As Romania’s retail sector navigates economic uncertainty, evolving consumer expectations and accelerating digital transformation, Kaufland Romania remains focused on responsible growth, affordability and long-term value creation. In 2026, the company continues to invest in its store network, strengthen partnerships with local producers, expand its assortment and advance its sustainability agenda, while adapting to increasingly price-conscious consumers.
In this interview with The Diplomat-Bucharest, Valer Hancas, Corporate Affais & Communication Director, Kaufland Romania discusses the key trends shaping the retail market, the impact of inflation on shopping behaviour, the role of artificial intelligence in transforming retail operations, and the opportunities and challenges ahead. Looking towards 2030, the company outlines its vision for a more connected, efficient and sustainable retail ecosystem, built around customer needs, technological innovation and stronger local communities.
How would you describe 2026 for Kaufland Romania so far?
I would describe 2026 as a year of continuity, consolidation and responsible growth. Our strategy does not change from one year to the next. We adjust the pace and optimize our tools, but the direction remains the same. Alongside the expansion of our store network, our priorities have focused on three main areas: prices and promotions, assortment development and sustainability.
The first area is prices and promotions. At a time when customers are paying close attention to their budgets, we have introduced concrete measures. For example, we offered discounts of up to 40% on more than 500 frequently purchased products for almost four months.
In the same spirit, Kaufland Card XTRA provides customers with additional benefits, including discount coupons, personalized offers and points earned with every transaction, which can unlock products priced at RON 0.01 in the app. The list of available products is updated regularly. We also ran our Summer Black Friday promotion, with discounts of up to 70% on more than 190 items.
The second area is our assortment. We continue to develop our regional sourcing program, which has simplified access to our shelves for local producers through flexible listing, direct deliveries to stores and dedicated buyers. Since the program was launched, we have listed over 800 new products from more than 130 local producers.
At the same time, we are adapting our offer to changing consumer trends. We have expanded our range of personal care, household and beauty products, developed seasonal categories such as our flower selection in February and March, and introduced dedicated concepts such as the Parkside shop-in-shop and our recent partnership with the Finnish brand Fiskars.
The third area is sustainability. We continue to invest in green energy and energy-efficient solutions, while expanding our e-charging network and packaging collection infrastructure for customers. Over the year, we doubled the value of the deposit for several times, refunded to encourage customers to return more packaging through Romania’s Deposit Return System. For us, sustainability is not separate from the business; it is an integral part of how we build for the long term.
All these areas share the same common denominator: responsible growth. We aim to remain relevant to our customers, become more efficient as a business and generate added value for the local economy.
What are the biggest changes you are seeing in Romanian consumers’ shopping behaviour this year?
Romanian consumers have become more calculated, selective and attentive to the value of the products they add to their baskets. Price remains extremely important: according to YouGov data, 67% of Romanians say they have felt the impact of rising prices, while almost half actively look for promotions and special offers.
At the same time, greater price sensitivity does not mean lower expectations. Consumers continue to look for quality, freshness, traceability and a convenient shopping experience. They are making more pragmatic decisions and assessing more carefully whether a product offers genuine value for money.
For retailers, the challenge is therefore to deliver affordability and quality at the same time, while making the shopping experience simpler and more relevant. At Kaufland, this means protecting the cost of the shopping basket as much as possible, offering relevant promotions and personalized benefits through Kaufland Card XTRA, and continuing to invest in the quality and diversity of our assortment.
How much has inflation changed the way Romanians shop?
Inflation has made Romanian consumers more cautious and pragmatic. They plan their purchases more carefully, compare prices, look more actively for promotions and pay closer attention to the value they receive for every leu spent. At the same time, they are not willing to compromise on quality, freshness or the overall shopping experience.
At Kaufland, our priority has been to protect the cost of the shopping basket as much as possible. Through our marketing savings initiatives, we offered discounts of up to 40% on more than 500 frequently purchased products for almost four months. We also support customers through Kaufland Card XTRA, which provides discount coupons, personalised offers and loyalty points earned with every transaction.
Inflation has therefore changed not only how much people spend, but also how carefully they choose what, when and where to buy.
How much room for physical expansion do you still see in Romania?
We continue to see significant room for physical expansion in Romania. Kaufland is already present in every county, both in major urban centres and in developing communities, but we still see opportunities to bring our stores closer to more customers.
In August 2026, we reached the milestone of 200 stores nationwide and marked it through our “200 Stores, 200 Good Neighbours” campaign. The initiative reflects how we approach expansion: each store becomes part of its community and contributes through local investment, job creation and opportunities for regional suppliers.
In 2026, we are maintaining a steady pace, with at least ten new openings. We continue to use flexible formats, including standalone stores, locations integrated into retail developments and spaces adapted to the needs of each community. By 2030, we aim to reach 250 hypermarkets across Romania and the Republic of Moldova.
How is AI changing the way Kaufland operates — and where do you see its biggest potential?
AI is already helping us make retail operations more efficient and responsive. Its potential is particularly relevant in areas such as demand forecasting, supply chain and inventory planning, where better use of data can improve product availability, reduce waste and help teams respond more quickly to changes in demand.
We also see significant potential in the customer experience. Today, customers expect simplicity, greater autonomy and more relevant interactions. Kaufland Card XTRA already brings together personalised coupons, promotions, digital catalogues, shopping lists, purchase history and loyalty benefits in one place. AI can help us make these interactions increasingly relevant, based on customers’ needs and shopping preferences.
This digital experience extends into our stores through self-checkout solutions and K-Scan, which allow customers to scan products as they shop and complete their purchases more quickly. The aim is to create a seamless connection between the physical and digital shopping experience.
AI can also support our sustainability objectives. Combined with connected technologies and smart data analysis, it can help optimise energy consumption and improve the use of resources across our stores.
However, we see AI as a tool that supports people, not one that replaces them. It can simplify routine processes, improve decision-making and give our teams more time to focus on what matters most: our customers. Its biggest potential lies in connecting operational efficiency, personalisation and sustainability within one integrated retail experience.
What could derail Kaufland’s growth strategy over the next 12–24 months?
The main risk would be to allow short-term economic pressures to disrupt the balance between affordability for customers and the investments required for long-term growth. Customers remain highly attentive to their budgets, while retailers continue to face pressure from operating costs, supply-chain volatility and a rapidly changing consumer environment.
Our response is to maintain continuity and strengthen the areas that have supported our development so far. The pace may change and the tools may evolve, but our strategic direction remains consistent. Beyond the expansion of our store network, we are focused on three priorities. The first is price and promotions, with concrete measures designed to protect the affordability of the shopping basket.
The second is our assortment and the development of local partnerships. Through our regional sourcing program, we have simplified access to our shelves for local producers by introducing flexible listing, direct deliveries to stores and dedicated buyers. Since the program was launched, we have listed more than 850 new products from over 130 local suppliers across Romania, and these numbers continue to grow. We are also adapting our offer to changing consumer trends through new categories and dedicated concepts, such as the Parkside shop-in-shop and our partnership with Fiskars.
The third priority is sustainability. Kaufland Romania uses electricity exclusively from renewable sources and has invested in photovoltaic systems since 2021. Today, more than 63,000 solar panels are installed across over 100 commercial buildings. We are also expanding our e-charge network and packaging collection infrastructure.
All these priorities share the same objective: responsible growth. Our ability to remain relevant to customers, operate more efficiently and continue creating value for the local economy is what makes the strategy resilient, even in a volatile environment.
What is the biggest challenge facing Romanian retail in the second half of 2026?
The biggest challenge for Romanian retail in the second half of 2026 is maintaining affordable prices while managing cost pressures and meeting customers’ expectations for quality, freshness and convenience. Consumers remain careful with their budgets and increasingly selective about the value they receive.
For Kaufland, the priority is to protect the affordability of the shopping basket while continuing to invest in long-term efficiency. Digital solutions, stronger partnerships with local suppliers and investments in energy efficiency help us respond to these pressures and remain close to our customers.
What will Kaufland Romania look like in 2030 that is fundamentally different from the company we know today?
By 2030, Kaufland Romania will be larger, with a target of 250 hypermarkets across Romania and the Republic of Moldova, but the most important difference will not be the number of stores. It will be the way physical retail, technology and local relevance work together.
The shopping experience will become more seamless and personalized. Customers will move naturally between digital services and physical stores, with technology helping them plan purchases, access relevant benefits, find products more easily and save time. At the same time, stores will remain essential as places where customers can access freshness, variety and personal interaction.
Our assortment will also become increasingly connected to local communities. We want to create more opportunities for regional producers, adapt our offer to local needs and continue strengthening a supply chain in which Romanian partners play a central role.
Kaufland in 2030 will also use resources more efficiently. Renewable energy, smarter buildings, lower energy consumption, waste reduction and circular solutions will become even more deeply integrated into daily operations.
Ultimately, we see Kaufland evolving from a traditional retail network into a more connected ecosystem: one that brings together customers, employees, local suppliers and communities. The company will be larger, but also more relevant locally, more personalized and more efficient.