Dino Polska’s revenue rose 11.9% to PLN27.7 billion in the first nine months of 2026, as store openings expanded its Polish estate to 3,283 locations.

The results, released on 5 November, show a sharp difference between network growth and trading at established stores. Third-quarter revenue increased 10.8% to PLN9.7 billion. Like-for-like sales rose just 0.1%.

That distinction matters for suppliers. A larger estate creates more delivery points and potential shelf space. It does not mean existing shops are generating the same rate of sales growth.

Dino opened 108 stores during the third quarter and 256 between January and September. Its growing footprint puts it among the Polish supermarket operators that manufacturers need to assess by distribution reach as well as headline turnover.

The company attributed the limited like-for-like increase to food-price deflation. Lower selling prices can restrain sales measured in money even when physical demand holds up. The published percentage should therefore not be read as a direct measure of unit volumes.

Profit growth was much slower than revenue growth. Third-quarter net profit attributable to shareholders was about PLN483 million, compared with PLN481.9 million a year earlier. EBITDA increased 4.7% to PLN785.5 million.

The quarterly EBITDA margin narrowed to 8.1% from 8.6%. The company’s report linked pressure on that measure to its pricing policy and relatively slow sales growth. For brands negotiating promotions, this points to a retailer balancing volume ambitions with operating costs.

Fresh food remains central to the model. Dino’s company announcement puts fresh products at approximately 41% of nine-month revenue. The range includes fruit and vegetables, bread and meat supplied by the group’s Agro-Rydzyna business.

Daily morning fresh-food deliveries make replenishment reliability commercially important. A listing needs enough remaining shelf life, consistent product specifications and a delivery plan that matches the agreed receiving point. Additional stores can increase the consequences of a missed shipment.

Dino invested PLN1.85 billion during the nine-month period, up 17%. The programme covered stores, logistics capacity and reverse vending machines. The latter collect cans and PET bottles and are generally positioned outside shops for round-the-clock access.

For packaging and equipment suppliers, that investment creates a second route into the business alongside grocery listings. It also places pressure on the systems supporting supermarket refrigeration in Poland, especially where fresh products need controlled handling throughout distribution.

The group reported around 60,000 employees. Its expansion combines retail sites with the infrastructure required to supply them. Store numbers alone do not describe that operating commitment.

Suppliers should distinguish permanent distribution from a promotional allocation. The relevant questions are which stores participate, how orders are consolidated and how demand will be reviewed after launch.

The next trading period will show whether established-store growth improves alongside the larger estate. For procurement teams, the immediate task is to plan capacity against confirmed distribution rather than extrapolate the group’s double-digit revenue increase.

Editor’s Note: Based on Dino Polska’s 5 November 2026 announcement and quarterly results, cross-checked against PAP Biznes reporting. Group growth and like-for-like sales are distinguished.