Geo Chapter meeting Amsterdam May 2013

1. Geo Chapter meeting Amsterdam May 2013

2. Introducing Ahold; The Corporate Structure… Supervisory Board Selection & Appointment Committee Audit Committee Remuneration Committee Corporate Executive Board D. Boer(CEO) J. Carr (CFO), & L. Hijmans van den Bergh (CCGC) Sander vd Laan (COO) J. McCann (COO) Corporate Center 200 Employees Ahold USA Operations Ahold Europe Operations Tax Fin. Comm Audit HR Legal C&B MD

3. In Perspective Corporate Center & Management Layers 5,000 employees Ahold USA approx. 115,000 employees Ahold Europe approx. 95,000 employees Giant Carlisle Albert Heijn Ahold Central Europe Stop & Shop NE Etos Gall & Gall Albert Bol.com Stop & Shop Metro NY Giant Landover

4. (Retention) Risk Paradox(financial driven approach vs development driven approach) • Reducing the overall risk as a results of talent leaving thru probability axis: • Increase effectiveness of pay/benefits High Reduces Risk • Reducing the overall risk as a result of talents leaving thru impact axis: • Inspiring leadership • Successful succession planning • Training • Clear career opportunities • Mentor programs Probability = C&B Impact = MD & Succession Planning High Low Reduces Risk

5. The Deal • Total Rewards Strategy • Pay: • Base Salary • Short-Term Incentive • Mid-Term Incentive • Long-Term Incentive Attracts • Benefits • Pension • Car allowance • Health Insurance etc. Retains • Work • Environment • Building • Supporting Systems • Culture • Supervisor • etc. • Learning • and Development • Education • Training (on the job) • Career perspective • Mentor programs etc.

6. The pay component Compensation for: • Three components: • Multiyear Incentive • Equity • Annual Incentive • Cash • Base Salary Variable Short Long 0 • Value creation • (Out)Performance Fixed • Doing your job

7. Long-term Incentive Equity Component Design Objectives • Motivate / retain participants • Reinforce alignment with shareholder interests and identification with Ahold • Simple / easy to understand / administer • Defendable publicly / Tabaksblat • No particularly negative tax consequences (company or participant) • More in line with market practice • Overall, the Long-Term Incentive Program should: • Be regarded as a meaningful component of Total Direct Compensation • Restore credibility of Long-term Incentive component as a pay component • Make it possible for Ahold to attract and retain the best available talent • Create corporate glue

8. Historical Share Price Development

9. Global Reward Opportunity 2006 - 2012 Package Base salary € 600,000 GRO grant : 150% • Target grant value: € 900,000 • Prior year bonus multiplier: example multiple = 1.20 • Actual grant value: 1.20 x € 900,000 = € 1,080,000 • Assumed share price: € 10.00 • 5. # of shares to be granted: €1,080,000 / € 10.00 = 108,000 • 6. 50% of the shares granted thru: • the 3-years conditional component • and 50% through the TSR component 3-year component: # of shares granted: 54,000 Conditional:Waiting period of 3 years Vesting condition: employment only T=5 Grant Date T=3 5-year, TSR component: # of Shares: 54,000 The number of performance shares that will vest is determined by a TSR performance-ranking and the pay out curve. Holding period for all shares is five years after date of grant

10. Historical overview Credibility Effectiveness 2005 2006 2009 2011 2012 2013 Redesign Pay Component: benchmarking top structure New STI (AIP) New LTI (GRO) Approval In AGM for new Pay Policy CEB Roll out AIP Roll out Gro First vesting of GRO shares GRO wins ‘best plan effective-ness’ award (GEO Paris) Completion first full GRO cycle Ahold ranks first in the RTSR Peer group resulting in a 150% vesting Transfer to MSSB as administrator GRO Assessment of appropriateness design of variable pay components Increase effectiveness by better communication Education Simplicity & transparency. Approval in AGM for ‘simplified’ GRO design Roll out of the new design. New website, new logo, explanatory video • Assessment of appropriateness design of variable pay components (in light of development in market and new strategy) • Evaluation remuneration policy of CEB and rest of population • Delinking AIP from Gro and grant at target (multiplier at 1x) • Reduce performance period TSR component from five to three years • Rescind matching share feature • Communication • Development of AIP Performance tracker report in close cooperation with finance (please be referred to documents attached) • Gro revitalization project • Education • ELM modules on GRO and The Deal • Periodic education sessions with European/CC Reward teams • Simplicity • Evaluate pay policies (effectiveness current policies, gap analyses, close the gap strategy) • Align pay policies where possible • Tailor expat policy to new strategy (local plus, short-term exchange etc.)

11. Global Reward Opportunity 2013 - Package Base salary € 600,000 Conditional share grant: 50% Performance share grant: 100% • Target grant value: € 300,000 • Prior year bonus multiplier: example multiple = 1.20 • Actual grant value: 1.20 x € 300,000 = € 360,000 • Assumed share price: € 10.00 • 5. # of shares to be granted: €360,000 / € 10.00 = 36,000 3-year component: # of shares granted: 36,000 Conditional:Waiting period of 3 years No change Vesting condition: employment only T=5 Grant Date T=3 • Target grant value: € 600,000 • 2. Assumed share price: € 10.00 • 3. # of shares to be granted: € 600,000 / € 10.00 = 60,000 3-year, RoC: # of Shares: 30,000 3-year, TSR component: # of Shares: 30,000 Biggest change No performance hurdle at grant, 50% TSR and 50% RoC hurdle at vesting.

12. Historical Share Price Development

13. Value delivered through the GRO Program

14. Recent trends on equity programs • Design • Employee share purchase programs • Performance share plans • Financial education • Responsibility Employer vs employee • Financial Planning • Communication • Less technical, more emphasis on intention, objectives • Simplicity • http://www.gro-ahold.com • https://www.youtube.com/watch?feature=player_embedded&v=zUuXBiDrAzY