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                                                                     May 3, 2007

                                                                   Press Release

  SPEECH BY ANDERS MOBERG, PRESIDENT AND CEO AT AHOLD'S ANNUAL GENERAL MEETING

Amsterdam, The Netherlands, May 3, 2007 Good morning ladies and gentlemen. Thank
you for coming today. As you will all know by now, this is the last time I will
address you at Ahold's Annual General Meeting as President and CEO. My four
years with Ahold have been challenging and exciting. When I joined in 2003, the
focus was on saving the company. And we have. Despite the enormous challenges
and skepticism we faced, today Ahold is again a company we can all be proud of.
The business is back on track and we are firmly focused on profitable growth.

How different we are today from our darkest hour in 2003. Since then, we have
transformed the business. We have rebuilt its foundations and put in place
stronger controls and a new governance system recognized today as one of the
best in the industry. We have significantly reduced our operating costs and we
have cut net debt by more than half. However, even though we have accomplished a
great deal, not everything has gone according to plan. We have not been able to
fully turn around all of our businesses in the timeframe we had hoped but we are
making good progress on those that remain core to our strategy.

Our achievements so far have not come easily. Our progress is a testament to the
commitment and hard work of our thousands of employees around the world. Thanks
to their skill and determination, we are building a healthier, more sustainable
company. I am pleased to say that we met all the financial targets we set for
2006. Although they fell short of the original targets we set in 2003, I believe
Ahold can and will achieve sustainable top line and bottom line growth in the
future.

At the end of last year, we unveiled our plan for the next phase of Ahold's
development following a company-wide review. As part of that plan, we announced
last night that we have reached agreement on the sale of U.S. Foodservice to
private equity firms Clayton Dubilier & Rice (CD&R) and Kohlberg Kravis Roberts
(KKR) for USD 7.1 billion. As you have just heard, we will be asking
shareholders to approve the sale at a separate meeting next month. There were
many who wanted us to sell U.S. Foodservice back in 2003. I said then that it
would be a mistake at that time and would destroy shareholder value. Instead, we
focused on rebuilding U.S. Foodservice, the business and its culture. I am
extremely pleased with the agreed price we have announced higher than many in
the market had predicted. The proposed sale of U.S Foodservice follows the
announcement we made last December to sell our Polish operations to Carrefour
for EUR 375 million also for a price higher than the market expected.

The proceeds from U.S. Foodservice, our Polish operations, and the other
businesses we are currently divesting, will make it possible for us to reduce
net debt even further and to return money to our shareholders, who have been
patient for so long. Last November, we consulted with our largest shareholders
on how best to make the return. Their view, and this was nearly unanimous, was
that we should buy back shares. I am delighted that we are going to be able to
return EUR 3 billion this way, subject to the approval of the sale of U.S.
Foodservice. We will start the buyback program as soon as possible.

To better position the company for profitable and sustainable growth, we have
refocused our portfolio. We are concentrating our resources on our core retail
businesses in the United States and Europe where we can achieve and maintain a
number one or number two position. Once the sale of U.S. Foodservice is
completed, we will again be a company fully focused on retail.

ALBERT ALBERT HEIJN ALBERT.NL C1000 ETOS FEIRA NOVA GALL & GALL GIANT FOOD GIANT
FOOD STORES HYPERNOVA ICA NORTH STAR FOODSERVICE PEAPOD PINGO DOCE STOP & SHOP
TOPS U.S.FOODSERVICE / WE MAKE IT EASY TO CHOOSE THE BEST

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                                                                     May 3, 2007

                                                       Press Release - continued

In each of our markets, we are building our local banners into powerful consumer
brands. We are providing better value in our stores in order to grow identical
sales and attract more customers. At Albert Heijn, for example, transactions
last year rose by ten per cent and market share by another 1.1 percent to 27.5
per cent. Today, Albert Heijn is one of our most profitable and successful
businesses. In Scandinavia, ICA is also performing well as a result of its
successful repositioning strategy in the Swedish market. We are addressing the
challenges we have in Norway and recently appointed new management there. ICA
also expanded in the Baltics last year by taking full ownership of its former
joint venture in Estonia, Latvia, and Lithuania. This was another important step
in achieving a leading position in that region. In the Czech Republic, our
Albert and Hypernova banners have a new management team in place driving
operational and store improvement programs. Customers have again voted the
Albert chain the best supermarket in the country for the second year in a row.
In the United States, we have had mixed performance in our retail operations in
recent years. At Giant-Carlisle, we have a successful strategy and have
consistently achieved solid identical sales growth.

At Stop & Shop and Giant-Landover, we are re-engineering our businesses to
maintain our leading positions and grow identical sales. We are rolling out a
value repositioning program to improve price, convenience, quality, and
assortment in all of our stores. The program will cover approximately 75 per
cent of sales and will be completed towards the end of 2008. Customers are
reacting positively to the changes we are making on a category-by-category
basis. We have had an encouraging start but there is still much to do. To help
us transfer knowledge and successful working methods across all of our
businesses we have restructured Ahold into two continental platforms. The U.S.
platform is headed up by Larry Benjamin and the European platform by Dick Boer.
They, along with a new team of top managers that have been appointed across the
Ahold Group over the past 12 months, are changing the way we do business.

These are exciting times for food retailers. The pace of change in the industry
and among consumers is more rapid than ever. Ahold is well positioned to compete
in this changing world. We have the opportunity to meet the needs of an aging
and increasingly health-conscious population. We have the opportunity to meet
the needs of ethnic shoppers. We have the opportunity to meet the needs of those
who want ready meals and convenience. And we have the opportunity to meet the
needs of a new, internet-savvy generation. One thing we know for certain is that
the future will be different. That is why it is so important that Ahold stays
close to the customer and at the forefront of changing consumer trends.

Today, we are addressing questions such as "what will our stores look like in
the future?" and "what will shopping behavior be like?". As we have seen with
the success of Peapod our online grocery business in the United States and with
the continued growth at Albert.nl the internet will play an increasingly pivotal
role in our future.
And I can say with confidence that Ahold will continue to evolve in the coming
years. Our companies will remain provocative and continue to challenge the
status quo with new formats, offerings, and an improved customer experience. We
are also committed to playing our part in addressing global issues such as
health and wellness, sustainable trade, and climate change all of which are
important issues for our customers, our employees, and for society as a whole.
Healthy living is particularly important to us. We believe we can positively
impact our customers' health through the choices we offer and the quality of
information and guidance we provide.
In conclusion, I'm happy with the progress we are making. We have moved from a
focus on saving and recovering the company to a focus on further improving
performance for profitable growth. And, as I have said many times before, we are
staying close to our customers to understand and anticipate their needs.

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                                                                     May 3, 2007

                                                       Press Release - continued

I would like to close by taking this opportunity to thank you, our shareholders,
for giving us the time we needed to rebuild and refocus the company. I hope
that, once again, you share our pride in Ahold. Thank you for the support you
have given me over the past four years. I hope you will give John the same
support going forward. He has had almost a year and a half now learning the
fundamentals of retail and I have every confidence in his leadership. I would
also like to thank the other members of the Executive Board who I have enjoyed
working with immensely. And I would like to mention the members of the
Supervisory Board who have all been appointed since 2003. I have enjoyed your
counsel and am grateful for the time you have spent, your engagement, and the
individual contributions you have made to our business. And finally, I would
like to extend my special thanks to all our employees in our companies around
the world who have worked so hard over the past four years to get us to where we
are today. Your continued focusand confidence in the company will be vital as
Ahold faces the exciting challenges and opportunities of the future. Remember to
stay focused on the customer, day in and day out, and the rest will follow.

Thank you all very much.

(Note: the speech of Ahold President and CEO Anders Moberg is published as a
press release and is also available on www.ahold.com)

Ahold Press Office: +31 (0)20 509 5343



FORWARD-LOOKING STATEMENTS NOTICE
The speech contained in this press release contains certain statements that are
neither reported financial results nor other historical information. These
statements are forward-looking statements within the meaning of the U.S. federal
securities laws. These statements include, but are not limited to, statements
regarding achieving sustainable growht, statements as to the expected sale of
U.S. Foodservice, plans for a share buyback program, the amount expected to be
returned to shareholders, plans to focus on retail and concentrate resources and
plans for the value repositioning program. These forward-looking statements are
subject to risks, uncertainties and other factors that could cause actual
results to differ materially from future results expressed or implied by the
forward-looking statements. Many of these risks and uncertainties relate to
factors that are beyond our ability to control or estimate precisely, such as
the satisfaction of, or delays in satisfying, closing conditions to the sale of
U.S. Foodservice, general economic conditions, fluctuations in exchange rates or
interest rates, increases or changes in competition, our ability to implement
and complete successfully our plans and strategies, the benefits from and
resources generated by our plans and strategies being less than or different
from those anticipated, the actions of government agencies, competitors and
third parties and other factors discussed in our public filings. Readers are
cautioned not to place undue reliance on these forward-looking statements, which
speak only as of the date of this press release. We do not undertake any
obligation to publicly release any revisions to these forward-looking statements
to reflect events or circumstances after the date of this press release, except
as may be required by applicable securities law. Outside The Netherlands,
Koninklijke Ahold N.V., being its registered name, presents itself under the
name of "Royal Ahold" or simply "Ahold."

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