Our history

Here are the key moments in Colruyt Group's story. They brought us to where we are today. 


After more than 28 years as CEO, Jef Colruyt hands over the day-to-day management of Colruyt Group to new CEO Stefan Goethaert. As chairman of the Board of Directors, Jef remains closely involved in the group's future.

Jef Colruyt
Words from former CEO Jef Colruyt that help us appreciate our history.
You have to know where you come from to understand where you're going.


By launching the Eco-score, which simply indicates the environmental impact of products, Colruyt Group, together with its employees and customers, wants to contribute step by step to a better environment and make more conscious consumption possible. 


The group presents Colruyt Group Academy, a place for customers and workers for all kinds of inspiring activities, from training courses and lectures to cooking workshops and birthday parties.

In this way, the company wants to give further substance to its intention to use the economic impulse of its entrepreneurship to set a positive spiral in motion at an ecological and social level.


With the company's growth and its further diversification, the need for a group level arises. 

Colruyt Group stands for the solidarity of all formulas and the family values that our brands have in common.


Aware that Colruyt's growth cannot continue indefinitely, Jef Colruyt focuses on the development of formulas such as Okay and Bio-Planet and he invests in non-food with Dreamland and Dreambaby.

 In 1996, Colruyt crosses the border into France for the first time and, with the take-over of Spar in 2003, the company returned to its B2B roots.


By signing the Green Line Charter, Colruyt's management and workers are committed to the environment. Based on the conviction and the conclusion that ecology and economy go hand in hand. This was followed in 1999 by the construction of the first wind turbine in Halle, a milestone in the further evolution towards the well thought-out sustainability policy that sets the company apart today. 



Aldi's successful entry to the market, combined with heavy investments and many new hirings (necessary to support growth), bring Colruyt to the brink of bankruptcy. By focusing on work simplification, craftsmanship and its lowest price policy, the company recovered. From then on the company has only known growth.

Eerste eigen supermarkt Discount


In 1964, Jo opens his first own supermarket, where he offered all known brands 10% cheaper and got rid of all superfluous infrastructure. After all, he has no money to advertise and competition is stiff. This is the start of the Discount, with the lowest prices for consumers. 

Jo Colruyt probeert zelfstandige winkeliers te overtuigen van het Amerikaanse model met zelfbediening en begeleidt hen in de omschakeling.


Jo Colruyt tries to convince independent shop owners of the American 'supermarket' model, with self-service, and guides them in the change-over. The first Super Boni opens in 1958.



Franz' Boni stamps become a successful loyalty programme. In 1953, the first Boni stores open.

Tijdens de oorlogsjaren


During the war years, things are difficult. Together with his workers, Franz invests in efficiency. In 1948 he sends his son Jo to follow a "work simplification" course (organised by the American army), which is still a key word in the company's approach today.

Franz Colruyt


Baker Franz Colruyt first supplies bread, and spices and coffee later on, to grocers around Lembeek. In 1928, he establishes a colonial wholesale goods business.

Mission & values

Colruyt Group is a family business with a strong identity. This translates into our mission statement and nine key values.

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