Preparing for Tomorrow
CHAPTER 2: DIRECTION
In a fast-changing and increasingly unstable world, our pace of change must keep up. Business as usual is not an option.
-
Our generation is in the midst of the largest and fastest transformation our civilisation has ever experienced. We are witnessing accelerating changes across many dimensions simultaneously. The climate crisis, the biodiversity crisis, the AI revolution, a volatile world order, lifestyle diseases, regional conflicts including trade, weakened global institutions, and war. The list could be made even longer.
All of this is immensely complex and creates new, difficult-to-predict risks across our entire value chain. What this will mean for tomorrow, we do not yet know. What we do know is that it is already affecting our business, through insecurity in our value chains, rising costs and new regulations. And it will bring even greater challenges in the near future.We must stay on top of all this, seizing the new business opportunities that are opening up and reducing risks for our franchisees and ourselves.
The inconvenient truth globally is that only radical futures lie ahead of us.
The inconvenience truth internally is that we are far from doing enough to be ready for what is coming.
Even though there are several reasons for this, the fact remains: if we do nothing, nothing will change. And without change, there is no future for us.
Therefore, we are committed to fresh thinking, radical innovation and exponential solutions. We need to reimagine convenience. It’s all hands-on deck!
The food system is broken — and convenience is no excuse. As our planet reaches its limits, sustainability is becoming business-critical. How companies navigate the sustainability shift will determine who stays competitive and who will disappear.
-
In the global food sector, climate change, biodiversity loss, resource depletion, and public health issues threaten the long-term viability. These are not abstract problems. They influence what we source, the communities we serve, and the resilience of our value chain.
The inconvenient truth? The global food system is cracking under pressure. Climate change, biodiversity loss, resource scarcity and public health risks are no longer distant threats – they are already shaping what we can source, who we serve, and how resilient our value chains are. Our mission is to make life easier for people on the go by offering great tasting products and services. We need to do that while continously improving our assortment through clear targets and transparent reporting.
Assortment
The products we put on our shelves shape the world outside them. That is why our strategy starts with the assortment. Each product carries an impact. And right now, those value chains face growing pressure from climate risks, health concerns, and resource scarcity.So we are acting:
→ More fresh, tasty and responsibly produced food and drinks
→ A clear shift towards plant-based and chicken-based options
→ Less red meat – because the footprint is simply too high. We work on shifting towards alternative sources of protein and follow the progress closely, reporting yearly.
→ No palm oil – we are removing all palm oil from our edible products. The deadline is set to the end of 2028. We believe it poses serious risks – both in terms of deforestation and potential health concerns. We also demand stronger standards for other key ingredients like coffee, cocoa and soy – prioritising people and planet in every step of the sourcing.
→ Higher standards for animal welfare – we only source meat and dairy from countries with low antibiotic use and strong animal welfare legislation. We aim to support systems that prioritise animal health and well-being, and avoid unnecessary treatments.
→ Cleaner products – we are removing potentially harmful food additives from our assortment – even those that are still legal – because we believe in staying ahead of the curve and doing what is right for our customers. This includes azo dyes for removal as soon as possible, as well as certain antioxidants, preservatives, thickeners, and flavour enhancers which we work with our suppliers to gradually replace.
This is not a tweak. It is a transformation – and it starts with what ends up in your hands on the go.
Read more from our Governing documents at:
https://www.reitanretail.no/en/about/governing-documents
The inconvenient truth? What made us strong yesterday will not necessarily keep us winning tomorrow. To stay ahead, we must successfully navigate some major transitions. Three transitions. One future.
-
We are heading towards significant changes. To reach our business goals, given the new context we find ourselves in, we must successfully navigate three major shifts:
The Relevance Shift
The ability to stay relevant for our customers is absolutely essential. To avoid losing relevance, we must be innovative enough to redefine the future of convenience, and ensure we attract the customer while doing so. Getting there is the first transition.The Assortment Shift
One of our greatest challenges - and opportunities - is to innovate our assortment so that we move from being part of the problem to becoming part of the solution in the global food system. We must shift towards a healthier, more sustainable assortment that meets the needs people have today while also being fit for the future. Getting there is the second transition.The Empowerment Shift
We must enable all our franchisees to succeed. It is through their success that we gain ours. That is why we need to build capability and empower franchisees, who thrive and run successful stores, creating value that goes beyond transactions. Getting there is the third transition.
To some, we may seem like unlikely candidates to drive this kind of transformation. And of course, we have quite a journey ahead. But we are actually uniquely positioned to succeed. Our core values and organisational structure, together with owners who backus with eternity as horizon, create just the right conditions.
Every day, our franchisees and store managers serve 800,000 customers. We are there for everyone, from all walks of life. That gives us a rare opportunity to become the beating heart of the local communities, democratise sustainability by making it affordable, and redefine what convenience means.
If there is one thing we have learnt on our journey so far, it is that you can achieve more than you think if you really try. Our more than 130-year history proves that - both on an individual and organisational level.
Imagine our stores becoming windows into the future - living proof that a better tomorrow is not just possible, it’s already beginning to take shape.
Easy? No.
Possible? Yes.
We need to reimagine convenience.
It’s all hands-on deck!
Share this content!
KEEP EXPLORING
