The EROSKI Group closed the accounts for the financial year 2025, as of 31 January 2026, with a turnover of 6,081 million euros, consolidating the evolution of its activity in the financial year. In operational terms, the Group maintained a positive evolution, with an operating profit of 252 million euros, 3.1% higher than the previous year, consolidating the progressive improvement of ordinary activity.

Pre-tax results amounted to€85 million, 33.1% lower than in the previous year. After applying an expenditure of 38 million euros in Corporation Tax, the net positive result stands at €47 million, as a result of the non-recurring financial expenditure associated with the financial reorganisation process undertaken during the financial year.

This process has meant the definitive normalization of the financial structure of the Group, allowing to simplify the debt, improve the maturity profile and reduce its cost, which will generate savings and stability in the short, medium and long term.

This performance reflects EROSKI’s ability to sustain its profitability by relying on improved efficiency, cost control and reinforcement of its business proposition.

“2025 marks a turning point in EROSKI’s trajectory. We close a demanding cycle and do it with a solid business, a standardized financial base and the confidence to tackle a new stage of growth, always faithful to our cooperative model and our commitment to people.” Comment on comment Rosa Carabel, CEO of Grupo EROSKI. “In a still complex context for many families, we have reinforced our role as a savings agent, transferring more than 435 million euros to our customers, which reflects our vocation to accompany them with a close, competitive and reliable proposal.” It concludes.

 

Operational results

The performance of the business has allowed to maintain the positive evolution of the main indicators. EBITDA has reached 340 million euros, the highest level in the last decade.

These results reflect the strength of the Group’s activity in a demanding and competitive consumer environment.

 

A key exercise: completion of the management of the financial structure

The 2025 financial year was marked by the closure of the Group’s financial reorganisation process, which has made it possible to reorder and definitively normalise its financial structure after years of deleveraging.

The operation has led to a significant improvement in the debt profile, with more balanced maturities and a lower financial cost, reinforcing the stability of the Group and its ability to face the future more robustly.

This operation has been supported by top-tier financial institutions, both national and international, as well as institutional support, reflecting confidence in the soundness of the EROSKI project and its cooperative model. Entities such as Kutxabank, Empleo Kutxa, BBVA, Santander, CaixaBank, Rabobank, Intesa Sanpaolo and Deutsche Bank, among others, have participated along with the Basque Institute of Finance and the ICO. Also, and in line with this process, the European Investment Bank (EIB) has recently joined the Group’s financing, strengthening institutional support for the project and its alignment with long-term strategic objectives, consolidating a more efficient and stable financial structure.

This milestone marks the beginning of a new stage for EROSKI, which leaves behind a cycle of financial transformation to focus on growth and improving its competitiveness.

“The refinancing process completed in 2025 has made it possible to simplify our financial structure, improve the maturity profile and reduce the cost of debt, reinforcing the Group’s long-term stability. This progress is part of the financial discipline strategy that we have been developing in recent years and places us in a stronger position to face the future and support the development of the business josu Mugarra, financial director of Grupo EROSKI, stands out.

 

Business improvement in a demanding environment

In a context of more prudent consumption and with high sensitivity to price, EROSKI has continued to strengthen its commercial proposal focused on savings, quality and local product.

The Group has maintained a positive evolution of its activity thanks to:

• An active policy of containment and reduction of prices
• The promotion of its own brand as a lever of competitiveness
• The reinforcement of the assortment of frescoes and proximity product
• The development of the relationship model with the consumer through the EROSKI Club
• A selective and sustainable growth strategy

During 2025, EROSKI has continued to develop its commercial network and omnichannel model, reaching more than 1,500 establishments between physical and online stores, and consolidating its presence in the territories where it operates.

 

Generation of value and commitment to the environment

Faithful to its cooperative model, EROSKI has continued to generate economic and social value in its environment, with initiatives aimed at supporting families, the local productive fabric and society as a whole.

Among the main indicators of the exercise are:

• 435 million euros transferred to customers in savings
• Collaboration with more than 2,300 local producers
• 4,500 hours of sustainability training given to about 400 suppliers within its Value Chain Accompaniment Program
• More than 25 million euros destined for social purposes
• More than 28,200 employees, of whom 8,336 are working partners
• More than 298,000 hours of training aimed at the professional development of its teams

The Group has continued to strengthen its commitment to people through its cooperative model, promoting the employment, training and professional development of its teams, while maintaining its contribution to the environment through savings to families, support to the local productive fabric and collaboration with social entities.

“These results reflect our business model and how we understand our responsibility. At EROSKI we work from five clear commitments with consumers: to offer them savings and good quality, promote a healthy diet, boost the local product, act with social responsibility and move towards an increasingly sustainable model. All this is possible thanks to the commitment of the people, the Group’s main asset and protagonists of a trajectory marked by resilience and transformation. It is these principles that guide our daily activity and translate into a real impact on our environment.” Rosa Carabel, CEO of the EROSKI Group, concludes.

 

Perspectives

After completing its financial structure management process and consolidating its operational performance, EROSKI faces a new stage with a stronger and more stable financial position.

This new phase is part of the development of the Group’s strategic plan, aimed at growing, strengthening competitiveness, advancing its technological transformation and optimizing its operations, as well as consolidating a business model focused on the consumer, the working person, savings and proximity.

In this context, the cooperative faces the next exercises with a clear roadmap, focused on promoting innovation, omnichannel and selective growth of its commercial network, while reinforcing its value proposition to adapt to the new needs of consumers.

All this from a long-term vision, supported by a more efficient financial structure and a cooperative model that combines competitiveness, sustainability and commitment to the environment.