Identity and headquarters
Eroski, S. Coop. is a Spanish cooperative distributing goods and services, incorporated on 11 August 1969 and registered at Barrio San Agustín, s/n, Elorrio, Bizkaia. It is the parent of the consolidated group covered here. Group figures include subsidiaries and complementary businesses; they cover more than Eroski-branded stores and must not be added again to Caprabo or Vegalsa figures. Eroski: 2025 consolidated accounts, p. 15.
Origins and transformation
The business originated in the union of seven consumer cooperatives. Worker-members became co-owners in 1980. Subsequent development combined retail expansion, regional banners and a lengthy deleveraging process. The 2025 corporate report acknowledges the financial sacrifices required of members in 2013–2014 and 2019, and reports that individualised negative returns were offset during 2025. These events are part of the cooperative’s history alongside the growth of its store network. Eroski: 2025 sustainability statement, p. 38; Eroski: 2025 corporate report, p. 4.
Cooperative ownership and subsidiary control
The General Assembly is the highest decision-making body. The Governing Council has twelve members, split equally between consumer-members and worker-members. This governance structure does not make every loyalty-programme customer a worker-owner. Cooperative membership must also be distinguished from equity holdings in subsidiaries. Eroski: 2025 sustainability statement, p. 17; Eroski: 2025 sustainability statement, p. 18.
Eroski fully consolidates the Supratuc2020 and Vegalsa subgroups despite holding 50% of each. The accounts explain control through the direction of relevant activities and the casting vote of the chair appointed by Eroski. Their revenue is therefore not automatically halved in the consolidated accounts; non-controlling interests are shown separately. Eroski: 2025 consolidated accounts, p. 19; Eroski: 2025 consolidated accounts, p. 20.
Current governance and leadership
At the review date, Maite Legarra chairs the Governing Council following Leire Mugerza’s succession at the May 2026 Assembly. Rosa Carabel is the group’s CEO. Cooperative chairmanship and executive management are separate functions; the membership shown in the 2025 report predates that succession. Eroski: May 2026 General Assembly, p. 2; Eroski: current corporate governance.
Business, banners and retail proposition
Food retail is the core business, spanning hypermarkets, supermarkets, neighbourhood stores, franchises and online shopping. Banners include Eroski Center, Eroski city, Caprabo, Familia, Aliprox, Onda and Rapid; Cash Record serves hospitality and retail businesses. Forum Sport and Dooers cover sports and fashion. The assortment combines manufacturer brands, private labels and local products. At the 2025 year-end the portfolio also included petrol stations, optical outlets and complementary services. Eroski: 2025 sustainability statement, p. 46; Eroski: 2025 sustainability statement, p. 47.
Store network and geography
At 31 January 2026 the report counts 1,490 physical outlets: 876 company-operated and 614 franchised. These comprise 36 hypermarkets, 1,335 supermarkets, 14 cash-and-carry stores, 40 petrol stations and 65 leisure and sports stores. The commercial figure of 1,508 adds eleven optical outlets and seven online stores. The optical outlets sit within hypermarkets; neither these nor an online store should be treated as an additional standalone building. Eroski: 2025 sustainability statement, p. 46; Eroski: 2025 sustainability statement, p. 47; Eroski: FY2025 results presentation, p. 11.
The network is concentrated in northern Spain: the geographical table includes 343 outlets in the Basque Country, 282 in Catalonia, 254 in Galicia and 184 in the Balearic Islands. It also identifies six franchises in Andorra and five in Gibraltar. This retail presence outside Spain does not imply an international directly employed workforce: the workforce report places the employing entities under Spanish labour rules. Eroski: 2025 sustainability statement, p. 48; Eroski: 2025 sustainability statement, p. 153.
FY2025 figures and comparability
The latest complete financial year available is FY2025, ended 31 January 2026. Consolidated ordinary revenue was €5,727.121 million: €5,486.925 million from sales and €240.196 million from services. Services include promotional contributions, rentals, delivery and other management services. This total excludes €19.365 million of other income and €0.652 million of capitalised work. The publicised commercial figure of €6,081 million uses another presentation; it neither replaces nor adds to this accounting breakdown. Eroski: 2025 consolidated accounts, p. 10; Eroski: 2025 consolidated accounts, p. 107; Eroski: 2025 sustainability statement, p. 39; Eroski: petrol-station sale agreement, June 2026.
Profit before financing items and tax was €252.290 million. Total profit for the year was €47.095 million, but the parent-attributable result was a €5.424 million loss; non-controlling interests accounted for €52.519 million of profit. Treating all group profit as the cooperative’s own result would conceal this distinction. Eroski: 2025 consolidated accounts, p. 10.
Refinancing and financial development
During FY2025 Eroski replaced its previous bond with a €500 million nominal issue bearing 5.75%, compared with 10.625% previously. It also cancelled bank liabilities and Eroski subordinated obligations (OSE). The accounts explain that the cancellations adversely affected the year’s financial result while reducing future interest exposure. Refinancing does not mean debt has disappeared, and FY2026 developments remain separate from the completed FY2025 accounts. Eroski: 2025 consolidated accounts, p. 101; Eroski: 2025 consolidated accounts, p. 102.
Petrol stations: 2026 agreement and clearance
On 26 June 2026 Eroski announced an agreement to sell its 40 petrol stations to Petroprix, with completion expected by year-end subject to conditions. The CNMC cleared the transaction on 1 October 2026. Agreement and regulatory clearance are separate milestones. The reviewed sources do not establish completion before 8 November 2026, so the stations remain in this profile’s historical FY2025 scope. Eroski: petrol-station sale agreement, June 2026; CNMC: Petroprix/Eroski clearance, October 2026, p. 1.
Innovation and retail operations
The report states that 35 stores were upgraded during 2025 and 78% of the network followed the new-generation retail model. It combines personal assistance, fresh and local products and efficiency measures. The corporate report dates the marketplace launch to September 2025 and describes analytics and artificial intelligence for demand, promotions and logistics. These are reported commercial applications, not in themselves evidence of improved occupational safety. Eroski: 2025 sustainability statement, p. 47; Eroski: 2025 corporate report, p. 3; Eroski: 2025 corporate report, p. 6.
Workforce and worker-members
The reporting workforce numbered 28,203 at the FY2025 year-end: 8,336 worker-members and 19,867 people covered by collective agreements. The annual average was 28,672 people. These are headcounts, not full-time equivalents. A further 73 agency workers are classified as non-employee own workers, outside that employee headcount. Franchise staff and other value-chain workers must not automatically be added to these totals. Eroski: 2025 sustainability statement, p. 151; Eroski: 2025 sustainability statement, p. 171; Eroski: 2025 sustainability statement, p. 173.
How prevention is organised
Eroski operates a joint in-house prevention service for its companies, covering occupational safety, industrial hygiene, ergonomics and applied psychosociology. Health surveillance is contracted externally. The report describes scheduled inspections, internal audits and external audits every four years. It reports management-system coverage of 100% of its own workers, measured as people; that coverage is not a claim of ISO 45001 certification. Eroski: 2025 sustainability statement, p. 156; Eroski: 2025 sustainability statement, p. 164; Eroski: 2025 sustainability statement, p. 177.
Store and logistics risks
Ergonomic assessments, health surveillance and accident investigations identify particularly exposed groups in food and fruit order picking at logistics sites and in store fruit and fish departments. Reported measures include adjusting working heights and reach, automating processes and providing mechanical aids. Preventive physiotherapy using the David method and Ergoactiv programmes complement these measures. Their value should be assessed alongside task design and outcomes, rather than simply the availability of treatment. Eroski: 2025 sustainability statement, p. 152; Eroski: 2025 sustainability statement, p. 153.
Injuries, rates and reporting limits
The 2025 table records 933 accidents among women and 396 among men, summing its reported lost-time categories. Frequency rates are respectively 27.20 and 33.72 lost-time accidents per million hours worked, compared with 24.66 and 32.31 in 2024. Frequency increased in both groups, although severity fell to 1.03 and 0.82 lost days per thousand hours. The report records 39 occupational illnesses among women and three among men. Eroski: 2025 sustainability statement, p. 177.
The row for work-related deaths contains dashes, which are not converted here into an explicit zero. The report also uses the S1-14 phase-in for information on non-employee workers. It provides no equivalent contractor or franchise breakdown that would justify extending these rates to those populations. These limits matter alongside the stated system coverage. Eroski: 2025 sustainability statement, p. 17; Eroski: 2025 sustainability statement, p. 177.
Wellbeing, work organisation and complaints
Reported measures include a five-day week in northern-area stores, digital disconnection and Stimulus psychological support for workers and their families. These have specific scopes and do not guarantee freedom from psychosocial risks. In 2025 there were 43 internal workplace communications, including twelve harassment reports. The organisation confirmed three harassment cases and involved its investigation committee. It states that no fines, penalties or damages arising from these complaints were paid during the period; that does not mean the cases did not exist. Eroski: 2025 sustainability statement, p. 152; Eroski: 2025 sustainability statement, p. 164; Eroski: 2025 sustainability statement, p. 182.
Environmental footprint and boundary
The 2025 inventory uses operational control, counting the emissions of consolidated entities regardless of equity percentage. It reports 52,690 tonnes of CO₂ equivalent for Scope 1, 112,514 for market-based Scope 2 and 116,004 for location-based Scope 2. The two Scope 2 measures are alternatives and must not be added. Market-based Scope 3 emissions total 5,887,604 tonnes, covering categories including purchases, transport, use of sold products and franchises. Eroski: 2025 sustainability statement, p. 109; Eroski: 2025 sustainability statement, p. 114; Eroski: 2025 sustainability statement, p. 115.
Packaging, waste and unmet targets
The report acknowledges missing two packaging targets for 2025: conventional plastic in private-label packaging fell by 15% against a 20% target from the 2018 baseline, while recyclability reached 77.8% against the planned 100%. It also records 41,935 tonnes of directly managed waste. These figures show progress and remaining gaps without treating 2030 commitments as completed results. Eroski: 2025 sustainability statement, p. 139; Eroski: 2025 sustainability statement, p. 144.
Competition: complaint and closure
Eroski was among the chains named by FACUA in a complaint about private-label UHT milk prices. On 11 June 2025 the CNMC decided not to open sanction proceedings and closed case S/0002/25 for insufficient evidence of an infringement. It explained that parallel pricing could reflect competition in a transparent market. This closed case must not be described as a fine or proven collusion. CNMC: closure of the private-label UHT milk case, June 2025, p. 6; CNMC: closure of the private-label UHT milk case, June 2025, p. 10.
Frequently asked questions
Is Eroski a cooperative or a supermarket chain?
Both: Eroski, S. Coop. is the cooperative parent of a retail group. Its stores operate through several banners and companies, some with outside equity partners. [1] · [2] · [3]
Are all workers owners?
No. At 31 January 2026 the 28,203-person workforce included 8,336 worker-members and 19,867 people covered by collective agreements. The 73 agency workers are reported separately. [1] · [2] · [3]
Which figure is used to measure revenue?
FY2025 consolidated ordinary revenue of €5,727.121 million, comprising sales and services. Other income, capitalised work and separate revenue of already consolidated subsidiaries are not added. [1] · [2] · [3]
Had the petrol-station sale completed?
The reviewed sources establish the June agreement and CNMC clearance on 1 October 2026. They do not establish completion before 8 November; the company had expected year-end completion subject to conditions. [1] · [2] · [3]
What specific prevention measures does Eroski report?
A joint in-house prevention service, external health surveillance, adjustments to working heights and reach, mechanical aids, accident investigations and musculoskeletal-health programmes. The 100% coverage figure does not itself establish ISO 45001 certification. [1] · [2] · [3] · [4]
Did all injury indicators improve in FY2025?
No. Frequency rose from 24.66 to 27.20 among women and from 32.31 to 33.72 among men, while severity fell. Dashes in the deaths row are not treated as an explicit zero. [1] · [2]
