NorgesGruppen revenue reached a record level in 2025, as the Norwegian retail group behind KIWI increased operating revenue to NOK 125.3 billion (€11.20 billion). The company said higher sales were accompanied by lower margins, while KIWI strengthened its position as Norway’s largest grocery chain and MENY was the group’s fastest-growing supermarket brand.
KIWI and MENY drove sales growth across grocery retail
NorgesGruppen said operating revenue rose by more than NOK 7 billion (€626 million) from 2024 to NOK 125.3 billion (€11.20 billion), while operating profit (EBIT) reached NOK 4.99 billion (€446 million). Net profit for the year was NOK 3.95 billion (€353 million), broadly in line with the previous year.
The figures show that the group continued to grow in a difficult retail environment marked by rising costs and strong competition. According to the company, customer traffic across its grocery chains increased by 2.9 percent in 2025, equal to 11.5 million additional shopping trips.
KIWI reinforced its role as the country’s biggest grocery chain, while MENY was described by the group as the growth winner of the year, supported by demand for fresh products and a broader assortment.
Lower margins show the pressure of food-price competition
Despite record revenue, profitability weakened. NorgesGruppen’s operating margin fell to 3.3 percent in 2025, down from 3.6 percent a year earlier, while its profit margin declined to 2.5 percent from 2.8 percent.
Chief executive Runar Hollevik said 2025 was another demanding year for retail, with cost increases across the value chain adding pressure both for companies and households. He said the company was seeing long-term gains from investments in artificial intelligence, automation and efficiency, which it sees as central to maintaining productivity in a high-cost market.
The company also said public attention on food prices pushed more customers towards promotional goods, discount products and low-price private labels such as First Price. At the same time, the Trumf loyalty programme continued to expand. By the end of 2025, it had 3.2 million members, who together earned NOK 2.17 billion (€194 million) in bonuses.
The NMD acquisition shows a broader retail strategy
NorgesGruppen described the acquisition of Norsk Medisinaldepot (NMD), including the pharmacy chains Vitusapotek and Ditt Apotek, as its most important strategic move of the year.
The deal points to a wider shift in the group’s business model. Hollevik said NorgesGruppen is still mainly associated with grocery retail, but now operates across several business areas and should increasingly be seen as a broader trading company.
That diversification also extended to service retail. NorgesGruppen Servicehandel signed a new ten-year agreement with Certas to run shops and car-wash services at more than 100 Esso stations in Norway. The group also increased its ownership stake in Kaffebrenneriet to 90 percent.
Investments, jobs and sustainability remain central to growth
NorgesGruppen invested around NOK 4.5 billion (€402 million) in 2025, including more than NOK 1 billion (€89 million) in new stores, as well as upgrades to existing shops, logistics systems, technology and fossil-free transport.
The group said it had more than 46,000 employees and over 2,100 stores in Norway, including independently operated merchant-owned businesses. Around 8.5 million customers shop weekly in its grocery stores.
It also highlighted sustainability indicators. The company said food waste had been reduced by 63 percent since 2015, while total CO₂ emissions from its own operations (Scope 1 and 2) were down 37.9 percent compared with 2019.
Why NorgesGruppen’s results matter in Norway’s food-price debate
The results are likely to attract attention in Norway, where food prices and supermarket concentration remain politically sensitive issues. NorgesGruppen is already the country’s largest grocery player, and stronger sales at KIWI underline how discount formats continue to perform well while households remain under pressure.
At the same time, the decline in margins gives the company an argument that revenue growth does not automatically translate into sharply higher profitability. That tension is likely to remain central in the Norwegian debate over grocery prices, competition and market power.
For Nordisk readers, the results also show a broader Nordic trend: major retail groups are expanding beyond traditional supermarket formats, while using scale, automation and loyalty schemes to defend market share in a more expensive consumer environment.
