The new CEO of Lidl Cyprus discusses his priorities, as well as the successful business model built on value, innovation and sustainability.
Having recently assumed the role of CEO in Cyprus and Greece, what are your key priorities?
Taking on this role is both a great honour and a significant responsibility for me. My first priority is to ensure continuity, stability and a clear strategic direction across two markets that share common characteristics, while also having their own distinct dynamics. My objective is to further strengthen our footprint, while remaining fully committed to what we consider fundamental at Lidl: high quality, affordable prices and operational excellence. These are the core pillars that ultimately reflect our genuine respect for our customers’ household budget and everyday table.
What is your vision for Lidl Cyprus in the coming years, and what are the key strategic pillars for achieving it?
Our vision is for Lidl Cyprus to continue to serve as a benchmark in modern retail, as a responsible employer and a trusted partner to the Cypriot economy. We want to be the first choice for consumers seeking quality, transparency and smart shopping without compromise. To achieve this, we are investing in four key pillars:
Infrastructure: Over the past three years, and continuing through to 2027, we have been implementing a €40 million investment plan aimed at modernising our network and supply chain, ensuring that our growth delivers lasting value and a meaningful impact for Cyprus.
Technology: We continuously integrate new technologies across multiple levels of our operations through smart tools. From automated inventory management systems that optimise the supply chain, to self-checkout solutions and the Lidl Plus digital loyalty programme, our goal is to deliver an enhanced and increasingly personalised shopping experience.
Our people (#teamlidl): We recognise that our people are the most important pillar of our resilience and long-term development. For this reason, we invest systematically in a working environment that meaningfully recognises and rewards their contribution. In this context, we offer a highly competitive benefits package, including a 14-month salary scheme per year and vouchers with a total value of €400 for every member of our team. Furthermore, we are setting a new industry standard by establishing a minimum gross entry-level salary of €1,220 for full-time employees. This people-centric approach continues to receive international recognition, with Lidl Cyprus being certified as a Top Employer by the Top Employers Institute for the ninth consecutive year.
Sustainability: Sustainability is not a parallel chapter of our strategy; it is a structural component of it. We view it both as a responsibility and as a necessary condition for remaining resilient and relevant in the future. For us at Lidl Cyprus, sustainability means operating in a way that reduces our environmental footprint, supports society and creates long-term value. At the same time, we are building strategic and long-standing partnerships with local NGOs, such as the Cyprus Anti-Cancer Society, the Cyprus Red Cross, AKTI Project and Research Centre, Hope For Children and Junior Achievement Cyprus, actively supporting local communities while investing in the younger generation and vulnerable social groups.
At Lidl Cyprus, we continuously transform our business model in order to exceed consumer expectations, recognising that every step forward bears the signature and passion of our team.
What do you consider to be the biggest challenges facing the Cypriot economy, and how do they affect the retail sector?
The Cypriot economy is currently operating in a demanding environment shaped by geopolitical uncertainty and energy price fluctuations. Pressure on disposable income is making consumers more cautious and more discerning, which is reshaping priorities across the retail sector. At Lidl Cyprus, our response to these challenges lies in operational discipline and consistency. Businesses are now required to manage higher operating costs without transferring the full burden to the customer.
Our aim is to act as a shield against rising living costs by maintaining a model that responds reliably to the demands of both today and tomorrow. In this context, and with absolute respect for the consumer, we have already proceeded with price reductions on more than 600 products, while keeping prices stable on over 1,000 additional items. This strategic decision demonstrates our commitment to protecting the household budget and to providing tangible support to Cypriot society during a challenging period.
What is your strategy for sustainable growth and differentiation?
For us, sustainable growth is inseparable from our business model. We believe in growth that creates enduring value, as also reflected in the third Sustainability Report we recently published. We differentiate ourselves by investing in modern, energy-efficient infrastructure and in a supply chain designed to minimise losses. The balance between a strong price-quality proposition and a responsible approach to the environment is what truly sets us apart.
What changes do you observe in consumer behaviour in Cyprus?
The Cypriot consumer has evolved significantly in recent years. Consumers are more conscious, they compare more, they seek smarter choices, and they want to know that every euro they spend delivers real value in return. At the same time, they are not willing to compromise on quality. This combination of value and quality is now the decisive factor in their purchasing decisions. This is precisely where one of our most important competitive advantages lies: at Lidl Cyprus, we are committed to offering our customers product quality and variety that are fully aligned with the highest European standards, bringing our international expertise directly to the local shelf.
At the same time, we are seeing a growing emphasis on convenience, speed and the overall shopping experience. Consumers expect a clean, organised and functional environment, clear information and, above all, a relationship of trust with the retailer they choose. There is also a rising focus on the provenance of our products, as well as our corporate responsibility and environmental footprint. This clearly shows that the market is maturing and becoming ever more demanding, which we see as a very positive development, as it is fully aligned with our philosophy.
What qualities do you believe are essential for a modern CEO, and what is, for you personally, the key to success?
A modern CEO must demonstrate empathy, adaptability and strategic foresight. They must be able to inspire their team, particularly in times of uncertainty. For me, the key to success is a people-centric approach. No strategy can truly succeed without a team that feels valued, supported and empowered to grow. Success is never an individual achievement; it is the outcome of collective effort and a shared commitment to our values.