Octane-CSNC Jan 2025

2025 OUTLOOK LEADERS FROM ACROSS CANADA ON THE ISSUES, TRENDS AND OPPORTUNITIES SHAPING THE FORECOURT AND CAR WASH

PLUS!

CAR WASH CONVEYORS 101

PRIORITIZING PEOPLE AND THE PLANET

Ayaaz Jamal

Tommy Car Wash Systems leads the industry with innovative stainless-steel equipment, powerful detergents, and cutting-edge technology.

Upgrade your in-bay car wash with the Tommy Transporter Dual Belt Conveyor, Entrance Module, Wrap Mitter Combo, and Advanced Dryer Arches. Optimize your wash and set your business apart—contact us today!

OPTIMIZE YOUR BUSINESS

The Convenience U CARWACS Show—Canada’s largest and best-attended convenience, gas and car wash event—is the place to be March 4-5, 2025

2025 HIGHLIGHTS

C-store IQ Conference: This two-morning conference is designed to provide valuable content and expert insight to help leaders and operators position their businesses for success. The content will include marquee keynotes, an exclusive preview of the 2025 C-store IQ National Shopper Study, as well as engaging expert advice, research and panels covering everything from beverage alcohol to AI and consumer insights. *Note, space is limited, so register today.

Industry Dinner: Join your peers on March 4th at 5:00 p.m. for a cocktail reception, followed by dinner. We are honoured to present Suzanne Gardiner, general manager commercial operations - Canada, The Mark Anthony Group as the keynote speaker.

Car Wash Education: Dan Kelly, president and CEO, Canadian Federation of Independent Business will be the opening keynote for an exciting and informative morning of insights and sessions presented by the Canadian Carwash Association on Tuesday March 4.

Future Leaders in Convenience + Car Wash Awards: Be there when the industry comes together to celebrate the FLICC winners during a presentation on Day Two of the C-store IQ Conference.

Beer Garden: Sample products while connecting with suppliers, from major breweries to local craft brewers, as well as age-verification solution providers.

Sip Lounge: New in 2025! Meet wine and RTD beverage suppliers from across Canada to sample products and discuss opportunities.

Trade Show: Find everything you need to run your business, from the latest snacks to technology and more. This is a unique opportunity to meet with key vendors, suppliers and experts all under one roof from 12 p.m. to 5 p.m. both days.

Join thousands of industry leaders, decision makers, key manufacturers, vendors, and suppliers from Canada and across North America. This is your annual opportunity to meet and hear firsthand about the latest products, services, technologies and insights that will help you prepare your business for the challenges and opportunities ahead.

Whether you’re a vendor/supplier or a retailer/operator in convenience, gas or car wash, The Convenience U CARWACS Show is a must-attend event.

DISCOVER

CONNECT GROW

BROUGHT TO YOU BY

AGENDA

Tuesday March 4

7 a.m. Registration opens

7 a.m. to 9 a.m. Breakfast *only for those registered for the C-store IQ Conference or Canadian Carwash Association sessions

9 a.m. to 12 p.m. C-store IQ Conference: Operational Excellence

12 p.m. to 1 p.m. Lunch *registered attendees only

12 p.m. to 5 p.m. Trade Show

5 p.m. to 8 p.m. Cocktail Reception and Industry Dinner *this is a ticketed event

*Canadian Carwash Education Sessions: March 4 from 9 a.m. to 12 p.m.

Wednesday March 5

7 a.m. Registration opens

7 a.m. to 9 a.m. Breakfast * only for those registered for the C-store IQ Conference

9 a.m. to 12 p.m. C-store IQ Conference: Leadership Excellence + Future Leaders in Convenience + Car Wash Awards presentation at 11:30 a.m.

12 p.m. to 1 p.m. Lunch *registered attendees only

12 p.m. to 5 p.m. Trade Show

CONFERENCE PREVIEW

Opening keynote

Redefining Convenience for the New Age of Retail Doug Stephens, founder and CEO, Retail Prophet

In a world where practically anything we desire can be on our doorstep with a few taps on a smartphone, “convenience” has been forever redefined. For convenience operators this demands a corresponding shift in strategy. Strategy that moves beyond the table stakes of traditional convenience offerings to provide a deeper, more valued and purposedriven experience for consumers. Join Retail Futurist and Fortune 100 business advisor Doug Stephens as he shares the secrets to building competitive dominance and radical customer loyalty.

Future Forward: C-store IQ National Shopper Study 2025

Beth Brickel, vice-president, research, EnsembleIQ

All NEW exclusive data and insights from the 2025 C-store IQ National Shopper Study, Canada’s only convenience and gas specific research that delves into the evolving wants, needs and values of your current and future customers. CSNC surveyed more than 2,000 c-gas shoppers from

Experiences that Move You Forward

Outpace your competition and build loyalty . With you for 133 years as a global leader representing nine key global brands in fueling and convenience retail, we offer industry expertise backed by the innovative end-to-end solutions to keep

across Canada and analyzed the data to find out how their daily habits are influencing the c–store shopping experience. What do today’s shoppers expect from retailers? What products are they purchasing? What role does c-store foodservice play in their consumption habits? Are they satisfied with beverage alcohol offerings at convenience. And more!

NIQ’S Big Picture and Beverage Alcohol

Gabriel Moreau, VP sales, Eastern Canada, NIQ

Six months after Ontario turned on the taps, enabling c-stores across the province to sell beer, wine, cider and RTD, NIQ looks at the numbers and how beverage alcohol is performing against other key categories. This data dive and insights will give stakeholders the knowledge they need to grow the category and their business.

Taking Stock Beverage Alcohol Panel: Moderated by Michelle Warren, editor and associate publisher of Convenience Store News Canada + OCTANE

Wins, losses, lessons and more—retailers and stakeholders share what they’ve learned during the first six months of beverage alcohol. Plus, a frank discussion about what needs to happen next to make the most of this category. Panelists include, Thea Bourne (BG Fuels); Emily Sparrow (Petro-Canada, a Suncor business) and more!

PLUS!

Social Impact Panel: Moderated by Leila Fenc, executive director of the Petro-Canada CareMakers Foundation

Key channel leaders and Impact Awards winners discuss how their companies and brands are making an impact. Panelist, including senior leadership from Coca-Cola Canada Bottling, will share best practices on how they are executing against social impact goals and leveraging them to engage employees and drive business performance. Be prepared to be inspired.

AI and Technology Panel: Moderated by Dr. Janice Rudkowski, assistant professor, Ted Rogers School of Retail Management, Toronto Metropolitan University

Lessons from Leaders Panel: Leaders discuss their experiences and advice for building a long and rewarding career.

*Stay tuned for more sessions and panelists announcements!

Visit ConvenienceU.ca to register. Plus, get the latest details about exhibitors and Conference speakers/panelists, as well as information about the Canadian Carwash Association education and networking opportunities.

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PRIORITIZING PEOPLE AND THE PLANET

B.C.-based Express Auto Wash is building a solid reputation for a focus on sustainability that serves the dual purpose of reinforcing its customer-centric approach

BY TOM VENETIS | PHOTOGRAPHY BY LUCAS FINLAY

SUSTAINABILITY AND A concern for the environment are ingrained everyday practices in British Columbia. This is a province that has set itself ambitious goals to reduce green house gas emissions by 40% by 2030, 60% by 2040 and 80% by 2050. Cities, including Vancouver, have outlined plans to have more energy consumption come from renewable sources, while promoting urban design that uses land more efficiently to reduce sprawl. There’s also greater emphasis on reducing wastewater by reusing water used in commercial and residential operations, and using green rainwater infrastructure, which uses plants, trees, and soil to naturally manage rainwater.

A concern for the environment is a key feature at all four of Express Auto Wash’s B.C. locations (Vancouver, Kamloops, Surrey and Coquitlam), says president Ayaaz Jamal, who was also a 2023 Future Leaders in Convenience + Car Wash winner.

When the company opened its Express Auto Spa in Kamloops in 2021, Jamal took to Facebook to speak about the new location, highlighting how over 70% of the water used at the car wash is recycled daily, “which really shows that we are taking care of the environment as well as our customers.”

Ayaaz Jamal

Environmental efforts pay off Jamal says environmental practices are ingrained into the DNA of the business.

“We use all of the reclamation systems that exist in the industry today for our locations,” Jamal continues. “On top of that, we harvest rainwater at three of our locations in the Lower Mainland, so we recycle that rainwater back into our property and feed it into our car wash and into our location’s irrigation system. And one of our locations now has solar panels to help offset our electricity usage. We are always looking to use clean technologies and moving to being as close to 100% sustainable as possible.”

This focus on sustainability—which is part of the government’s ethos in the province—is not lost on the many customers using Express Auto Wash: Jamal says that putting the environment first is just part of the focus he and his teams have on putting the customer first, which includes giving them the highest quality of service and vehicle wash in the province.

“Customers notice this right away,” Jamal says. “If you have a clean property, a well-maintained property and they see how you are working to help the environment, customers will look at your operations and say ‘Why would I want to wash my car anywhere else? Why wash my car someplace that is not taking care of their property?’ That is why along with our focus on the environment, our staff and teams focus just as much on taking care of the properties. We have cleaning crews set for each site to always keep the grounds and tunnels spotless. Customers notice this and comment on it.”

Quality

without compromise

One need only look at the number of 4.6 and higher Google reviews the locations receive from vehicle owners who have used their services,

Having a clean,

property sends the right message to customers. Cleaning crews are tasked with keeping the grounds and tunnels spotless

impressed both by the well-maintained sites, and the speed and quality of the wash received there.

That quality of the vehicle wash is made possible using the latest technology from Sonny’s Enterprises, a well-known provider for the North American car wash market of conveyorized car wash equipment, parts, car wash chemicals and other supplies.

At the Kamloops operations, for example, Sonny’s 160-EDT (a 160-ft. exterior detail hybrid tunnel) wash system and technology, along with Sonny’s reclamation system and dryers powered by Baldor, are used to wash vehicles.

All locations use chemicals and wash soaps supplied by Diamond Shine, now part of Sonny’s, enabling Express Auto Wash to provide a high quality of cleaning at all price-points and service levels, from Bronze ($12.95), Silver ($15.95), Gold ($17.95) and Platinum ($20.95) to a Platinum Plus ($29.95 or $74.95 as part of a monthly membership package). These include Diamond Shine Fusion wash, rinse and seal products, as well as Triple Foam and spot-free rinse elements.

If one’s car comes out not fully clean for whatever reason, Express Auto Wash also has a complimentary rewash policy.

“If you happen to be experiencing stubborn stains, please talk to one of our attendants and we’ll gladly bring you back through for another wash, free of charge! If that still doesn’t do the trick, then please talk to one of our helpful attendants for other suggestions,” Express Auto Wash writes on its website.

Reducing staff turnover

Jamal says that just as much as the operations put the customer first, the leadership team also prioritizes employees.

He is proud that all new staff receive training through Sonny’s training

Good looks.

Great performance.

Take your carwash to the next level with Vacuum and Detailing Systems from Eurovac – a trusted leader for over 30 years. Our high quality, custom engineered solutions are designed to deliver superior suction and filtration at sensible pricing.

‘We invest in our people and in their development and in their training. People need to be able to not just make a living but to enjoy what they are doing and believe they can grow with you’

programs, something that has helped with staff retention.

“Sonny’s training programs have been instrumental in helping us attract and retain good staff, because you are giving [new hires and existing staff] a way to build a career with you,” he continues. “I can say we have had less than 5% turnover in the last five years. We invest in our people and in their development and in their training. People need to be able to not just make a living but to enjoy what they are doing and believe they can grow with you.”

He gives the example of one employee who at first seemed shy and did not speak much. After working with him and supporting him during his training “he broke out of his shell because we gave him the confidence in himself and confidence in learning about this industry, and now he is one of our best employees. He became a high-performing assistant manager in 18 months and is now one of most knowledgeable staff persons when it comes to the car wash.”

Jamal also is proud of how his team welcomes new Canadians. It is hard for many starting out in a new country, often unsure of the language, to find work and build a new career. “We have been able to give people a chance and an opportunity to learn from our teams.”

When asked if he and the team are planning any new sites, Jamal says that as of right now, the focus remains on providing a high quality of service at all the existing sites. Growth should not come at the expense of quality of service or seeking savings by cutting corners when it comes to car wash chemicals and systems. That is why he has high praise for Sonny’s and how they continually invest in improving their offerings, which in turn translates in Express Auto Wash being able to offer a highquality service to vehicle owners.

“A lot of older car wash companies out there have stopped investing and developing their technologies and Sonny’s is one company that has not done that. They are always developing their systems, making new updates and that has helped us in using their technologies to grow our own business and to ensure we are providing the best service for our customers.”

And it’s working. Recently, on the back of marking its one-year anniversary, Express Auto Wash’s newest site was voted by the community as Best Car Wash in White Rock & South Surrey. OCTANE

We work for you.

At ICS, taking care of the customer is not a job, it’s a promise. That’s why we have a full team dedicated to helping customers – 24/7. All ICS technicians go through extensive industry and equipment training utilizing ITIL helpdesk best practices, making our partnership a valuable extension of your business.

And we’ll continue to develop new processes, tools and programs to help you succeed like never before. That’s our promise.

TRENDS AND OPPORTUNITIES

2025 OUTLOOK

Industry

leaders on the issues, trends and opportunities shaping their businesses, the forecourt and car wash

Mack Ewing Director of strategic initiatives

Transchem Group

Going into this year and going forward, the big trend we see is on value: people coming to us as a supplier of car wash chemicals and cleaners, and equipment, want to be assured they are getting value for their investments.

Not just value as in a great price, but on ensuring that we are there as a partner for them and making sure they are getting the full value out of their investments to provide their car wash customers with the highest quality of service. We understand that. We know that operating a car wash today is expensive and people are looking to make sure the investments they make in the needed equipment and chemicals will pay off with higher customer satisfaction with their wash and higher customer retention.

That is why we are focused on making sure we are a partner who is there to support them in what remains a highly competitive car wash market here in Canada.

Chad Bass

Director of product management for EV charging

Dover Fueling Solutions

As electric vehicle (EV) adoption accelerates, convenience store retailers should start to focus on elevating the charging experience for EV drivers. Historically, the EV driver experience hasn’t been prioritized compared to fuelling drivers. But with EV sales projected to grow—reaching 9% of the market by the end of the year, 36% by 2030, and 58% by 2035—c-store owners have an opportunity to plan customized environments that appeal to this new customer base.

Today’s EV drivers expect more than just a charging station; they want amenities that enhance their experience. Features like awnings, trashcans, security cameras and windshield washing stations are making their way into the landscape. EV drivers are seeking out these simple yet elevated charging experiences, making them key to attracting drivers and building loyalty.

Advancements in infrastructure are also shaping the future of EV charging. With billions in government funding directed toward building a national network, functionality and reliability

standards are rising. Meanwhile, vehicle technology is improving, enabling faster charging and longer-range vehicles, making EV adoption more appealing to consumers.

Looking ahead to 2025, we expect to see c-store retailers better position themselves as a go-to destination for EVs. They’ll gain more control over the overall charging experience by implementing their existing loyalty programs and customizing user interfaces on their chargers. Embracing these trends will be essential for retailers aiming to stand out in the EV charging space and attract the increasing number of EV drivers on the road.

Tiina McCombie

National market director – energy fuelling

National Energy Equipment

Replacing aging infrastructure, keeping up with technology and compliance with regulations can be a burden for many businesses. For c-store fuel retailers, these are everyday realities that have owners seeking ways to manage operations against rising costs and complexity, while finding new revenue streams. Many retailers who install pay at the pump technology for the first time or replace outdated devices, will make use of technology advancements with digital screens and connectivity at the fuel islands to deliver rich media content for marketing and targeted advertising to increase in-store visits and generate additional revenue with an elevated customer experience. Retailers increasingly have loyalty program partnerships with other merchants, which is spurring a rise in purchase of bar code scanners with contactless payment at the pump for enhanced consumer engagement, convenience, and participation to maximize the cooperative benefits.

Opportunities for installing EV fast charging continue to grow as more battery and plug-in hybrid electric vehicles hit the road. These installations require careful long-range planning with the help of industry specialists to maximize opportunities for tapping into funding programs for charging infrastructure and avoid unexpected pitfalls. Funding programs are becoming more strategic with specific use cases for qualification that address the need for more powerful chargers and to serve medium and heavy-duty transport.

With the increase in biofuels availability and use in Canada, fuel wholesalers and retailers are preparing their facilities for higher blends of ethanol and renewable diesel in the energy mix for reducing carbon emissions in transportation.

Mack Ewing

Chad Bass

Tiina McCombie

TRENDS AND OPPORTUNITIES

Karen Smith President Canadian Carwash Association

In 2025, the car wash industry in Canada will focus on making things easier and better for customers, while taking advantage of smart automation.

Customer experience will be front and centre, as businesses try to offer more personalized and convenient services. Features like app-based payments, subscription plans and loyalty rewards will become the norm, making it simple for customers to get the services they need. Technologies like AI and license plate recognition (LPR) will play a big role in making the customer experience seamless, from automatic vehicle identification to customized wash preferences and faster service.

Monica Izzi, operations manager at the Valet Car Wash in Niagara Falls, Ont. says, “A big trend is leaning further into AI and updated technology. A lot of our locations (and any new ones being built) are upgrading to plate scanning technology. We want to make interactions with customers as smooth as possible, especially for members, who just want to pull up, redeem their wash and move on with their day. Personal interactions are still important, especially for new customers, but

once they know the drill, getting them in and out of the wash as smoothly as possible (while still maintaining our quality standards) is super beneficial for us and the on-the-go customer.”

On the automation side, new technology will continue to change how car washes operate. Smarter systems, like AI that helps manage busy lines or advanced sensors for precise cleaning, will speed up the process and deliver consistent results every time. According to Jaclyn Kennedy, operations manager, Valet Car Wash, there is a, “push on ceramic and graphene in the car wash industry. It’s a big buzzword right now.” These upgrades not only make things run more smoothly, but also create a faster, hassle-free experience for customers.

But at the end of the day, no matter how much technology we add, the goal stays the same: delivering a clean, dry, shiny car.

OCTANE

More leaders on p. 22 of CSNC

*Contributions are edited for clarity and length. For full submissions, visit CCentral.ca or scan the QR code

Karen Smith

Which car wash conveyor system is right for your business?

Expert advice about what operators want to consider before making an investment BY

TOM VENETIS

CONVEYOR SYSTEMS ARE a critical part of any car wash operations. A good conveyor system improves overall operations, supports car wash profitability and, when operating properly, will maintain and even enhance the overall wash experience for vehicle owners.

Each conveyor system brings advantages and drawbacks to a car wash and understanding what these entail makes it easier to decide upon the right one for your operation.

Roller or chain systems

Let us start with the one that most Canadians are familiar with, that is the roller or chain conveyor. Anyone who has used a traditional stand-alone tunnel car wash has had their vehicle washed by such a system. One (either the vehicle owner or a staff member) pulls up to the wash entrance and, using the mirrors as a guide, eases the vehicle onto the conveyor—a set of guide rails keeps one set of tires straight—then a set of rollers, powered by an electric motor, takes the vehicle (while in neutral) through the tunnel to be washed.

Mack Ewing, a 2023 Future Leaders in Convenience + Car Wash winner and director of strategic initiatives with the Transchem Group (a car wash solutions provider, specializing in car wash chemical development and equipment), says this commonly used conveyor technology has many advantages.

Not only is it a proven system, but the chain conveyor also allows vehicles to move smoothly through the wash and well-trained staff can make sure that vehicles get onto and through the wash efficiently to maximize throughput (and as such maximize profit).

Another advantage is because a conveyor can move vehicles through the wash in a controlled manner, this ensures a consistent and highquality wash for each vehicle, which translates into higher satisfaction for customers. Finally, if the staff’s job is one of guiding the driver of the vehicle safely onto the conveyor, they are less involved in physically moving cars into the wash, thereby keeping them safe from injury.

While quite ubiquitous in Canada, this kind of chain conveyor system has some drawbacks,

A flat belt system places a vehicle on a wider, more stable platform that exposes more of the vehicle’s wheels and underbody.

adds Ewing, one being that if the conveyor breaks down, it shuts down the whole car wash operation as vehicles now cannot be guided through the tunnel and the wash cycle. That translates into lost revenue for the car wash operator until the conveyor is repaired. That means car wash operations need to put in place regular maintenance checks of the system to find any potential faults in the chain, rollers, and electrical components, and to be sure they are replaced before a loss-inducing failure.

Flat belt systems

That is why since the late 1990s, there is a growing move away from this kind of conveyor technology to what is often called a belt conveyor system, or a flat belt conveyor system, according to Dylan Seton, marketing coordinator with AVW Equipment Co. Inc. AVW introduced its first flat belt conveyor technology in 1998.

“The benefits for car washing were too good to ignore,” says Seton. “Prior to this, the standard was chain and roller conveyors. In chain conveyor systems a chain pulls the vehicle through the wash tunnel, and the

tires are guided by side rails. Belt conveyors, however, use a flat belt that moves the entire vehicle smoothly through the tunnel without requiring side rails.”

Forgoing the guide or side rails brings several advantages. One being that guide rails, while helping guide the vehicle through the tunnel, also place restrictions on the tire widths accommodated. Vehicles that have wide tires will not be able to use the car wash if their tires cannot fit between the rails.

Lawrence Stovall, owner of AutoBrite Company, a maker of car wash equipment, including the Dual Belt Conveyor System, says that flat belt systems allow staff to simply guide the vehicle onto the beds of the conveyor and the system moves the vehicle smoothly through the wash.

“Because the driver puts the vehicle themselves onto the conveyor, you can have the wash operate with minimal staff and if one chooses to, you can operate the wash 24/7 [with an automatic tap payment system] because you don’t need to have someone there all the time,” he continues. “If you are looking to have a car wash operation providing a steady revenue stream, this is one way of doing it.”

Seton adds another advantage is a belt conveyor system allows vehicles to be loaded closely together, which “can translate into faster processing times. The wide loading area also reduces anxiety for a customer, as it is like the experience of pulling into a garage. Loading onto a chain and roller is like threading a needle and often results in a stressful experience for the customer.”

He adds his car wash customers have reported up to 20% faster loading times per car using a belt system, which translates into increased profits.

A belt system also helps in upping the customer’s satisfaction with the wash. Because there are no guide rails, the belt system places a vehicle on a wider, more stable platform that exposes more of the vehicle’s wheels and underbody.

“That increased exposure can be marketed to customers as a superior wash quality,” says Seton. “Operators can highlight that the belt offers a more comprehensive clean, reaching area that other systems might miss. Customers leave the wash with a better experience, resulting in repeat business. You only need to stand at the entrance to the belt and watch the customer reactions… the smiles will tell you all you need to know. Count the smiles [and] you have the best data you can get to justify your investment.”

OCTANE

DEDICATED TO SHARING KNOWLEDGE AND BEST PRACTICES IN THE CARWASH INDUSTRY

January 2025

BOARD OF DIRECTORS - 2024/2025

PRESIDENT: Karen L. Smith - Valet Car Wash

Travis Braithwaite - ClearWater CarWash

Jason Hands - Parkland Fuels

Karla Hewitt - Suncor Energy Inc

Michael Howe - WashLinks

Mike Jacques - NCS

Michael Saunders - Mark VII Equipment

Rudy van Woerkom - Belvedere Technical Services

Matt Verity - Matt Verity Consulting

Tim Walker - Soapy Brushy

NATIONAL OFFICE

Heidi Loney Executive Director

Brynne Wrigley Director of Events

The Canadian Carwash Association (CCA) are thrilled to announce that Dan Kelly, President, CEO, and Chair of the Canadian Federation of Independent Business, will be the keynote speaker for the Canadian Carwash Association’s CARWACS Car Wash Education event! Join us on the morning of Tuesday, March 4, 2025, at The International Centre in Mississauga to hear Dan share valuable insights on the latest trends, challenges, and opportunities for small businesses in Canada

Constance Wrigley-Thomas, CAE, DES Director of Operations

Please Note Our Contact Info

3228 South Service Road, Suite 109 Burlington, ON L7N 3H8

(905) 331-1768

office@canadiancarwash ca

Learn from your car wash peers about how they are evolving to keep up with customers' changing needs

With professional development for car wash operators, learn from innovators and thought leaders in your industry on how they are using new technologies and strategies to better serve their customers and communities

Date: Tuesday, March 4, 2025

Time: 8:00 a m to 12:00 p m

Location: The International Centre, 6900 Airport Road, Hall 5, Mississauga, ON.

Speakers (as of December 16, 2024, subject to change):

Keynote: Dan Kelly, President, CEO, and Chair of the Canadian Federation of Independent Business

Speaker: Jeremy Enns, Owner-Operator, Enns Wash & Shine

Leslie Gordon, Circle K

program. Which one is right for your

CSNC EDITORIAL ADVISORY BOARD

Robbie Broda, Little Short Stop Stores

Marc Goodman, 7-Eleven Canada

Laurie & Randy Ure, Ure’s Country Kitchen

Comprised of leading retail executives and convenience operators, this volunteer group of industry champions offer advice, key insights and on-the-ground perspectives that serve as an invaluable resource to ensure content is relevant and meets the needs of the industry. Want to join? Reach out to Michelle Warren!

Trends + Opportunities

Check

2025 outlook: Industry leaders from across Canada weigh in on the issues, trends and opportunities shaping their businesses and the channel

Booze control: If you’re putting beers, wine and ready-to-drink cocktails on your shelves, consider offering no- and low-alcohol alternatives, too. Data shows customers buy both

In it to win it: Lottery corporations across Canada encourage c-stores to consider self-serve checkouts. Here’s why

Consumer Corner

What’s in store for convenience? In her new column, Emma Balment of Ipsos Canada reveals three clashing food and beverage trends that will impact c-stores across Canada in 2025

A deep dive into the AGCO Boardapproved training programs for c-stores selling beverage alcohol

20 Eglinton Ave. West, Suite 1800, Toronto, ON M4R 1K8 416-256-9908 | (877) 687-7321 | Fax (888) 889-9522 www.CCentral.ca

BRAND MANAGEMENT

SENIOR VICE PRESIDENT, NORTH AMERICA, CONVENIENCE Sandra Parente 416-271-4706 sparente@ensembleiq.com

EDITORIAL

EDITOR & ASSOCIATE PUBLISHER Michelle Warren mwarren@ensembleiq.com

ASSOCIATE EDITOR Tom Venetis tvenetis@ensembleiq.com

ADVERTISING SALES AND BUSINESS

SALES DIRECTOR Julia Sokolova 647-407-8236 rthomson@ensembleiq.com

NATIONAL ACCOUNT MANAGER Roberta Thomson 416-843-5534 rthomson@ensembleiq.com

ACCOUNT MANAGER Holly Power 416-910-1085 hpower@ensembleiq.com

SALES COORDINATOR Juan Chacon jchacon@ensembleiq.com

DESIGN | PRODUCTION | MARKETING CREATIVE DIRECTOR Nancy Peterman npeterman@ensembleiq.com

ART DIRECTOR Jackie Shipley jshipley@ensembleiq.com

SENIOR PRODUCTION DIRECTOR Michael Kimpton mkimpton@ensembleiq.com

MARKETING MANAGER Jakob Wodnicki jwodnicki@ensembleiq.com

CORPORATE OFFICERS

CHIEF EXECUTIVE OFFICER Jennifer Litterick

CHIEF FINANCIAL OFFICER Jane Volland

CHIEF OPERATING OFFICER Derek Estey

CHIEF PEOPLE OFFICER Ann Jadown

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Convenience Store News Canada | Octane is published 6 times a year by Ensembleiq. Convenience Store News Canada | Octane is circulated to managers, buyers and professionals working in Canada’s convenience, gas and wash channel. Please direct inquiries to the editorial offices. Contributions of articles, photographs and industry information are welcome, but cannot be acknowledged or returned. ©2024 All rights reserved. No part of this publication may be reproduced in any form, including photocopying and electronic retrieval/retransmission, without the permission of the publisher. Printed in Canada by Transcontinental Printing | PM42940023

CHANNEL ALLIANCES:

Optimism and opportunity

WE’RE EXCITED TO kick off 2025 with our annual Trends + Opportunities Issue, plus the sophomore Future Leaders in Convenience + Car Wash Awards winners!

We launched FLICC in November 2023 to champion this dynamic and exciting industry in which dedicated individuals build long rewarding careers. Right away, there was a push to bring together winners for a celebratory event, so we did so at the 2024 Convenience U CARWACS Show. With that in mind, we decided to move the winner announcement to our Jan/Feb issue and kick-off the year on celebratory note.

We are delighted to present 28 winners, who span all areas of the channel—from independent operators and dealers to those working for regional/national/international chains, as well as distributors, vendors, solutions providers and CPG professionals. Led by purpose and passion, these individuals are outstanding not only for their professional accomplishments, but also for the important role they play in communities across Canada (p. 10).

We look forward to celebrating the FLICC winners on Day Two of The Convenience U CARWACS Show—March 5, 2025, at the International Centre—please join us for a morning of leadership and learning.

Planning is well underway for the 2025 trade show and conference, which takes place March 4-5, 2025. The Convenience Store News Canada team is thrilled to, once again, curate two mornings of education and inspiration. Turn to p. 5 of OCTANE for a sneak peek at what we have in store, but be sure to check the website for the evolving conference agenda and exhibitor list—it’s shaping up to be the biggest and best show yet!

As you know, success isn’t happenstance—it takes hard work, risk and deep insights to make decisions and invest to grow your business. We value our role in helping the channel thrive through our magazines, newsletters, events and awards.

With that in mind, read on to learn more about the issues, trends and opportunities that will help position your business for success in the year ahead. Once again, we invited convenience, gas and car wash leaders, including retailers, vendors and distributors, from across the country to share their insights and predictions for 2025 (p. 23). A huge thank you to everyone who participated.

As we look ahead, we hope you feel a sense of optimism and opportunity about your business— here’s to your prosperity in 2025! CSNC

MICHELLE WARREN Editor & associate publisher

BUZZ

Convenience Store News Canada is the proud winner of a Folio: Eddie & Ozzie Award in the Best Editorial Use of Data category for the 2024 C-store IQ National Shopper Study

The Eddie & Ozzie Awards are the most prestigious North American recognition program in the industry, honouring excellence in editorial content and design across all formats.

We also received two honourable mentions, including an Eddie: Full Issue, B2B, Retail for the Convenience Store News

Canada + OCTANE, September/October 2023: Innovation Issue; and an Ozzie: Data Visualization, B2B for Convenience Store News Canada + OCTANE, March/April 2024 Issue: C-store IQ National Shopper Study. Congratulations to all the winners

1. Beverage alcohol threemonth check-in: Wins, losses and lessons

2. Tried and true: Conveniencegas operators turn to QSRs for turnkey foodservice solutions

3. Enhancing retail security through community collaboration and technology

4. Rising retail theft: How to protect your staff and store

5. Embracing seasonal change to maximize winter sales

6. What’s trending in food and snack flavours?

Paul Meyer joins Cenovus Energy as manager, dealer sales and network operations. He has deep experience in the convenience and fuel space, having spent the last four years with McDougall Energy and, before that, more than a decade with Mac’s Convenience Stores.

Jonathan Theisen is the new general manager of Van Houtte Coffee Services, after having spent nearly a decade with parent company, Keurig Dr Pepper Canada.

7. 6 strategies for capitalizing on the tax holiday

8. Results from CICC’s 2024 State of the Industry (SOI) report

9. Is your insurance (or lack thereof) you putting your operations at risk? 10. 7-Eleven Canada opens

BY CHRIS DANIELS

Training for success

When selling beverage alcohol, retailers in Ontario must ensure employees are trained via an AGCO Boardapproved program. Which is right for your business?

MONTHS AFTER ONTARIO expanded beverage alcohol sales into c-stores, the sector is still seeing a steady stream of licence applications. In the first two weeks of November, the Alcohol and Gaming Commission of Ontario (AGCO) approved an additional 65 Convenience Store Licences (CSL), bringing the tally to 4,799 licences approved as of the end of November. That is up from 4,220 as of Sept. 5, the launch day of the category, which includes beer, wine, cider and RTD beverages, into convenience.

Even after securing approval, a store has a lot to consider and get done. At the top of the checklist? Ensuring their employees are properly trained. “Staff that are involved in the sale, delivery or taking orders for the sale of liquor, as well as security staff, must be 18 years of age or older and complete one of the AGCO Board-approved training programs before they are allowed to sell alcohol,” says Raymond Kahnert, senior communications advisor at the AGCO. “These programs ensure that staff are trained to handle liquor sales responsibly and in compliance with Ontario’s regulations.”

The AGCO has approved two types of training programs—the Smart Serve Training Programs and Liquor Retail Training Programs. C-store licensees/employees can choose a Smart Serve Program (which restaurant, bar and other hospitality servers of alcohol must take), or one of the new Liquor Retail Training Programs created specifically for retail establishments in the sale, sampling, delivery and taking orders for the sale of beverage alcohol. It does not cover serving.

Following an open call in May for submissions from companies interested in providing liquor retail training, the AGCO approved eight Liquor Retail Training Programs for c-store employees. Upon completion, certification is valid for five years after which point employees will be required to take an AGCO Board-approved course again. While all the programs feature real-world scenario

training—like what to do if an of-age customer appears to be purchasing for minors gathered outside—and quizzes, they have notable differences.

CSNC spoke to four providers and here’s what we learned.

ID Please; Selling Alcohol Beverages Responsibly (SABR)

Cost: $10 per person for CICC members, $19 for non-members

The SABR program was spearheaded by Mike Hammoud, the Convenience Industry Council of Canada’s VP, Atlantic Canada in partnership with Matt Shaw, a software engineer with VSREps.com in Halifax, and is the first retail-focused training course for the sale of alcohol in Canada. “It was created for Ontario, but plans are to expand the course into other provinces where alcohol is sold in the convenience channel,” says Hammoud. With ID Please being the gold standard in age verification for the sale of nicotine products nationwide—tens of thousands of employees have taken the course—the CICC sought to create a similarly strong online program for the alcohol category. To date, SABR, which is offered in English and French, has issued over 10,000 certificates. One of the things that separates SABR from other programs is the fact that course purchases are transferable and open-ended. “There is no 30-day expiry date,” says Hammoud. “And so, if you’re an independent and sign up for six ‘seats’ and only end up needing to use four, you can assign the other two at a later date.” The SABR platform also gives store owners visibility into where employees are in the training process and the ability to digitally store and maintain certification records. “All the programs are approved and accredited, but you need to consider the technology behind it. Some programs take a one-and-done approach with their tech,” says Hammoud. “We think it’s really important owners have that access for if an inspector shows up, because not all the programs do.”

StoreServe Cost: $13.99

AhoyLMS operates a Learning Management System platform first developed for employee training in recreational cannabis. Under the name Cannabis Training Canada, AhoyLMS worked with provincial governments on a course approved in Ontario, Nova Scotia, British Columbia and Nunavut. Having also worked with Nunavut on a server training program for bar and restaurant staff, as well as others who serve alcohol, Marcus Acaster, co-founder of AhoyLMS/StoreServe, says “we knew we could help when the opportunity came up with beverage alcohol in Ontario. Our programs are already mandatory for anyone selling and serving liquor or recreational cannabis in Nunavut.” Optimized for any device (computer, tablet or phone), StoreServe features various learning vehicles designed to improve comprehension and retention for different types of learners, even if English isn’t their first language. “We wanted to make it really easy for people to digest,” says Acaster. StoreServe is also offered in Hindi and French and will soon be available in Korean and Mandarin. The backend provides AGCO inspectors with access, removing the need for keeping physical proof of certification onsite. An administration platform is available for multi-employee customers, providing visibility into all staff training, but typically isn’t cost-effective unless the customer has at least 100 employees. As Acaster explains, “StoreServe is focused on smaller stores. The program appeals to the independent retailer—smaller mom and pop shops with one or only a few locations.” At press time, Acaster says 3,500 employees have received StoreServe certification.

Acts of Service Cost: $100

Not every AGCO Board-approved Retail Liquor Sales Training Program is completed via a virtual learning system. Take the option from SommWise, an Ottawa-based company founded in April 2024 by sommelier Brittany Sabourin and wine and spirits educator Tim Ouellette. Offering guided tasting workshops and presentations (including of non-alcoholic wine, spirits and beer), SommWise has also created Acts of Service, a four-hour in-person certification course on the responsible and compassionate retail sale of liquor. The co-founders bring the course directly to c-stores within a three-hour radius of Ottawa. “We didn’t want to make some rinky-dink online program and compete with everyone else,” says Ouellette. “We wanted to do something, neither better nor worse, just different.” While Acts of Service has a higher price point owing to the in-person format, Ouellette says that they’re looking to create lasting relationships with customers. “We want people who have taken our course to feel they can call us up with

questions when needing something cleared up.”

To date, two c-store groups have completed Acts of Service. The in-person format was particularly beneficial for both groups, as English was their second language, and they could engage in back-and-forth dialogue when needing clarification. (One group was Korean and the other Tibetan.) “There’s a lot of advantages to a classroom-like setting and together as a team,” explains Ouellette.

. Smart Serve Retail Online Training Program Cost: $24.95

Smart Serve, widely known since 1995 as the de facto alcohol training program for those in the restaurant and hospitality business with currently about 600,000 active Smart Serve certificate holders, in July announced it was partnering with the Ontario Convenience Stores Association for a new retail-focused training program targeting c-store operators and workers. At almost half the cost of the Smart Serve Full Course, Smart Serve Retail Online Training is still one of the more expensive online options as it’s fully proctored. This means users are required to allow access to their web camera for I.D. verification and screen sharing for test monitoring. While the AGCO doesn’t mandate Liquor Retail Training

Programs to be proctored (and the majority aren’t), Richard Anderson, executive director of Smart Serve Ontario, says “the amount of cheating going on is through the roof—like c-store workers whose second language is English and get their son or daughter to take the test for them. From a liability perspective, we’re able to confirm 100% that the person who ordered the test is the one who took it.”

Smart Serve Retail Online Training is currently offered in French, English and Korean—and by the start of 2025, in Chinese and Punjabi. While he didn’t share numbers for competitive reasons, Anderson says Smart Serve Retail Online Training landed the Costco account. “They had about 10,000 employees trained on it so they could launch alcohol sales across all 32 of their Ontario stores, which they did in late October.” No HST is charged on the program cost, as Smart Serve is a non-profit that funnels profits to charity. It gives about $1 million a year in bursaries and scholarships across 15 post-secondary institutions, supporting students in hospitality and culinary programs, and runs free programs like Smart Serve Cares, which launched in May 2024 providing free mental health resources and support to Ontario’s Smart Serve certificate holders. CSNC

Acts

CannServe

Licence

Liquor Retail Employee Training

Safe Selling – Retail Alcohol Sales Training

Selling Alcohol Beverages

Responsibly (SABR)

Smart Serve Retail

StoreServe Certification

In November, AGCO launched an open call for training program submissions for Licence to Deliver (liquor delivery service) licensees. Smart Serve is currently the only approved training program for Licence to Deliver holders in Ontario and will remain an approved training program for the broader liquor sector. AGCO will evaluate new applications submitted before January 20th and announce new licensees in mid-March.

PURPOSE AND PASSION

Meet the Future Leaders in Convenience + Car Wash

At Convenience Stores News Canada + OCTANE, we champion convenience, gas and car wash as a dynamic and fulfilling industry in which to build a rewarding career.

With that in mind, we are thrilled to present the second annual Future Leaders in Convenience Awards + Car Wash Awards, which highlight the achievements and vision of exceptional leaders under age 40 at the time of nomination.

The 28 winners come from diverse backgrounds and are making change in communities and companies across Canada. These leaders stand out not only for their performance as leaders, but also the sense of purpose and passion they bring to work every day.

The FLICC winners are making a difference and these are their stories.

BY WENDY HELFENBAUM

SHUBHAM AGGARWAL

Vice-president

Creative POS

Upgrading traditional cash registers to modern POS systems for over 400 independent retail stores has been a defining achievement for Aggarwal, who oversees the sales and technical teams.

“Providing excellent support without high costs has led to hundreds of satisfied

PASQUALE BUFO

VP - customer management

Imperial Tobacco Canada

customers and numerous five-star Google reviews, which I’m especially proud of,” he says.

“Through the teachings of my guru and business partner, Torrence Ernest, I’ve completed 10 successful years, contributing to the company’s 32-year legacy. I love working in a business that empowers small retailers, helping them evolve by implementing new systems to run their businesses more efficiently. Our focus on offering affordable, high-quality service is reflected in the positive feedback we consistently receive.”

Because small retail stores are often hesitant to adopt new technology due to concerns about high monthly fees and inadequate support, Aggarwal has helped many transition to advanced POS systems by offering innovative solutions, no monthly fees and a strong commitment to customer service.

He has also made loyalty and gift card programs—which are usually only feasible for larger chains due to high cost—accessible to small, independent car washes by finding a way to implement them at a fraction of the price.

Responsible for strategic accounts across all channels while developing distribution models across the country, Bufo cites launching a nicotine replacement therapy as a career highlight.

“It wasn’t just about achieving business objectives; it was an opportunity to mentor and support our future leaders’ growth—seeing others advance their careers, achieve milestones and gain confidence is incredibly fulfilling,” says Bufo.

“Leading others isn’t just about setting targets; it’s about building a foundation where people feel empowered and supported to reach their full potential. Witnessing our team members evolve into confident, driven leaders themselves is the most lasting impact I could hope to have.”

Striving for work-life harmony has helped Bufo learn that true leadership is about setting an example of balance and resilience.

“I’m grateful to work in a company that supports a culture of flexibility and understanding, making it possible to perform at a high level, while prioritizing what matters most to each team member,” he says.

To Bufo, sustainability, community building and DEI are vital for creating a meaningful, resilient business.

“As a leader, I aim to embody these values within my team and across the organization by fostering an inclusive culture and advocating for sustainable practices that benefit both our business and the communities we serve,” he explains.

“I see it as my responsibility to align with and champion these values to inspire others and create a workplace that future generations can be proud of.”

“Pasquale has been instrumental in introducing less harmful nicotine alternatives into c-store, opening up a new source of revenue for c-store operators across the country,” says Adam Cummings, head of trade engagement and external affairs.

“Through major disruptions on the vapor category with the introduction of tax stamps by province, Pasquale found innovative methods to ensure all banners across Canada had compliant product with all non-compliant product out of the market, well beyond the competition.”

FABIO BOLOGNESE

Project lead, strategic relationships Canada Petro-Canada, a Suncor business

Being a core member of the Suncor team that executed a major partnership with Canadian Tire last May has topped a long list of career highlights for Bolognese. He loves the people and pace of change in an exciting industry.

“Our business is constantly evolving due to regulatory changes, technological advancements and, most importantly, the evolving needs of our customers. The need to maintain a proper balance between effectively executing on the base business while maintaining pace with change is fascinating,” he says.

“The level of collaboration and support from all levels and a unified focus on results is what makes the job so enjoyable.”

Marci Healey, director of retail strategy and relationships, says Bolognese was instrumental in negotiating and launching Petro-Canada’s first-of-its-kind partnership with Canadian Tire, a move that has transformed both companies’ businesses in Canada.

“Fabio has been a trailblazer in the convenience and gas industry for over 16 years, driven by an unwavering passion for delivering the best customer experience to Canadians, while empowering his teammates and supporting his associates. His dedication to meeting the needs of customers and leading with integrity has fueled his rise within Petro-Canada,” she says.

“Often the youngest in the room during negotiations, Fabio’s confidence and expertise always shone through, earning him the respect of all parties involved.”

AMEDEO CATENARO

Director of marketing INS Market

“Amedeo has made significant strides through his leadership and innovation,” says Michele Lown, VP, administration. “He has successfully developed a robust marketing department, which has played a crucial role in elevating the brand’s visibility and customer engagement. Amedeo’s initiatives have directly contributed to a substantial increase in store revenue, demonstrating his ability to translate innovative ideas into tangible results.”

Under Catenaro’s direction, INS Market’s website was rebuilt, transforming it into a user-friendly platform that enhances the customer experience and supports the company’s digital growth. He also launched a comprehensive digital advertising program targeting key demographics, driving increased traffic both online and in-store. He cites helping with the rollout of beer and wine across 40 Ontario locations as one of his proudest accomplishments.

“This project required careful planning, collaboration with cross-functional teams, and an in-depth understanding of both regulatory requirements and customer needs. By managing everything from vendor negotiations to compliance and marketing, we were able to expand our product offering, which contributed to significant growth in sales and improved customer engagement. Thoughtful strategy and teamwork can drive tangible business results, and it’s incredibly rewarding to see how the brand has flourished from our collective efforts,” he says.

Catenaro believes community building is at the heart of the company’s culture. “We’re not just a network of stores; we’re part of the communities we serve. That’s why I place value on marketing initiatives that foster local connections through partnerships, charitable giving or grassroots marketing. When customers see that a brand genuinely cares about its community, it builds loyalty and trust. I also believe that a diverse and inclusive environment not only drives innovation but also creates a more empathetic and engaged workforce.”

MATTHEW CELLUPICA

Warehouse & logistics manager

Now Prepay

“Matthew’s journey from a contract hourly associate to a respected leader in our company is a testament to his exceptional work ethic, vision, and ability to inspire those around him, “ says director of operations Laura Cristiano. “Matthew’s rise through the ranks demonstrates not only his mastery of day-to-day operations, but also his commitment to continuous improvement and growth. In his current management role, Matthew has been instrumental in driving operational excellence. He has implemented

JATINDERVEER CHANNI

Site manager

Petro-Pass

| McHaffie Corporation

process improvements that have streamlined inventory management, reduced customer wait times, and significantly enhanced the overall customer experience.”

Solving complex supply chain and logistics problems is now a passion, says Cellupica. “Tackling challenges head-on and finding effective solutions brings me a strong sense of accomplishment and pride. It’s rewarding to know that each solution not only enhances efficiency but also contributes to the overall success of the team and the company.”

Transitioning to managing a team required him to quickly develop new skills in communication, delegation and coaching. “I overcame this by actively seeking feedback, learning from mentors and staying adaptable. Over time, I learned how to balance supporting my team with driving results, which helped me grow as a leader and contribute more effectively to our goals.”

Sales manager Shawna Bickford says Cellupica’s commitment to excellence is key to the company’s continued success: “Matt has made outstanding contributions, playing a pivotal role in optimizing the handling and distribution of gift cards to retailers nationwide. Through his implementation of innovative inventory management practices, Matt has significantly reduced costs and eliminated delays in the supply chain.”

“I always admired my father’s competence in leadership, and when I reached a managerial position in my profession, I tried to work as hard as him,” says Channi. “My biggest surprise was when I received compliments from my team members about my problem-solving and bringing out the best in them through my leadership style, something I used to see my father’s co-workers say to him. My father is my idol and seeing myself achieve the similar respect he earned because of his competence is the highlight of my career.”

Franchise owner Bernita McHaffie says Channi shows tremendous initiative and credits him with helping to grow the business by 5% in a very difficult economy by staying focused on individualized customer service. She adds that as Petro-Pass agents approach retirement, Channi is preparing himself to be able to step in, as opportunities arise.

“He’s asked me to mentor so he can operate his own sites in the near future, and he’s taken courses outside of work to enhance his small business operation skills,” says McHaffie, noting that Channi champions new ideas. “Our site is close to nine restaurants that have opened in the last two years, and Jatinder has suggested meal alternatives to attract the growing number of South Asian customers.”

Channi appreciates that organizations and people have overcome the fear of change and are beginning to migrate to sustainable technology and embrace diversity.

“I believe it is crucial to understand sustainability and DEI not just for career growth but also to build a harmonious community,” he says, adding that his biggest challenge was overcoming the myth of the ‘overnight success’ mindset.

“I’m grateful for the strength my family gave me to keep improving my professional skills and being patient for opportunities to open up. I keep working hard to improve myself to be able to take on new responsibilities and become a better leader.”

KRISTEN CHOW

Loyalty operations specialist

Parkland Corporation

“Being part of a team that drives innovation and creates brand loyalty is incredibly rewarding; I take pride in using my creative skills and experience to collaborate in designing strategies that enhance the customer experience in an ever-changing loyalty landscape,” says Chow, who led multiple training and communications initiatives for three major program and partnership launches to ensure the operations team was engaged and well-prepared.

“I constantly challenge myself to learn new

TANIA DE TORRES

Manager, ice cream route to market Nestlé Canada Inc.

ways to optimize processes, prepare the field for change, and contribute ideas that help us reach our targets and contribute to the overall success of the business.”

Chow believes strategic execution is essential to create a positive customer experience, beginning with making sure the front line has the tools and confidence to communicate program information effectively.

Parkland’s corporate values are important to her as she builds her career. “Being authentic and ensuring my actions align with my words is essential, and so is working for a company I trust that reflects the values I hold myself to, I love being aligned with an organization that focuses on a positive workplace culture and emphasizes meaningful connections with the communities we serve. It’s truly inspiring to be part of a team that is extremely thoughtful around collaboration, inclusivity, and community engagement, allowing us to make a real impact together.”

Field merchandising manager Debbie Alvarez describes Chow as an adaptable team player who is quick to help. “She’s led several high-impact projects, and her leadership in change management and the development of communication and training plans underscore her ability to deliver significant and lasting results.”

GABRIEL DI ROLLO

Commercial strategy & planning manager

JTI-Macdonald Corp.

Caroline Evans, vice-president, sales for JTI-Macdonald Corp., says Di Rollo continuously raises the bar for technological innovation, cross-team collaboration and providing excellent customer experience.

De Torres manages sales of Nestlé Canada’s ice cream products through a network of 3P distributors nationally and handles logistics for Ontario and Quebec DSD to all convenience locations. Taking the lead on an internal cross-functional project that facilitated the successful launch of a new category at one of the top discount banners was a career highlight.

“We developed innovative processes and tools for this customer, and seized a significant opportunity in the convenience channel, opening new avenues for our business. I cannot wait to see the growth it brings us in 2025,” she says.

“I value the complexity and ever-changing landscape of the convenience channel and its resilience, and the opportunity to engage with so many different customers and the passion they exhibit for their businesses.”

De Torres is committed to delivering results, notes vice-president of customer development Darcy Bristol.

“Tania is passionate about seeing the future and seizing opportunities, challenging the status quo, and making a difference in big and small ways. She excels in a dynamic market, demonstrating resilience, adaptability, and strategic thinking.”

De Torres actively participates in Nestlé’s Gender Employee Resource Group to encourage open dialogue and drive action towards addressing gender biases and barriers.

“These values are at the forefront of how I conduct myself with everyone I connect with. Ultimately, my success relies on the support and collaboration of those around me, and I highly appreciate their diverse perspectives and expertise. In a world where AI is increasingly prominent, fostering human connections becomes crucial in building strong and strategic relationships. This requires a fresh approach to community and DEI corporate governance.”

De Torres is a shining example of a leader who recognizes the value of creating a culture of growth, striving for excellence in everything she does, adds Bristol.

“Gabriel is widely respected and known for bringing varied groups together to deliver results,” she says. “His energy and passion for people, our business and the industry is remarkable—he inspires colleagues with his solutions-oriented approach, unfailingly positive attitude and willingness to help others. He breaks down silos within our organization and always keeps his sales reps and retail customers top of mind.”

Di Rollo, who oversees JTI’s national trade communications, loyalty website and Trade Marketer digital platform, is especially proud of mentoring a colleague who took over his previous role. “Watching his professional and personal growth and knowing I played a part in that, was incredibly rewarding,” he says.

Di Rollo values the industry relationships he’s built over the years: “The opportunity to be my authentic self while collaborating with others has been fulfilling and empowering—the sense of connection has allowed me to contribute meaningfully to team and organizational success.”

Di Rollo takes pride in working with an organization that prioritizes inclusivity.

“When people feel comfortable and valued for who they are, they’ll contribute more fully, share diverse perspectives, and ultimately achieve their best work,” he says.

Di Rollo helped JTI adopt generative AI to help field reps and retailers by overseeing the tool’s development, testing, change management and implementation.

“Gabriel is tireless in his quest to advance our digital agenda, which he balances with a pragmatic and results-based approach,” says Evans. “He improves our current field force tools and solicits—then acts—on feedback from peers and sales reps to deliver what they need to succeed.”

CLIFFORD FONG

Category manager

7-Eleven Canada

Fong believes in the power of cultivating strong relationships to pave the way to success.

“Whether with vendors, coworkers, or mentors, these connections have shaped who I am and contributed significantly to my professional journey,” he says.

“I value the constant opportunity for change and growth. Success in this industry requires humility and a willingness to learn from those around you. I take great pride in using the knowledge I gain to empower others, helping them grow.”

Fong credits the inspiring leaders who mentored him with helping him achieve his goals. “These experiences have been invaluable in shaping the kind of leader I aspire to be.

“I believe that aligning with values like sustainability, community building, and diversity is crucial. They reflect the kind of workplace I want to be part of and guide me in fostering an environment where everyone can thrive.”

Fong overcame his biggest challenge— finding his voice within the workplace—by forging ahead.

“I navigated this by gaining experience and embracing leadership opportunities,” he notes. “By focusing on data-driven decisions, I ensured my ideas and contributions were centred around being customer-obsessed, which helped me build confidence and assert my perspective effectively.”

Cliff’s vision and innovative approach to assortment have been key to driving new and repeat trips, notes senior category manager Mark Colligan.

“He sought out partners across the world, bringing in unique items to grow our Taste of the World section to differentiate the shopping experience at 7-Eleven,” he says.

“MrBeast Feastables launched at 7-Eleven in December with a $500 daily giveaway through 7Rewards, which the organization matched for food banks across Canada.”

JEFF GASS

Manager, loyalty

Petro-Canada, a Suncor business

Responsible for Petro-Points strategy, planning and overall management, Gass is a key team player, says head of loyalty Amanda Mitchell.

“Jeff has successfully helped PetroCanada navigate and compete in the Loyalty space in a fast-paced and rapidly changing industry,” she explains, adding that he’s a leader with expanding capabilities and skills that demonstrates commitment, integrity, passion and determination.

LUCAS GOODENOUGH

Head of operations and sales &Back Coffee

Breaking into the competitive coffee industry and helping build a new company from the ground up using responsible business, sustainability and give back principles proved a great opportunity for Goodenough.

Gass loves the loyalty space because it blends innovation, creativity, customer-centricity and data-driven decision making.

“We’re actively evolving our tech stack to deliver game-changing new capabilities that will improve personalization and messaging in moments that matter—a transformation I’m particularly passionate about,” he says.

“I get the privilege of rewarding Canadians for everyday purchases—as their wallets are increasingly feeling the pinch.”

Gass is particularly proud to have helped launch Petro-Canada’s new partnership with Canadian Tire/Triangle Rewards, a challenging project involving collaboration among many stakeholders across their organizations. Within six months of the launch, his team achieved its year one target of more than 300,000 linked members.

Working for an organization that shares his values has been paramount to Gass’ success.

“Organizations must demonstrate how they’re contributing to a better tomorrow. I believe those that are purpose-led will attract talent and win the hearts and minds of customers, which is why I’m proud of my organization’s support of family caregivers through the Petro-Canada CareMakers foundation,” he says.

“Partnering with Van Houtte Coffee Services to launch &Back Coffee nationally and seeing our footprint grow to 500 sites across Canada, including hotels and an airline, is testament to what can happen when we share a purpose-driven mission. It also shows us that there is an increasing appetite for an offering that prioritizes quality, purpose, connection and impact,” he says.

Founder and CEO Roxanne Joyal says Goodenough has been a driving force and an exemplary leader who helped secure distribution across more than 500 sites.

“As a purpose-driven coffee company dedicated to empowering women coffee farmers, and creating meaningful change by offering premium, responsibly sourced coffee that uplifts communities and champions responsible practices,” she explains. “Lucas plays a pivotal role in expanding the company’s reach and brings a unique perspective to the industry as an advocate for diversity and inclusion. As a member of the LGBTQ2S+ community, he’s been a bridge-building advocate for greater representation and inclusion within the industry.”

Goodenough notes that meeting the farmers who directly benefit from the company’s mission has been meaningful and inspiring.

“Every intentional step in our supply and value chain really matters—from sourcing to distribution, building a company with responsible business practices, sustainability and relationships in mind makes my work very rewarding and fulfilling,” he says.

“Knowing that our products improve the livelihoods of coffee growing communities is what makes me proud to come to work each day.”

We are thrilled to celebrate VINCENT POIRIER, JONATHAN TRIVISONNO and GABRIEL DI ROLLO, who have all been recognized as winners of the Future Leaders in Convenience award! Thank you for your outstanding efforts in driving excellence and shaping the future of our industry.

Vincent Poirier

Gabriel Di Rollo

Jonathan Trivisonno

NOÉMY GRIMARD

Development manager

Les Dépanneurs GrimardBeau Soir

Nominator Serge Nadeau, Groupe Beaudry’s vice-president of projects and development, notes that Grimard started her convenience career as a cashier at age 14 before moving into accounting and administration four years later. Grimard is especially proud to work with her spouse to prepare to take over a successful family business and then grow the company together.

PHILIPPE GRONDIN

Director of merchandising Harnois Énergies

“I enjoy the human contact and daily challenges my work brings,” she says. “I also love how much room there is for innovation in this industry; we’re always finding ideas to evolve our business.”

Grimard recalls overcoming her biggest challenge during the pandemic, which occurred just as she was finishing her university degree.

“We had to make many adjustments, and I didn’t have much experience, but the situation allowed me to learn quickly and become more involved in my parent’s company,” she says.

Today, Grimard focuses on creating an inclusive workplace where everyone feels welcome.

“It’s important to us that our employees feel heard and supported. In our industry, human beings are paramount because without them, nothing is possible,” she says.

“I’m passionate about the constant evolution within this industry; the inevitability of change excites me greatly,” says Grondin, who is most proud of his positive work environment.

“Despite the growth of Harnois Énergies, we’ve successfully maintained a family-oriented culture where mutual support and collaboration are central to our operations. Sustainability, community building and DEI embody a commitment to creating a positive impact. These principles influence every decision I make.”

Replacing Alain Duchaine, one of the most esteemed directors of merchandising in the Quebec convenience store industry, left Grondin with big shoes to fill.

“Despite having much room for improvement, I believe I’ve managed a smooth transition into the role. This was achieved by asking numerous questions, actively learning from my team, analyzing data, and most importantly, staying true to myself rather than trying to emulate someone else,” he says.

Mathieu Robillard, senior director of retail operations, says Grondin is a results-oriented leader with a good understanding of the market and acute analytical skills.

“Thanks to Philippe’s excellent relationships with internal and external stakeholders and effective coordination with the operations and marketing teams, as well as wholesalers, suppliers and distributors, he has succeeded in creating a collaborative environment conducive to the company’s success,” says Robillard.

“Philippe also demonstrates a keen ability to anticipate emerging trends in the retail food sector, such as ready-to-eat, seasonal products and private labels, adjusting the company’s offering to consumer needs to ensure its competitiveness in the marketplace.”

GUNA SRI (HARSHA) GUMMADI

Area retail licensee Petro-Canada, a Suncor business

Since joining the company as a service attendant in 2014, Gummadi has risen to become a proud retailer.

“Operating my own business was a dream come true, and in seven years, I’ve grown from a single-site to multiple site operator, while building and leading an exceptional team that has earned several accolades and a three-time district winner for Associate of the Year,” he says.

“Every challenge has been a valuable learning opportunity, helping me grow into a more resilient leader. I’m deeply grateful to everyone who has supported me and contributed to my success along this journey.”

Gummadi is committed to serving customers and the communities he operates in. “Contributing to our community through charity events, leading a fantastic team, and developing future leaders are what I truly love about this business,” he says. “Giving back is incredibly rewarding and makes our work feel even more meaningful. I’m proud to work for Petro-Canada, which is committed to considering the impact of their actions on the environment, leading responsibly, and leaving a legacy that supports future generations.”

Territory manager Snejana Bratunova describes Gummadi as a natural leader with strong people skills.

“Harsha is great at developing effective teams and growing business. He manages complex operations that include convenience stores and busy car washes,” she says.

“Harsha is a fast learner who has proven that nothing is impossible. He’s always looking for an opportunity to be an engaged community leader, whether it’s organizing fundraising campaigns or supporting local food banks, schools, and hockey programs.”

ELI HUANG

Assistant manager Express Auto Wash

Huang is proud of how far he’s come at Express Auto Wash since joining the company as a car wash attendant in 2022.

“I started with limited work experience and struggled with English, and through the support of our president and managers, I overcame a lot of challenges, eventually earning promotions to sales support lead and then assistant manager,” he says.

“Express Auto Wash offers many opportunities to learn—from maintenance to customer service and work safety. The company gives everyone a chance, even if they don’t have experience. I’m proud to be part of this team, and I always remember our motto: ‘You can always ask questions, and there are no stupid questions.’ It’s a great environment for growth.”

President Ayaaz Jamal says Huang’s confidence and motivation have surged over the past two years, winning employee of the year and being recognized by various organizations for his fundraising efforts.

“Eli helped elevate our guest experiences which contributed to the site having over 700 positive reviews,” says Jamal.

“Eli has also focused on growing his own knowledge and can now troubleshoot the wash and fix any major items when they arise. He takes true ownership and pride in managing his site, and works to develop the leaders of tomorrow.”

SHUVANAN ISLAM

President SRP Canada

“My biggest career highlight has been the opportunity to lead SRP Canada, a highly respected organization, and I’m grateful to work alongside a team that’s deeply engaged and committed to success” says Islam, whose team keeps the shelves of more than 10,000 retail outlets stocked with the products they need.

“In my first year as leader in 2024, we faced

SARA LEE

Sales district manager, Toronto PepsiCo Beverages Canada

Since starting at PepsiCo in 2018, Lee has been promoted four times—a testament to her talent and passion for the company’s dynamic people and environment.

a challenging economy, and it was all hands on deck for innovation to drive significant growth.”

Islam oversaw the introduction of new categories in the gas and convenience channels, including Frostbitz Freeze Dried Candy, impulse-sized car care products, good-for-you pet treats, tri-tip charging cables and more.

“Shuvanan revolutionized our product development processes to create a nimble turnaround time for our customers—under 60 days from concept to store shelves—and also prioritized sustainability and carbon footprint initiatives,” notes HR generalist Sheryl Philip.

Islam appreciates the speed and agility involved in running the business.

“Adapting quickly to change is essential in our industry, and it’s rewarding to be part of a team that embraces it,” he says.

“Our national direct-store delivery network, innovative product portfolio, and B2B e-commerce site allows us to manage categories end-to-end for our customers. The trust we’ve earned from customers and the strength of our team are key drivers of our success.”

“I have the pleasure of leading an incredible sales team, working with inspiring colleagues and partnering with great customers to drive growth in an ever-evolving landscape,” explains Lee, adding that the challenge she powered through was adapting her approach.

“Earlier in my career in front-line selling/analysis roles, being detail-oriented and analytical served me well. As I progressed in my career, I quickly learned there would be moments that required fast decision making—whether through negotiations or making recommendations in a time crunch,” she explains. “Taking chances on new roles and advice from incredible mentors have taught me how to become more adaptable.”

Lee’s leadership fulfills an important role within PepsiCo’s culture, says Ron Clark, senior director of go to market and transformation. “Our employee resource groups are an integral part of our culture and development, and her leadership co-chairing the PepsiCo Asian Network spans both our foods and beverage business in Canada and shared best practices across North America.”

Lee believes in enabling everyday inclusion and is proud of her role in PAN. “I, and so many folks, have had experiences growing up feeling ‘othered’, so creating a safe space that embraces cultural differences is critical because everyone deserves to show up to work fully as themselves.”

Lee has demonstrated resilience and growth in her career, adds Clark. “Sara has already positively impacted our foodservice division, customer team and now field sales team. She’s poised for future leadership roles.”

MIKE MACKAY

EV charging specialist

National Energy Equipment

Being a part of the creation and rapid growth of the EV charging team has been extremely rewarding for MacKay, who leads a national service technical support team, while developing business opportunities with customers.

“I’m immensely proud of our talented team who are making a difference where it’s really needed right now. We all value working at the

CONNER MERLO

Key account specialist Raimac Industries

leading edge of this emerging technology,” he says, noting he chose National Energy Equipment for its core values.

“The unwavering support of our senior leadership encourages business unit growth through diversity of people and ideas to ensure the people leading their teams are truly passionate about their industries.”

Developing business skills after having mostly a technical background proved challenging yet rewarding, thanks to mentoring from several executive members, he adds.

Tiina McCombie, national marketing director, energy fuelling, says MacKay hit the ground running and steps up to tackle complex challenges, showing good judgement. “In a short time, Mike has raised awareness and established best in class qualifications for technicians that set new standards in customer service,” she says.

“He volunteers to serve on committees and association involvement to advance education and recognition for a skilled workforce necessary for supporting EV charging infrastructure and has a strong commitment to safety for technicians and the community.”

Moving up from entry-level inside sales to managing Raimac’s largest nationwide accounts has helped Merlo build skills and develop confidence to provide solutions to his customers.

“This journey has taught me about perseverance, understanding customer needs, and the importance of strong relationships; I’m proud to have earned the responsibility to make an impact on such an important part of our business,” he says.

Raimac president David McMullen says Merlo has received multiple sales achievement awards for exceeding sales targets, and that he exemplifies the spirit of innovation, leadership and dedication.

“Conner handles our unique fried chicken program from start to finish, and he’s made remarkable strides in the field of food equipment and kitchen solutions,” says McMullen.

“His leadership extends beyond his technical expertise; he has a natural ability to inspire his colleagues and foster a collaborative environment. His proactive approach to learning and development is evident through his mentorship of new team members and his active participation in industry forums. Conner’s leadership is not just about guiding others but also about continuously seeking opportunities for growth and improvement, both personally and professionally.”

Merlo says sustainability, community building and DEI are essential values in a meaningful career, and he appreciates working for a company that prioritizes them.

“It reflects a commitment to a better future by creating a more inclusive, supportive workplace,” he explains.

“These principles are important to me because they inspire innovation, foster trust, and ultimately contribute to a positive impact on society. I was drawn to Raimac because the company is not only focused on business results, but also on the wellbeing of their employees, communities and the environment. It’s motivating to be part of a culture that’s aligned with my personal values and actively contributes to progress.”

JODIE MOONIE Part-owner/operator

Algonquin Variety

After taking over from her parents, Moonie and her brothers continue to grow the business and support local residents.

“As a proud member of the Timiskaming First Nation, I’m extremely grateful our business is located within my community,” says Moonie, whose store is situated in Northern Quebec.

“We’re passionate about donating to local sports teams and various local events that take place in our community. This is something I’ve always dreamed of doing, and our goal is to make a difference in the lives of those we give back to.”

Fostering diversity and inclusion within the workplace and making sustainable choices is paramount, notes Moonie.

“We strive to preserve our environment for the generations that follow. One of the ways we do this is by tracking our food waste, both from our variety store and restaurant. Reducing food waste helps conserve resources, lower emissions and save money,” she says.

Manager Scott Flewwelling says Moonie has demonstrated innovation in the industry by always looking for new products to please her customers and drive growth. She also leads by example.

“Jodie always steps up to help when there are conflicts with customers or employees and always lends a helping hand,” he explains.

“She will go out of her way to help staff and customers alike and she’s an inspiration for young Indigenous women, showing they can work hard and be a shining star in their communities. Jodie’s dedication and tireless work ethic are part of what makes her such an amazing young woman.”

VINCENT POIRIER

District sales manager, operations JTI-Macdonald Corp.

Since joining JTI, the company’s market share in Quebec has grown each year, which Poirier takes great pride in.

“The ‘one team’ concept is definitely our greatest strength, and I believe that creating a positive working environment, focusing on the best service and main taining a win-win business approach is the key to our success,” he says.

“What makes me most proud is the warm welcome we receive from our retailers when we enter their stores. The appreciation our partners have for us is the most rewarding thing about the work we do.”

Poirier says diverse teams bring varied perspectives that stimulate creativity.

“It’s by debating different points of view that we come to the best decisions. As a manager, I try to be very sensitive to this cause, and I’m glad our company offers training and support to educate ourselves.”

Jean-Francois Charron, Quebec regional sales manager, operations, describes Poirier as committed, passionate and human-centred.

“Vincent takes care of his team and makes sure he’s a good leader for them. Always on the edge, he knows how to recognize opportunities and, above all, engage his team towards a common goal,” says Charron.

“The market in which we evolve is not an easy one, with numerous changes in the law. Vincent turns these obstacles into opportunities to increase our market share.”

GREG RIDEOUT

CFO

Canadian Mobility Services Ltd. | Shell Canada

Nine people nominated Rideout for this award, so he’s doing many things right. He is celebrated for playing a critical role in establishing the financial framework in the creation of CMS, which was formed in 2023 following the purchase from Sobeys of 56 Shell-branded sites in Western Canada.

Financial analyst Kerstin Arends says Rideout used his goal-oriented approach and eye for individual strengths to build a strong finance team of diverse individuals. “Greg is a strong leader with an exemplary understanding of the business challenges and needs and presents resolute support for

decisions to ensure CMS’ firm market position and growth,” she notes. “He shows a great deal of empathy and flexibility with everyone, which creates an open work environment with highly motivated team members.”

CEO Jackson Rempel calls Rideout an “outstanding leader” who treats his team “with the highest level of regard.”

The same goes for his customers. For instance, where community members rely on government-issued relief vouchers, Rideout spearheaded a system to accept this payment method, resulting in a win-win.

Rideout says he values personal connections with his customers and site managers and is especially proud of how he led his team after the acquisition. “In 2024, we revived the ‘Food 4 Fuel’ promotion with Sobeys, targeting Shell fuel customers, and launched a relief voucher program to use government aid. These initiatives have been key to CMS’s profitability, showcasing our creative and collaborative efforts.

“When people bring their true selves to work, they perform better and are more satisfied, so values like sustainability, community building, and DEI are essential. Our work directly impacts lives, from ensuring timely shipments to providing small joys for customers. Our legacy is defined by our positive impact, not just profits. It’s about continuous dialogue and promoting understanding to provide the best support.”

DAVE AND ZACK SCHOLTENS

CEO and

COO

Scholtens Inc.

As fourth-generation co-owners of Scholtens Inc., which owns the Cottage Country Candies brand, brothers Dave and Zack Scholtens are proud of building a network of direct store delivery distributors that can service the entire convenience and gas market of retail stores in Canada.

“We have a rich history in the confectionery space that brings the Scholtens family back to the Netherlands in 1910,” notes Dave, whose great-grandfather began by selling black licorice door-to-door.

The brothers have built on this legacy, taking a small company with a local brand and growing it to hold a leading position in its category—their candies, nuts and trail mixes can be found in thousands of locations, from Vancouver Island to Newfoundland.

“Our biggest challenge was moving from Ontario distribution coverage to Canadian coverage,” says Dave. “When we make promises to retailers who are planning to work with us, we mean what we say and will follow through with our obligations, even if this means servicing stores in remote places 365 days of the year.”

The brothers, both devout Christians, focus on the Golden Rule, both in life and in business: “Do unto others as you would have done to yourself.”

“We like to believe our faith is noted by all of those around us whom we serve with love, compassion, honesty, charity, hard work and truth,” says Dave. “This rich heritage in providing quality confectionery and snacks to our consumers brings us a lot of joy. We also like the candy and snack category as it brings moments of joy to everyone and is typically part of family time and happy gatherings.”

ENOCH TANG

Associate manager, network development

Canadian Tire Gas+

“I love the convenience and gas channel because it touches the lives of everyone from our customers to our retailers, representing a wide range of backgrounds and perspectives. It’s a joy to learn, teach and grow with all of them,” says Tang, a founding member and co-chair of the Diversity, Inclusion and Belonging Committee, which includes content for retailers.

“We’ve created an environment where people can be their best selves, find personal fulfillment and bring their unique attributes

TANVIR TOOR

Owner Fetch Panda

to make the organization great,” he says.

“This year, we’ve brought more of that thinking into our business strategies to drive more engagement from our home office and retailer groups. I’m proud of our commitment to create a place where people are seen, heard and understood.”

As the liaison between the real estate and petroleum divisions, Tang manages multiyear project pipelines by assessing new site opportunities, managing renovation and nine rebrand projects, ensuring site compliance, and working on capital plans.

Jill Cutajar, manager of network development and facilities, describes Tang as hardworking and dedicated, noting when he joined the team, he hit the ground running. He successfully worked on the opening of the latest ONroute stations in Newcastle and Ingersoll. “He goes above and beyond to listen to retailer concerns and find ways to address them in a cost-efficient manner.”

Tang says he enjoys working for a great organization and leaders who provide a lot of autonomy and opportunity. His biggest challenge was narrowing down where he wanted this career to go.

“It took time to reflect on who I am and how I fit into the organization to really generate momentum in building my career. I now make it my goal to be a leader that guides others.”

Ten years ago, Toor started as a gas attendant and today, he owns more than 25 stations across British Columbia and Alberta, including the new Fetch Panda brand. After moving to Canada as a student, Toor is proud of his accomplishments so far.

“Growing the business makes me happy, especially turning around closed sites and providing employment to people through new opportunities,” he says.

“Nothing is too big or small, and that’s what I like. I just keep going.”

Toor enjoys that every day presents a new challenge or opportunity, which he finds exciting.

“I’ve taken over sites that were underperforming and changed them around, making every person working there feel special and giving them all the tools they need to be successful. We have a low employee turnover rate,” says Toor, who also encourages employees starting out to eventually become managers.

Toor is celebrated also for giving back to his community, particularly during the wildfires in British Columbia when police escorted him to one of his stores in Celista so he could access much-needed food and water for residents. “We gave away everything in the store we had, the pizza, everything we had in our freezers, anything people can use, we gave it all away,” he told CBC Vancouver during a live news segment.

For Toor, this type of action reflects his larger business ethos: “The industry is big, and everyone does their thing. I wanted to be different and have an ethical side with a wide variety of products.”

JONATHAN TRIVISONNO

Sales planning manager JTI-Macdonald Corp.

Trivisonno believes in keeping an open mind to learn, improve and grow. “Throughout my career, I’ve made adaptability a central focus, recognizing its importance in today’s ever-evolving work environment,” he says.

“This has allowed me to thrive amid challenges, quickly adjusting my strategies and approaches if things aren’t working. I’m proud to work with such amazing retail partners—both large national chains and smaller, mom-and-pop convenience stores. This is what drives me every day.”

Trivisonno sees community building, DEI and sustainability as the new way of doing business. “At JTI-Macdonald, we run multiple environmental/community outreach days throughout the year to support our communities we operate in,” he notes.

While relatively new to the industry, Trivisonno has already made a significant positive impact, says Ontario regional sales lead Marc-Andre Martin. “Jonathan has demonstrated a deep understanding of our business operations, rapidly acquiring the skills and knowledge needed to contribute meaningfully. His proactive approach and strong work ethic have allowed him to seamlessly integrate into the team and exceed expectations.”

Trivisonno strives to improve processes, offer fresh insights, and take initiative in addressing customer needs.

“This has not only enhanced internal efficiency but has also strengthened our relationships with key customers,” says Martin. “Jonathan brings out the best in his peers and leads with empathy. By fostering open communication and providing support, he has helped his colleagues grow in their roles, improving individual and team performance. He’s created a positive, collaborative atmosphere where everyone feels valued and motivated to contribute.” CSNC

2025 Winners

Shubham Aggarwal

Creative POS

Fabio Bolognese Petro-Canada, a Suncor business

Pasquale Bufo Imperial Tobacco Canada

Amedeo Catenaro INS Market

Matthew Cellupica Now Prepay

Jatinderveer Channi

Petro-Pass | McHaffie Corp.

Kristen Chow Parkland Corp.

Tania De Torres

Nestlé Canada Inc.

Gabriel Di Rollo

JTI-Macdonald Corp.

Clifford Fong

7-Eleven Canada

Jeff Gass

Petro-Canada, a Suncor business

Lucas Goodenough &BACK COFFEE

Noémy Grimard

Les Dépanneurs GrimardBeau Soir

Philippe Grondin Harnois Énergies

Guna Sri (Harsha) Gummadi Petro-Canada, a Suncor business

Eli Huang

Express Auto Wash

Shuvanan Islam SRP Canada

Sara Lee

PepsiCo Beverages Canada

Mike Mackay

National Energy Equipment

Conner Merlo

Raimac

Jodie Moonie

Algonquin Variety

Vincent Poirier

JTI-Macdonald Corp.

Greg Rideout

Canadian Mobility Services | Shell Canada

Dave Scholtens

Scholtens Candy Inc.

Zack Scholtens

Scholtens Candy Inc.

Enoch Tang

Canadian Tire Gas+

Tanvir Toor Fetch Panda

Jonathan Trivisonno

JTI-Macdonald Corp.

CLIFFORD FONG

Congratulations to Noémy Grimard and all the other 2025 Future Leaders in Convenience and Car Wash Award Winners!

Congratulations to MIKE MACKAY

EV CHARGING SPECIALIST

Mike, your hard work, dedication, and incredible leadership truly shine.

Your outstanding efforts on our national EV sales and service team have made such a difference, helping NEE deliver exceptional quality and value to our partners. We’re so grateful for everything you bring to the team—thank you for being such an inspiration!

National Energy Equipment Inc. would like to congratulate all winners of the 2025 Future Leader in Convenience + Carwash award.

Congratulations to PASQUALE BUFO and all the other 2025 Future Leaders in Convenience + Car Wash Award Winners!

TRENDS AND OPPORTUNITIES

2025 OUTLOOK

Leaders from across Canada weigh in on the issues, trends and opportunities shaping their businesses and the channel

BY TOM VENETIS

Stephen Bown

Vice-president sales—convenience retail

Coca-Cola Canada Bottling

In 2025, Convenience & Gas in Canada is poised to be dynamic and innovative, leveraging an understanding of broad consumer trends to develop strategies to drive traffic and maximize baskets. Beverages will continue to play a crucial role in this direction and success.

The emphasis will remain on creating engaging exterior messaging and partnerships to attract buyers, thereby increasing foot traffic and potential sales. Establishing multiple in-store touchpoints to engage impulse buyers, both ambient and chilled, will be crucial. Additionally, enhancing the execution of the entire beverage portfolio to appeal to diverse shoppers is critical. Marketing communications should resonate with key passion points, such as sports, popular culture, and music, to forge stronger connections with customers.

In the food and snacking category, developing and promoting relevant bundles will capitalize on eating out and snacking occasions. This approach will tap into the growing demand for convenient and enjoyable meal and snack options.

Finally, to convert digital shoppers, it is vital to integrate offerings into retailers’ programs and websites. Ensuring seamless digital integration with retailers’ loyalty programs and online platforms will enhance the shopping experience and drive engagement.

Jeff Dafoe

President, Premier Brands

Established in 1988, our mission was clear: to introduce Canadians to world-class beers, helping consumers discover authentic and innovative styles that redefine the beer-drinking experience. We believed then, as we do now, that beer is more than just a beverage—it’s a story, a culture, and an opportunity for connection.

Back in the late ‘80s, we foresaw a future where private retailers would embrace the opportunity to sell beer. What we didn’t anticipate was the 36year journey it would take to see that vision realized. Fast forward to today: the beer revolution is finally here. Ontario has opened its doors to a new retail reality, enabling convenience stores the ability to compete and thrive alongside established beer retailers by offering convenience, variety, and outstanding customer service.

For Premier Brands, this isn’t just an opportunity—it’s a call

to action! Selling beer isn’t just about stocking shelves—it’s about creating a great customer experience. Our mission is to work closely with retailers on everything from beer styles and tasting notes to consumer preferences and trends. We believe that this knowledge helps retailers serve their customers better and fosters loyalty. We also understand the importance of margins. Our team is dedicated to helping retailers strike the right balance between offering affordable prices and ensuring sustainable profits for their business. This isn’t just about selling beer; it’s about building a business model that thrives.

Hélène Drolet

Vice-president operations excellence NA

Alimentation Couche-Tard

As we look towards 2025, the convenience store business in North America is ready for transformative changes driven by evolving consumer behaviours and technological advancements. One significant trend is the increasing emphasis on value. Customers, particularly in the wake of economic fluctuations, are becoming more discerning about their spending. They seek not only competitive pricing but also perceive value in quality and convenience. Stores that can leverage loyalty programs, bulk buying options and exclusive promotions will likely gain a competitive edge.

With the rise of digital payments and a growing preference for contactless transactions, many customers are opting for cashless experiences. However, a segment of the population still prefers cash transactions for various reasons, including budget control and privacy. Convenience stores must adapt to this dual demand, ensuring that they maintain adequate cash availability while also investing in digital payment solutions.

To thrive in this evolving landscape, convenience store operators should focus on understanding their customer base’s preferences and concerns. By aligning their offerings with these expectations, businesses can enhance customer loyalty and drive sales in an increasingly competitive environment.

John Fournaris Director, sales strategy, capabilities, Hershey Canada Inc.

The confectionery market is poised for continued growth and transformation in 2025, with Hershey driving innovation and addressing evolving consumer trends.

Hershey’s commitment to innovation is a key strategic focus, keeping both the choc-

Stephen Bown

Jeff Dafoe

Hélène Drolet

John Fournaris

TRENDS AND OPPORTUNITIES

olate and sweets categories dynamic and exciting for consumers. Regular product launches help maintain the brand’s relevance and drive consumer interest, as Hershey looks to stay ahead in the highly competitive market.

One such innovation is the highly anticipated Reese’s+ Nougat, which capitalizes on the growing demand for indulgent, convenient snacking options. Research shows a rise in afternoon snacking occasions, and Reese’s+ Nougat is designed to satisfy consumers’ desire for the beloved peanut butter-chocolate combination in a portable format that fits their lifestyles. Hershey’s is supporting the launch with a comprehensive 360-degree marketing plan, including integration with the brand’s NBA partnership and strategic merchandising.

Moreover, Hershey’s innovations have a proven track record of expanding the overall confectionery market. The company expects Reese’s+ Nougat to attract both loyal Reese’s fans and new consumers to the category, further driving growth.

On the other hand, building on the exceptional first-year performance of Reese’s Caramel Big Cup, Hershey is poised to sustain momentum through ongoing media support and continued in-store presence, demonstrating the brand’s confidence in the product’s long-term potential and its unwavering commitment to meeting evolving consumer preferences.

Marc Goodman Vice-president and general manager

7-Eleven Canada

I believe the state of the economy will continue to challenge retailers in the convenience channel. While interest rate cuts in the second half of 2024 along with cooling inflation rates will be beneficial in the long run, it will take considerable time to really impact Canadians’ pocketbooks. This means Canadians will continue to have less disposable income in 2025, leading to more value driven shopping.

More specifically, shoppers will continue to seek out the lowest price. If our industry continues to believe we should command traditional “convenience store pricing” we should continue to expect to see customers switching their shopping habits from our channel to shop more frequently at club and discount retailers.

It means Canadians will continue the movement to pay less and get more from private brands, versus purchasing the higher priced leading national brands. It means shoppers will seek out the hottest deals and simply become less brand loyal to our channel, as well as the retail brands within our channel, in order to get the best price.

We look forward to continuing to bring our customers high-value offers in-store and on delivery, as well as expanding our 7-Select private brand options.

Paul Hogan General manager

Conagra Brands International

There are several key themes we consider could be impactful in 2025. As Canada’s newcomer population grows, so will the demand/interest for global flavours in stores and recipes. We’ve responded to this

increased demand with product innovations and flavour expansions across our snack, sauce and frozen meal portfolios and will continue to grow this area in 2025. Some new offerings include P.F. Chang’s Home Menu Frozen & Sauces, Swanson Chicken Taco Bake, Healthy Choice Chicken Fajita and Angie’s Boomchickapop Sweet Chili Puffs. This demand presents a unique opportunity within the industry to inspire and encourage consumers to welcome new origins, ingredients and flavours that will emerge locally and globally.

Andrew Mackay President, BG Fuels

Rising costs are putting a lot of pressure on discretionary spending. Let’s face it, most of the products we sell in our stores are discretionary. For a gas and convenience retailer, there is something to be said for a smaller footprint, high-throughput site managed by a single attendant, which is why we’ve merchandised every square inch of available space with the top selling SKUs in our smaller Waypoint format stores. The lowest unit cost retailer can best withstand the pain when the competitive pressures intensify and will take the joy straight to the bottom line when markets turn around. I think we’re going to see consumers increasingly shopping for value, which means retailers are going to have to look long and hard at their unit costs and ensure that every $1 they spend generates at least $1.10 of value.

Finally, government action and inaction are increasingly detrimental to our business. By many accounts Illicit tobacco has overtaken legitimate, tax-stamped tobacco. Thieves help themselves with total impunity, laughing and urging the staff to call police as they walk out. The only recent bright spot in government intervention is the introduction of beer and wine in Ontario. What all this means for us as retailers is that we need to be more informed and get involved in the political process to ensure that our collective voice is heard.

Trends come and go. Some may stick, many will distract, most will eventually fade into oblivion. I believe the winners will be those that don’t venture too far from the tried and true…manage the costs, provide consumers with value, and engage with government on reducing regulation and enforcing compliance.

Serge Nadeau

Vice-president projects and development Groupe Beaudry

Going into the new year and next, we will continue to see an evolution of the convenience market, with customers turning to c-stores for more of their shopping needs.

Convenience stores are becoming shopping destinations for Canadians who are looking for fast, freshly made meals (both to eat on the road or to take home with them) be it for lunch or dinner, and at prices that are easy on the pocketbook.

This year and in the following years, we are going to be working to make our convenience store partners destinations for breakfast, lunch and dinner, from family take-home frozen meals to desserts.

Marc Goodman

Paul Hogan

Andrew Mackay

Serge Nadeau

Our teams here at Groupe Beaudry are always working to create new and exciting fresh food options, healthier options and an ever-expanding cuisine of flavours and choices for customers to try.

Nicolas Parra

Negotiation and merchandising director

Proximity banners, Metro

The economic outlook for 2025 appears cautiously optimistic, though uncertainty lingers. Quebecers, grappling with recent declines in purchasing power, are expected to stay mindful of their budgets while seeking moments to indulge and treat themselves.

Our Proximity banners, especially our Servi Express convenience stores, are well-positioned to meet these evolving consumer needs. Through investments in store upgrades and supply chain modernization, we are offering a greater variety of products and a higher level of service. Our private labels, particularly our [newly rebranded] Irresistible signature, stand out by delivering like-for-like to superior quality at competitive prices, ensuring customers find value without compromising on quality.

The year will also bring significant external changes. Planned tobacco tax increases are likely to either reduce consumption or drive more consumers toward contraband, presenting challenges for the industry. Additionally, Quebec’s new deposit regulation, effective March 1, 2025, marks a transformative shift for both customers and retailers. As discussions continue, adapting to these changes will be critical.

Whatever challenges or opportunities lie ahead, we are prepared to navigate 2025 with a focus on supporting Quebecers and strengthening our connection to the communities we proudly serve.

Anthony Ruffolo President McCowan Design & Manufacturing

As the Canadian c-store industry continues to grow and diversify its revenues, McCowan is being driven by three market trends as we approach 2025. The modernization of forecourts, the on-going growth of foodservice offerings and reimagining the tobacco back bar.

Forecourts are being modernized to accommodate EV charging and improve services offered to customers at the pumps. Trash units are being updated to provide a modern aesthetic ready for the future. Rusty old merchandisers are being replaced with long-lasting options that are more economical, environ-

More leaders on p. 15 of OCTANE

TRENDS AND OPPORTUNITIES

mentally friendly and make a positive first impression on customers.

Foodservice offerings continue to increase in scope and sophistication. To meet these growing requirements, refrigeration is commonly being integrated into our modular cabinets. Solid surface and metal counter tops are the new standard because of their outstanding durability and ease of cleaning. Millwork features are being used to create warm and inviting environments. Aesthetics and cleanliness in the foodservice area are a valuable tool in helping to communicate the quality of your food offering.

Tobacco back bars are evolving. Back walls are increasingly being used to communicate with customers through digital advertising or act as a feature wall to vend product. It has become common to vend tobacco from security cabinets under the counter. Tobacco security has become a significant consideration when designing a cash counter.

2025 will be a year of continued progress in our industry and McCowan is excited to support it.

Scott Simmons

President

Ontario Craft Brewers Association

I believe a key trend for 2025 will be local convenience stores embracing ‘real’ hyper-local craft beer. Ontario convenience store owners currently need to fill at least 20% of their shelves with local brewer products by law, and I encourage every store owner to seek out and stock the brands of the brewers in their local community. It makes sense for stores to over index, and stock more of their shelves with craft beer as these breweries are the essence of local. ‘Community’ is a defining feature of Ontario’s craft beer sector, and we know convenience stores are landmarks and gathering spots in many towns across Ontario.

Craft beer is also what many consumers want, as the breweries are always innovating through seasonal rotations and collaborations with other breweries, featuring different ingredients and styles that embrace their community. This provides an amazing opportunity for convenience stores to provide a range of beer styles for every consumer’s taste. It’s clear that featuring hyper-local craft beers is also a great way to improve a store’s bottom line. There is significant data from grocery stores that craft beer consumers generate larger overall basket sizes when they shop, which could help generate more sales in the convenience store channel.

So, my message to store owners is to make 2025 the year they embrace craft beer and put in the effort to become a craft beer destination in their community for locals and visitors alike. It’ll be a true win-win and a very exciting future. CSNC

Chad Bass, director of product management for EV charging, Dover Fueling Solutions

Mack Ewing, director of strategic initiatives, Transchem Group

Tiina McCombie, national market director – energy fuelling, National Energy Equipment Inc.

Karen Smith, president, Canadian Carwash Association

*Contributions are edited for clarity and length. For full submissions, visit CCentral.ca or scan the QR code

Nicolas Parra Anthony Ruffolo

Scott Simmons

CATEGORY CHECK

BY MICHELE SPONAGLE

Booze control

If you’re putting beers, wine and ready-to-drink cocktails on your shelves, consider offering no- and low-alcohol alternatives, too. Data shows customers buy both

WHILE ALCOHOL CONSUMPTION decreased across Canada in 2024, there’s a bright spot worth noting for convenience stores—the phenomenal rise in low- and no-alcohol or ‘NoLo’ products.

Just how hot is this category?

According to Gabriel Moreau, vice-president sales at NIQ, “We are seeing 17% in dollar volume growth for these items in the last year. Current data [for last 52 weeks ending November 2] showed it was up 41% in the prior year. This is mostly fuelled by a terrific performance of new low-alc RTD-type products, as well as beer.”

NIQ data shows the non-alcoholic beverage market gained significant momentum between June 2023 and June 2024 with total sales soaring to $199 million—a whopping 24% increase over the previous year.

The NoLo movement

Various factors are behind the surge. “We

know younger demographics are health conscious and are looking to balance their alcohol consumption with alternative products. About 61% of Canadian households purchased them in the last year. Millennials, gen Xs and boomers are also actively pursuing these products. The increased demand has pushed suppliers towards creative innovation.”

The NoLo category is no fad, he notes. “The underlying demand for these types of products is definitely there to stay. In 2025, we could well see another year of double-digit growth for the category, especially if suppliers keep innovating.”

He feels that c-stores would “absolutely” do well with sales of NoLo products, even though they might not be as high as bev-alc sales. “Even a small selection can be highly incremental to overall store sales,” explains Moreau. “Having a few carefully selected listings will allow retailers and store owners to capture some of the growth occurring in the category.”

Innovation fuels growth

He notes that more than 200 new low-alcohol products launched in the last year: “It really shows how dynamic this space currently is.”

Premier Brands president Jeff Dafoe is feeling bullish on the potential of NoLo products in c-stores, too. “Convenience is the channel with the most opportunity to develop,” he says. “While customers have traditionally been less interested in better for you, this trend is changing as we see a variety of options and margins driving growth.”

Premier Brands’ current portfolio of globally sourced beers includes German-made favourites like Bavaria 0.0% Original Malt, Paulaner 0.0% and Clausthaler (Original, Dry Hopped and Lemon SKUs), a brand that pioneered making non-alcoholic beer in the 1970s.

Non-alcoholic beer continues to dominate the NoLo category, accounting for 76% of total sales. It has experienced a growth rate of 23.3%, NIQ reports. And guess who is buying non-alcoholic products? An estimated 75% of those consumers also purchase alcoholic products: A stat convenience stores should consider when stocking shelves.

Brewers are betting heavily on continued growth. Italy’s Peroni Nastro Azzurro will devote 20% of its global portfolio to alcohol-free products by 2030, according to Katie Wright, head of marketing at Asahi Canada, and Erik Preston, the company’s key account manager grocery & convenience.

“We’ve embraced innovation to cater to a diverse, evolving audience,” they say. “To achieve this, we know it’s essential to offer easy-drinking options that align with shifting consumption trends. Recognizing the changing beer landscape, especially among younger generations seeking lower and no ABV options, we offer no and low alcohol options, such as Peroni Nastro Azzurro 0.0%, to meet this demand while maintaining superior taste and premium quality.

EXPERT TIP: To drive retail sales, one strategy they suggest is cross-merchandising Peroni Nastro Azzurro with Italian snacks or premium food items that drive a connection to a food occasion.

Canadian brewers are also jumping into NoLo in a big way, including Muskoka Brewery. “At the core of our values is ensuring that we can offer a beverage for everyone and every occasion,” says Kyra Dietsch, marketing and brand manager. “We strive to be on the edge of innovation and offer beverages that meet the evolving tastes of consumers.”

The time was right for the Ontario brewer to

Gabriel Moreau

build its roster, including non-alcoholic beers like Veer Lager with Lime, Veer Hazy IPA and Rally Dry Run Pale Ale, as well as its Muskoka Wandr sparkling tea infusions.

“About 86% of consumers are drinking more alcohol-free beverages than last year, most of which aren’t abstainers—just looking to take a more mindful approach with their consumption,” notes Dietsch. “People are reflecting on their relationship with alcoholic beverages and the mindset is changing.”

EXPERT TIP: Convenience stores can promote these beverages in different ways. “They can highlight non-alcoholic products for social occasions as beverages that are a great addition to an event to moderate alcohol consumption for those partaking, or an inclusive option for those abstaining,” says Gavin Whitehead, the company’s channel marketing manager. “Low/non-alc products can be featured in store as alternative beverages in the better-for-you segment and promoted to those looking for lower calories and sugar options.”

Finding the balance

In the non-alcoholic spirits and RTDs category, sales have grown by 67.7%, as shown by NIQ research. It’s a category gaining traction as consumers seek sophisticated alternatives to traditional alcoholic spirits.

with SKUs such as Mellow Mojito, Midday Mule and Perpetual Paloma.

Johnston feels that convenience stores will benefit from stocking non-alcoholic beverages to appeal to a wider range of customers.

“It reflects a commitment to inclusivity, serving both traditional drinkers and those seeking non-alcoholic options,” he says. “Additionally, the category’s growth presents an opportunity for differentiation. Stores that embrace this trend can stand out from competitors.”

At Collective Arts Brewing in Hamilton, Ont., efforts are ongoing to craft NoLo products for both beer and spirit customers. “Beverage companies, including us, are prioritizing non-alcoholic innovation to keep up with these shifting trends,” says Matt Johnston, CEO and co-founder. “We expect in the next five years to be prioritizing this category at a pace that matches the growth we’re seeing now.”

The beverage company first launched the easy drinking Hazy Pale Ale almost two years ago. The process of perfecting the recipe, using a yeast that doesn’t create alcohol as a byproduct, took about 12 months. It was important to get it right. “Historically, a lot of non-alc beers didn’t taste great, so it was a barrier for the category,” explains Johnston.

Then came a hoppy IPA, lemony Guava Gose and Emerald Stout with roasted notes, rich chocolate and caramel flavours. Zero proof, no calorie cocktails have also become a cornerstone of Collective Arts’ NoLo offerings,

EXPERT TIP: Beyond traditional marketing tools like window posters and signage, effective category management is crucial. “Creating dedicated sections— such as a designated shelf or aisle for non-alcoholic beer and cocktails—makes it easy for customers to find what they’re looking for,” says Johnston. “It also helps distinguish these products from alcoholic options and prevents confusion.”

For Calgary-based Wild Folk Beverages, the inspiration for creating “free-spirited botanical cocktails” came from a desire by founder Dalia Kohen’s to show that non-alcoholic drink options could be complex and flavourful.

“I wanted to demonstrate it’s possible to have an elevated drinking experience without alcohol involved,” she says.

Most non-alcoholic beverages are distilled with alcohol, then the alcohol is removed, “along with most of the flavour,” she says. “While others rely on natural flavours or extracts to mimic certain profiles, the result feels more like a dressed-up soda. They’re refreshing, but lack richness and balance.”

Wild Folk cocktails are brewed through a unique infusion process in steel tanks, filtered through rice hulls, then carbonated. They’re made with a blend of herbs, botanicals and citrus rinds to create a complex cocktail with no alcohol, but all the flavour. Bee’s Knees has been a customer favourite since the start. It’s now joined by Sparkling Negroni, Vermouth Spritz and the new Mezcal Margarita.

For c-stores now stocking beer, wine and RTD cocktails, the NoLo trend is one that warrants attention, with experts saying it’s going to stick around for a good long while. Cheers!

What’s new, next and notable for 2025

• Clausthaler Grapefruit non alcoholic beer from Premier Brands is coming spring 2025 in a 500 mL single serve can. This traditional lager has zesty, fruity notes.

• Peroni Nastro Azzurro Stile Capri, launched exclusively at the LCBO in spring 2024, will roll out more broadly in 2025, with additional retail distribution across Ontario and the rest of Canada. It’s a light, citrusy lager with a lower ABV (4.2%) made with the Nostrano Dell ‘Isola Maize—a type of corn grown only in the north of Italy.

• Collective Arts’ newest Zero Proof Cocktail is Good Time Gin & Tonic, featuring tart cranberry notes, perfectly balanced with thyme and hints of juniper berry. Coming in 2025 are Zero Proof Cocktail Cherry Whiskey Sour and Zero Proof Cocktail Spicy Watermelon Margarita.

• French Bloom, the awardwinning French sparkling wine created by Maggie FrerejeanTaittinger and Constance Jablonski, is now in Canada.

• White Claw 0.0% is a one-of-akind premium seltzer for adults, offering the sophistication and complexity of an alcoholic drink, minus the alcohol CSNC

For NoLo wine options, check out The Wine Report

Matt Johnston

Dalia Kohen

WHAT’S IN STORE?

BY CHRIS DANIELS

In it to win it

Lottery corporations across Canada encourage c-stores to consider self-serve checkouts. Here’s why

SELF-SERVE CHECKOUTS are a familiar sight in retail. But here’s an emerging innovation well-suited to c-stores that could help reduce customer line-ups, while driving incremental revenue without risk of theft: terminals with age-verification technology for the purchase of lottery games and scratch cards.

The Ontario Lottery and Gaming Corporation (OLG) is in the midst of a province-wide rollout of self-serve lottery terminals (SSTs) with touchscreens displaying national and regional draw-based lottery games, as well as instant scratch cards like Crossword and Bingo. With a scan of a valid driver’s license or Ontario ID card—plus a debit or credit card—customers can choose their gambling products, without needing to interact with a cashier.

“We have over 500 of our 1,400 SSTs installed to date, with currently half of the units in our valued convenience and gas channel,” says Tony Bitonti, director, media relations at OLG. “Research shows selfcheckout options are increasingly preferred by customers, a trend that was accelerated by the pandemic.”

He notes the SSTs are intended to drive incremental sales and relieve congestion at point-of-sale areas.

The terminals—which each weigh over 1,200 lbs and measure 36 inches wide x 74 inches high x 27 inches deep—will also be upgraded next year to include the ability for customers to redeem lottery ticket winnings, but only back onto their debit cards, as cash redemptions will not be an option. “This is meant to be another measure of ensuring that those who are redeeming a lottery prize are at least 18 years or older,” says Bitonti.

Ontario is the third region in Canada to introduce SSTs and second to do so in convenience stores. British Columbia Lottery Corporation (BCLC) has operated SSTs in its hospitality network (restaurant and bars) and casinos for several years, but not its retail network. A spokesperson says there are no plans to introduce them into retail.

Atlantic Lottery Corporation (ALC)

deployed its first SSTs in 2022, and currently has 124 terminals in retail sites across Atlantic Canada. “We’ve received positive feedback on this modern and convenient option from players and retailers alike and we continue to identify additional potential locations to expand availability in the region,” says Greg Weston, communications strategist at ALC. “This is still relatively new to our market, so we continue to learn where they perform best.”

The Ontario rollout follows an OLG pilot that kicked off in February 2024, involving about 140 retailers within roughly 100 km of OLG head office locations (for easy access to tech support). IGT Global Solutions Corporation, the primary tech supplier to eight of the world’s 10 largest lotteries, designed and built the terminals.

In addition to their expertise, Bitonti says

“BCLC and ALC were instrumental in sharing their learnings.”

OLG’s retail partners with a SST in their store earn the standard sales commissions, as well as bonus commissions for selling big-winning tickets through their terminals (the same way they do when selling at their retail counters). The same applies in Atlantic Canada, except for retailers who don’t otherwise carry lottery products.

In those cases, “Atlantic Lottery field staff supply and service their terminals and inventory, resulting in a lower commission rate,” notes Weston.

While the SSTs automate the age-verification process, the terminals aren’t meant to wash the store’s hands of ensuring the machines aren’t being misused. “Retailers remain responsible for ensuring age of majority laws are followed at their locations,” says Weston, noting Atlantic Lottery’s mystery shopper compliance program has expanded to include SST purchases.

Training is also provided to retailers on the use of SSTs, including controls for mitigating access by minors. The terminals, both in Ontario and Atlantic Canada, feature a remote shut-off key fob, in the event a retailer suspects underage and/or intoxicated players are using them.

“Finally, we consult with retailers to place the terminals in high-visibility locations with direct line-of-sight for employees to enable effective observation,” says Weston. The SSTs also feature responsible gaming messaging.

To mitigate privacy risk and concerns, no personal information or personal data is retained in the terminal onboard memory or backend systems.

Terminals have numerous accessibility features. In Ontario, for instance, they include an ODA navigational keypad, while a QR code is being developed to help educate users.

Both ALC and OLG are committed to ongoing enhancements of the SSTs and encourage retailers to reach out to their lottery representatives if they’re interested in an SST. CSNC

CONSUMER CORNER

BY EMMA BALMENT

What’s in store for convenience?

Ipsos Canada reveals three clashing food and beverage trends impacting c-stores across Canada

Health and hedonism

THE YEAR 2025 is upon us, and we’re all wondering, “what’s in store for convenience in Canada?” These past five years have been difficult, economically and socially. While inflation and interest rates are coming down (Bank of Canada), the average dollar doesn’t stretch as far as it used to. Convenience operators and their suppliers can waste no effort in getting their share.

To that end, The Ipsos Food and Beverage Group is sharing some trends we believe are vital to successful competition in the convenience channel. These trends are published in the 11th edition of our annual report, CHATS 2025, powered by Ipsos’ daily tracking of consumers’ food and beverage behaviours.

The theme for 2025 is “The Consumer Clash” as evidenced by polarized trends that appear to contradict each other, yet exist simultaneously amongst different consumer segments or in different occasions. Let’s look at three pairs of clashing trends worth noting.

New age and tradition

Under pressure to change behaviours, many consumers retreat to old systems, and convenience stores are caught in the middle. In order to save money, Canadians are pulling back from foodservice, using it at rates lower than 2019. Where c-stores feel the pinch is in immediate-consumption beverage and snack occasions that are more vulnerable to replacement with groceries from home.

Fortunately, some relatively recent evolutions in the c-store industry offer a protective factor to attracting traffic and larger transactions. C-stores that compete with quick-service restaurants for meals and specialty hot or cold coffee will benefit from their market leadership. Alcoholic beverages and their non-alcoholic substitutes are also more resilient than other

cold beverages like carbonated soft drinks.

Food and beverages have become a source of eater-tainment as consumers looking to both the past and future to create interesting new experiences at meal and snack occasions. Seeking nostalgia is increasingly influencing choices, and confections are among the categories sought out. Even generation Z customers who have only been in their twenties for a few years have enough history to seek those 90s vibes. Vice versa, the future of Canada is increasing ethnic diversity and cross-acculturation. This trend is evidenced by the mass availability of food from across Asia and growing demand among both consumers with ties to the Asian continent or otherwise.

Another new-age trend to consider is how air-fryers are replacing microwaves. Any c-stores that stock frozen foods should be stocking varieties suitable to both appliances.

Climate agreement and the say-do-gap

As sellers of single-serve packaged goods, c-stores draw attention from those conscious of sustainability and waste reduction. Regardless of age, nearly half of all consumers agree that environmental considerations impact their decisions to consume an item.

In general, however, gen Z Canadians, who frequent c-stores, are the most likely to put their money where their mouth is: 45% report they are purchasing more food and beverage brands that demonstrate sustainable practices (28% avg.). Environmental sustainability is seeing more traction in consumption of packaged goods than is organic as of late. Even though gen Z often feels more burdened by other financial and social pressures, they are still more likely to hold themselves and businesses more accountable.

Convenience stores are traditionally more associated with treats and goodies, but are actually a prime source of trends towards functional nutritional beverages and snacks. Under pressure, there is a rising trend of nouveau nihilism and “you only live once” that has consumers resorting to food and beverage as an affordable indulgence. C-stores are well-positioned to market against consumers’ mounting needs for lifting the mood, seeking enjoyment, comfort, fun, decadence, peoplepleasing and self-reward. Canadians generally prefer sweets over salty snacks, lead by top categories chocolate and potato chips, but in the past few years salty (and in particular spicy snacks) have been growing share of stomach.

At the same time, an aging population and health-literate youth are increasingly looking to manage both physical and mental health with the foods and beverages they consume. A fifth of Canadians have some health concern led by excess weight, stress and high cholesterol. While the motivations of more mature consumers may be reactive and those of younger consumers more proactive, both are actively seeking out “functional” foods and beverages that tout the physical or mental benefits they seek.

Health-conscious consumers are increasingly attracted to both specific and general claims related to health. Market specifically to mood, energy, weight loss, digestion, immunity, blood sugar, bone health or muscle tone. Market generally to simple ingredients, high quality, health and nutrition, fresh/not-processed, pure and natural.

The convenience channel is nothing if not nimble, adaptable and resilient. My hope is that I have been able to empower operators and suppliers to be successful under pressure. Let’s make convenience the hottest topic of 2025. CSNC

Emma Balment, is director, Ipsos, market strategy and understanding, Food and Beverage Group. She has dedicated her career to supplying major brands in the Food and Beverage industry with the consumer insights they need to develop competitive strategies. Leveraging a team of industry experts and powerful syndicated data sets such as the FIVE Consumption Tracker, and the Foodservice Monitor, Emma specializes in uncovering growth opportunities for manufacturers, retailers, and foodservice operators. emma.balment@ipsos.com