton. After Hurricane Helene, SEG launched a mobile pantry in Madeira Beach, Fla. SEG also partners with Feeding America, and it’s a proud supporter of military families through donations to Folds of Honor that provide educational scholarships to children and spouses of fallen and disabled service members.

ORGANIC HIVE

Organic Hive’s Fair Trade IBD program ensures that a portion of all proceeds funds ecological and social projects for communities in northeast Brazil, where the Rice’s Honey brand’s beekeeper partners are located. Among the program’s initiatives are the renovation of a school garden and a plant nursery, which will provide hands-on agricultural education to students and supply them with fresh fruits and vegetables, and the renovation of the headquarters of the Association of Beekeepers of Moreilândia e Mata Grande. Future plans include the construction of mobile honey extraction units for the beekeepers.

UNITED NATURAL FOODS INC. (UNFI)/CUB

Community support is important to Cub. The company rebuilt its North Minneapolis store in 2021, following the protests over George Floyd’s murder. That Minneapolis community, formerly a food desert, was able to maintain its access to healthy food. Then Cub designated 1,200 square feet of store space as the Northside Community Center @ CUB, hiring Lisa Clemons, founder of the Mother’s Love nonpro t, as space manager and creating a safe space for kids after school, a food packing and distribution location, a cultural event hub, and a training center.

2025 Impact Awards

GIANT FOOD

To drive continuous learning and advancement, Giant Food implemented a suite of training programs designed to equip employees at all levels with the skills to succeed. New and revamped exempt manager training programs aim to increase retention rates, and new on-demand microlearning workshops expand engagement opportunities across store locations. These initiatives reinforce the Ahold Delhaize USA brand’s commitment to learning, growth and career progression through structured training and leadership development. Hundreds of associates and managers have already been successfully trained under the programs.

FAIRTRADE AMERICA

Fairtrade America has enhanced its programming to meet evolving coffee farmer needs worldwide. In 2021, the European Union revealed its new Deforestation Regulation, widely regarded not only as the strictest environmental supply chain standard around, but also as a step toward a climate-resilient future. Coffee farmers, many living in poverty, must develop new technical skills and resources to meet the standard. In response, Fairtrade has provided all 592 certi ed coffee-farming organizations access to deforestation risk monitoring, giving Fairtrade-certi ed coffee farmers the necessary tools to meet these deforestation standards.

SPARTANNASH

SpartanNash’s Our Family Scholarship aims to uplift individuals who exemplify leadership, compassion and service, and provides meaningful support for educational advancement. The company considers the scholarship an investment in the long-term well-being of its customers, associates and communities. This year, 15 deserving students have each received a $5,000 scholarship – a grant open to both SpartanNash associates and shoppers who live in states served by SpartanNash through company-operated stores or independent grocer partners. To date, Our Family has awarded $230,000 under its scholarship program.

PUBLIX SUPER MARKETS

Over the past 14 years, Publix has donated more than $920,000 to the Sustainable Fisheries Partnership (SFP) in support of eco-friendly seafood practices. SFP’s initiatives reduce the environmental impacts of shing and sh farming, protect ocean biodiversity, and advance economic opportunities for shers and their communities worldwide. Publix also supports the CanFISH Gear Lending Program, which provides gear to help minimize impacts on ocean wildlife. Additionally, last year, the retailer funded a digital hub that helps educate commercial shers on best practices to reduce marine wildlife bycatch.

WESTERN MICHIGAN UNIVERSITY

The Western Michigan University (WMU) Food Marketing program is designed to foster the next generation of food industry leadership while also providing the tools for experienced industry professionals and organizations to upskill for current industry needs. The curriculum is based upon the fundamentals of category management, with the addition of retail core knowledge, professional selling, supply chain management and a focus on analytics. WMU’s Food Marketing program was named one of the top CPG programs in the country by Progressive Grocer sister publication Consumer Goods Technology.

SUNOPTA

Last year, SunOpta launched a new initiative to digitally engage Tier 1 suppliers through a supply chain data platform, enhancing visibility and enabling SunOpta to identify and mitigate supply chain risks before they escalate, promoting accountability and continuous improvement. The company continues to pair third-party certi cations and audits — such as Organic, the Rainforest Alliance, the Gluten-Free Certi cation Organization and Non-GMO Project veri cation — with in-person supplier visits. This hands-on engagement enables a deeper understanding of supplier operations and helps build more ethical, transparent relationships across the value chain.

DIESTEL FAMILY RANCH

Family-owned U.S-based turkey producer Diestel Family Ranch is committed to ethical sourcing and supply chain transparency. To that end, Diestel last year became the rst turkey producer to achieve Regeni ed certi cation from a global leader in regenerative-agriculture veri cation. Regeni ed offers the rst third-party regenerative program recognized by USDA’s Food Safety and Inspection Services for both single and multi-ingredient products, with veri cation throughout the Diestel supply chain. To achieve certi cation, Diestel met Regeni ed’s rigorous 6-3-4 Standards covering soil health, adaptive stewardship and ecosystem processes.

TONNINO

All of Tonnino’s tuna is wild-caught using pole-and-line methods – in fact, it’s a member of the International Pole and Line Foundation. The company avoids sh-aggregating devices and follows Dolphin Safe practices to protect marine ecosystems and reduce bycatch. Its tuna undergoes mercury testing to ensure product purity and consumer safety. To give shoppers full visibility into what they’re buying, Tonnino introduced the Trace Your Tuna feature: With just a few clicks, customers can trace the origin of their tuna, including where it was caught and how it was sourced.

ETHICAL SOURCING/SUPPLY CHAIN TRANSPARENCY

2025 Impact Awards

UNITED NATURAL FOODS INC. (UNFI)

Through UNFI’s Climate Action Partnership initiative, the company fosters strong, transparent, mutually bene cial relationships with suppliers that align with its climate action strategy by providing resources and support to help suppliers measure, manage and minimize their climate impact. During Natural Products Expo West this past year, UNFI convened a collaborative, invite-only Climate Summit for 80-plus attendees from 50 key supplier and retailer partners. The company heard from many attendees that the energy of the conversations and the commitment to climate action were highlights of the event.

RUDY’S MARKETS INC.

As food insecurity reaches high levels in Central Oregon, Rudy’s Markets is stepping up to help its neighbors. Two of its stores united shoppers and employees to raise more than $70,824 for the Food for February fundraiser this year alone. The fully employee-owned markets match these donations dollar for dollar. Newport Avenue Market and Oliver Lemon’s also have a partnership with local wholesalers to procure thousands of pounds of food at wholesale prices, including fresh produce and meat, that are tailored to the shopping lists of local food banks.

ALBERTSONS COS.

In June 2024, the Albertsons Cos. Foundation launched an effort to address childhood hunger during the summer, with the aim of helping schoolkids who rely on free or reduced-priced meals. The organization worked to support the U.S. Department of Agriculture’s Summer Electronic Bene t Transfer for Children Program, which provides grocery bene ts to low-income families with school-age children, reaching out to parents and caregivers online and in their communities. The Albertsons Cos. Foundation works with feeding programs to get the word out locally and boost participation in the program overall.

GIANT FOOD

Giant Food’s corporate giving strategy unites nancial contributions, associate involvement and customer engagement to accomplish its goals. In 2024, Giant Food prioritized investing in causes that align deeply with the Ahold Delhaize USA brand’s values and purpose and allow it to make the greatest difference in its region and beyond. Giant’s contributions to the USO National Capital District and The Children’s Pediatric Cancer Foundation totaled nearly $2.5 million in 2024. Each year, the company participates in numerous volunteer events. In 2024 these events came to 1,490 total hours volunteered by its associates.

DOLLAR GENERAL (DG)

In 2021, Dollar General unveiled plans to provide its customers with better access to fresh produce. The planned initiative had, by January 2024, surpassed the milestone of offering fresh produce in 5,000 stores, more than any other U.S. mass retailer or grocer. By the fourth quarter of 2024, DG had expanded produce availability to more than 6,700 of its stores. In furthering produce and food-focused efforts, DG also became a myPlate partner, promoting USDA’s key healthy-eating initiative, as well as a Feeding America partner.

MARS FOOD & NUTRITION

Mars Food & Nutrition brand Ben’s Original is dedicated to ghting food insecurity. In 2024, Ben’s donated $25,000 and the equivalent of 350,000 meals to longtime partner Feeding America to help provide resources and support food banks during the California wild res. Through a partnership with Share Our Strength and the No Kid Hungry campaign, the Ben’s Original After School Hero promotion contributed $1.25 million to help provide more than 10 million meals to children facing hunger across the United States. Ben’s also donated $150,000 to Walmart’s End Hunger. Spark Change. campaign.

MEGAFOOD

Since being a member of 1% for the Planet, vitamin and supplement maker MegaFood has contributed more than $2 million to environmental partners through nancial contributions, product donations and paid employee volunteerism. MegaFood partnered with Vitamin Angels to donate $150,000 to provide more than 600,000 women and children worldwide with life-changing vitamins and nutrients. The company also works with the National Young Farmers Coalition to advocate for critical changes in agriculture, including advancing the Farm Bill, equitable USDA land access for all farmers, and farmer mental health.

NIMAN RANCH

Established in 2006, the Niman Ranch Next Generation Foundation empowers young farmers and has distributed more than $1.75 million through 500-plus scholarships and grants, nurturing aspiring farmers, rural leaders and sustainable-agriculture advocates. Niman Ranch works with partners to create such activations as Marczyk Fine Foods’ Round Up At the Register campaign. From Regenerative Agriculture Grants that fuel on-farm sustainability initiatives, to Women in Food Grants that support young women pursuing a farm-to-table career, the foundation’s work is critical to sustainable family farming.

PUBLIX SUPER MARKETS

Launched in 2024, Publix’s Good Together initiative gives customers and associates the opportunity to donate to help protect, conserve and restore local ecosystems. Funds raised in the retailer’s home state of Florida support ocean conservation and marine debris removal efforts in collaboration with FORCE BLUE and the National Park Foundation, while funds raised in other states support tree plantings with the Arbor Day Foundation in forests of greatest need within those states. With more than $4.9 million raised across the company’s eight-state footprint over the past two years, the campaign has been a huge success for recipient organizations.

SIMPLYPROTEIN/MMC

ALBERTSONS COS.

Albertsons Cos. partners with the Washington State Department of Ecology’s Use Food Well campaign, which supports the goal of reducing food waste by 50% by decade’s end. The retailer holds events to educate consumers on food waste reduction through meal planning, shopping for only what will be used and properly storing food. Its Washington Safeway supermarkets use in-store displays and promotional materials to engage and inform customers. Also as part of the initiative, Safeway works with chef Joel Gamoran on smart ideas about how to use leftover food.

BOTTICELLI FOODS

Botticelli Foods roots its mission in delivering authentic Italian avors while meeting its responsibility to operate sustainably and purposefully. A transformative initiative centers on the production of the company’s pasta sauces, demonstrating how sustainability and tradition can thrive together. The company has implemented a circular production model, turning waste into a resource. In preparing its tomato sauce, Botticelli repurposes peels, seeds and other organic materials into a renewable biofuel source powering critical operations at the company’s facility in Sicily, reducing fossil fuel reliance and emissions. PHILANTHROPIC

Through its mission-driven culture, SimplyProtein is a brand that’s both “mindfully making waves” and one of North America’s fastest-growing companies. Its transparency, sustainability and ethical business practices have earned SimplyProtein B Corp certi cation, as well as praise for its leadership in continuous development, communities’ mental and physical health, the planet, stakeholder governance, and more. Additionally, last year, SimplyProtein formed the Wellness Collective, an employee-led team advancing projects that directly bene t the communities where its employees and partners live and work.

2025 Impact Awards

CANADIAN FOOD INNOVATION NETWORK (CFIN)

Since its 2021 launch, the Canadian Food Innovation Network has accelerated the development, commercialization and adoption of new technologies across the food value chain to bene t processors, retailers and consumers. CFIN has invested more than CAD $20.2 million in 96 collaborative projects, including those aimed at improving food retail sustainability and ef ciency. Grocers are pivotal to furthering food system sustainability, so CFIN supports early-stage companies building technologies that improve grocery sustainability by reducing spoilage, increasing supply chain transparency or cutting packaging waste. SUSTAINABILITY/RESOURCE

RJW LOGISTICS GROUP

RJW is cultivating business practices that yield long-term sustainability bene ts. The company’s aerodynamic trailers and idle reduction technologies are boosting fuel ef ciency, allowing RJW to cover longer distances on a single tank of fuel. By centralizing inventory in one location and offering a full suite of retail logistics services in-house, the company signi cantly reduces the number of trucks needed to travel between regional warehouses to ful ll customer needs. This translates to fewer carbon emissions and less diesel fuel consumption throughout the supply chain.

CHICKEN OF THE SEA FROZEN FOODS

As the most popular seafood in the United States, shrimp is in high demand, but shrimp farming can contribute to greenhouse-gas emissions. In response, the Chicken of the Sea Frozen Foods subsidiary of Thai Union Group has launched a Shrimp Decarbonization Project, in collaboration with The Nature Conservancy, to help companies achieve their public greenhouse-gas emission reduction goals. The program supports farms as they adopt practical, science-based solutions, among them transitioning to renewable energy, boosting energy ef ciency and deploying innovative technologies.

STRAUS FAMILY CREAMERY

Last year, Straus deepened its impact on circular packaging, carbon-neutral farming, zero-waste innovation and climate advocacy. It collaborated with supplying farms by providing nancial incentives for innovative carbon-sequestrating methods and soundly managed grazing, which builds healthy soil. Straus also launched the 100% electric heat pump refrigeration project. This rst-of-its-kind system at industrial and commercial scale will reduce greenhouse-gas emissions, increase energy ef ciency and serve as a model for sustainable cold storage. Additionally, the Farmto-School Bag-in-Box Milk Program diverted 345,920 single-use 8-ounce milk cartons from land lls.

EQUIFRUIT

Equifruit, a certi ed B Corp. and a 100% Fairtrade company, has committed to reshaping the banana industry by advocating for ethical practices supporting fairer wages, safer working conditions and environmental sustainability. For more than 18 years, Equifruit has secured long-term banana contracts with Fairtrade pricing, which re ects the true cost of sustainable production. It has also advanced sustainability and resource conservation initiatives nanced through Fairtrade premiums. These initiatives include reducing plastic waste in northern Peru and promoting regenerative agriculture in Ecuador, where Equifruit helped launch natural fertilizer production.

SUGAR BLISS

The woman-and-minority-owned bakery transitioned to 100% sustainable packaging for its retail cookies, reducing plastic waste and helping mitigate the environmental damage caused by traditional packaging materials. The company also partnered with Plastic Bank to ensure that for every bag of cookies sold, the equivalent of ve bags of ocean plastic is removed from the ocean. This partnership not only combats plastic waste, but also empowers local communities by providing incentives for plastic collection, bene ting those in regions most affected by plastic pollution.

RALEY’S OPERATING COMPANY

Sustainability is integrated across Raley’s operations, from stores to supply chain. Through operational procedures, the company maximizes food donations to local food banks: Raley’s redirected 17.5 million pounds of food from land lls through its food rescue programs. Additionally, the company, which recycled 78.4 million pounds of material from 2022 to 2023, eliminates 145,000 pounds of plastic produce bags and trash bags annually and uses store displays to encourage customers to reduce their use of individual-use plastic water bottles.

TRUECHOICEPACK

The solution provider expanded its eco-friendly BioGreenChoice product line, measurably reducing single-use plastic disposables. TrueChoicePack also added/increased post-consumer recycled (PCR) content in existing products and helped customers transition from polystyrene to more recyclable polypropylene for disposable products, complying with local regulations and improving lifecycle impact. Clear labeling on compostable and recyclable options lets consumers actively participate in waste reduction. TrueChoicePack helped communities bene t from reduced land ll burden and plastic pollution, and helped reduce grocery packaging’s environmental footprint.

SUSTAINABILITY/RESOURCE CONSERVATION

UPSHOP

Upshop’s Total Store Operations platform includes AI-powered ordering that prevents overstock and shrink, digital production planning that helps fresh departments prep just the right amount, expiration tracking that prompts early action on short-dated items, smart markdowns that save food and margin, and built-in donation tools that give edible foods a second life. At one retailer, bakery and deli waste dropped by 36% after adopting Upshop’s production-planning solution, while stores using its expiration date management are diverting between 56% and 71% of short-dated products from land lls.

VANDEMOORTELE USA INC.

Bakery product and plant-based food maker Vandemoortele’s Corporate Sustainability Strategy 2030 places sustainability at the core of the company’s operations, encompassing production processes, company culture and product design change. Deployed across its operations and value chain, the sustainability strategy is built on three key goals –conscious nutrition, protecting nature and enhancing lives – all supported by a solid governance foundation. Vandemoortele’s commitment to sustainability led to an EcoVadis Platinum rating, placing it in the top 1% of companies assessed globally for environmental, social and governance performance.

SUSTAINABILITY/RESOURCE CONSERVATION

VERDANT TECHNOLOGIES

HarvestHold Fresh, a Verdant Technologies solution, offers a sheet that releases 1-methylcyclopropene (1-MCP) to slow ripening and extend the shelf life of fresh produce by up to 50%. This results in lower shrink, fewer rejections, less spoilage and improved consumer satisfaction, all without requiring changes to existing packing work ows. The solution also reduces shipping costs and environmental impact by eliminating the need for ice and plastic liners. This past year, Verdant has expanded HarvestHold to such high-priority categories as broccoli, mini cucumbers and peaches.

WORLD CENTRIC

World Centric’s molded ber products are made from rapidly renewable agricultural byproducts like sugarcane and bamboo, which are used to create packaging designed to break down in two to four months in a commercial composting environment. For paper products, it uses only FSC Certi ed paper from responsibly managed forests, and rather than use petroleum (a nite resource) to produce clear cups and containers, it uses PLA, a compostable bioplastic made from plant sugars. World Centric also focuses on increasing the percentage of its products made with renewable energy.

If you accepted or processed

credit cards between 2007–2023, you could be eligible to get a payment from a class action settlement.

**YOU MAY BE ENTITLED TO A SETTLEMENT PAYMENT**

To receive a payment, file a claim by May 18, 2026. WHAT IS THIS ABOUT?

A proposed class action settlement has been reached in three related lawsuits. The lawsuits allege that, beginning in 2007, Discover misclassified certain Discover-issued consumer credit cards as commercial credit cards, which in turn caused merchants and others to incur excessive interchange fees. The misclassification did not impact cardholders. Discover denies the claims in the lawsuits, and the Court has not decided who is right or wrong. Instead, the proposed settlement, if approved, will resolve the lawsuits and provide benefits to Settlement Class Members.

WHO IS INCLUDED?

The Settlement Class includes all End Merchants, Merchant Acquirers, and Payment Intermediaries involved in processing or accepting a Misclassified Card Transaction during the period from January 1, 2007 through December 31, 2023. To view the full Settlement Class definition, including defined terms and excluded entities, go to www.DiscoverMerchantSettlement.com.

WHAT CAN I GET?

To receive a settlement payment, with very limited exceptions, you will need to file a claim by May 18, 2026 and/or provide additional information to the Settlement Administrator. Under the proposed settlement, Discover will make payments to eligible Settlement Class Members who submit valid claims. Discover has agreed to pay between $540 million and $1.225 billion plus interest in connection with this settlement. Your settlement payment amount will be calculated based on a variety of factors.

YOUR OTHER OPTIONS.

You can file a claim for a payment by May 18, 2026 and/or provide additional information. Alternatively, you can exclude yourself from the settlement by opting out, in which case you will receive no payment under this settlement and retain any right you may have to sue Discover about the claims in these lawsuits or related to the Misclassified Card Transactions. If you do not exclude yourself, and the Court approves the settlement, you will be bound by the Court’s orders and judgments and will release any claims against Discover in these lawsuits or related to the Misclassified Card Transactions. If you do not exclude yourself, you can object to or comment on any part of the settlement. The deadline to either exclude yourself or object to the settlement is March 25, 2026. Visit the website for information on how to exercise these options.

2025 Impact Awards

ALBERTSONS COS.

As part of its Recipe for Change energy and emissions program, Albertsons Cos. is converting refrigeration systems to reduce climate impact while working to improve refrigerant leak rates. In a related move, it’s establishing an in-house refrigeration technician workforce to support its goals. However, the commercial refrigeration industry faces a technician shortage. So Albertsons Cos. joined the North American Sustainable Refrigeration Council’s Refrigeration Technician Recruitment, Advancement, Development and Education program as a founding partner to provide funding and unique retail insights to ensure that it meets industry needs.

RALEY’S OPERATING COMPANY

Dedicated to creating a workplace environment where everyone can thrive, Raley’s employs more than 300 individuals with disabilities and partners with 200-plus organizations that support workforce development. Raley’s partners with PRIDE Industries, an organization that helps people with disabilities transition into the workforce, and with Meristem, an Autism Program for Young Adults, to provide store leadership training for neurodiverse team members. The company also works with the California School of the Deaf and Norcal Services for the Deaf and Hard of Hearing to engage potential candidates.

CHOMPS

To recruit and support employees, meat snack maker Chomps has implemented a suite of programs and bene ts that support workers both on and off the clock. The company is embracing exibility, well-being and work-life balance, starting with a hybrid work schedule tailored for maximum productivity and exibility. Employees can take a day off each quarter for proactive self-care and also absent themselves for World Mental Health Day. In addition, Chomps provides comprehensive employee training and fosters a continuous-learning culture by providing company-reimbursed personal and professional development opportunities.

SCHNUCK MARKETS INC.

In 2024 alone, the Schnucks Proud Assistance Fund, which is supported by Schnucks teammates, invested more than $92,000 in 38 teammate families to help increase family stability. Their dollars went to rent assistance, mortgage assistance, funeral assistance, emergency home repairs, electric-bill assistance, and more. Schnucks uses the back-ofce ef ciencies of the United Way organization to help administer the fund so that 100% of the money raised goes directly to teammates in need, with the grocer covering all administrative fees.

HY-VEE

To promote a culture of autonomy and ownership at every level and encourage each employee to feel empowered to thrive, Hy-Vee recently introduced a series of new and enhanced nancial, lifestyle and health care employee bene ts. Among the recent initiatives are free weekend meals for retail employees who work Fridays, Saturdays or Sundays, and a new expanded maternity and parental leave policy. The company also piloted a program that allows unlimited access to primary and walk-in care at Hy-Vee Health Exemplar Care clinics, at no cost.

THE FRESH MARKET (TFM)

To ensure that employees understand the importance of saving for retirement, The Fresh Market expanded its nancial education offerings to include webinars, Lunch & Learns with certi ed nancial advisors, and one-on-one counseling. It also launched two pilot emergency savings programs to help employees build their cash reserves, and, to make sure that employees don’t deplete their personal savings when crisis strikes, the grocer established the TFM Cares fund, which has provided $179,462 in grants since its inception. Further, the company’s generous 30% discount empowers employees to save on everyday expenses.

VOCOVO

VoCoVo’s communications technology aims to help teams stay connected and informed while feeling supported, valued and con dent. According to independent research, cI’m goinompanies using VoCoVo saw customer query response times improve by up to 90%, internal message delivery time decrease by 76%, and productivity gains of $3.7 million. Other bene ts included improved associate safety, stronger onboarding, and a culture of shared learning and support. As the company notes, “Workforce development is not just about training. It is about creating the right conditions for people to succeed.”

Avocados

The avocado category has become one of the most reliable engines of growth in retail, driven by a shopper base that buys with intent and spends with conﬁdence. With household penetration at 70 percent, avocados are ﬁrmly established as a national staple. 1 When avocados enter the basket, the entire trip shifts in value. Baskets surge to nearly twice their size, reaching 1.9X higher in grocery and 1.7X higher in mass. 2 This level of lift positions avocados as a strategic priority for retailers focused on growing total-store performance rather than just produce.

Space matters. Retailers that increase avocado presence on the produce floor see a 13 percent gain in unit sales3, proving that visibility converts quickly. Shoppers respond to availability and assortment, which opens the door to larger pack sizes and more frequent purchase cycles. The influence of avocados reaches far beyond produce. Their presence drives a measurable halo across key departments. Deli sales rise by 19 percent. Packaged bakery sees a 13 percent lift. Meat gains 7 percent.4 Each department benefits from the same high-value shopper who buys avocados and then builds a bigger, more premium basket around them. Shifting shopper behavior continues to favor bags, which now account for over 30 percent of category share compared to just 23 percent in 2020.5 This growth signals rising confidence in multi-unit purchases and a desire for value and consistency.

For retailers, the opportunity is clear. Prioritize the category, expand the footprint and let the avocado shopper elevate the entire store.

Sources: 1. Numerator Shopper Metrics, Household Penetration 7/6/24 through 6/28/25; 2. Numerator Insights Panel: Shopper Comparison & Basket A nity: 8/14/2023 - 8/11/2024; 3 & 4. GameChanger Merchandising Test, 2024; 5. Circana W /E 11/16/2025

Avocados Increase Spend

Shoppers who buy avocados spend far more across every channel, with baskets nearly doubling in grocery and rising strongly in mass and club stores. Avocados reliably elevate total trip value and signal larger, more premium baskets.

Avocados & Stock Ups

Avocado buyers show strong pantry loading behavior across all channels, especially in e-commerce, where stock-ups dominate. Their higher share of ﬁll up trips in club stores suggests avocados play a role in driving bigger restock missions.

Source: Numerator Insights Panel, Shopper Comparison and Basket A nity 4/14/2023 – 8/11/2024. Nielsen 9/15/2024

Bags Are Becoming the Shopper Go-To

Bagged avocados now represent more than 30% of category share, a notable increase from 23% in 2020. This shift highlights growing shopper trust in multi-unit formats and a preference for value-driven, convenient options.

Source: Numerator Insights Panel, Shopper Comparison and Basket A nity 4/14/2023 – 8/11/2024. Nielsen 9/15/2024

Americans Love Their Avocados

Found in most homes, avocados have reached 70% household penetration in the total U.S.

Brioche Bread

The U.S. Brioche market continues to show promising growth in grocery, with dollar sales surging by an impressive 10% in Q3 2024 compared year over year. The Northeast leads in market share, accounting for 20% of total sales, while the South-Central region (TX, OK, AR, LA) is the fastest growing, with a +16% YoY increase in dollar sales.

Key brioche bread categories – burger buns, hot dog buns, and sliced loaves – dominate the grocery market, making up 89% of total sales. Burger buns are leading the expansion, growing by 20% YoY, further widening their gap within the category. Innovation remains key, with brands introducing seasonal ﬂavors like Pumpkin Spice to attract shoppers looking for variety.

Despite the in-store bakery’s stronghold on the market with its authentic French brioche products made with premium quality ingredients, commercial brands in the center aisle are the fastest-growing segment with their brioche “style” o ering fueling the category expansion with increased accessibility. With demand for premium & accessible bakery options rising, brioche continues to be a staple in households nationwide, o ering both indulgence and versatility.

Market Overview (Dollar Sales)

As of Q3 2024, The US market grew by 10% in grocery dollar sales compared to last year.

US Brioche Market Value

Source: Circana L52 Wks. Ending 09-08-24, Total US Bread and Buns Brioche, Center and Perimeter Store.

US Market Categories

US Market – Commercial brands & in-store bakery Brands

Despite private label’s stronghold in grocery, commercial brands are beginning to steal the spotlight as the fastest-growing segment.

Source: Circana L52 Wks. Ending 09-08-24, Total US Bread and Buns Brioche, Center and Perimeter Store.

Source: Circana L52 Wks. Ending 09-08-24, Total

and Buns Brioche, Center and Perimeter Store.

Bananas

Bananas continue to dominate the produce department as America’s most-purchased fruit, maintaining their stronghold as a household staple. According to The Packer’s Fresh Trends 2023 report, 63% of consumers said they purchased bananas in the past year—more than any other fresh produce item, including apples, grapes, and potatoes. That ﬁgure climbed even higher in Fresh Trends 2024, with nearly 83% of shoppers reporting banana purchases within the past 12 months.1

While many fruit categories experience ﬂuctuating sales, bananas stand out for their consistency. The International Fresh Produce Association reports that in February 2025, banana volumes rose +3.8% year over year, with steady dollar growth (+0.1%). Similarly, March 2024 saw gains of +2.2% in dollar sales and +1.3% in volume—an impressive feat amid broader category volatility.

Their enduring popularity stems from both value and convenience. Bananas are viewed as an a ordable, accessible option that transcends income levels, while their portability and no-prep nature make them an easy grab-and-go snack. Available year-round and universally loved, bananas continue to deliver strong, stable performance for retailers—proving that sometimes the simplest fruit o ers the biggest returns.

Source: 1 Insight Trends World, https://www.insighttrendsworld.com/post/insight-of-the-day-nothing-appeals-toconsumers-quite-like-bananas-survey-shows

Highest purchase frequency among produce

In Fresh Trends 2024, nearly 83% of U.S. consumers reported buying bananas1 – up from 63% in 20232 –making them the most purchased fresh produce item, more than potatoes, apples, tomatoes, grapes, etc.

Sources: 1. Insight Trends World, https://www.insighttrendsworld.com/post/insightof-the-day-nothing-appeals-to-consumers-quite-like-bananas-survey-shows; 2. The Packer, https://www.thepacker.com/news/retail/fresh-trends-2023-bananamost-purchased-produce-item-among-consumers

A ordability & Value

Bananas are often cited as an a ordable fruit option; many consumers view them as good value relative to price. The fact that many buy them frequently regardless of income suggests they’re seen as a staple.1

Reported purchase based on household income*

Source: 1. The Packer, https://www.thepacker.com/news/retail/fresh-trends2023-banana-most-purchased-produce-item-among-consumers

Consistent sales gains even when other fruits ﬂuctuate

From the IFPA U.S. Produce Retail report (Feb 2025), bananas had modest dollar growth (+0.1%) but volume was up +3.8% year over year. Many fruit categories show greater volatility in either dollars or volumes.1

February 2025 Fresh Fruit Volume (lbs) vs. YA

Source: 1. International Fresh Produce Association, https://www. freshproduce.com/siteassets/ﬁles/reports/retail/iri/2025-februaryu.s.-produce-retail-point-of-sales.pdf; 2. International Fresh Produce Association, https://www.freshproduce.com/siteassets/ﬁles/reports/ retail/iri/2024-march-u.s.-produce-retail-point-of-sales.pdf

Convenience & Year-Round Availability

Bananas require no washing/slicing, come with their own peel, are portable, which enhances their appeal.1

Source: 1. Insight Trends World, https://www.insighttrendsworld. com/post/insight-of-the-day-nothing-appeals-to-consumersquite-like-bananas-survey-shows

Chocolate

Chocolate is a $6.1B category1 in the food channel and continues to grow, reinforcing its role as a highvalue, high velocity segment. The category in the food channel has built an impressive CAGR of 4.8% over the past 3 years 1 Growth is not only delivering sales but attracting younger consumers. According to Numerator, Household Penetration among the Gen Z cohort has grown 2 pts in the past three years1 signaling chocolate’s role in pulling younger consumers into the food channel. The impulse nature of the category and the role it plays in everyday and seasonal occasions make it a critical basket builder and trip driver with shoppers making on average 8 trips per year. Chocolate velocities are also growing, indicating healthy demand and e cient sell-through at shelf.

Source: 1. Nielsen Total US Food, L52W Ending 11/08/25, 11/09/24, 11/11/23, 11/12/22 | Numerator HH Pen, Total US Food, L52W

The category continues to grow sales across Total US Food with 4.8 CAGR over last 3 years

– Total US Food

$5,299,976

Source: Nielsen Total US Food, L52W Ending 11/08/25, 11/09/24, 11/11/23, 11/12/22 | Numerator HH Pen, Total US Food, L52W

Chocolate Category Continues to Grow Sales Chocolate Velocities Continue to Grow

Chocolate Category Continues to Grow Penetration With Gen Z Cohort

Z – HH Pen

$3,966 Velocities – $/TDP’s Dollars (000)

Source: Nielsen Total US Food, L52W Ending 11/08/25, 11/09/24, 11/11/23, 11/12/22 | Numerator HH Pen, Total US Food, L52W

missionproduce.com @mission_produce

Ripeness REIGNS SUPREME

Consistent mango quality and ﬂavor is a game changer for category growth. Don't leave FLAVOR to chance. Rely on our proven ripening expertise to implement a program that delivers superior results.

Mangos

Get behind the mango momentum – because 2025 is a record year for the category!1 Over the last 5 years, mango volume in the U.S. has grown 16% and dollars have grown 41%.1 Shoppers are buying more mangos, and they’re paying more for them – demonstrating the growing potential of the category.

In the 12 months ending November 2025, the U.S. sold 404 million pounds of mangos, totaling $638 million in retail sales.1 Household penetration has climbed to 40%, up ﬁve points from the previous year,2 growing as shoppers discover mangos’ versatility, value, and consistent availability.

What’s driving the rise in mango demand? It starts with ﬂavor. The sweet, tropical taste of a mango is the #1 reason shoppers choose them.3 Ripeness is also a major purchase driver – half of shoppers are looking for mangos that are ripe and ready to eat, and ripeness is rated the #1 indicator of mango quality.3 With our customer-speciﬁc ripening programs, we’ve been able to prove that more shoppers buy more mangos when more ripe mangos are available.4

Sources: 1. Circana, Total U.S. MULO+, 52 weeks ending 11/09/2025; 2. Numerator Insights, Shopper Metrics, November 2024-October 2025; 3. Mission Produce x Numerator. Mango Usage Survey. July 2025; 4. Numerator Insights. January-December 2023

Mango Shoppers Want Mangos That Are:

Source: Nielsen Answers on Demand® Total US xAOC; 52 WE 12/30/23

Most Shoppers - 67% – Eat Mangos Within 2 Days of Purchase

The sweet spot to merchandise mangos to those shoppers? Ripe Stages 3 & 4 – ﬁrm-ripe and ripe – delivering the ﬂavor that keeps them coming back for more. 50% 48% 43%

Source: Mission Produce x Numerator, Mango Usage Survey, July 2025

Vitamins

More people are buying VMS as their Commitment to Health and

Wellness Grows

Household penetration of vitamins, minerals, and supplements (VMS) has grown in recent years, as 84% of US consumers indicate wellness is a “top” or “important” priority1 for them. Gummies are the most popular form in VMS, and driving growth of the category2. Gummies are preferred for their ﬂavor and convenience3, and o er an easy and enjoyable way to maintain a wellness routine. Today, VMS is seen as an essential part of holistic health and wellness, with consumers planning to maintain increased spending on VMS products, which took hold beginning in 20204.

Sources: 1. McKinsey & Company. (2025, May 29). The future of wellness trends survey 2025. Retrieved from https://www.mckinsey.com/industries/consumer-packaged-goods/our-insights/future-of-wellness-trends; 2. Circana Market Advantage, MULO, 52 weeks ending 11/02/25; 3. Mass Market Retailers. (2025, October 23). Vitamin gummies lead rapid growth in U.S. supplement market. Retrieved from https://massmarketretailers.com/vitamin-gummies-lead-rapid-growth-in-u-s-supplement-market; 4. State of COVID and Its E ect on Consumer Behavior Research, September 2024. Quantitative survey among 600 vitamin, mineral, or supplement users.

VMS Household Penetration and $/Buyer Have Grown

Retail Innovation Outlook 2026

THESE SIX CRUCIAL AREAS ARE POISED TO SHAPE GROCERY’S NEXT ERA.

By PG Editorial Staff

The Year of AI may be behind us, but the real transformation is only beginning. Progressive Grocer’s Retail Innovation Outlook 2026 examines the grocery industry’s new phase of intelligent automation, agentic commerce and digital-human collaboration. From robotics and RFID to reimagined foodservice and hyper-personalized marketing, the following report unpacks the technologies and strategies that are most likely to rede ne how retailers operate, engage shoppers and drive growth in an increasingly connected, automated world.

AI & Agentic Commerce

Agentic AI is often thought of as the next frontier of retail intelligence, but it’s steadily making inroads at food retail even today. With the ability to take actions on behalf of the customers using it, and also to predict demand, personalize engagement and execute tasks with minimal human input, the technology will soon become table stakes for any grocer hoping to up the ante on both e-commerce and internal operations.

Walmart has been on an AI journey for quite a while, and the company is now focused on using agentic AI to solve for speci c customer use cases tailored to its business needs, such as item comparison and shopping journey completion, all within its GenAI-powered shopping assistant. The mega-retailer’s recent partnership with OpenAI will also allow Walmart customers to plan meals, restock essentials and discover new products simply by chatting with an AI agent.

The Kroger Co., meanwhile, will become one of the rst retailers to offer customers access to Instacart’s AI-driven Cart Assistant, which is designed to help customers nd meal inspiration, build carts faster with favorite items and plan meals more easily, all through a personalized, embedded experience.

“Agentic shopping has the potential to change the way American families shop and eat,” said Yael Cosset, Kroger’s EVP and chief digital of cer, in early November. “Interacting with an AI agent makes shopping and meal planning as simple as a conversation, helping customers build their basket or offering meal

Kroger will become one of the rst retailers to offer customers access to Instacart’s AI-driven Cart Assistant solution.

Engage Retail Media

Asmart shelf-edge rail that delivers pricing accuracy, real-time inventory visibility, planogram compliance, and personalized promotions - all using seamless Bluetooth connectivity.

Powering the Future of Retail

Deliver targeted campaigns at the point of decision, measure real-time shopper impact, and unlock new revenue streams from every aisle.

VusionGroup is the global leader in digitalizing the shelf edge, helping retailers transform physical stores into modernized, connected, data-driven profit centers and delivering smart shelves that elevate the customer experience.

suggestions, truly understanding what matters most to them.”

On the associate side, Walmart is using agentic AI in a range of associate tools that will help drive in-store optimization by automating day-to-day tasks and freeing up associates to spend more time with shoppers, and the chain is actively exploring even more opportunities. Ahold Delhaize USA, for its part, is exploring agentic AI to see how it can help employees spend less time lling out spreadsheets and more time holding strategic dialogs with its partners.

Automation & Robotics

“Agentic shopping has the potential to change the way American families shop and eat.”

In this realm of technology, few retail-oriented companies are making their presence felt like DoorDash. In just the past few months, the delivery platform has unveiled DoorDash Dot, an in-house-developed autonomous delivery robot that integrates with the company’s existing marketplace infrastructure and its new Autonomous Delivery Platform to enable seamless, scalable delivery; formed a new partnership with self-driving vehicle provider Waymo to launch an autonomous delivery service in metro Phoenix; and expanded its partnership with Coco Robotics to scale autonomous deliveries to Miami, after powering similar initiatives in Los Angeles and Chicago.

—Yael Cosset, EVP and Chief Digital Of cer, The Kroger Co.

provides reliable, actionable data that helps our teams execute better, reduce missed sales opportunities, protect margin and allow us to focus on what matters the most, our customers.”

Further, for those retailers that don’t want the cost, labor or complexity of owning a robot, there’s a fully managed subscription-service model for portable shelf-scanning robots that saves retailers from having to operate or maintain a single robot. Southeastern Grocers is one of several retailers in a pilot program for Shelf Optix, described as a “ rst-of-itskind” subscription service that delivers accurate “ground truth” shelf insights to retailers and brands.

And let us not forget Badger Technologies’ robot deployed at Stop & Shop stores, where the googly-eyed model, known as Marty, was originally designed to identify hazards, including liquid, powder and bulk food-item spills, and report them so they could be cleaned up, but has since been upgraded to ag outof-stocks and detect misplaced items as well.

Beyond delivery, robots are rolling out to address various in-store labor issues, from cleaning to taking inventory to warning customers about potential hazards. For example, Avibots’ Neo and Kas robots “have the requisite obstacle avoidance technology and route-planning intelligence to clean high-traf c areas in an effective and ef cient manner,” as Faizan Sheikh, co-founder, former CEO and current head of customer success of the company, told Progressive Grocer earlier this year.

Meanwhile, Tally’s Simbe continues to expand to new stores, most recently at Utah independent grocer Harmons, where the shelf-scanning robot is helping to optimize inventory management at 17 locations. Tally is also in use at DeCicco & Sons, Schnucks, and ShopRite stores, to name a few.

According to Harmons CIO Bruce Hatch: “Our goal for Tally was to empower and support our associates while also improving our operations and the customer experience. … Tally

OpenAI will allow Walmart shoppers to plan meals, restock essentials and nd new products by chatting with an AI agent.

DoorDash Dot (below) is ready to deliver, while Simbe’s shelfscanning Tally is expanding to additional grocery retailers.

Earlier this year, Badger launched a new Digital Teammate solution platform, powered by the company’s multipurpose, next-generation autonomous robot, with capabilities that enhance employee productivity through mobile data and analytics, computer vision, and AI. The solution aims to support a retailer’s existing workforce with improved inventory management capabilities, planogram compliance, hazard detection, pricing accuracy and security monitoring.

We can only expect more deployments and applications of automation and robotics at retail in the coming year.

E-commerce & Omnichannel Reinvention

Grocers are entering a new era of omnichannel maturity, one de ned less by individual tactics and more by the uni cation of the entire digital and physical ecosystem. In 2026, winning retailers will be those that can create a single, uid shopping journey in which the distinctions among store, app, web and ful llment node effectively disappear.

In 2026, e-commerce is not a bolt-on business, it’s the operating system of modern grocery.

node, picking path and delivery route in real time, balancing labor, inventory and pro tability. Meanwhile, e-commerce front ends are evolving into highly personalized digital storefronts, featuring dynamic recommendations, AI-generated baskets and seamless reordering that ease the cognitive load on busy shoppers.

Omnichannel loyalty programs serve as the connective tissue. Retailers are pulling together promotions, media impressions and purchasing data into uni ed pro les that inform both marketing and merchandising decisions.

E-commerce growth has steadied since the pandemic surge, but expectations around speed, accuracy and consistency continue to intensify. That pressure is pushing grocers to build more intelligent, automated and integrated infrastructures. Solutions such as those from VusionGroup, which power real-time inventory visibility, electronic shelf labels and connected store data streams, are helping retailers synchronize online and in-store operations with a level of precision that simply wasn’t possible even a few years ago.

Uni ed inventory intelligence is becoming especially critical. RFID, computer vision and predictive forecasting, often layered through platforms like VusionGroup’s, are closing the longstanding gap between digital promise and physical availability. Grocers can now commit to tighter delivery windows, eliminate substitutions and automate replenishment triggers before out-of-stocks occur.

AI-orchestrated ful llment is also accelerating. Algorithms increasingly determine the optimal picking

In 2026, e-commerce is not a bolt-on business, it’s the operating system of modern grocery. As retailers modernize that operating system, connected-store platforms like VusionGroup’s are becoming foundational to delivering the speed, accuracy and consistency that shoppers now expect across every touchpoint.

Foodservice & Fresh Innovation

In 2026, food retailers interested in leveling up their prepared food, catering and in-store restaurant offerings will increasingly adopt cutting-edge technology to help them achieve their goals. It’s already begun: This year, Ahold Delhaize USA recently deployed Instacart’s food management system, FoodStorm, to enable participating Ahold Delhaize USA brands to enhance customers’ shopping experience when purchasing such made-toorder items as fresh bakery platters, and customizable deli meat and cheese trays, among other items.

“We’ve introduced a more seamless, modern way to order catering,” noted Keith Nicks, Ahold Delhaize USA’s chief digital and commercial of cer, this past August. “This collaboration unlocks new digital capabilities for our brands and elevates the omnichannel shopping experience for their customers.”

Instacart’s FoodStorm makes it easier for customers to place foodservice orders and manage them through a single system.

Grocers like Lucky are entering a new era of ominchannel maturity, one de ned less by individual tactics and more by the uni cation of the entire digital and physical ecosystem.

FoodStorm makes it simple for customers to place orders online, by phone to their local store, or in the store itself, and to manage their orders through a single system. Offering intuitive self-service tools and access to purchase history, the solution allows shoppers greater convenience when they buy fresh made-to-order items.

Market 32/Price Chopper has also adopted FoodStorm for the retailer’s online takeout and catering services, as have various independent grocers, including Luke’s Local Grocery.

Meanwhile, Toast is a cloudbased all-in-one digital platform that lets retailers seamlessly use various service models and checkout experiences in-store and online, thereby enabling customers to purchase made-to-order and prepared foods in a single transaction.

“When we decided to offer [prepared foods] alongside our grocery items, our original POS created major issues for us as volume increased,” explained Ashlea Hogancamp, co-founder of Franklin, Tenn.-based Herban Market, earlier this year. “We lost hundreds of dollars a day from ticketing and checkout issues. We switched to Toast because they were one of the only partners we could nd that could help us manage our high-volume retail and foodservice business on one platform. Since we switched to Toast, not only have prepared food orders been seamless, the inventory management insights have helped us better curate our SKUs so we always have our customers’ favorites in stock – helping us be competitive with the big-box grocers and restaurants.”

To help retailers maintain peak operations across fresh departments, Afresh recently oversaw the biggest product launch in its history: the Fresh Store Suite. This portfolio of solutions provides grocery teams with a uni ed system for managing critical fresh tasks — including inventory management, demand forecasting, ordering and production planning — in the produce, meat, seafood, deli, bakery and prepared food sections of the store.

In the past few months, the company has logged major deployments at all Albertsons Cos. stores, which have now implemented Afresh’s Fresh Replenishment solution across their bakery and deli departments, after the technology had previously rolled out to the retailer’s bakery, meat and seafood, and produce departments, and at retailer-owned co-op Wakefern Food Corp., which was among the rst to implement the

provider’s Fresh Buying solution across its produce, meat, seafood, deli and bakery DCs.

Frictionless Commerce

Frictionless commerce has long been shorthand for speed and convenience, but in 2026 it will evolve into something more strategic: a fully orchestrated ecosystem where checkout, inventory, payments and instore navigation operate as one continuous experience. For grocers, it’s no longer just about removing steps, it’s also about creating a shopping journey that feels intuitive, anticipatory and nearly invisible.

Cashierless checkout continues to expand, with retailers embracing computer vision, smart carts, and sensor-based systems that allow shoppers to grab, go and be charged automatically. But many grocers are adopting hybrid models that blend traditional lanes, self-checkout, mobile scan-and-go, and smart kiosks to provide choice without compromising ef ciency. The

Frictionless commerce in 2026 will be about congruence, ensuring that every touchpoint reﬂects a uniﬁed, real-time understanding of the shopper and the store.

Market 32/Price Chopper is one of the retailers that have adopted FoodStorm for their online takeout and catering services.

Cashierless checkout continues to expand, with retailers embracing computer vision, smart carts and sensor-based systems.

most innovative retailers are also layering in AI to identify bottlenecks, optimize queueing, and dynamically deploy associates based on real-time traf c.

RFID and real-time inventory tracking are becoming the backbone of this frictionless environment. Once limited to high-value categories, RFID is now scaling across fresh, center store and general merchandise as costs fall and accuracy rises. Platforms such as VusionGroup’s connected store solutions are accelerating this shift by linking shelf-edge digital labels, computer vision and inventory intelligence into a single, always-on view of product availability. The result: fewer substitutions, cleaner planograms, faster replenishment, and tighter synchronization between online and in-store assortments.

Mobile wallets and digital payments add another layer of seamlessness. Adoption continues to climb as shoppers gravitate toward tap-to-pay, stored-value loyalty cards, as well as integrated app-based checkout that merges payment, rewards and personalized offers. Some retailers are even piloting age veri cation, returns and sampling through mobile credentials, reducing friction beyond the point of sale.

Ultimately, frictionless commerce in 2026 will be about congruence, ensuring that every touchpoint re ects a uni ed, real-time understanding of the shopper and the store.

Personalization & Retail Media

While still effectively in its infancy, retail media is growing, changing and getting smarter by the day – a fact that grocers of every size should be paying attention to. AI-driven insights and automation are giving retail media users a leg up in identifying growth opportunities, as well as creating true personalization that helps grocers and their CPG partners meet shoppers at every touchpoint.

Kroger Precision Marketing (KPM), with the help of AI-driven, self-service analytics software, is rolling out insights for CPG brands that will empower them to act with greater speed, precision and clarity. “Consumer trends change faster than ever, and brands need solutions like this to stay nimble,” said Christine Foster, SVP of KPM, in November. “By applying more automation and AI, we’re making it fast and easy for brands to identify growth opportunities from rst-party retail data.”

In many cases, third-party partnerships are also helping food retailers harness the technology and innovation necessary to personalize customer experiences within their retail media networks.

Albertsons Media Collective, for example, recently linked with advertising technology provider Perion Network to offer its CPG partners AI-driven optimizations and closed-loop measurement insights. According to the companies, the collaboration will help advertisers connect with more than 100 million veri ed shoppers throughout their purchase journey by delivering relevant, real-time offers and personalized content through immersive, high-impact ad formats, both online and in the real world.

“By applying more automation and AI, we’re making it fast and easy for brands to identify growth opportunities from ﬁrst-party retail data.”

—Christine Foster, SVP, Kroger Precision Marketing

Data collaboration platform LiveRamp, meanwhile, recently revealed that participating retail media networks can now unlock new attribution insights from their Meta campaign investments. Target’s retail media business, Roundel, has seen the bene ts of this partnership.

“Clean-room measurement of Meta ads with LiveRamp allows us to combine Target’s rst-party guest insights with Meta’s platform ads data in a privacy-safe way,” noted Guthrie Collin, VP of product management at Roundel, this past October. “This clarity gives our advertisers greater con dence in performance, helping them invest more effectively to reach and engage Target guests.”

U.K. grocer Morrisons is dedicated to creating a shopping journey that feels intuitive, anticipatory and nearly invisible.

Albertsons Media Collective has partnered with Perion Network to deliver immersive, high-impact ads.

What Price Proteins?

PORK IS ATTRACTING SOME BUDGETCONSCIOUS CONSUMERS, BUT BEEF IS GROWING IN PREMIUM AND BFY CATEGORIES.

By Jim Dudlicek

Prices may be soaring for meat –especially beef – but shoppers remain hungry for protein. Sales are strong, and retailers and suppliers are introducing new ways to keep consumers’ favorites within reach.

Beef prices have risen 6.7% over the past year, with in ation accelerating in recent months, according to data from Chicagobased Circana. In September, the average price per pound across all cuts was up 8.3% over the prior year, amid a total meat department up 6.6% in dollar sales and 2.4% in pounds. Dollar sales of fresh beef were up 12.4% to $44 billion.

“Ground beef is the No. 1 growth item across 85,000 subcategories in the Circana system,” notes Anne-Marie Roerink, principal at San Antonio-based 210 Analytics, adding that rising sales of value cuts such as chuck re ect trading-down behavior.

“While ground beef’s share of total beef has ticked up slightly, whole-muscle cuts continue to hold their own,” Roerink says. Loins and ribeye are up 3.5% year over year, grass-fed beef is seeing “extraordinary growth,” and wagyu and other premium breeds continue to post double-digit increases. “Simply put, despite high prices, consumers continue to lean into their love of beef, and their

Despite rising prices, beef is showing growth in premium segments such as Certi ed Angus Beef’s Prime line.

demand for quality protein remains strong,” she observes.

Meanwhile, fresh pork prices were up just 1.2% on a per-pound basis, according to Circana’s September data, with sales up 3.3% to $8.7 billion, and pounds up 2.1%.

“Pork prices are roughly half those of beef and have remained fairly stable,” Roerink notes. “That said, younger consumers signi cantly under-index for pork while over-indexing for chicken, and they purchase about their fair share of beef. This means trading down to pork isn’t automatic and price is just one of many purchase drivers.”

Grocers are using a variety of strategies to support stressed shoppers. “Pack size is a key lever that works both ways,” Roerink says. “Larger packages have performed well in recent years as consumers buy in bulk. At the same time, smaller pack sizes are gaining traction to provide accessible price points for households unable to invest in multiple future meals.”

Other tactics include one- or three-day sales instead of weeklong events, bundled meal deals with sides and vegetables, and mega-packs that combine multiple proteins.

Among retailers, Modesto, Calif.-based Save Mart has introduced a private label line of 100% natural beef, pork and poultry at “accessible” prices. It’s part of the grocer’s recently launched “Right By You” Affordability Promise designed to help families struggling with in ation, rising food costs and changes to food assistance programs.

“When families tell us they’re choosing between meat on the table or medicine in the cabinet, we can’t shrug and say, ‘That’s in ation,’” says Jim Perkins, president of The Save Mart Companies, which operates more than 200 stores under ve banners in California, Nevada, Oregon and Washington state.

Key Takeaways

 Despite high prices, many consumers are unwilling to cut down on beef.

 Offering comparatively stable prices, pork has posted dollar, unit and volume gains over the past year, marking an improvement from recent years.

 Retailers have dealt with protein price ups and downs for many years and are highly creative in nding ways to bring value to consumers.

Animal Proteins

Natural Growth

Despite challenges, many consumers are willing to splurge on premium beef to prepare at home rather than dining out, contends Michael Uetz, principal at Chicago-based Midan Marketing. “The industry has truly been going through a test of the resiliency of the consumer’s love of beef,” Uetz says, “and we’ve learned that, at least to date, they’re not willing to give it up.”

While conventional beef pricing has increased roughly 15%, better-for-you beef prices have risen about 9.5%, observes Kirstyn Lipson, senior director of marketing at Burlington, Mass.-based Verde Farms, noting that the BFY beef segment – which includes organic and grass-fed products – is “signi cantly” outpacing conventional beef.

“Consumers continue to show strong loyalty to organic, grassfed and humanely raised options,” Lipson says. “As prices in conventional beef have risen rapidly, the price gap to trade up to higher-quality BFY options has narrowed. That’s made it easier for some consumers to justify the switch.” To that end, Verde Farms is seeing more consumers opt for products like its 80/20 Organic 100% Grass-Fed Burgers.

“Consumers are gravitating toward more approachable pork cuts like chops, roasts and ground pork, which offer versatility and value,” says Hailey Tranchitella, brand manager at the Austin, Minn.-based company. “By highlighting its affordability and ease of preparation, we’ve helped our retail partners maintain strong sales momentum despite beef price pressures.”

“Simply put, despite high prices, consumers continue to lean into their love of beef, and their demand for quality protein remains strong.”

Beyond price, demand for protein is in uencing purchases, according to Lipson: “If you’re consuming a higher volume of protein, it should come from a nutrient-dense, high-quality source that not only fuels your body, but tastes great, too.”

—Anne-Marie Roerink, 210 Analytics

Likewise, Country Natural Beef offers products favored by shoppers “who refuse to compromise their values when it comes to their core purchases,” says Valerie Rasmussen, VP of marketing and communications at the Sisters, Ore.-based company.

“We have recently rolled out two different brick packs of our Oregon Country Beef brand at PCC Community Markets,” Rasmussen adds. “These products offer shoppers a convenient, locally sourced non-GMO ground-beef option. The rollstock packaging also helps consumers by being ready to freeze, [offering a] longer fridge shelf life that reduces food waste and helps stretch grocery budgets.”

Certi ed Angus Beef has even seen its Prime sales rise 9%, notes David O’Diam, VP of retail for the Wooster, Ohio-based company. “People aren’t leaving beef for chicken or pork; they’re just being smart about what they buy,” O’Diam says. “Even with prices continuing to climb, demand for beef is still strong — the highest it’s been in 40 years.”

According to O’Diam, his brand is pushing a “smart trade” approach that helps retailers highlight higher-end cuts while being mindful of their budget, as well as working with retailers on recipe-ready and value-added solutions that support margins and boost consumer trial.

Squeaking By

Meanwhile, Hormel Foods is seeing some budget-wary consumers turn to its pork chops, Cure 81 ham, SPAM products or even its Jennie-O turkey line.

The Trail Ahead

Pork has posted dollar, unit and volume gains over the past year, marking an improvement from recent years, Roerink afrms, citing Circana data. “We’re seeing some shift toward pork, but not nearly as much as we might have a decade or two ago.”

Mike Simone, executive director of market research and intelligence for the Centennial, Colo.-based National Cattlemen’s Beef Association, expects beef production to decline further and prices to stay elevated for the remainder of 2025, and then stabilize slightly going into the rst quarter of 2026. According to Simone, conditions beyond that time will depend on factors such as grazing conditions, weather patterns, tariffs and whether live cattle is again allowed in from Mexico.

“Prices will likely stay high into 2026 because the cattle herd is still tight,” O’Diam says, “but demand for premium beef isn’t slowing down.”

For pork, lower-than-expected production, combined with bacon processors ramping up to ll holiday sales orders, caused belly prices to jump recently, according to a Nov. 4 report from the Des Moines, Iowa-based National Pork Board. The rally is likely short lived, however: “Supply is expected to outpace demand, pushing belly prices lower in late November and December,” the report noted.

Additionally, ham prices are drifting lower due to lower-than-expected demand, and loin prices are expected to trend lower, although overall demand has been relatively good.

Of the overall animal protein market, Roerink says: “We are unlikely to see much or any price relief in the coming months, but retailers have dealt with price ups and downs for many years and are very creative in nding ways to bring value to consumers.”

Consumers are embracing BFY beef products like Verde Farms’ 80/20 Organic 100% Grass-Fed Burgers.

Sprouts Farmers Market Dives Deep into Alaska’s Sustainable Seafood Story

Doug Varanai and Crystal Ackerman of Sprouts catch a beautiful wild Alaska rockfish with their fishing guide.

Freshness, transparency and responsible sourcing anchor Sprouts Farmers Market’s seafood department. So, when the opportunity arose to gain a deeper understanding of Alaska’s seafood industry as guests of the Alaska Seafood Marketing Institute’s (ASMI) Domestic Marketing Program, the Sprouts team was hooked.

The multi-day familiarization trip to Sitka and Juneau highlighted Alaska’s dedication to quality, sustainability and collaboration across the seafood industry.

Progressive Grocer: Tell us about the opportunity to learn more about the Alaska seafood industry with ASMI.

Doug Varanai: While our day-to-day responsibilities keep us extremely busy, we couldn’t pass up the opportunity to visit Alaska with the ASMI team. The experience was truly eye-opening and provided a wealth of educational opportunities. From the moment we arrived, we were immersed in Alaska’s unique culture, community and way of life.

Doug Varanai, senior seafood category manager at Sprouts, was a team member who participated in the visit. He spoke with Progressive Grocer about how the insights gleaned will influence his work overseeing a broad range of responsibilities—from sourcing and vetting to procuring frozen, fresh and smoked seafood. and

seafood—from fishermen to processors—who uphold incredibly high standards for handling and quality at every step. The traceability and transparency built into their supply chain were impressive, giving us confidence in the products we source.

We gained invaluable insights into the state’s sustainable fishing practices, the seafood industry and the people who make it all possible. It was a memorable and meaningful trip that deepened our understanding and appreciation of Alaska’s seafood industry.

sustainability and any other

DV: We learned about the pride and dedication of the people behind Alaska

It was fascinating to learn about the cultural significance of fishing in Alaska and how it’s woven into the identity of local communities. The focus on stewardship, tradition and innovation was inspiring and gave us a new appreciation for the story behind every product we bring to our stores.

innovation was inspiring and gave us a new appreciation the to

PG: Can you share a few interesting takeaways about the state’s commitment to quality, sustainability and any other learnings?

PG: How will the experience be implemented in stores?

The knowledge we gained in Alaska has absolutely translated into how we approach seafood merchandising in our stores. Understanding the full story behind Alaska seafood—from sustainability to quality to community—has empowered us to better educate our team members and

DV: full behind seafood—from sustainability to quality to community—has empowered us to better educate our team members and customers.

We’re now more focused on storytelling

We’re now more focused on storytelling at the point of sale, highlighting origin, wild-caught methods and the people behind the product. The tastings were especially insightful—we saw firsthand how sampling high-quality seafood and pairing it with the right messaging drives

engagement and trust. It reinforced the importance of creating in-store experiences that allow customers to try, learn, and connect with the products, something we plan to expand moving forward.

As for ASMI, the trip helped strengthen our relationship, and we’re excited about future partnerships. We’re exploring more collaborative opportunities, from seasonal features and educational content to in-store promotions and staff training. ASMI is a valuable partner in helping us deliver both quality and knowledge to our shoppers.

We want to build stronger customer trust by offering products that are not only great tasting but responsibly sourced and clearly labeled. Expanding our assortment of wild-caught and traceable seafood—especially from trusted regions like Alaska—is a key part of that strategy.

The trip to Alaska directly supported these goals. It gave us a deeper understanding of the Alaska seafood supply chain and reaffirmed our confidence in the integrity and sustainability of these products. It also highlighted the power of storytelling—from the fishermen to fisheries management—and how that resonates with today’s informed and health-focused shoppers.

We walked away from the experience inspired to do more with in-store education, tastings and promotions that bring the Alaska seafood story to life. Ultimately, the trip helped align our team around a shared vision for elevating the seafood category at Sprouts and reinforcing our commitment to offering seafood our customers can feel good about.

PG: Can you elaborate on the importance of responsible sourcing to the Sprouts shopper? What about wildcaught and sustainability?

DV: At Sprouts, we serve a health-conscious, environmentally aware shopper who wants to know where their food comes from and how it was harvested. They’re looking for products that align with their values— clean, sustainable, and ethically sourced—and that’s especially true in the seafood category.

We source from fisheries that have been certified and benchmarked by the Global Sustainable Seafood Initiative (GSSI). Traceability tools, such as QR codes, are growing in popularity, allowing shoppers to see origin, catch methods, and fisheries management data.

Wild-caught seafood, particularly from trusted sources like Alaska, resonates strongly with our customer base. Many see it as a more natural, less processed option. They associate wild-caught with better flavor, nutrition and sustainability.

Chefs USA conducting delicious Alaska sockeye salmon in-store demos.

Highlighting wild-caught and responsibly sourced attributes helps build trust and drives repeat purchases. It’s no longer a niche preference—it’s a growing expectation, and we’re committed to meeting it.

PG: Talk about your in-store demos—how they work and the consumer response to them.

DV: In-store demos are a key part of how we connect with our customers and bring our seafood offerings to life. They give us the opportunity to let customers taste the quality firsthand, which is especially impactful when showcasing premium items like wild Alaska seafood. Seeing and sampling the product in person builds trust and often drives immediate purchases.

We’ve partnered with Chefs USA LLC to organize demos, typically planned around Alaska product lines. We work closely with our store teams to ensure proper execution—from stock and signage to sampling setup and staff training on the product story, sourcing, and preparation tips.

When it comes to Alaska seafood, we make sure to highlight sustainability, catch methods, and origin— points that really resonate with our shoppers. People are more likely to try something new when they can sample it first, and demos help break down any hesitation around cooking seafood at home.

We’ve seen strong lifts in sales on demo days and even better—repeat purchases from customers who discover a product they love.

The Alaska Seafood Marketing Institute (ASMI) is a partnership between the State of Alaska and the Alaska seafood industry promoting the benefits of wild and sustainable Alaska seafood and offering seafood industry education. For more information: www.alaskaseafood.org/retail/

Catch the Wave

GROCERS CAN CAPITALIZE ON INNOVATION IN FROZEN SEAFOOD AS HEALTH-CONSCIOUS CONSUMERS LOOK TO INCREASE THEIR CONSUMPTION.

By Jenny McTaggart

The frozen sh sticks of the past are being reimagined with an updated offering of sustainably sourced, better-for-you seafood designed to help busy consumers increase consumption. On deck for 2026 is a sea of innovative products, including kid-friendly private label lines; premium low-mercury tuna burgers; locally produced, sustainable shrimp; high-quality breaded pollock and tilapia; and more.

Retailers that take advantage of this innovation by implementing more in-store demos, recipe tie-ins, cross-merchandising and social media campaigns will be more likely to catch the wave of success.

Natural and organic retailers like Sprouts Farmers Market and Natural Grocers by Vitamin Cottage have been ahead of the curve on this trend. Lakewood, Colo.-based Natural Grocers recently added frozen Whole-Shell Organic Mussels to its private label seafood line. The mussels are supported by a lighthearted mascot, “Odie the Orca,” but they meet some serious product standards, according to Katie Macarelli, the retailer’s director of public relations.

“The frozen mussels align with our standards for quality, sustainability and accessibility,” Macarelli explains. “They’re fully cooked, certi ed organic, nonGMO and rope-grown in the clean waters of Chile.” She adds that customers have embraced the mussels “enthusiastically,” thanks to their easy preparation, restaurant-like quality and approachable price point of $5.99 for 16 ounces.

Macarelli notes that the chain’s most effective merchandising strategy for the mussels and other frozen seafood items has been “education through inspiration,” including regularly integrating frozen seafood into custom recipe collections, in-store signage and digital content.

Meanwhile, Phoenix-based Sprouts has promoted responsibly sourced fresh and frozen seafood for years, yet the chain continues to seek new learning opportunities. Earlier this year, members of Sprouts’ meat and seafood team participated in a retail familiarization trip organized by the Alaska Seafood Marketing Institute’s (ASMI) Domestic Marketing Program. It was an “eye-opening experience,” notes Doug Varanai, senior manager seafood category at Sprouts. “We gained valuable insights into the state’s sustainable shing practices, innovative hatchery programs and the passionate people who make it all possible.”

In addition to hosting such trips, ASMI provides retailers nationwide with marketing resources, merchandising tools and training, notes Megan Rider, domestic marketing director of the Juneaubased association. “Retailers are nding success by leaning into the story of Alaska seafood – wild, natural and sustainably harvested,” she says. “Grocers using ASMI’s Cook It Frozen! messaging, for example, have seen strong engagement when they show shoppers

how easy it is to cook wild Alaska seafood straight from the freezer.”

Quite a Catch

The value of in-store demos and consumer education isn’t lost on Nate Dunn, VP of growth at premium canned tuna brand Safe Catch, based in Sausalito, Calif. As the brand prepares to expand into the frozen aisle in early 2026 via an exclusive partnership with Sam’s Club, Dunn and his team are focusing on the power of sampling and digital promotions to entice shoppers.

“We want to help people eat more sustainable, safe seafood, but for us, it’s really about how to make seafood easier for consumers to approach,” he explains. “There’s still a barrier to entry for a lot of consumers who are intimidated about preparing seafood.”

To overcome that barrier, Safe Catch will roll out classic breaded sh items featuring high-quality pollock, including sh sticks, sh nuggets and wedges, early next year at Sam’s Club stores. The products are made with avocado oil, which has a much higher burn point than seed oils, and will showcase on their packaging the Marine Stewardship Council logo, which appeals to both consumers and retailers, notes Dunn.

Next, Safe Catch’s premium low-mercury tuna burgers will hit the market right before summer – just as grilling season gets underway. The brand plans to introduce the items to the broader retail channel during this timeframe, too, leveraging a celebrity endorser, giveaways, and tie-ins with a grill equipment brand.

Safe Catch is expanding into the frozen aisle via an exclusive partnership with Sam’s Club.

Natural Grocers recently added frozen Whole-Shell Organic Mussels to its private label seafood line.

As consumers continue to seek restaurant-like experiences at home, Dunn believes that higher-end, sustainably focused brands like Safe Catch will resonate with younger consumers.

Another sh brand bringing innovation to the frozen section is Regal Springs, the leading producer of responsibly farmed tilapia, based in Zurich, with U.S. headquarters in Miramar, Fla. Response to the company’s Golden Delights line so far has been “exceptionally positive” at several top grocers, notes Vernon Bradley, head of marketing and business development. The product packaging features the sea-green Aquaculture Stewardship Council (ASC) certi cation label.

Bradley adds that “the clear front-runner” of the successful line has been the Crispy Seasoned Tilapia Tenders: “They deliver the craveable crunch and avor consumers love, while offering a better-for-you, high-protein option made from responsibly farmed sh.”

It’s been encouraging to see consumers choose convenient sh products to star in their meals, he adds: “Our Tilapia Fajita Strips have uncovered a real white space in the market. Consumers are looking for versatile, ready-to-cook seafood that ts seamlessly into their weekly meal routines – especially for tacos, bowls and wraps.”

Local Shrimp’s Appeal

While the frozen shrimp category was hit with recalls related to radioactive shrimp imported from Indonesian rm BMS Foods earlier this year, business seems to be looking up for this perennial seafood favorite. Cox’s Seafood, in Tampa, Fla., is certainly optimistic about the future, based on the success of

its line of wild-caught Gulf shrimp that launched in 2024, beginning with Key West Pink Shrimp.

“The brand has experienced strong momentum with grocery retailers across the country,” af rms Cox’s SVP Vnay Bedi. “A key driver of this success has been our strategic collaboration with Fresh From Florida, which has helped spotlight the origin and quality of our Florida-harvested seafood. This partnership has allowed us to tell an authentic, local story that resonates with consumers.”

In 2026, Cox’s plans to launch new items with a strong focus on convenience and health, according to Bedi, who adds: “It’s been truly game-changing to see an all-American, wild-caught product entering the market with this level of intention and care.” He also points to Cox’s continued focus on food safety, which will no doubt resonate with recall-wary consumers.

Regal Springs’ Crispy Seasoned Tilapia Tenders are especially popular.

Decoding 2026 Grocery Trends

ACCORDING TO WHOLE FOODS MARKET, FIBER IS THE NEW PROTEIN, WHILE TALLOW IS TAKING OVER.

By Gina Acosta

It’s the most wonderful time of the year – that time when the grocery industry is ooded with “Top 10 Food Trends” lists. One annual forecast always stands apart however: “The Whole Foods Market Trends Report.”

Now in its ninth year, the 2026 edition reads like a retail roadmap – a re ection of how retailers should be interpreting shifting consumer values when it comes to merchandising, sourcing and operations. Developed by the retailer’s Trends Council, composed of foragers, buyers, category merchants and culinary experts, the list carries credibility that most predictions can’t match.

“Each year, our ‘Trends Report’ captures the pulse of what’s next in food, and 2026 is no exception,” says Sonya Gafsi Oblisk, chief merchandising and marketing of cer at Austin, Texas-based Whole Foods. “This year’s themes highlight how curiosity, creativity and conscious choices are shaping the way people eat and shop.”

“Curiosity With Consciousness”

For 2026, the Trends Council predicts a grocery landscape de ned by what it calls “curiosity with consciousness.” The eight themes blend wellness, nostalgia, design and purpose – each rooted in observable behavior from stores, trade shows and startup incubators.

Two of the clearest examples are the Tallow Takeover and the Focus on Fiber. Both signal that health and functionality are moving away from novelty toward credibility. Consumers are rediscovering ancestral ingredients such as beef tallow – seen all those Steak ’n Shake billboards touting its “tallow fries” sprouting up? – for its avor and sustainability bene ts, while ber is emerging as the new protein, championed for gut health and balance. Rather than chase exotic ingredients, Whole Foods sees shoppers leaning into simplicity, transparency and science-backed nutrition.

Equally notable is the retailer’s purpose- lled lens.

This coming year, the company will spotlight the women driving agriculture and aquaculture globally, a timely alignment with the United Nations’ designation of 2026 as the International Year of the Woman Farmer. Whole Foods points to brands such as Lotus Foods, Kvarøy Arctic and True Moringa as examples of suppliers elevating women in their sourcing networks. For the industry, the message is clear: Gender equity in the supply chain is no longer an ESG talking point; it’s a competitive differentiator that customers can see and feel on the shelf.

While other reports stop at health and sustainability, Whole Foods’ forecast adds an unexpected aesthetic dimension. Kitchen Couture,

According to Whole Foods, Kitchen Couture, which reframes packaging and product design as emotional drivers of purchase, is trending with consumers.

also called “dopamine décor,” reframes packaging and product design as emotional drivers of purchase. Bright oils, artistic tins and colorful condiments are transforming the kitchen counter into a self-expressive space, proof that branding, artistry and assortment intersect more and more. For suppliers, it’s a reminder that shelf presence is no longer just about space allocation, it’s also about visual storytelling that sparks joy.

Beyond the Routine

Additionally, the Trends Council continues to elevate categories once considered routine.

Freezer Fine Dining predicts premium frozen entrées, appetizers and sides that replicate restaurant quality at home, while Instant Reimagined gives the humble “just-add-water” meal a modern glow-up through better ingredients and sustainability credentials. Both point to shoppers who want convenience without compromise, and offer grocers an opportunity to rethink center store real estate through a premium lens.

Other movements on the list – such as the vinegar renaissance (Very Vinegar) and the “mindful sweet” revolution (Sweet, But Make It Mindful) – underscore how fast functional ingredients and clean indulgence are converging. Together, these trends create a blueprint for how health, heritage and innovation can coexist in every aisle.

What truly sets the Whole Foods report apart, though, is its track record: Previous lists have foreshadowed industry-wide shifts, from the mainstreaming of regenerative agriculture to the explosion of prebiotic sodas. Competitors often follow where this council leads.

“Our trends predictions are inspired by deep expertise and boots-on-the-ground discovery,” af rms Cathy Strange, the retailer’s ambassador of food culture. “It’s exciting to see how these ideas move from emerging concepts to everyday favorites.”

Really, Whole Foods’ forecast isn’t about chasing trends – it’s about recognizing which ones have already crossed the threshold from niche to the next normal.

NOW FUELING THE HYDRATION TREND

Dunkin’ Refresher Drink Mixes tap into the proven Hydration trend — driving category excitement and attracting on-the-go shoppers.

ZERO SUGAR, 80 MG CAFFEINE FROM GREEN TEA, B VITAMINS

EXPANDS CATEGORY REACH AND DRIVES INCREMENTAL GROWTH

POWDERED DRINK MIX CATEGORY IS

How Intelligent Retail Will Reshape the In-Store Experience for Shoppers and Associates

DIEBOLD NIXDORF IS EMPLOYING AI-POWERED TECHNOLOGIES TO TRANSFORM THE GROCERY STORE.

By Debby Garbato

AI-powered technologies are transforming the grocery store – from the moment a shopper enters the aisles to the nal tap at self-checkout. Connected devices and intelligent systems are not just enhancing customer experiences, but are also empowering store associates and streamlining operations. To nd out more, Progressive Grocer spoke with Arvin Jawa, VP of strategy and marketing at retail technology company Diebold Nixdorf, based in North Canton, Ohio.

Progressive Grocer: Please provide a brief explanation of what an AI-powered intelligent store is and why it is necessary in today’s competitive retail landscape.

Arvin Jawa: An AI-powered intelligent store is a physical retail space enhanced by advanced technologies, like arti cial intelligence, computer vision and Internet of Things (IoT) sensors, that work together to optimize shopping and operations in real time. Essentially, the store itself has a kind of digital “brain” that can sense what’s happening with the store’s environment (on shelves, at checkouts, etc.) and essentially respond or adapt automatically to improve a given situation.

This is crucial today because customer expectations are skyhigh — people want the speed and personalization they have come to associate with online shopping, even in the physical channel of a supermarket. At the same time, grocery retailers continue to face pressure to operate more ef ciently and handle complex tasks (like managing online orders) in-store. An intelligent store addresses both aspects: It seamlessly integrates new digital tools with legacy systems, harnesses data for actionable insights and anticipates issues – say, an item running out or a long checkout line forming –before they happen. In a ercely competitive landscape, this ability to be proactive and deliver a frictionless experience is what sets leading retailers apart.

PG: What are some of the biggest bene ts to grocery stores and consumers?

AJ: Intelligent retail boosts ef ciency for grocers: AI-powered

According to Diebold Nixdorf, AI-powered checkouts speed transactions, reduce staff interventions and cut losses from errors or theft.

checkouts speed transactions, reduce staff interventions and cut losses from errors or theft — some retailers have reduced shrink by over 50%. Predictive maintenance keeps systems running smoothly.

For shoppers, the experience is smoother and more personalized, with shorter queues and digital tools like tailored coupons. Most self-checkout errors are resolved without staff, freeing associates to assist customers directly and improving overall service.

PG: What types of technologies are involved in creating an AI-powered store?

AJ: Building an AI-powered store involves a mix of interconnected technologies. From a hardware perspective, smart devices and sensors are deployed throughout the store: cameras that “see” what’s happening at checkouts and in aisles, shelf-edge sensors and weight scales that track inventory or detect shopper movement and engagement, and maybe even smart shopping carts or handheld scanners that shoppers use. These devices continuously feed data into a central system.

Secondly, an intelligent store will possess software and AI layers to process the rich data originating from the sensors. This includes computer vision algorithms (to recognize products or detect anomalies like a missed scan) and machine-learning models (to forecast demand or personalize promotions), as well as robust connectivity and computing setup — often an in-store network coupled with cloud or edge computing — to move and analyze data in real time.

Finally, integration tools tie everything together: Open APIs and middleware connect the AI platform with existing retail systems (like the point of sale, inventory databases, etc.). In short, an intelligent store uses IoT sensors and devices to gather data, AI/analytics software to derive insights from that data, and a exible IT architecture to integrate with the store’s traditional systems.

PG: Which of your products are frequently deployed here and why?

AJ: Diebold Nixdorf typically deploys a combination of solutions tailored to each retailer. Like an orchestra

made up of many instruments, an intelligent store is an ecosystem, synchronizing many technologies from different providers.

A cornerstone of our intelligent offering is Vynamic® Smart Vision, an AI platform that acts as the store’s eyes and brain connecting cameras and store systems for real-time recognition and issue detection. DN Series® EASY self-checkout systems offer modularity and innovation, allowing easy upgrades. Storevolution™ Advisory Services help retailers integrate these technologies strategically, addressing pain points like slow checkouts and shrink while supporting long-term growth.

This combination — Smart Vision for AI, DN Series for customer touchpoints, and advisory services for strategic integration — delivers immediate improvements, like faster transactions and fewer losses, and aligns with our customers’ long-term strategy.

PG: What is involved in seamlessly integrating all of the components? How long does deployment take?

AJ: Seamless integration relies on open, modular systems and thorough planning. Diebold Nixdorf uses standard APIs for easy connection to legacy systems and adds hardware like cameras or sensors incrementally. Digital twin simulations test the setup virtually before physical deployment, reducing risk and downtime. Pilot stores can be operational in a few months, with broader rollouts phased to avoid disruption. Overall, by front-loading the integration work (in design and simulation) and using exible tech, we cut down on downtime and surprises — so an intelligent store can start delivering value almost immediately after installation.

PG: In an AI-powered store, what are some of the most common areas of AI application and their bene ts?

AJ: AI excels in loss prevention, checkout ef ciency, inventory optimization and personalized marketing. Computer vision at self-checkouts reduces shrink by up to 50%. Automated product recognition and age veri cation speed up transactions, boosting throughput by around 20%. Predictive algorithms keep shelves stocked and prevent out-of-stocks. Personalized offers increase basket size and customer satisfaction. These applications drive ef ciency and enhance the shopping experience.

PG: A recent PG story noted that AI “anticipates rather than reacts.” Please comment on this statement.

AJ: AI enables a proactive rather than a reactive approach to managing issues like empty shelves or long lines. The intelligent store leverages the AI-generated predictive models to proactively staff for busy periods, prompt staff to open lanes early and forecast demand surges. It monitors equipment for early signs of failure,

enabling pre-emptive maintenance. This anticipation prevents problems, improves customer experience and boosts operational ef ciency, with retailers seeing 15%–25% improvements in key metrics.

PG: Please provide an example of a food retailer that has created an AI-powered intelligent store.

AJ: Intermarché, a major European grocery chain, recently piloted an AI-powered intelligent store in partnership with Diebold Nixdorf and Intel. The supermarket was retro tted with cameras and sensors across key areas — produce, aisles and self-checkout — connected to the Vynamic Smart Vision AI platform.

This enabled real-time monitoring. At self-checkouts, AI-driven cameras identi ed items (like bananas) without manual input and detected missed or mis-scanned products. Throughout the store, sensors tracked shelf inventory and customer movement. Store associates used mobile devices to receive AI alerts for incidents such as spills or sudden surges at checkout.

The pilot transformed the location into a live testbed, where routine decisions — from restocking to loss prevention — were augmented by AI. This initiative demonstrated how traditional supermarkets can be upgraded with smart technologies to enhance operations and improve the shopper experience, setting a benchmark for future intelligent retail environments.

PG: What are some of the results of that implementation at Intermarché?

AJ: Intermarché’s pilot saw scanning errors drop from 3% to under 1%, staff interventions reduced by up to 45% and produce checkout times cut from 12–15 seconds to three seconds per item. Age veri cation wait times fell by 90%. These improvements led to higher customer satisfaction, greater associate availability, fewer manual tasks and stronger asset protection, making the pilot a clear success.

PG: Looking ahead, what are some emerging areas of AI?

AJ: AI is set to revolutionize grocery retail in ways that go far beyond today’s innovations. Concealed item detection will dramatically reduce shoplifting by tracking products from shelf to exit, while associate safety monitoring leverages real-time analytics to protect staff and respond instantly to incidents. Deeper omnichannel integration will seamlessly blend in-store and online experiences, optimizing everything from curbside pickup to aisle restocking. Sustainability-focused AI will help stores minimize energy use and food waste, driving both ef ciency and environmental impact. Hyper-personalization will transform the shopping journey, tailoring environments and offers to each individual, while autonomous operations and robotics will automate routine tasks for greater agility.

At Diebold Nixdorf, our exible platforms — like DN Series and SmartVision — are designed to integrate these emerging technologies, empowering retailers to adapt quickly and lead the future of intelligent retail. The next decade promises a smarter, safer and more personalized grocery experience.

Diebold Nixdorf automates, digitizes and transforms the way people shop. Website: www.dieboldnixdorf.com

Refrigeration

Predictively Intelligent Grocery Refrigeration

CONNECTED SOLUTIONS AND REAL-TIME INSIGHTS ARE REDUCING COSTS, PREVENTING DOWNTIME AND TRANSFORMING OPERATIONS.

As grocery retailers face rising service costs; tightening environmental, social and governance (ESG) goals; and growing pressure to eliminate equipment downtime, Hussmann Corp. is unveiling a major evolution of its digital solutions strategy. Under the leadership of Sarah Greenwood, VP of digital solutions, the Bridgeton, Mo.-based company has reimagined its StoreConnect platform — shifting from traditional equipment monitoring to a fully connected, data-driven intelligence system that helps retailers take control of equipment performance, service needs and sustainability outcomes. Greenwood sat down with Progressive Grocer to share what’s driving the transformation and how StoreConnect is reshaping the future of refrigeration management.

Progressive Grocer: Sarah, Hussmann is rebranding and relaunching StoreConnect under your leadership of the digital solutions business. What’s driving this transformation, and how does it re ect where the company — and the grocery industry — are headed?

Sarah Greenwood: This transformation is driven by our unique position in the market. Hussmann isn’t just an OEM [original equipment manufacturer] — we design and manufacture refrigeration equipment and systems, and we also provide installation and service. That means we have the expertise to build, maintain and optimize equipment throughout its lifecycle.

That’s what excites us — and our customers — most about StoreConnect. It turns equipment data into actionable intelligence, helping retailers reduce service costs, extend equipment life and operate smarter.

PG: Hussmann has long been known for refrigeration equipment. How are you evolving beyond hardware to become a provider of connected, data-driven systems?

SG: We’ve invested heavily in digital solutions, and StoreConnect is the result. It offers two core products: StoreConnect Pulse provides real-time visibility into store equipment, including installation validation. If something isn’t installed correctly, it can cause major issues later. Pulse ensures everything is set up right from day one and gives ongoing real-time insights into potential case-by-case or system-by-system issues. StoreConnect Predict uses historical data and trend analysis to identify issues before they become costly failures — like detecting refrigerant leaks earlier or understanding equipment health so retailers can prioritize service. This shift helps retailers move from reactive xes to predictive maintenance.

“The biggest opportunity lies in empowering retailers with timely, accurate information so they can make smarter decisions.”

—Sarah Greenwood, VP of Digital Solutions, Hussmann Corp.

The industry overall has been slower to implement connected technology. Think about how advanced cars and home appliances have become — yet store equipment hasn’t kept pace. Historically, there’s been a lack of solutions that drive savings on the things that matter most to retailers, but now the technology exists to enable these systems to share critical insights, and it’s an exciting time.

PG: Can you walk us through what “Connected Solutions” really means for grocery retailers? How do tools like leak detection, systems manager and temperature monitoring work together? SG: It means smoother operations and fewer surprises. The last thing a retailer wants is a case going down before a holiday rush. StoreConnect brings multiple analytic tools together to catch big-ticket issues early — the kind you can’t always see in a hectic retail environment — and ag smaller problems in real time without constant manual inspection.

PG: One of the key themes you mentioned is predictive analytics. How are you helping grocers

move from reactive maintenance to proactive, data-based decision-making?

SG: The biggest opportunity lies in empowering retailers with timely, accurate information so they can make smarter decisions.

For decades, the “emergency break- x” model dominated service management. A store team notices a case isn’t cooling, submits a work order and waits for a technician. By then, the damage is done: lost product, lost revenue, costly emergency or overtime service calls. It also hurts customer trust.

StoreConnect changes the narrative. By continuously logging equipment data and identifying trends, it alerts teams to potential risks before they become critical. This predictive approach lets retailers schedule service strategically, control costs, and protect both their equipment and refrigerated merchandise.

PG: For retailers, what’s the most immediate value they’ll see from adopting Connected Solutions, both operationally and nancially?

“Refrigerant leaks are a major contributor to greenhouse-gas emissions, so reducing them is critical for both ESG and ﬁnancial goals.”

—Sarah Greenwood, VP of Digital Solutions, Hussmann Corp.

SG: A 30% reduction in leak rates in the rst year, fewer emergency service calls and lower overall maintenance costs. We’ve had customers who use our service teams along with StoreConnect reduce service calls and costs by 20%–25% annually.

PG: How do these digital solutions support sustainability goals and help retailers meet ESG targets?

SG: Refrigerant leaks are a major contributor to greenhouse-gas emissions, so reducing them is critical for both ESG and nancial goals.

StoreConnect detects leaks earlier, helping retailers minimize environmental impact. Many customers have achieved up to a 40% reduction in leak rates — the equivalent of eliminating the annual emissions of more than 200 cars per store.

Beyond leak detection, StoreConnect also optimizes equipment performance to reduce energy consumption. By focusing on predictive performance rather than emergency repairs, retailers have seen up to 25% energy savings.

PG: How is Hussmann leveraging arti cial intelligence (AI) and the Internet of Things (IoT) to make refrigeration systems smarter and more responsive?

SG: Hussmann supports the entire lifecycle of refrigeration equipment — not just equipment, but also service, installation and parts. That means StoreConnect has knowledge throughout the full lifecycle.

We combine that real-world experience with today’s technology, including AI, to help retailers simplify the complex work of refrigeration so they can better serve their customers.

And the knowledge ows both ways: StoreConnect’s insights feed back into our product teams, informing product development with real-world data.

PG: Many retailers struggle with data overload. How are you ensuring operators actually see and use the intelligence StoreConnect produces?

SG: If data isn’t actionable, it’s just noise. Too often, customers have been burned by noisy alarms that create a “boy who cried wolf” situation. With StoreConnect’s access to Hussmann’s OEM knowledge and on-the-ground experience, we cut through that noise with highly accurate insights focused on high-cost, high-impact issues — the ones that shorten equipment life and drain budgets.

It’s not just about software. StoreConnect works with customers to change how they manage facilities. Retailers get clear, prioritized insights they can act on.

PG: You introduced Connected Solutions at Progressive Grocer’s Grocery Impact event. Why was this the right stage for the debut?

SG: Grocery Impact celebrates innovation and the next generation of leaders — including women driving change across the industry. At Hussmann, we’re proud to have women leading in engineering and technology, and this event was the perfect stage to showcase that commitment.

How Co-Marketing Fuels Shopper Discovery and Loyalty

RECENT COLLABORATIONS HAVE GENERATED BUZZ AND GRABBED ATTENTION AT RETAIL.

By the Path to Purchase Institute

Shoppers crave novelty, and while CPG manufacturers are always hard at work on product innovation, they have been increasingly collaborating with other companies on efforts focused on building baskets and attracting new shoppers.

While co-marketing campaigns come with challenges, demanding inter-company and cross-team coordination, their results can be powerful. By leveraging the combined equity of multiple brands, these strategic partnerships have the potential both to delight loyal customers and entice curious shoppers toward something new.

Limited Editions

Among the recent collaborations that have generated buzz and caught our attention at retail, Kellogg Co.’s Pringles partnered with Molson Coors’ Miller Lite to tap into grilling season with limited-edition beer can chicken and grilled beer brat Pringles avors.

In May, the Path to Purchase Institute (P2PI) spotted oorstands at a ShopRite in Monroe, N.Y., that encouraged shoppers to “ re up summer avor” (see photo below right). Pringles and Miller Lite rst revealed the collaboration in an April post shared across Instagram and Facebook, and Pringles further supported it with paid in uencer posts.

Further, CPG brands have collaborated to introduce new products within their respective categories. PepsiCo’s Mountain Dew and Ferrara Candy Co.’s Trolli teamed up to launch Mountain Dew Trolli cherry lemon soda and bags of Trolli x Mountain Dew Sour Brite Crawlers candies.

The limited-edition SKUs received an exclusive launch window at Walmart starting Aug. 25 before rolling out nationally at other retailers on Sept. 8. P2PI spotted a dedicated oorstand stocking 20-ounce bottles of the Trolli drink along with other Mountain Dew varieties in September at a Kroger store in St. Clair Shores, Mich. (see photo at far left).

Trolli’s fans are primarily Gen Z, which has made it an attractive partner for companies looking to woo young shoppers. The brand also recently partnered with Wells Enterprises to launch a Trolli Gummi Pop frozen treat with the goal of bringing new buyers into the frozen category.

Providing Inspo

Co-marketing campaigns don’t have to involve entirely new products; they can simply provide shoppers with inspiration.

SmartSource shelf talkers spotted in the soft drink aisle at the same Kroger in September encouraged shoppers to “squeeze more out of summer” with PepsiCo’s Poppi and Fifth Generation’s Tito’s Vodka. The brands shared a recipe for combining the spirit and the strawberry lemon probiotic soda on Instagram and TitosVodka.com.

The Path to Purchase Institute is a membership and media brand that offers consumer product marketing executives and brand managers a holistic, 360-degree view of the shopper journey. A Progressive Grocer sister brand and part of EnsembleIQ’s portfolio of brands, P2PI provides direct access to brand and retail leaders, visibility across a trusted network, invitations to exclusive events, and ongoing trend reports and shopper research. Start your membership conversation by visiting P2PI.com/membership, or email joinnow@p2pi.com

Strategic partnerships have the potential both to delight loyal customers and entice curious shoppers toward something new.

By Bridget Goldschmidt

Shopping Without Limits

RETAILERS ARE SERIOUS ABOUT ENSURING THAT THEIR STORES ARE ACCESSIBLE TO PEOPLE WITH DISABILITIES.

Shopping can be dif cult and inconvenient at times for anyone, but for people with disabilities, it can be close to impossible without adaptations. Someone who knows a lot about this subject is Gayatri Agnew, senior director and head of the Accessibility Center of Excellence at Walmart, which earlier this year joined forces with Sam’s Club, Starbucks, CVS Health, Otis Elevator, LockNet, Step ‘n Wash, and the American Association of People with Disabilities (AAPD) to create The Access Coalition: Creating More Inclusive Retail Spaces.

“We’re creating a Walmart for everyone, and we know when everyone is welcome, it’s better for all and better for business,” Agnew asserts. “We’re proud to serve them, and we’re proud to employ people with disabilities. They make our company better and help us better serve all our customers.”

More Accessibility in Store

customers and your front-line associates – they see the need and have wonderful and creative ideas on how best to address these needs.”

For those seeking more guidance, the coalition offers resources on AAPD’s website.

For Caroline – and Many More

To zero in on just one accessibility aid that Walmart and other retailers have adopted, Caroline’s Cart is a shopping cart speci cally designed for an older child or adult with disabilities.

“We’re creating a Walmart for everyone, and we know when everyone is welcome, it’s better for all and better for business.”

Asked about the kinds of accessibility products that Walmart is introducing, Agnew replies: “I’m super-proud of the advancements we’ve made in adding sensory-friendly hours to all our stores, where customers can shop in a calmer environment. This, along with rolling out our Caroline’s Carts, adjusting counter heights and introducing doorless restrooms, is part of the accessibility work. One speci c example is to use contrast-colored tiles in our men’s restrooms where a urinal is located. Restrooms are something everyone needs, and we want our customers to feel con dent that their basic needs will be met and they can count on a quality experience.”

—Gayatri Agnew, Walmart

It’s the brainchild of Drew Ann Long, inventor of the cart and mother to its namesake, a daughter with Rett’s syndrome, a rare neurodevelopmental disorder.

The special-needs population is the world’s largest minority group,” Long emphasizes. “Special- needs/disabled people live in every community and deserve the same accommodations as typical customers. Retailers provide a variety of shopping carts for the general population, and they should no longer ignore the growing disabled population.”

The retailer’s associates are also crucial to making stores more navigable for customers with disabilities, as Agnew explains: “Out of the many responses through our MyIdeas program, where associates submit their ideas, over 60 submitted in the last month alone were ideas to improve the accessibility of our shopping experience.”

She goes on to add some advice for retailers interested in making similar modi cations at their stores. “What’s really key in the accessibility work is to listen and to know what you don’t know,” Agnew counsels. “When we rst discussed the addition of adult changing tables into our stores, I did not fully understand the need – however, as my mom’s care needs have advanced, I’ve come to understand this differently and realize now this is a need for some of our customers, and providing the supports our customers need to have the highest-quality shopping experience is our goal. The best advice I can give is to listen, really listen, to your

The way Long sees it, “Accessibility should be a high priority for retailers. They should provide an equal-opportunity shopping experience for all customers: automatic doors, handicapped parking and accessible restrooms, etc. But don’t stop there. By providing Caroline’s Cart, customers with disabilities and senior adults who can’t use electric scooters have a shopping cart option just like typical customers.” Her company has even developed a custom-made insert for the cart to provide additional support if needed. In common with Agnew, Long believes that paying attention – particularly to shoppers – is key. “I believe your No. 1 resource is your customer,” she advises. “Observe and listen to their comments, concerns and suggestions.”

Bridget Goldschmidt Managing Editor bgoldschmidt@ensembleiq.com

Drew Ann Long (second from right, above) created Caroline’s Cart in honor of her daughter Caroline (center above). The cart is designed for people with disabilities.