For weeks, rumors circulated on the fact that Carrefour was ready to leave Italy, ending its long presence in our country. Now the news is official: To detect the Italian activities of the French chain is the Italian group Newprinces, led by the Mastroia family. But it is not just a change of ownership, this operation opens a new phase for Italian retail, between relaunches, maxi-investigations and unknowns on the employment front
The scope of the acquisition is imposing. Newprinces will manage 1,188 points of sale in different regions of Italy (in particular Piedmont, Lombardy, Liguria, Emilia-Romagna, Lazio and Tuscany): 41 hypermarkets, 315 supermarkets, 820 minimarkets and 12 cash & carry.
The overall value of the operation (Enterprise Value) is 1 billion euros, but the equity value – the net value of the shares – is symbolically set at 1 euro, confirming the economic difficulties in which the Italian branch of the French group was paid.
A historical brand that many remember returns
Under the guidance of Newprinces, one of the key goals will be the relaunch of the GS brand, historic brand of the Italian large -scale distribution, disappeared over the years under the aegis Carrefour. The intention is to report a family name for many consumers, supporting it to a profound modernization of the stores and a new strategic and commercial positioning.
With this move, Newprinces performs an impressive dimensional leap. The group, which today invoices around 750 million euros, aims to exceed 7 billion by 2027
Trade union concerns and the relaunch plan
Despite the optimism expressed by Angelo Mastrolia, president of Newprinces, The transfer of ownership also raises employment fears, especially in the light of the decrease in turnover recorded by Carrefour Italia in 2024 and the economic context defined by the same French group as “particularly difficult and competitive”.
For this reason, the agreement provides for a 437.5 million euro relaunch plan: 237.5 million will be allocated by Carrefour as a one -off contribution and 200 million will be invested directly by Newprinces.
The funds will be destined not only to renewal of the shops, but also to strengthening of logisticswith an integration of the fleet of over 600 refrigerated vehicles for the distribution of fresh products, and the strengthening of home delivery channels and for the Horeca sector (hotels, catering, catering).
According to Mastroly, the acquisition represents “A fundamental stop in the growth trajectory of our group“And a decisive step towards”vertical integration between production and distribution“. A strategy that aims to generate value along the entire food supply chain, optimizing costs, times and logistics.
An ambitious bet, therefore, which combines industrial vision and social responsibility. But the success of the relaunch will depend on the Newprinces’ ability to combine efficiency and employment protection, enhancing a strategic network without losing sight of the people who are the engine.
