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KRNYSE SEC EDGAR

KROGER CO

Retail-Grocery Stores·CINCINNATI, OH·FY end 01/31·CIK 56873
OverviewFinancialsCompensationGovernanceInsidersFilings

Board of Directors

10 members · 9 independent · FY 2024
DirectorRoleTenureAgeCommitteesIndep.Annual fees
Nora A. AufreiterDirector10y65FinancePublic Responsibilities
Kevin M. BrownDirector3y62CompPublic Responsibilities
Elaine L. ChaoDirector3y72NCGPublic Responsibilities
Anne GatesDirector9y65AuditNCG
Karen M. HoguetDirector5y68AuditFinance
Clyde R. MooreDirector27y71CompNCG
Ronald L. SargentCEO and Director18y69$378,815
J. Amanda SourryDirector3y61CompFinance
Mark S. SuttonLead Independent Director7y63CompNCG$302,952
Ashok VemuriDirector5y57AuditFinance$312,892

Risk-factor diff

FY 2026 10-K vs. FY 2025
+19 new17 removed

Net-new paragraphs in the most recent 10-K's Item 1A. Companies rarely add risk language without a real reason — additions here are often a leading signal of management concerns.

NEW · FY 2026

We are continuing to enhance our connection with our customers with investments in our top priorities – Fresh,

NEW · FY 2026

, Personalization and eCommerce. Each of these strategies is designed to better serve our customers and to generate customer loyalty and sustainable growth momentum. We believe that continuing to focus on these top priorities will enable us to meet the wide-ranging needs and expectations of our customers. If we are unable to continue to enhance the key elements of our connection with customers, or if we fail to strengthen customer loyalty, our ability to compete and our financial condition, results of operations or cash flows could be adversely affected. Our ecosystem monetizes the traffic and…

NEW · FY 2026

In addition, evolving customer preferences and the advancement of online, delivery, ship to home and mobile channels in our industry have increased competition in our environment. We must anticipate and meet these evolving customer preferences and continue to implement technology, software and processes to be able to conveniently and cost-effectively fulfill customer orders. Providing flexible fulfillment options and implementing new technology is complex and may not meet customer preferences. If we are not successful in reducing or offsetting the cost of fulfilling orders outside of our in-st…

NEW · FY 2026

The emergence of artificial intelligence-powered agentic shopping tools, in which AI agents autonomously research, compare and purchase products on behalf of consumers could further disrupt traditional grocery retail. If customers increasingly delegate purchasing decisions to AI agents that prioritize price, speed or other factors over retailer preference or brand loyalty, we could become disintermediated from the customer relationship. This could result in reduced visibility into customer behavior, increased margin pressure and a weakened ability to influence purchasing decisions. Our failure…

NEW · FY 2026

Customers count on Kroger to provide them with safe food, drugs and other merchandise. Concerns regarding the safety of the products that we sell could cause shoppers to avoid purchasing certain products from us or to seek alternative sources of supply, even if the basis for the concern is outside of our control. Any lost confidence on the part of our customers would be difficult and costly to reestablish. We could be adversely affected by personal injury or product liability claims, product recalls, or other health and safety issues, which occur from time to time. If we sell products that cau…

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Policies & disclosures

Clawback, anti-hedging, stock ownership, and related-party policies will populate from extracted proxy sections.