ACINYSERetail-Grocery StoresUS GAAP · USD

Albertsons Companies, Inc.

Albertsons Companies, Inc. operates a large network of food and drug retail stores across the United States, selling groceries, fresh foods, pharmacy items, fuel, and general merchandise through physical stores and digital channels. The company runs more than 20 banners, including Albertsons, Safeway, Vons, Jewel-Osco, ACME, Shaw's, and others, giving it a locally tailored but nationally scaled grocery footprint. Its model combines full-service supermarkets with pharmacies, fuel centers, in-store services, and an expanding omnichannel platform for pickup and delivery. Albertsons also manufactures a portion of its own-branded products in company-owned facilities, which supports margin control, product differentiation, and supply-chain flexibility.

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Revenue83.2bn USD
+3.5 %y/y
Operating profit (EBIT)728m USD
−52.9 %y/y
EBIT margin0.9%
−1.0 ppy/y
Net income217m USD
−77.3 %y/y

Fiscal year 2026 · change from previous year

Development 2021–2026

020406080100bn USD2021: 69.7 bn USD2021: EBIT 1.6 bn USD20212022: 71.9 bn USD2022: EBIT 2.4 bn USD20222023: 77.6 bn USD2023: EBIT 2.3 bn USD20232024: 79.2 bn USD2024: EBIT 2.1 bn USD20242025: 80.4 bn USD2025: EBIT 1.5 bn USD20252026: 83.2 bn USD2026: EBIT 0.73 bn USD202683.20.73
RevenueOperating profit (EBIT)
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Business

Share of revenue
Non-perishables50 %

Packaged grocery, dairy, frozen foods, and general merchandise sold in stores and online.

Fresh32 %

Produce, meat, deli, prepared foods, bakery, floral, and seafood.

Pharmacy12 %

Prescription drugs, vaccines, and related pharmacy and health services.

Fuel5 %

Fuel sales through associated fuel centers tied to store traffic and loyalty programs.

Other2 %

Wholesale sales, commissions, media advertising revenue, rental income, and miscellaneous items.

Products

Reported · share of revenue
48.8%31.3%13.7%FY2026100 %
  • Non Perishables48.8 %
  • Fresh31.3 %
  • Pharmacy13.7 %
  • Fuel4.6 %
  • Other Productsand Services1.6 %

Source: 10-K FY2026, revenue the company reports per product line (SEC XBRL). Shares are of the lines shown and add up to 100 %.

Customers

Albertsons serves everyday household grocery shoppers who buy food, household essentials, and fresh items for regular consumption. A meaningful part of the customer base also uses the company for pharmacy prescriptions, vaccines, and health-related purchases, which increases visit frequency and basket depth. The company targets value-conscious shoppers through loyalty programs, digital coupons, fuel rewards, and Own Brands, while also serving customers who prioritize convenience through pickup, delivery, and mobile ordering. Local market shoppers are important because Albertsons operates banner-specific assortments and pricing to match regional preferences and competitive conditions. Commercial and third-party buyers are a smaller but relevant segment through wholesale, commissions, and media-related activity.

Household grocery shoppers

Buy packaged groceries, fresh food, and household essentials for recurring consumption and convenience.

Pharmacy and health customers

Use in-store pharmacies for prescriptions, vaccines, and related health services that increase visit frequency.

Value and private-label shoppers

Choose Own Brands and promotional offers to trade down from national brands and improve basket value.

Omnichannel convenience shoppers

Place orders for curbside pickup and delivery because they want speed, flexibility, and digital convenience.

Wholesale and other business customers

Buy selected products or services tied to wholesale, commissions, and media-related revenue streams.

Strategy

Albertsons' strategy centers on its Customers for Life program, which aims to grow customer engagement through digital connection, loyalty, pharmacy and health, and mobile app usage. The company is investing in omnichannel capabilities such as eCommerce, Drive Up & Go, and delivery partnerships to make shopping more convenient and to capture more frequent customer interactions. It is also expanding Albertsons Media Collective to monetize customer data and improve marketing efficiency, while using analytics to personalize offers and optimize assortment. Productivity, remodels, new store openings, and technology investments are intended to strengthen the store base and improve operating leverage over time. Capital allocation balances reinvestment, balance-sheet strength, dividends, and share repurchases.

Build an omnichannel customer ecosystemShort term

More digital touchpoints increase frequency, retention, and data capture, which improves merchandising and marketing effectiveness.

Expand loyalty and personalized marketingShort term

Loyalty data supports targeted promotions, fuel rewards, and digital coupons that drive traffic and basket size.

Grow media and data monetizationMedium term

Albertsons Media Collective creates a new revenue stream and helps fund reinvestment into the core grocery business.

Improve productivity and store productivityMedium term

Remodels, technology, and operational efficiency help offset margin pressure from inflation, pharmacy mix, and delivery costs.

Geography

Albertsons operates almost entirely in the United States, with 2,243 stores across 35 states and the District of Columbia as of November 29, 2025. Its footprint is concentrated in local markets under multiple regional banners, which allows the company to tailor merchandising, pricing, and loyalty offers to specific communities. The business also depends on a national distribution and manufacturing network, including 22 distribution centers and 19 manufacturing facilities, to support store replenishment and Own Brands production. Geography matters because the company is exposed to state-level labor, regulatory, weather, and competitive conditions, while store density in core markets supports scale economics and customer frequency. No country-level revenue split was disclosed in the provided excerpts beyond the U.S.-only operating footprint.

Risks

Albertsons is exposed to grocery demand that is highly sensitive to inflation, deflation, consumer confidence, and fuel and energy costs, which can pressure both traffic and margins. The company also depends on uninterrupted supply of fresh products and raw materials for Own Brands, so supplier failures, distribution disruptions, tariffs, or severe weather can quickly affect sales and spoilage. Labor is a major risk because a large majority of employees are unionized, making contract renewals, wage inflation, and work stoppages potentially material to operations. Competition in food retail is intense, and the company must keep investing in price, loyalty, and convenience while protecting margins in a low-margin, high-volume business. Food safety, drug safety, and public health events can also damage customer trust and disrupt store traffic or supply chains.

Sorted by severity
LowMediumHighLowMediumHighImpact →Likelihood →Inflation, deflation, and consumer spending pressure1Fresh product and supply-chain disruption2Union labor disputes and wage pressure3Food and drug safety incidents4Severe weather and natural disasters5
Impact is the risk’s severity and likelihood how probable it is over the next few years, both assessed from the company’s reports. Numbers match the list.
  1. Inflation, deflation, and consumer spending pressureImpact: HighLikelihood: High

    Food inflation can reduce gross margin rates and consumer spending, while deflation can reduce sales growth and earnings.

    Exposure: Core grocery and fuel categories

  2. Fresh product and supply-chain disruptionImpact: HighLikelihood: Medium

    The business relies heavily on fresh inventory and continuous vendor supply, so disruptions can quickly create losses and lost revenue.

    ExposureFresh foodsOwn BrandsDistribution network
  3. Union labor disputes and wage pressureImpact: HighLikelihood: Medium

    Approximately 195,000 employees were covered by collective bargaining agreements, making labor negotiations operationally important.

    ExposureStore operationsDistributionManufacturing
  4. Food and drug safety incidentsImpact: HighLikelihood: Medium

    Any contamination or perceived safety issue can reduce customer trust and disrupt demand and operations.

    ExposureGroceryPharmacyPrepared foods
  5. Severe weather and natural disastersImpact: MediumLikelihood: Medium

    Stores, manufacturing facilities, and distribution centers can be damaged or disrupted by storms, floods, wildfires, and other events.

    Exposure: Geographically dispersed U.S. footprint

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Accounting

Judgemental items
Revenue mix and margin profile

Pharmacy and digital sales grew faster than some other categories and carry different margin rates, affecting gross margin comparability.

Impact: Reported gross margin and quarterly earnings

LIFO and fuel effects

Inventory cost changes and fuel-related items influence gross margin analysis and can obscure underlying operating trends.

Impact: Gross margin and operating income

Self-insurance liabilities

Claims for workers' compensation, general liability, and other exposures require estimates that can change with experience.

Impact: Operating expenses and liabilities

Lease accounting

A large store footprint means lease commitments are economically important and affect leverage and fixed-cost analysis.

Impact: Balance sheet and occupancy cost analysis

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Last updated: 24/09/2026