Strong growth of organic farming in Italy, data from Focus Bio Bank 2025

Despite the international context marked by instability, Italian organic shows unexpected vigor. The most recent data, collected in the 2025 Bio Bank Supermarkets and Specialized Stores Focus, a reference observatory for over thirty years, paint a picture of solid recovery. The national organic market recorded an overall growth of 6%, with a turnover reaching 10.4 billion euros. A performance that clearly stands out from the languishing conventional food sector, whose value increased by 0.7%,that is less than the inflation rate, accompanied moreover by a decline in volumes.

The marked growth of organic products in Italy rests on two complementary pillars: large-scale organized distribution and  specialized stores. The latter, after a period of difficulty, achieved a remarkable result  +9%, reaching a turnover of one billion euros. The  large-scale distribution, in turn, continues to advance with a +5%, reaching 3.3 billion euros. A figure that includes, for the first time systematically, the sale of loose organic products, no longer only packaged. The long race of retail in the organic sector is highlighted by a ten-year comparison: while in 2014 its share in the retail market was 48%, today it approaches two thirds, reaching 64%. The share of organic stores has relatively decreased, in the same period, from 31 to 20%.

This division hides more synergy than simple competition. Supermarkets and hypermarkets represent the dominant channel, thanks to a strategy that decisively focuses on  private labels, a  democratization of prices and to a  capillary presence in the territory. Specialized stores, on the other hand, are the beating heart of a community of conscious consumers. Their value lies in the  privileged and fair relationship with producers, in a wide assortment that enhances local realities, and in a personalized service that transforms the purchase into an identity experience, full of values.

The strategic role of organic in large-scale distribution

Within the strategic plans of large-scale distribution, organic has evolved from a niche segment to a fundamental asset. The strategy of the brands can be summarized in three points: secure, monitor, rationalize.  Oversee a growing sector, because consumer attention to health and environmental impact is a structural and not cyclical phenomenon.  Monitor to intercept new trends in advance (e.g.  clean label, vegetable proteins), often anticipated precisely by the organic sector. Rationalize the offer to optimize assortments, focusing on high-turnover products and eliminating less performing ones.

This very rationalization led, in 2024, to a halt in the number of private label references. After fifteen uninterrupted years of growth, there is an 8% decrease, with 5604 products recorded. The number of chains with private organic brands dropped to 23, following Iper's exit. The medium-long term trend remains very positive, with a 20% increase in the last five years and  200% in the last decade.

Coop Italia  confirms itself  leader undisputed for the breadth of the assortment, with 1050 organic private label references. In second place is Dm with 869 while Conad, in third place, rises to 425. Only six chains out of 23 expanded their offer, while 11 reduced it. Theorganic fruits and vegetables alone represents over a quarter of all private label references.

The  private label  plays a fundamental leading role. If overall food sales it represents 32%, in organic this share jumps to 47%. This means that almost one organic product out of two purchased in a supermarket bears the store’s private label. A figure that highlights how large-scale retail has been the main player in making healthier and more sustainable eating styles accessible to a very wide audience.

A long approach march

The current landscape is the result of athirty-year evolution. The first systematic approaches to organic in Italian distribution date back to the early 1990s, favored by a European regulation that finally gave certainty to the sector.  Coop was  pioneer in 1992, starting the sale of organic fruit and vegetables under the supplier's brand. An experience that led, in 1995, to the creation of 'Naturali Biologici', a container to present products with the producers' brands. The number of supermarkets offering organic fruits and vegetables grew rapidly, from just 130 in 1996 to 1439 in 2000.

The real  breakthrough, however, came in 1999 with  EsselungaThe brand launched ‘Esselunga Bio’, the first organic brand of a supermarket chain in Italy. The launch, which took place in the midst of the mad cow disease crisis, was perfect in timing and content, conveyed by a memorable campaign (four chicks chirping ‘Bio, bio, bio, bio’). From that moment, the acceleration was widespread. Coop launched its line in 2000, followed closely by Conad, Carrefour, and Pam Panorama. Organic products also reached discount stores, first with Todis in 2002, then with other brands. A process ofdiffusion that, with ups and downs, has led to the current 23 chains.

A varied landscape of distributor brands

Observing the 25 organic brands of the mass retail sector, a certain chromatic and lexical uniformity emerges. The  green is the dominant color, associated in the collective imagination with nature, and the word 'organic' is the recurring element in the names. Despite recent repositionings, there is an underlying visual alignment.

Brands can be divided into some main categories. There are the  cross-category organic brands, which combine food products with natural cosmetics and household detergents, such as Coop's ‘Vivi Verde’ and Conad's ‘Verso Natura’, created to promote a 360-degree sustainable lifestyle. Then there are  cross-category brands  which include both organic and conventional products, like Eurospin's ‘AmoEssere’. The largest category is that of  dedicated organic brands, i.e., brands created exclusively for organic foods. In some cases, like ‘Bennet Bio’ or ‘Esselunga Bio’, the chain's sign is clearly visible; in others, like ‘Dm Bio’ or ‘Crai Bio’, it is more discreet. Some chains, such as Aldi with ‘Bio Natura’ or Penny with ‘My Bio’, have chosen fanciful names.

Finally, a last group uses a simple  organic label  applied to conventional brands, as Lidl does with its ‘Bio Organic’ or Italy Discount with its personalized label. In all cases, the private label proves to be a strong driver for sector growth.

Fair trade finds a home in large-scale distribution

Alongside organic products, also fair trade products  fair trade have consolidated their presence on the shelves of mass retailers. In 2024, 12 chains offer private label lines of fair trade products, totaling 144 SKUs, a 10% increase compared to the previous year.

Coop, which paved the way already in 1995 with the first Fairtrade coffee and in 2003 with the first fair trade brand, ‘Solidal’, leads the ranking with 56 SKUs. Following are In’s Mercato with 21 and Pam Panorama with 19. Most of these products are certified Fairtrade, an organization founded in 1994 with the aim of bringing the values of fair trade to the general public. Today Fairtrade involves over 300 companies and sales of products with certified ingredients have exceeded 550 million euros.

Even the historic import hubs, such as  Altromercato, have found a crucial channel in large-scale retail. Although the Botteghe del Mondo network has progressively shrunk, the sale of  raw materials to the food industry  and to the distribution brands themselves is continuously growing. Esselunga, for example, has collaborated with Altromercato since 1998 and has committed to exclusively using fair-trade cocoa for all its branded productions by the end of 2025.

This expansion is also favored by a European regulatory framework more attentive to sustainability, with regulations that require guaranteeing  supply chains free from deforestation and the  respect for human rights. In an era of climate crisis and geopolitical instability, fair trade proposes itself as a model for building transparent and measurable alliances between producers, distributors, and consumers.

Specialized stores: an identity stronghold in transformation

As large-scale retail advances, the specialized channel is undergoing a phase of adjustment. Purely organic stores in Italy have fallen below the psychological threshold of a thousand, reaching 989 units, a number that brings back to 2000 levels. It is a slight but significant decline, a sign of a mature market and a climate of uncertainty that slows new openings.

Compared to the 2017 peak, over 450 businesses have closed, with a contraction of 31%. Those most affected were primarily small independent stores. Channel sales have, however, recorded a slight increase, which suggests that the pool of reference consumers has remained stable but concentrated in  larger points of sale and efficient stores. Today, 56% of stores exceed 150 square meters, whereas in 2017 it was only 31%.

The geography of organic stores remains unbalanced towards the  North, which hosts  60% of activities, followed by the Center with 21 and the South with 19. Alongside the classic model, new forms are emerging, such as bulk stores explicitly organic or cooperative supermarkets, the so-called Food Coops, which revive the community spirit of the first Italian organic store, Girasole in Milan, founded as a consumer cooperative in 1974. A promising innovation is the alliance between NaturaSì and Altromercato, with dual-branded stores that combine organic and fair trade offerings.

Despite competitive pressure, specialized stores remain irreplaceable. They are the heart of a community, the place where the assortment reaches its maximum breadth and depth, with an unbeatable offer of fresh and local products. They ultimately represent the most authentic identity of organic.

Specialized chains and consolidation

Within the world of  specialized, the process of  consolidation is now complete. Four organic stores out of ten belong to a network, and of these,  nine out of ten showcase the brand  NaturaSì. Founded in Verona in 1993, NaturaSì is effectively the only national chain, with 357 points of sale, many equipped with bars or restaurants, and connected to a network of 300 farms. Over the years, other minor networks have closed or been absorbed, confirming EcorNaturaSì as the undisputed leader in specialized retail.

The only significant exception is the regional chain Biosapori, with nine supermarkets in Veneto. Also worth mentioning are the 34 macrobiotic stores, independent but sharing format and guiding principles. The scale difference with independent stores is evident: 80% of networked points of sale exceed 150 square meters, compared to only 26% of independents.

Also in specialized stores, the  private label plays a crucial role in customer loyalty. NaturaSì’s assortment, which can count up to 4500 items, includes 1700 private label products. Biosapori, while offering 1800 items, has over 200 under its own brand. This proves that creating a strong brand identity is a strategic lever in every channel.

The European scenario and Italian resilience

In a global landscape where organic areas continue to grow, reaching 99 million hectares, theItaly maintains a leading role. According to data from The World of Organic Agriculture report, in 2023 the country confirmed itself  leader in Europe for export, with 3.6 billion euros, for  number of producers and processors. It is third for cultivated areas and retail sales, maintaining sixth place worldwide.

Throughout the European Union, the main channel for selling organic products is large-scale retail, which has gained market share thanks to the driving force of its private labels. In Germany the  retail represents 67% of organic sales, 51% in France, 58% in Italy. In countries like Denmark, the dominance is absolute, 96%. This is now a stable framework, marking a definitive arrangement between the two channels.

Organic is a permanent project for European distribution, with diversified approaches. In  Germany the focus is on  hybrid collaboration with the historic organic associations, such as Demeter and Bioland. In  France, conversely, the process of acquisition of specialized chains by large groups, with Carrefour in the lead.

The future challenge for the organic sector will be to maintain its  value-driven momentum and its distinctive identity, without losing the capacity for innovation that has made it a beacon of inspiration for the entire agri-food system. In an era of polycrisis, its resilience is not only an economic fact but the confirmation of a profound change in consumer awareness.

Marta Strinati

References

Focus Bio Bank 2025. Supermarkets and Specialized. 5.11.25  https://www.biobank.it/?cs=5&ps1=16&ps2=12&ps3=1055