Anna Sorli: "We don't foresee leaving Catalonia; we have enough business to grow here."

BarcelonaRecently recognized with the Respon.cat 2025 award for her track record in corporate social responsibility, Anna Sorli, administrator of the supermarket chain that bears her family name and has already celebrated its 103rd anniversary, also champions gender equality and the fight against sexism through a foundation. The group, which has gyms in 8 of its 106 stores across Catalonia, reflecting its commitment to health, nutrition, and well-being, closed 2025 with a turnover of €292 million, 2.5% more than the previous year; and an operating profit of €17 million, more than triple that when they began the company's transformation, in which they have invested €104 million over 10 years.

One of the changes was removing "Discau" from the brand, the Catalanization of the discounts which her father discovered years ago on a trip to Switzerland and which many people thought was the surname of another owning family. Sorli is a very family-oriented company. Anna manages the distribution business, and her sister Cristina manages the holding company. And at 92, Jordi Sorli, their father and heir to the founder, Francesc Sorli, still goes to the company every day and, as president, usually has the final say, they explain. This year, 2026, the company has six projects underway that will be opening at the end of this year and next, mainly outside of Barcelona, ​​but still within Catalonia, explains Anna Sorli.Companies at the group's logistics center and platform in Granollers, where he is accompanied by the CEO, Josep Figueras.

Let's take it step by step... the award he has received...

— It was on a personal basis, due to his career in the social field.

And what is this recognition based on?

— I think it focuses a lot on what we've done in the last ten years, from the transformation of the company, to the vision of turning around a traditional company with much more traditional values, and changing the management committee and the team towards a much more equitable structure. And also the creation of the foundation.

This is what I was going to ask you... What do you do through the Sorli Foundation?

— Once we at the company started doing our homework better and more organized, with a well-implemented equality plan, and having made progress in this direction, I encouraged the whole family to create a private foundation, the Sorli Foundation. The idea was to replicate our experience and incorporate it into other companies and our entire network of employees. It's a foundation that always focuses on equality in the workplace. It's very difficult to get employers to see that this role, that equality, brings benefits and that it should be implemented not as an obligation, but out of conviction. It's a matter of chipping away at the foundation...

And, basically, are we talking about equality?

— And to fight against gender-based violence. To eradicate it. And also to integrate women in vulnerable situations into the labor market. We have programs in that regard. Within the company, we hire women who come from situations of violence.

What is the difference between the vision of men and women in business?

— The look, the style... They often need rules. We women believe them more. Men, in theory, should do it because they believe in it.

And how can it be changed?

— When you start raising awareness among management teams, both men and women, that's when a change happens. And that's where it's happened. Luckily, I think everyone is very focused on their work.

How is this reflected in the company?

— With our work style. We're now offering more flexible schedules, implementing things that ultimately benefit everyone, the entire team. It doesn't matter if you're a man or a woman.

Does it go up and down?

— Those at the top also need training and belief. Otherwise, it won't reach those at the bottom.

But how is this reflected in the management sphere?

— Ten years ago, the head of human resources and the sales director—who happened to be there because she was brilliant, she's retired now—were all men. Many store managers were men. And why? Because they were handpicked. This was the prevailing culture: "This guy is good, and we'll promote him." In the case of women: "This girl is good," but then they added, "She could cause problems because of motherhood..." Today, this has changed because there are measures in place to prevent this discrimination. In management, we're 60% women and 40% men.

But isn't this a very male-dominated profession?

— Yes. It still is. You see it when you go to trade fairs, meetings...

An example?

— There are few female entrepreneurs. Fortunately, there's a shift in attitude within the business world; but there are still businessmen with a very traditional and sexist perspective, or rather, a male-centric viewpoint. It's a language, a way of...

But I think he has some anecdote about this, right?

— At the fairs of retail And during distribution, when the conferences end, everyone heads to the restrooms. There's a line in the men's room, everyone in ties, and the women saying, "This is the first fair where we don't have to queue." We even coordinate, for example, to all wear red so we either stand out or blend in.

She runs a third-generation business, and that's not enough for her, because in addition to the foundation, she designs and produces clothing under the Somia brand. How does she combine all of this?

— It takes many hours. It's also possible because, luckily, I have a professional team that allows me to free up time and dedicate certain days to it.

And what are they doing in Somalia?

— I handle the design and management of workshops, the fabric selection... It's very personal, very small-scale. What sets Somia apart is that we also work with foundations, like the Ared Foundation, which helps women who generally come from a prison background. We do the knitting in Igualada. I'm also in contact with a workshop in Sabadell. In Mataró, we also make bag accessories at the Xanfrà Foundation, created by people with disabilities, with incredible quality. It's a small-scale project that also needs customers to see that it's worthwhile. It's quite challenging because it's not an international brand, the margins are very small... There's a lot of competition. But we try to use organic buttons, made here.. It's important to us.

How is Sorli different from other supermarket chains?

— Our customers often tell us: there's a very close-knit, family-like atmosphere. My father, at 92, still comes in every day. He's the president. It's a value that's still present in the people who work here. The employees feel like it's their home. We have people who have had their first job here, gotten married, and had children. And this extends to all our customers. This close relationship is one of the things that sets us apart.

Do they compete on price, or what differentiates them?

— The market forces you to maintain a consistent price. Otherwise, we wouldn't pass the test. We're very competitive.

It's a very competitive sector...

— Yes. It's very fast, very aggressive. And that's true across Spain as well. We talked about other European countries and saw some prices, and in Spain we're cheaper.

Do they work with their own brand?

— No, it's not a manufacturer's brand. Our main differentiator is fresh products.

How was fiscal year 2025?

— We closed the year with sales of €292 million, which is 2.5% higher than the previous year. This includes an activity that is no longer a novelty, but a solid foundation: we now have eight gyms that also contribute to our revenue. It's almost like a gym chain.

Are all establishments with gyms open?

— It depends. Some spaces were abandoned warehouses that have been converted into gyms. Others were purchased, and we were interested in building them, making the most of the land, and then putting a gym on top. Each case is different.

So, that doesn't mean there's everyone, right?

— No. The issue is that there are many urban planning restrictions that make this model complex, preventing you from implementing it wherever you want. But it is experiencing significant growth. And it's a sector where we feel comfortable and at ease. The eight locations we have are performing very well. We've created this ecosystem of health, wellness, and nutrition all in one place. And this is what sets us apart. You can't find these three elements everywhere.

How many establishments do they have in total now?

— In total there are 121, which are 106 supermarkets, 8 Sorliesports, 3 gas stations, 2 restaurants, and 1 shopping center, which we call the center of emotions, with a hotel.

Center of emotions?

— It's like a concept store or a shopping mall.

What has been the result of the transformation that they have made in the group in 10 years?

— We've gone from €240 million in sales to €292 million, an increase of almost 22% in 10 years. We've completely renovated 97 centers, opened 24, and closed 24. And we've invested €104 million during this period, including renovations, property purchases, and new construction. Our operating profit has tripled, from €5 million to €17 million. It's crucial to highlight that this transformation has also translated into a positive social impact, promoting equality within the center.

What are your forecasts for this year?

— This will be a very interesting year for us. At Sorli Esport, if all goes well, we will grow by 28%. The Sant Cugat center, which we opened at the beginning of January, and the Bellaterra center, which we opened in the last quarter of last year, will contribute to this growth. It's a sector in which, as we mentioned, we feel very comfortable. We take advantage of many synergies, and these contribute to the constant growth of the entire organization.

Do their expansion plans include leaving Catalonia?

— No. That would mean having another headquarters, and I think we have enough business to grow here—gyms, sports... There are many areas where we don't yet have a presence. We're a 103-year-old company that has grown steadily. This means that every step we take isn't to grow, but to consolidate the group.

Do they prioritize local suppliers?

— We have a wide variety of products, but we are particularly sensitive to the needs of local suppliers, both for meat—for example, locally sourced beef—and for chicken and pork. We also try to source our fruit locally. For us, it's a key strength.

How are they approaching the online business? What proportion of their sales are online?

— Last year they grew significantly, by 20%. And they represent almost 3% of all our sales.

In other words, when it comes to food, people still want to touch the product, right?

— Yes. But it's sure to change. The moment we realize it... But it's also true that we're still very much about local businesses, about our neighborhoods. Stopping at the supermarket before going home...

Are they focusing on prepared meals, like other chains?

— But we rely on suppliers. We don't have our own workshop, we use suppliers. It's not that we're not investing or don't believe in it, because I also see a lot of potential, but if the supplier, the expert, is already finding it difficult to take risks, continuing to make macaroni and pastries, what will we do? I expect more differentiated products. Our latest product is the Sorli brand creams, and they're performing spectacularly well because they meet health standards, are natural products, and the perceived quality is high. This is the direction we're heading: less processed and more natural products.

They created a app With nutrition advice and waste prevention for customers through artificial intelligence, how is it working?

— It's a steady trickle every week, one more customer after another, who opt for a balanced, healthy life that is very, very, very easy to prepare and buy.

And any other initiatives?

— This year we launched a program called "Equality in the Plural," which has very good feedbacks. These are videos with interviews, and the content is very valuable. The interviewees are role models. We believe this approach is also a hallmark of our work, adhering to these principles of reducing discrimination and guaranteeing equal opportunities for all. It's not just because the law mandates that large companies must work towards promoting equality, but because it's truly part of our core values. Therefore, this isn't just an internal matter; we also want to communicate it externally and continue to build relationships with the growing number of companies that support it.

The issue of social responsibility isn't just about promotion, is it?

— It's a reflection of practice, of what you do every day. It's a commitment. And what we do at the Foundation is also support other companies so they can follow this path and incorporate equality as a key value within their corporate culture.