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INNOVATES FOR 2021!

SEPTEMBER 28-29 TORONTO P. 8

Forecourt Performance Report 2021 Consumer trends and COVID-19 impact sales

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CONTENTS 5

Editor’s Message

6

CIPMA

8

The All New Convenience U CARWACS Show preview

Changing times drive innovation

Envisioning the future of Canada’s transportation sector — together

Unique hybrid format makes this show a game changer

10 COVER STORY

10

Forecourt Performance Report 2021

Forecourt Performance Report 2021: Consumer trends and COVID-19 factors lead sector changes

16

Co-op launches Western Nations gas bar brand

New marqueee targeted to indigenous communities

J U LY | AU G U S T 2 0 2 1 VOLU M E 2 6 | N U M BE R 4

20

20 Small footprint opportunity

In-bay automatics offer a solid value equation for operators

23

Featured Products

24

CCA Industry Forum

New products, equipment and services

8 PLUS, turn to p.13 in CSNC to meet the 2021 Star Women in Convenience Award Winners, which include gas and car wash leaders!

Simply hover your phone's camera over this code:

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Low cost, quality, reliable fuel, and a choice of retail brands.

Join our growing gas and convenience team today, and benefit from our retail programs developed and supported by our experienced fuel supply and retail experts.

Our branded offers support your needs while allowing you to keep control of your independent business:

Join Greenergy for lunch, on us, at Toronto Convenience U CARWACS on September 29, 2021.

Learn directly from the team how we can grow and support your retail business.

Spaces are limited, reserve your seat today by emailing:

CanadaInquiries@greenergy.com

www.greenergy.com/canada-retail

EDITOR’S MESSAGE 20 Eglinton Ave. West, Suite 1800, Toronto, ON M4R 1K8 (416) 256-9908 | (877) 687-7321 | Fax (888) 889-9522 www.CCentral.ca SENIOR VICE PRESIDENT, CANADA | Donna Kerry

EDITORIAL EDITOR & ASSOCIATE PUBLISHER, CSNC

Michelle Warren | mwarren@ensembleiq.com

EDITOR, OCTANE

Kelly Gray | kgray@ensembleiq.com

TRANSLATION | Danielle Hart

ADVERTISING SALES ASSOCIATE PUBLISHER

Elijah Hoffman | ehoffman@ensembleiq.com

VICE PRESIDENT, EVENTS

Michael Cronin | mcronin@ensembleiq.com

DESIGN AND PRODUCTION SENIOR VICE PRESIDENT, OPERATIONS Derek Estey | destey@ensembleiq.com

DIRECTOR OF PRODUCTION

Michael Kimpton | mkimpton@ensembleiq.com

ART DIRECTOR | Jackie Shipley DIRECTOR OF MARKETING, BRANDLAB

Alexandra Voulu | avoulu@ensembleiq.com

SENIOR DIRECTOR AUDIENCE STRATEGY Lina Trunina | ltrunina@ensembleiq.com

SENIOR DIRECTOR, DIGITAL CANADA & SPECIAL PROJECTS Valerie White | vwhite@ensembleiq.com

CORPORATE OFFICERS CHIEF EXECUTIVE OFFICER | Jennifer Litterick CHIEF FINANCIAL OFFICER | Jane Volland CHIEF INNOVATION OFFICER | Tanner Van Dusen CHIEF HUMAN RESOURCES OFFICER | Ann Jadown EXECUTIVE VICE PRESIDENT, EVENTS & CONFERENCES Ed Several

EXECUTIVE VICE PRESIDENT, CONTENT | Joe Territo

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Changing times drive innovation

THERE ARE VERY FEW AMONG US THAT WOULD NOT CONFIRM

that COVID-19 ushered in a period of substantial change to economies and social structures. We have all been pivoting and innovating to meet the challenges of these changes. Tradeshows are a case in point.

When COVID-19 first hit back in 2020, The Convenience U CARWACS Show was the last national trade event to run live in Canada.

As 2021 came along, and COVID continued, organizers at The Convenience U CARWACS Show saw it would not be business as usual for the event that was a late winter staple for years. The Show’s dates would have to be moved for 2021 to accommodate both public health orders and the concerns of exhibitors and attendees. As COVID case counts began to fall, organizers picked a new date in the early autumn (September 28-29) and went about creating an all-new experience for the trade.

This year marks the first hybrid model for the event now known as The All New Convenience U CARWACS Show. What this means is that there is a physical aspect to the Show. Exhibitors and attendees will still enjoy the experience at the Toronto Congress Centre where there will be events and luncheons and a bustling trading floor. For those who prefer not to travel to the event, there is a virtual aspect to The Show where remote attendees can interact live with exhibitors via on-site ‘ambassadors’ who can physically drop into booths to ask questions and meet staff. The event is available online as well as in person, making this Canada’s first major trade event to go this hybrid route.

Expect to meet up with the industry and discover the latest products and services at this year’s event. This much has remained the same. The big change comes in the form of delivery. The All New Convenience U CARWACS Show has innovated in the face of change. Tradeshows and industry gatherings may never be the same. OCTANE

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. ©2021 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.

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BY J E N N I F E R S T E WA R T

Envisioning the future of Canada’s transportation sector – together

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JULY / AUGUST 2021

Regulations: The deployment of EVSE is a fundamental need to support the expansion of the electric vehicle market. Yet, the regulations affecting the installation and operation of such equipment remain under-developed and often present an impediment to efficient deployment. This report would provide a summary of regulations in effect at the national level and throughout key provinces and metropolitan markets to help stakeholders better navigate the regulatory procedures and identify where improvements may be necessary. · Market Response to Low Carbon Fuel Standards: Learning from the experience of other markets can be a very valuable tool to assist with market transitions. As Canada prepares to implement the Clean Fuels Standard, an evaluation of how the market has adapted to comply with the California Low Carbon Fuel Standard (the most mature program of this type) can provide valuable insights to help government and affected stakeholders more efficiently navigate implementation and identify in advance potential negative implications, allowing opportunities to evaluate mitigation strategies. · Comparative Analysis of Transportation-related Environmental Initiatives: The pursuit of lower emissions from the transportation sector will likely require a mixture of policies and strategies.

Understanding the relative effectiveness and costs of different options can help guide policymakers and business leaders to pursue strategies that will yield the greatest benefit to Canada. This project

would evaluate the effectiveness and costs of various initiatives that have been implemented in other markets and/ or proposed as options for Canada, providing a comprehensive assessment of the policy tools that might be available to help Canada reach its environmental objectives most efficiently and effectively. · The Paths to Carbon Neutral Transportation: The transportation sector is comprised of a wide variety of vehicle types and use cases. Reducing carbon emissions from the sector will require a mixture of strategies that address each segment of the market uniquely. For example, initiatives that would effectively reduce carbon from light-duty passenger vehicles may not be as effective for the heavy-duty commercial vehicle market.

This project would more carefully identify the various segments of the transportation market, evaluate how those segments are used and determine what carbon-mitigation solutions might make the most sense for each sector. Such an analysis can help right-size solution deployment, accelerate the environmental benefits and reduce the overall costs to the market.

We are hopeful that others will join us and become part of this innovative group that is critical to our future as a sector.

I was adamant before the pandemic.

Now, I am even more convinced that together, our sector has a bright future.

We cannot, however, go it alone. OCTANE Jennifer Stewart, president and CEO, Canadian Independent Petroleum Marketers Association (CIPMA)

SHUTTERSTOCK

Just a few months before COVID-19 came to Canada, I remember pitching the notion of the Canadian Transportation Alliance (CTA) as we sat around the board table with our executive team at the Canadian Independent Petroleum Marketers Association (CIPMA).

I had a few restless nights spent wondering how, as Canada’s downstream petroleum marketing sector, we could bring together all players in the transportation market, including our sector, renewable fuels, electricity, hydrogen and automotive, and work together to study the future and how we collectively drive down emissions.

I had been exposed to the Fuels Institute in the U.S., which does exactly this, with great success and cross-sector collaboration. With board support for the initiative, I was able to tap into the knowledge and experience of John Eichberger of the Fuels Institute to lead our Canadian charge, and thus the CTA was born.

We officially launched in May 2021 and have already secured a number of players from a variety of ‘corners’ of the transportation sector to join us. And, rather than acting in silos, we work together to lead research on this sector of tomorrow.

The main objective of the CTA is to be a non-advocacy, non-partisan, not-for-profit organization that delivers objective, fact-based, third-party research to help educate government bodies, consumers, and business stakeholders on a variety of issues affecting the Canadian transportation market.

In essence, the CTA will conduct research that will inform the next steps of government, and, in turn, industry as we all move to reduce our global footprint.

Our research agenda will be developed further by CTA members for our first year of operations. This agenda plans to include the following timely and important topics: · Electric Vehicle Service Equipment

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The All New Convenience U CARWACS Show innovates for 2021 Discover, differentiate, profit—three words that speak volumes about the up coming Convenience U CARWACS event slated for September 28-29 at the Toronto Congress Centre (650 Dixon Road). The All New Convenience U CARWACS Show is Canada’s largest and best attended c-store, retail fuel and car wash trade event. Over the years it has earned its position because it consistently showcases innovation and creates a perfect setting for the industry to gather and network. The All New 2021 Convenience U CARWACS Show promises to continue this tradition with a hybrid format that is among the first of its kind in Canada.

“These challenging times demanded a solution that allow people to gather as an industry,” says Ed Several, executive vice president-events & conferences, EnsembleIQ (EIQ), the operators of the show. “We have come up with a hybrid model that checks all boxes for attendees and exhibitors. With the new format everyone can gather at the show, either in person or virtually, via the Internet on phones and tablets,” he says, adding that EIQ assembled a technology stack that its team then integrated to create a package that brings people together under a digital umbrella that delivers added value to both live and digital attendees.

What hybrid means for attendees and exhibitors is that those who wish to attend in person may do so. Others may visit virtually on a platform that allows them to see booths via live-streamed tours and then interact with vendors thru virtual booths and virtual meeting rooms. “With the virtual aspect of the show we can expect a larger group of attendees that will come from all parts of the country to investigate what’s new in products and trends,” says Several, pointing out that the show will feature a virtual convenience store as well as a virtual car wash where attendees can learn about new products and systems digitally.

Future-proof your business The All New 2021 Convenience U

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JULY / AUGUST 2021

B Y K E L LY G R AY

CARWACS Show is the place to learn and discover. The Show offers dedicated education programming for each sector. This year, convenience sessions are planned to run on the show floor in ‘Pod’ settings with short Ted Talk style presentations, while car wash presentations occur in break out rooms adjacent to the main event. The All New Convenience U CARWACS Show is also the location for companies and groups to bring in their associates or/and employees for company and group-specific sessions before the Show floor opens.

“For groups the Show offers an opportunity for their unique communities to gather, discuss and learn,” says EnsembleIQ VP, events, Michael Cronin.

He comments that organizations, such as associations, petroleum corporations and c-store chains, have brought their members to discover industry best practices and to engage with suppliers. “The Convenience U CARWACS Show is the place where the breadth of knowledge is such that people can get answers to questions right on the spot. It’s also the place for networking and where colleagues and associates can catch up,” he says, mentioning that while the format has changed, the great reasons to attend have not.

Amazing speakers

We are thrilled to welcome special guest and keynote speaker, Norman Hower, VP and general manager of 7-Eleven Canada, who will discuss how the international convenience store giant is reinventing the c-store experience with its new Evolution Store concept and what the company is learning about the future of convenience.

What will you discover at The All New Convenience U CARWACS Show?

Visit www.convenienceu.ca for more information.

Day 1 will be led by technology expert, TV and radio/podcast host, and author Marc Saltzman, who specializes in the intersection between consumer behaviour and smart business tech. Prolific at making sense of our fast-paced digital world and zeroing in on future trends, Saltzman will examine the evolving retail landscape, how businesses can benefit from the changing tide, embrace the social revolution, and lay a foundation for a profitable future.

Plus, with the pandemic completely reshaping the habits and shopping behaviours of Canadians, Margaret McKellar, group lead, VP - Kantar Canada, will share exclusive research and powerful consumer insights.

Check out the website for more speaker highlights.

Targeted education sessions

The Canadian Carwash Association (CCA) will continue its tradition of great education for its members. Over the years, the CCA events at the Show have been the place for the industry to learn.

This year they will present a range of sessions with the popular Car Wash Tour going virtual for 2021.

Leading Day 1 is Chemistry 2.0.

Expect a detailed investigation of this key wash area with an eye to innovations in equipment and technology advancements.

Following this is a round table discussion on eco-sustainability focusing on water reclaim, lighting and solar equipment.

On Day 2 the CCA plans a pre-recorded virtual tour of car wash sites that is national in scope. Day Two also features networking sessions to facilitate knowledge, as well as community. OCTANE

SHUTTERSTOCK

Unique hybrid format makes this show a game changer

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Forecourt Performance Report 2021

Consumer trends and COVID-19 factors lead sector changes Each year Kalibrate, through its Canadian subsidiary, The Kent Group, produces the country’s most comprehensive data set on the retail fuelling sector. We are pleased to partner with The Kent Group and Kalibrate to offer this snapshot of the country’s fuel landscape.

The 2020 Kent Report shows that significant trends continue to impact the fuels business as it evolves to meet changing demands. And, while some aspects, such as independent fuel dealer vs refiner marketer comparisons and the number of fuel brands are relatively unchanged from last year, other factors that span from COVID-19 challenges reveal big differences between years.

This year’s study identified 11,908 retail gasoline stations in Canada or 3.1 outlets for every 10,000 population. This number indicates a slight decline over 2020 where numbers showed 11,937 fuel sites in Canada. “The number of retail sites in Canada has fluctuated little during the last decade, hovering near the 12,000 mark since 2008 after having contracted near 40% during the prior two decades,” says Jason Parent, head of product, Kalibrate Data Insight & MD Kent Group. “We estimate that the Canadian retail gas station population peaked at about 20,360 in 1989, declining steadily until about 1999, and then at a moderately slower pace through to 2014. Since 2014, the number of sites has grown modestly, rising just over 150 locations, an annual growth rate of only 0.2%.

“In the late 1980s, the Canadian service station industry

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was significantly over-represented. Consequently, fuel marketers started to rationalize their networks to their larger volume sites. Kent data shows the proportion of sites pumping less than 2.5 million litres annually has shrunk from more than two-thirds of sites in Canada in the early 1990s to less than a quarter of sites in 2019. Far fewer inefficient sites in operation in the Canadian market led to fewer site closures.”

According to Parent, there was a large decline in fuel demand last year due to the COVID-19 pandemic and reduced travel and transportation. This decline has led to an increase in the proportion of locations pumping less than 2.5 million litres annually, rising to nearly 32% of operations in 2020. “Since the demand for fuel is expected to increase in 2021 and further recover in 2022, it is unclear what effect this will have on site closures,” he says.

Given the decline in fuel demand last year, it would follow that there would also be a decline in site throughput.

This decline is exactly what the Kent Report discovered.

“The 2020 average retail outlet throughput in Canada was 3.31 million litres per year, a decrease of 15.8% from 2019, he says. “Since 1990, throughput efficiencies have experienced an upward trend, a consequence of a long-term rise in petroleum demand coupled with a long-term decline in the

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number of retail outlets. This trend has slowed in recent years and is likely a consequence of slowing growth in fuel demand combined with a plateau in the number of retail sites in Canada during the last decade.”

The Report notes that fuel demand is projected to increase in 2021 and likely fully recover by 2022. However, over the long term, Canadians can expect to see decreasing demand for gasoline because of higher fuel economy standards, alternatives to petroleum in the automotive fleet, and evolving attitudes towards ride-sharing, public transit, or working from home. These factors will lead to lower average station throughputs if station counts remain constant.

Ontario gas stations have the highest average site throughput in Canada. Retail sites in the province dispense on average 4.5 million litres of gas and diesel annually. Interesting is the contrast between Ontario and Quebec. The Report found that Quebec gas stations, on average, pumped 44% less volume than those in Ontario. “The possible reasons for these variations are the same as those explaining per capita outlet representations,” suggests Parent pointing to demographics, geography, and the potential effects of differing provincial regulations affecting the marketing of retail petroleum products.

Canada is home to 96 unique brands of gasoline, a number that has been stable over the past 10 years.

Of the 11,908 gas stations that sell brands nationally, only 11% are price-controlled by one of the three major oil companies. Altogether 21% of gas pricing is controlled by refiner-marketers. The remaining 79% are price-controlled by independent operators, a number that is up from 73% just a decade ago.

In 2020, 40% of the fuel marketing companies in Canada operated a portion of their network under a brand owned by another company. This model represents 38% of gas stations in the country, a sum that is up from 18% over the past decade and 6% in 2004 when the Kent Report first appeared.

Non-traditional marketers were another area of growth. Non-traditional marketers are businesses where their main source of revenue is not related to fuel.

Historical Canadaaverage Throughputs MIL L IONS OF L I T RE S 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2008 2010 2012 2013 2014 2015 2016 2017 2018 2019 2020

1.5 1.6 1.7 1.8 1.9 2.0 2.1 2.3 2.4 2.4 2.4 2.5 2.6 2.7 2.7 2.8 3.2 3.1 3.3 3.5 3.6 3.7 3.8 3.8 3.9 3.9 3.3

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Fueling the Future

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Forecourt Performance Report 2021

Car Wash Representation 15.4%

16.8%

16.7%

2006

2008

2010

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19.6%

20%

2014

2016

2018

18.3%

17.2%

2004

20.6%

2012

21.5%

2020

These operators include grocery chains, big-box retailers, and convenience outlets such as 7-Eleven Canada. In 2020, Kent reports this sector held 24.3% of the market, up from 17.4% in 2010. The Report indicates that the strongest growth came from Canada’s central and eastern regions. Sites in Ontario and the Atlantic saw representation in the non-traditional area double. Manitoba and Saskatchewan were the only provinces that saw declines.

With-in the non-traditional sector, big-box operators, such as Costco and Loblaws hold a 6.1% share of gasoline sites. This number is down from 6.2% in 2010. There is some suggestion that big box retail is divesting itself of fuel sales. For example, Loblaws dealt off 200 fuel sites to BG Fuels (Greenergy Canada) in 2017.

Diesel continues to climb in availability. Last year Kent found that diesel is available at 77.4% of sites nationally. This number is up markedly from 2010 when Kent reported diesel was available at 57% of locations. Diesel holds a 7.8% share of retail petroleum sales.

When Canadians buy gas, they do so most often at self-serve sites. Kent reports that 81.9% of outlets told them this was how they operated. In 2010 24.1% of gas locations offered full service.

Last year the number was down to 13%. When the Kent Report first ran in 2004, full service was available at 36% of dispensers. Behind the shift to self-service are pay-at-pump convenience and the higher cost of gas at full-service dispensers.

Share of Market by Number of Outlets –

by Brand 2019 CHEVRON 1.7% FAS GAS 1.5% PIONEER 1.5%

MOBIL 2.0%

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CANADIAN TIRE 2.5% HUSKY 3.0% CO-OP 3.8% IRVING 3.9%

OTHERS 32.4

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ULTRAMAR 6.3%

SHELL 11.5%

ESSO 16.9%

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PETRO-CANADA 13.1%

Share of Market by Number of Outlets –

by Marketer 2019 CANADIAN TIRE 2.5% GREENERGY FUELS 2.1%

ecological

FILGO-SONIC 2.4% 7-ELEVEN 3.2% HUSKY ENERGY 3.4%

user friendly

HARNOIS 3.5% SOBEYS 3.8%

OTHERS 32.7

SHELL CANADA 6.2%

PARKLAND FUEL 15.4%

COUCHE-TARD 9.6% SUNCOR ENERGY 10.6% FEDERATED CO-OPERATIVES 4.6% continued on page 14

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Forecourt Performance Report 2021

Non-Traditional Petroleum Marketers and Big Box Outlets

Foodservice

13.6%

24.3% NONTRADITIONAL

QSR

FROM 17.4% IN 2010

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FROM 8.7% IN 2010

Backcourt

10,071 of the 11,908 sites across Canada, or around 85% of all outlets, offer backcourt services, such as convenience stores, car wash or quick-service restaurants (QSR).

“A convenience store is associated with virtually every gasoline outlet in Canada, ranging from small kiosks to offerings of well over 2,000 sq. ft. of store space,” says Parent. “In recent years, the mid-size “c-store” representation has surpassed the large c-store (over 1,500 sq. ft.) as the most common configuration. This investment may be a result of limited site real estate space, as fuel marketers invest in other backcourt facilities such as car washes or quick-serve restaurants.”

Parent reports that over the past 10 years there has been a shift in c-store size with smaller footprint stores (less than 500 sq. ft.) being converted to mid-size convenience stores (500 – 1,500 sq. ft.). “This trend is likely

a consequence of significant investments in backcourt facilities and the increased involvement of convenience retailing specialists such as Couche-Tard and 7-Eleven in the retail fuel landscape.”

Car wash facilities are featured at 21.5% of the 10,071 gas stations that reported ancillary services. This number is up slightly (+0.5%) from 2019 for a total of 2,162 sites. The leading players in car wash, Petro-Canada, Shell and Esso, increased their footprint to 14.5% of the market over last year’s 13.9%.

There were 1,367 QSR operations associated with the 10,071 gas station sites that reported extra services. This number spotlights a development increase compared to a decade ago when just 8.7% of fuel sites offered branded foodservice. Today the number is 13.6%, an increase of 530 locations over the decade.

For those motorists looking to the neighbourhood gas station for a repair, things are getting more challenging. In 2020, only 7.3% of gas stations had service bays, a drop from 15% in 2004. OCTANE

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Looking to join our team? visit our website to learn more! https://www.bgis.com/ca/careers.htm JULY / AUGUST 2021

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CO-OP LAUNCHES WESTERN NATIONS GAS BAR BRAND B Y K E L LY G R AY

TK

New marquee targeted to Indigenous communities

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Western Nations operators can also receive help with promotion and marketing, including a uniform program to help create a level of brand consistency between locations

manage a network of about 400 gas stations and more than 380 cardlock locations. Local co-ops also manage fuel supply agreements with independent businesses.

First sites in development

In 2019, Gambler First Nation put shovels in the ground on their community’s first major construction project to develop an urban reserve on a 3.5-hectare parcel in Brandon, Man. The site will feature a Western Nations gas station and a pair of retail units built along 18th Street. Hotel, offices and more retail developments are planned as the project moves forward.

According to Gambler First Nation Chief David LeDoux, they looked to the Western Nations brand because it shared their values and goals and was willing to work alongside the group on its road to economic and community development.

“While we had a lot of interest from all of the national brands to work with us on the develop-

TK

here’s a new gas banner coming to sites in Western Canada. In January, Saskatoon-based Federated Co-operatives Limited (FCL) announced plans to launch Western Nations, an exclusive program targeted to Indigenous communities in the region.

According to Roger Korte, FCL’s director of petroleum sales and marketing, the brand was de-veloped after two years of consultation and internal development.

“The Western Nations brand is a tailored approach for unique markets that may have been underserved in the past,” he says. “Western Nations reflects a balance between traditional culture and modern business systems.”

FCL is the wholesaling and manufacturing partner for more than 160 local co-operative asRoger Korte sociations. Altogether, FCL and these local co-ops

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ment, we knew very early on that we felt most comfortable working with Heritage (Co-op) and FCL based on the relationships and trust we were able to build,” Chief LeDoux said. “The national brands did not offer any management support, or very little, so we approached Heritage about whether they could assist with management of the business until we had the internal capacity to take this on.”

According to Chief LeDoux, one of the biggest hurdle was access to the financing needed to build this type of project as on-reserve financing has many challenges, especially to First Nations with no own source revenue.

“We knew we wanted a development that our members could be proud of but we had financial limitations.”

A grant through the Western Nations Program helped them finance a portion of the project. In addition to financial grants, FCL and local co-ops can provide assistance to Indigenous communities with site planning and design as well as development. For those new to the gas station business, the program has supports for site maintenance and management. Western Nations operators can also receive help with promotion and marketing, including a uniform program to help create a level of brand consistency between locations.

“Partnering with a First Nation, on an urban reserve site in our trading area, is an opportunity for us to support our community while also increasing our market share,” said Barry Cooper, business-to-business operations manager at Heritage Co-op.

Heritage Co-op, a 30,500-member group with facilities across western Manitoba, is experienced in building and operating gas bars with three locations in Brandon, a city of more than 49,000 people, located just over 200 kms west of Winnipeg along the TransCanada Highway.

Cooper suggests that the partnership allows Gambler to develop a business that will be a cornerstone to their Brandon Urban Reserve. They’ll work together to create a first-class facility that provides revenue for Gambler’s community and future projects.

“One of the most exciting parts of this partnership is that Heritage will be managing the location for Gambler.

This means that we can utilize our experience in running gas bars to help them avoid many of the issues that a firsttime owner-operator would face.”

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For April Roberts-Poitras, the journey to design and develop a gas station has been an enlightening process. Roberts-Poitras is CEO of Sturgeon Lake Developments Ltd., which will own and operate fuel and convenience stores under its TIPI Fuel and Convenience Store business arm.

“There were a lot of areas I was not too familiar with… for example, rack prices, suppliers and introducing me to several resources,” she said. “I am very thankful to FCL and Lake Country Co-op. The knowledge and expertise that you have shared are priceless. The information we share in trust demonstrates that this is a true partnership and what one should look like.”

Sturgeon Lake First Nation announced a partnership with Lake Country Co-op to open one of the first locations using the Western Nations brand in Prince Albert, Sask., in April. The location will feature Top Tier certified gasoline, Co-op’s Premium Diesel, propane, lubricants, convenience-store items and a Chester Fried Chicken.

Roberts-Poitras noted the business will support its community through revenue sharing, program development, and employment and training opportunities.

“Building mutually beneficial partnership with First Nations means supporting the growth and de-velopment of First Nations communities,” said Brian Kindt, VP of Agro at Lake Country Co-op. “Through Western Nations, we support the community through the Community Building Assistance Program, which provides funding for community initiatives, as well as providing opportunities for good jobs and additional services.”

The Community Building Assistance Program provides funds based on fuel sales that communities direct towards local infrastructure, programs and events. The gas station aims to employ more than a dozen people on site.

With 50,000 members, Lake Country Co-op operates in 18 communities across north-central Saskatchewan.

“Co-ops are locally managed with strong supply chains and successful relationships,” Kindt said. “Our fuel is refined right here in Saskatchewan, and we have a proven record of quality right across Western Canada.” OCTANE

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SMALL FOOTPRINT OPPORTUNITY In-bay automatics offer a solid value equation for operators There is little doubt among car wash operators about which type of system brings in the most revenue. Tunnel washes deliver a faster clean, offer more add ons, and provide more vehicle volume than any other type of equipment. More cars mean more sales and profits.

However, not every site is ideal for a 120-foot tunnel. This difference is where in-bay rollover and mini express systems shine. These systems can squeeze into a 40-foot commercial

20

JULY / AUGUST 2021

B Y K E L LY G R AY

space for a lot less upfront cost. Consider that a full-scale tunnel operation can run close to $1 million (without land costs), while a compact in-bay rollover might be $300,000.

Nex Consulting president and VP operations at Burlington, Ont.-based Auto Spa, Fred Misheal, suggests in-bay cannot compete on time or quality with tunnel washes. “But, they are convenient and provide a good side revenue for operators. With in-bay systems, time is the major factor. While a tunnel wash

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Fred Misheal

Fred Misheal, suggests in-bay cannot compete on time or quality with tunnel washes. “But, they are convenient and provide a good side revenue for operators”

can move customers quickly from the line-up to inside to finish, an in-bay unit runs about four minutes per car. This slower speed means a line of four or five cars can create a 20 minute sitting period with customers getting impatient. Also, the quality in a rollover is often less than in a tunnel where customers can choose from a wider variety of add- ons. In-bays reflect a compromise that has to be made when there is not enough room for a tunnel or enough investment capital,” he says. “In-bay systems are ideal for car dealerships, auto body shops, and car rental operations as well as small footprint gas bars where space is limited.

“There is still good money to be made on in-bay rollover, despite the fact volume is less than a tunnel,” says Misheal. “Once the system is in place and running smoothly, operators just need to spend on soap, water and utilities leaving a large portion of the price of wash available as profit.”

Operators such as Shell, Circle K and 7-Eleven Canada have utilized the benefits of in-bay at locations across the country. Circle K moved away from touchless operations last year looking at soft-touch friction systems at its sites, while 7-Eleven Canada offers both soft-touch technology and touch-less options. This ability to provide choice has proven to be a good fit for 7-Eleven Canada as it expands its wash packages to more locations where in-bay is viewed as a perfect fit for the chain, given its typical placement in high population areas where space is at a premium. 7-Eleven locations utilize systems from Ryko and MarkVII.

“Customers used to seek out touchless systems because of concerns about paint scratches.

Now, with new brush technology, there is no need for worry” continued on page 22

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liver above-average monthly throughput at this single in-bay location.

“The industry has seen a change in the in-bay area,” says Jamie Shaw, national car wash manager Canada, 7-Eleven Canada, Inc., “Customers used to seek out touchless systems because of concerns about paint scratches. Now, with new brush technology, there is no need for worry. One of our sites in an upscale Vancouver neighbourhood attracts a range of drivers using the soft-touch in-bay .”

Equipment innovation moves in-bay forward

At the last CARWACS event in Abottsford, B.C., attendees toured a nearby 7-Eleven Canada site with a Choice XT wash system. The Choice XT offered (s) both touchless and soft-touch options. At the time, customers at this site used the top wash selection most often, with vehicles coming through with a hand-polished look. Customers still are attracted by LED lighting that shines through a full-length window wall, helping to de-

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With rollover systems moving away from touchless systems, non-scratch brush technology is now more important. Here, Gallop Brush Co offers GFlex Foam, a brush that is gentle on car exteriors, buffs and shines the vehicle while cleaning and keeping noise to a minimum. NonFade Cloth is another improvement that is more durable than foam and can deliver a more aggressive approach to cleaning.

Gallop Brush Co.’s innovation also helps operators maintain brushes for the best performance. For example, Gallop’s Core and Core Guard work to stop core erosion and extend the life of this important equipment system. “This gives the customer a cost and time savings,” says Michael Yamin, director of operations, Gallop Brush Co. “Now operators will not need to replace their core as often saving them money which leads to a time savings because a maintenance crew will not need to shut the wash down to replace equipment.”

At MacNeil (NCS) they offer an in-bay Express Mini Tunnel to capture the best of both worlds. The LT In Bay Express Mini Tunnel works in spaces as small as 35-feet long by 16-feet wide, and the company suggests the system can convey 50 cars per hour, a big step up from in-bay rollover equipment where operators see volumes around 15 cars per hour.

Sonny’s is another leading manufacturer with options for both in-bay rollover and mini tunnels. The 43XTB can wash, wax, seal, tire shine and dry up to 50 cars per hour from a 35-foot bay. Included in this chain pull system is a Mr. Foamer, fully-lit Pinnacle Arch, electric 2K14 Top Brush with NEOGLIDE Hush, and a Banana Hybrid Kit for Tri-Foam with LED Light. There is also a 10-foot Rain Multi-Arch with three manifolds in addition to a Foaminator Maxx Stream with LED Light for Wax Application. At the back, dryers deliver lots of air plus added zing with LED Lights for Toaster Effect.

Belanger suggests its Freestyler in-bay rollover system rivals a 100-foot tunnel for quality. Freestyler is quicker than most in-bay rollover systems with a 20 car per hour throughput. Freestyler uses an overhead gantry and five brush system to clean cars. Available is a hydroblading system with ten high-pressure nozzles to get dirt from crevices and hard-to-reach spots. There is also a wheel cleaning system that uses 15 high-pressure nozzles per side. OCTANE

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Suppliers, what’s new in your product line?

Contact Elijah Hoffman at 647.558.0103 or ehoffman@ensembleiq.com

Product News

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EcoTank Canada 226.916.5363 | www.ecotankcanada.com JULY / AUGUST 2021

23

Special issue

ST R WOMEN MEET THE 2021 WINNERS

• TIPS FOR GETTING IN THE (DELIVERY) ZONE • FALL 2021 CONSUMER CONSUMPTION INSIGHTS • WALLACE & CAREY CELEBRATES 100

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PLUS • SUCCESSION: WHAT’S IT REALLY LIKE TO TAKE OVER THE FAMILY C-STORE?

natural ingredients

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Healthy, tasty & fun

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Best placement checkout area & healthy snacks section Laval, QC H7L 5A3

CONTENTS 5

Editor’s Message

6

The Buzz

10

Quick Bites

Be inspired

People, places, news and events

Meals are for squares: Are your snack aisles ready?

J U LY | AU G U S T 2 0 2 1 VOLU M E 4 | N U M BE R 4

ST R WOMEN

13

13 Star Women in Convenience

Meet the 2021 winners

35 Feature

In the zone: Insights and strategies for creating a c-store delivery program

38

Retailer Spotlight

42

Category Check

Succession success: Véronique Chiasson took over the family store, Dépanneur Chiasson Service Super Sagamie, and made it her own Water works: Quenching consumers’ thirst for sparkling water

45 Snapshot

Kathy Perrotta of Ipsos Canada: Fall 2021 consumption trends

46 Backtalk

SHUTTERSTOCK; VÉRONIQUE CHIASSON BY FRANCIS VACHON

100 and counting: A conversation with Wallace & Carey CEO Pat Carey

35

38 Simply hover your phone's camera over this code:

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The latest industry news and information, plus resources, foodservice insights, store solutions, tobacco/vaping updates and more.

Don’t miss the All Convenience e-newsletter!

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3

IMPORTANT CHANGE REGARDING THE CONCENTRATION OF NICOTINE IN VAPING LIQUID INFORMATION FOR RETAILERS AND MANUFACTURERS Effective July 8, 2021, new federal regulations limit the concentration of nicotine in vaping liquid.

The Nicotine Concentration in Vaping Products Regulations (NCVPR): › establish a maximum nicotine concentration of 20 mg/mL for vaping liquid intended for the Canadian market. The manufacture, importation and sale of vaping products that contain a nicotine concentration above 20 mg/mL are prohibited. › prohibit the packaging and sale of vaping products where the package displays a nicotine concentration that exceeds 20 mg/mL. Retailers have until July 23, 2021 to comply with the NCVPR. › The NCVPR are available at https://canadagazette.gc.ca/rp-pr/p2/2021/2021-06-23/html/ sor-dors123-eng.html.

For more information on the Tobacco and Vaping Products Act and these Regulations visit Canada.ca/vaping or call 1-866-318-1116 Please note that several provinces also apply restrictions on the nicotine concentration in vaping products. Information about provincial laws may be obtained by contacting the relevant jurisdiction directly.

The information contained in this document is not intended to substitute for, supersede, or limit the requirements under the Tobacco and Vaping Product Act (TVPA) or its associated regulations. In case of any discrepancy between this notice and the TVPA or its associated regulations, the Act or its associated regulations will supersede the notice.

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EDITORIAL EDITOR & ASSOCIATE PUBLISHER, CSNC

Be inspired

Michelle Warren | mwarren@ensembleiq.com

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Ed Several

EXECUTIVE VICE PRESIDENT, CONTENT | Joe Territo

my favourite issue of the year. What better way to kick off summer than by celebrating the 2021 Star Women in Convenience?

Getting to know these accomplished women, who so generously share their stories, goals and proudest moments, is an honour unto itself.

Convenience Store News Canada launched Star Women in Convenience in 2018 and I recall early rumblings questioning if there were enough women to sustain the program. With that in mind, I am thrilled to share that, once again, you nominated a record number of women from across the country (thank you!) and this year the panel selected 30 winners, up from 23 in 2020, 17 in 2019 and 11 in 2018.

Honestly, narrowing it down to 30 was a feat: This is testament not only to the growing prestige of the Award itself, but also the valuable commitment, innovation and leadership women bring to this ever-evolving industry. Now, more than ever, it’s important to recognize and celebrate the contributions of women in the workforce.

It’s been a challenging year on many fronts, with women shouldering much of the burden. At one point last year, women’s participation in the labour market fell from a historic high to its lowest level in more than 30 years, according to a report from RBC Economics. Almost half a million Canadian women who lost their jobs during the pandemic hadn’t returned to work as of January, with more than 200,000 slipping into the ranks of the long-term unemployed.

The good news is that female workforce participation rebounded somewhat in recent months, however there’s still a long way to go, especially when it comes to bolstering young women, racialized women and newcomers.

The federal government this spring launched a much-needed task force to address what’s been dubbed a “She-cession.” However, we all have a role to play in honouring and championing women, who are essential to Canada’s economic recovery.

Perhaps that’s what makes celebrating the 2021 Star Women in Convenience so special—their stories offer hope and inspiration for the days ahead. CSNC

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. ©2021 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.

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JULY / AUGUST 2021

5

THE BUZZ

CROSS - CANADA ROUND - UP / PEOPLE / PL ACES / NE WS & E VENTS

Meating of the minds Let’s celebrate!

CASH CRUNCH The pandemic is forever changing how C&G consumers pay. According to a global payment report by FIS, the use of cash has fallen significantly. Worldwide cash usage dropped 10% in 2020, however, here in Canada, the use of cash halved in 2020. It is expected that cash will account for just 4% of in-store payments by 2024. Recent data from Payments Canada shows that Canadians demonstrate an ongoing reluctance to handle cash, payment terminals and ATMs: 42% report that COVID-19 has changed their payments preferences to digital and contactless for the long-term.

F U N FAC T

GIVING BACK As part of its Rabba Roots community program, Rabba Fine Foods donated 10 cases of feminine hygiene products (pads and tampons) to two women’s shelters in Mississauga, Ont. Rima Rabba (pictured) delivered the donations to MPP Rudy Cuzzetto, who helped with distribution.

Wishes do come true

National Convenience Week is a go this year—August 30 to September 3—and it’s not only about celebrating those in the convenience channel, but also raising funds for Make-A-Wish Canada. In 2020, National Convenience Week adapted to public safety recommendations and guidelines by executing a primarily virtual event and raised $75,000! Visit convenienceweek.ca for 2021 details and to register.

$22 billion

The convenience sector collects in combined federal and provincial taxes each year.

6

JULY / AUGUST 2021

SHUTTERSTOCK

PepsiCo Foods Canada and Maple Leaf Foods Inc. have entered into an exclusive alliance. As of October 3, 2021, PepsiCo Foods Canada will sell, distribute and merchandise Schneiders Pepperettes snack size premium meat sticks in convenience and gas outlets across Canada.

The move is designed to broaden distribution and accelerate growth.

It’s official: After receiving Royal Assent, The Convenience Store Week Act, 2021 proclaims the seven-day period in each year ending the Saturday immediately before Labour Day as Ontario Convenience Store Week. “This pandemic has shown us just how critical c-stores are to our communities. They provided essential goods and services, sold PPE, and for many Ontarians living in rural and remote communities, continued to be the only source of daily necessities,” said Ontario MPP Stan Cho, who thanked CICC, OCSA and OKBA for their advocacy.

Convenience Store Week in Ontario will coincide with National Convenience Store Week: August 30 to September 3, 2021.

OCSA members will mark the week by once again raising money for Children's Hospitals in Ontario.

CCentral.ca

MOVING

ON UP Alexandre “Ale” Eboli joins Conagra Brands as EVP and chief supply chain officer, effective Aug. 2. Eboli will succeed Dave Biegger, who is retiring. Eboli will have end-toend supply chain responsibilities for the company, overseeing the manufacturing, procurement, environment, health and safety, plant quality, logistics, and transportation and warehousing teams.

Iannick Melançon stepped into the role of SVP of sales at Danone Canada on June 1. He replaces Paul Hogan, who is taking on a new role as SVP, U.S. sales. Melançon has more than 20 years of CPG experience, 14 of which have been with Danone in various sales leadership roles. He spent the last 10 years in Europe, leading Danone’s global customer strategy and commercial leadership sections in the United Kingdom, as well as the waters division in Spain. In addition, Natalie Holloway is promoted to VP, insights, strategy & transformation, and Jeremy Oxley to VP, marketing, e-commerce and shopper activation.

With less cash in circulation and more shoppers opting to tap and pay, some convenience retailers are struggling to come up with enough cash to fulfill lottery wins. In response, OLG updated its Retailer Policy Manual, effective June 1: “In addition to paying prizes in cash, retailers now have the flexible option of paying directly to a customer’s credit or debit card if their payment processing service and/or bank’s terms and conditions allow for it… This payment method may only be used with the customer’s permission and is only available for prizes up to $999.90.” BCLC is also giving lottery retailers the flexibility to pay out lottery prizes "via cash or an equivalent non-cash prize, consisting of either in-store gift cards or a debit or credit-card payment that is authorized by the payment provider, equal to the lottery prize amount, unless otherwise approved by BCLC.”

Frictionless fuelling

After a successful pilot in Norway, Couche-Tard introduced Pay by Plate in Sweden and plans to expand the technology across its Circle K network in the next few years.

The move enables customers to pay for fuel using license plate recognition with their Circle K Easy Fuel mobile app to create a completely frictionless experience. “At Circle K, we know the forecourt of today is not the forecourt of tomorrow. We are committed to evolving the forecourt experience for our customers through innovation,” says Deb Hall Lefevre, chief information officer, Circle K. “The need for change and a move towards a more frictionless forecourt experience is driven by the clear changes we see in consumer behaviour."

In a move that brings together two distributing giants, Performance Food Group Company is acquiring Core-Mark in a stock and cash transaction valued at $2.5 billion.

“The transaction will create a best-in-class convenience business,” the companies said in a release. “The expanded convenience business will operate under the Core-Mark brand and will be headquartered in Westlake, Texas with Eby-Brown maintaining ongoing operations in Naperville, Illinois."

Core-Mark operates in five Canadian provinces and two territories.

Save the Date The All New Convenience U CARWACS Show Toronto September 28-29, 2021 ConvenienceU.ca

Star Women in Convenience Awards Event Toronto September 29, 2021 StarWomenConvenience.ca

NACS Show 2021 Chicago October 5-8, 2021 Convenience.org

A plant based flavour explosion UT

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PE

VEGAN

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that doesn’t harm animals!

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SHUTTERSTOCK

EYE ON THE PRIZE

Rivals unite

TOBACCO ADVERTISING IS NOT AVAILABLE IN THE DIGITAL ISSUE

TOBACCO ADVERTISING IS NOT AVAILABLE IN THE DIGITAL ISSUE

QUICK BITES

BY DARREN CLIMANS

Meals are for squares

In Canada, and nearly universally now around the world, the frequency and variety of snacking is going up. Are your snack aisles ready? among Canadians, Hassan Vatanparast describes a traditional eating pattern where people “obtain the majority of their energy and nutrient requirements from three planned meals… which are often consumed with family, friends, colleagues, etc. at relatively predictable times and in dedicated places. All other eating occasions occurring outside the context of main meals are considered ‘snacks’, which are different from regular meals in terms of nutritional profile, time of consumption, and frequency of consumption.”

That was the way things used to be.

In Canada, and nearly universally now

around the world, the frequency and variety of snacking is going up. Broad consumer research on snacking leads to the following general conclusions:

TASTE

MOTIVATION

ON SHELF

MULTIGRAIN

Whole grain and high fibre are flagged by consumers as important healthy attributes.

Food Should Taste Good: Black Bean Multigrain Bean Chips

People aged 35 and under are three times more likely than those over 49 to consider themselves vegan or vegetarian. Two out of three vegans in Canada are either from Gen Z or millennials.

Off The Eaten Path: Veggie Crisps, Veggie Puffs, Hummus Crisps

Offers twice the protein found in whole grains, as well as soluble and insoluble fibre. Consumers like that these snacks are high in vitamins and minerals, while lower in saturated fat.

Sabra Everything Bagel Seasoned Hummus

LENTIL

Typically contain one-third less fat than regular chips, and higher protein per portion.

Simply 7 Lentil Chips: Creamy Dill, Sea Salt, Jalapeno and Fiery Pepper

NUTS

Consistent growth in consumption over the past 10 years, driven by tree nuts, including pistachios, almonds, cashews, and Brazil nuts.

Clif Nut Butter Bars

High in protein, iron, potassium, and prebiotic fibre, with a lower environmental impact than animal protein. Common outside of Western Europe & North America.

Crikstart: Montreal-based company offers high protein crackers and bars made with cricket powder

Snackification

Snacks, historically, have been viewed as the antithesis to square meals. In his review of Snack Consumption Patterns

VEGETABLE / VEGAN

BFY SNACKS

BEANS / PULSES

10

INSECT

JULY / AUGUST 2021

· People are consuming more calories overall per day, and the percentage of calories coming from snacking continues to increase. · Younger Canadians are likely to snack more frequently than older consumers— on average snacking contributes roughly about 25% of their daily calorie intake. · More than 90% of Canadians are currently eating at least one snack per day. · Low intensity snackers represent about

Late July: Multigrain Tortilla Chips with Organic Grains and Seeds

Boursin: Dairy-free spreadable cheese

Biena Chickpea Snacks

Chapman’s Pistachio and Almonds Ice Cream

SOURCE: NIELSEN GLOBAL SURVEY CANADA, NUTFRUIT.ORG; CHIPS: SHUTTERSTOCK

Ever wondered where the term “square meal” comes from? According to popular lore, sailors on board British Royal Navy ships in the 1700s were served their main evening meal on square-shaped plates called trenchers.

It’s more likely, however, that the phrase is American in origin, and that it derives from literary and biblical associations of the word square with reliable, solid, proper and substantial.

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one-third of snackers, and high intensity—four or more snacks per day—are roughly 10% of the population.

Kathy Perrotta, VP at Ipsos Canada, has been tracking snacking in Canada since 2013 via the Ipsos FIVE daily consumer diary. Findings for the 12-months ending February 2021 reveal that two-thirds of all consumption/eating occasions in an average day are now occurring in between meals, and almost half of all food and beverage occurrences consumed in an average day are eaten at snack. While the majority of snacking in Canada occurs in the afternoon, “morning snacking remains driven by health-oriented or better-for-you needs while evening (snacking) is about treat/ reward, relaxation and sharing.”

SHUTTERSTOCK

BFY snacks are trending

There may be some debate about what constitutes better-for-you snacks, but there’s little doubt as to consumers’ growing preference for healthier snack nutrition.

Sebastian Emig, director general of the European Snacks Association, recently presented data that supports both the overall shift from square meals to snackification, as well as emerging facets of healthier savoury snacks.

In Europe, close to half of consumers aged 16 to 24 “frequently eat snacks instead of eating a proper meal” and “75% are trying to find balance in snacks, healthy versus indulgent.” Further, “half of consumers (are looking) for healthier snacks all or most of the time (and) 80% all/most/or some of the time.”

Improving the nutritional profile of snacks by reducing levels of salt, sugar, and fat—addition by subtraction, if you will—has its limits. About 10 years ago, The Campbell Soup Company announced a commitment to dramatic reductions in sodium by reformulating more than half of its condensed soup SKUs. A year later, after a sharp fall in sales, the company’s new CEO-elect dialled back the reductions by 50%.

There’s little doubt that healthier snacking is here to stay. Last year, global market intelligence agency Mintel surveyed 2,000 Canadians regarding their snack eating habits, motivations, and attitudes. When asked what “types of snacks are you interested in?” the top-ranking responses were gourmet flavours, plant-based, and ethically-sourced snacks. Mintel found that “younger (aged 18+) women are most interested in plant-based options.”

Snacking is increasingly replacing or supplementing the traditional meal

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occasions of breakfast and lunch. So, it makes sense that consumers are looking for snacking options that offer them nutrition with substance, rather than empty calories.

Stealing share

Pirates, like Navy sailors, used to eat their meals off of wooden platters. The pirate code dictated that the size of your portion could reflect your contribution to the cause. Ironically, as a pirate, you didn’t get a ration, but received a fairand-square meal.

When it comes to meal habits, it’s very likely that snacking will continue to steal share. As a parent, I made it a point to emphasize the importance of structure in meals. Despite this, my three millennial kids, more often than not, choose to eat-what-they-wantwhen-they-want-it.

The historical daypart demarcations dividing out daily, structured, square meals have blurred. And while the postCOVID landscape remains to be seen, the compass seems to be pointing to a golden age of snacking, available to be plundered by convenience operators.

Darren Climans is a foodservice insights professional with close to 20 years’ experience partnering with broadline distributors, CPG suppliers, and foodservice operators. His practice is to understand issue-based decisions by taking a data-driven approach to strategic decision making.

TIMING IS EVERYTHING Research: Afternoon snack time is the largest snacking daypart.

Reason: • P eople eat dinner later, so the gap between meals has extended.

•O ne in five consumers skip lunch, substituting with afternoon snacks.

Result: Morning snacking is driven by health-oriented or better-foryou needs, while evening is about treat/reward, relaxation and sharing. Afternoon snacking, however, remains a battleground daypart where neither health nor indulgence dominates needs choices.

Anything goes. CSNC

SNACKING BY THE NUMBERS

94%

of Canadians report consuming at least one snack in an average day

4

is the average snacks eaten

by Canadians per day

66%

of all consumption/eating occasions in an average day occur in between meals, at snack

48%

of daily food and beverage items consumed are eaten at snack

82% of snacks are now consumed at home (vs. 71% pre-pandemic) Source: Ipsos FIVE

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Congratulations to

KAREN DEMETRIOU Senior Business Development Leader Convenience & Gas and Western Canada

for cultivating relationships, inspiring leadership, innovation of thought, and overall contribution to the Convenience Industry.

Conagra Brands would like to congratulate all the winners of the 2021 Star Women in Convenience!

Our vision is to have the most impactful, energized and inclusive culture in food. We have a passion for new ideas and a collaborative spirit, and harness the power of D&I to accelerate innovation and growth.

We call it the Conagra Experience.

Apply for a career with us at careers.conagrabrands.ca

ST R WOMEN IN CONVENIENCE 2 0 21

W I N N E R S

The 30 women who comprise this year’s Star Women in Convenience are a winning team unlike any we have celebrated before. This group had to grapple successfully with the day-to-day challenges of everything from running a dynamic business to overseeing entrepreneurial teams to managing operations, organizations and opportunities. But this group of remarkable and experienced women had to do all that—and more—during what may well be the worst pandemic in human history. And they did it with aplomb.

This year’s interviews with the winning women are sprinkled with new and often-repeated verbs like “pivot” and “adapt.” There is also a new group of nouns: “essential service” and “safety” top the list. What the language of the 2021 Star Women in Convenience underscores is a flexibility and determination to succeed—and to deliver exceptional service. Day in and day out.

For these driven and accomplished women, anything less is unacceptable.

TK

B Y W E N DY H E L F E N B AU M , D O N A L E E M O U LT O N & M I C H E L L E WA R R E N

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CHRYSTAL ADKINS

MARIE-ANDRÉE BOURGEOIS

COURTNEY BRODERSEN

Key account manager and water category lead Nestlé Canada

Sales director Kind Snacks

Ontario regional sales manager JTI-Macdonald Corp.

Chrystal Adkins has deep roots in the convenience and beverage industries.

During her more than 20 years in the beverage business, she’s worked on an array of top brands and built a reputation for cultivating strong relationships, while creating win-win situations that drive outstanding results. “I have a reputation for being an honest, straight shooter,” says Adkins, who highly values her network and refers to those relationships as her greatest achievement. “My ability to improve relationships comes from honesty and also from understanding the customers’ needs to create mutually beneficial and sustainable plans.”

Partners in the c-store space applaud her work ethic, calling her “easy to work with,” highly efficient, knowledgeable and “a pleasure.”

No doubt Adkins’ affinity for the retail customer stems from her first job, at a Bantam convenience store in Dundas, Ont. “I learned a great deal in this job—customer service, merchandising and inventory management,” says Adkins, who derives satisfaction from the strong belief that the convenience industry is important to all Canadians. “I want to support retailers at all levels, providing solutions for merchandising and improving revenues and profits.

Whether I am doing a store check at a one-store operation or presenting to operations of a multi-store chain, I am hopeful my organization’s insights, and my experience can support better results for the channel.”

Marie-Andrée Bourgeois has achieved much success in the entrepreneurial environment at Kind Snacks. “I feel proud to be representing a brand with such great values,” she says. “Success at Kind isn’t just about strong business performance; it’s about creating and sustaining a culture where everyone can thrive.”

Bourgeois oversees all channels in the Quebec market, as well as the national convenience and gas landscape. She drives distribution and innovation growth through category insights and data, while working closely with Kind’s broker partner to ensure they have winning tools to sell successfully.

“The convenience industry is constantly changing, with players finding creative and innovative solutions to better serve their customers,” says Bourgeois. “They’re very passionate and open to new ideas, concepts and tests, which makes it really fun for a brand like Kind to experiment with different go-tomarket strategies.”

Passionate about contributing and learning, Bourgeois attends many industry events and is now the main liaison between the Convenience Industry Council of Canada and Kind. Outside of work, she supports her local food bank and youth community.

Courtney Brodersen’s deep connection to small business is rooted in her family. “An entrepreneurial spirit is embedded in my DNA.” Brodersen became involved with the convenience store industry in the Maritimes a decade ago, through a summer internship program with JTI, and then moved to Ontario and into a sales rep position, giving her an appreciation for all levels of the organization. “The rest is history,” she says. “My multi-level experience has supported me in becoming a mentor, a strategic thinker and a reliable leader who effectively solves problems.”

Her greatest achievement: leveraging her transformational leadership skills to guide her team to develop digital solutions that influence retail businesses and strategically deliver sales results.

Her positive, can-do attitude and passion are contagious. She has worked hard to support her team during the pandemic and drives them to challenge the status quo and move the business forward.

Through her direction and leadership, her team has the knowledge, drive, clarity and strategic mindset to continue to deliver on all key objectives.

Brodersen salutes the resilience of the c-store sector as it rises—again and again—to meet the challenges posed by COVID-19. “Our consumer behaviours are rapidly changing, and it’s important to have flexible solutions to meet demands.”

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CONGRATULATiONS CONGRATULATiONS

MONiCA MONiCA ROW ROW

2021 STAR WOMEN AWARD WiNNER 2021 STAR WOMEN AWARD WiNNER Mondelēz Canada would like to congratulate Monica Row

one of this year’s recipients of the coveted STAR WOMEN Mondelēz Canada would like to congratulate Monica Row OF CONVENIENCE. one of this year’s recipients of the coveted STAR WOMEN OF CONVENIENCE. Monica leads our C&G Banner business in Western Canada and has a 5 year legacy of developing break-through customer activations, Monica leads our C&G Banner business in Western Canada and market-beating programs, and building top partnerships with her has a 5 year legacy of developing break-through customer activations, customers. market-beating programs, and building top partnerships with her customers.

We are proud to have Monica on our team. Thank you Monica for your passion, leadership, and customer collaboration. You truly are a STAR. We are proud to have Monica on our team. Thank you Monica for your passion, leadership, and customer collaboration. You truly are a STAR. Congratulations to all the 2021 Star Women Winners!

Congratulations to all the 2021 Star Women Winners!

Mondelēz Canada is proud to be selected as a Great Place to Work® after a thorough, independent analysis conducted by the Great Place to Work At Mondelez, we recognize that diversity is a strength that drives Institute® Canada: the global authority on workplace culture. innovation and growth. We strive to champion Diversity, Equity, and Inclusion for our colleagues, culture, and communities.

At Mondelez, we recognize that diversity is a strength that drives innovation and growth. We strive to champion Diversity, Equity, and Inclusion for our colleagues, culture, and communities.

New CADBURY DAIRY MILK Flavours!

New CADBURY DAIRY MILK Filled and MINI EGGS tablets!

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NIKOLETTA CHARAMIS

KAREN DEMETRIOU

ROSE DONATELLI

National key account manager Sobeys Wholesale

Senior business development leader Conagra Brands

National account manager Lactalis Canada

Nikoletta Charamis has built strong relationships and exceeded expectations since joining Sobeys Wholesale 14 years ago in a clerical role. She now manages a diverse national team, handling the changing needs of key account customers and liaising with strategic vendor partners.

Charamis also integrated many accounts to the national wholesale platform, including regional banners in Ontario, Quebec and Atlantic Canada.

“Being challenged on a daily basis and having to step outside my comfort zone has helped me achieve my personal development and professional goals,” she says.

Praised for being an excellent leader focused on customer satisfaction, Charamis and her team manage day-to-day challenges, opportunities and head office relationships for wholesale key account customers across Canada.

“I love building trusting relationships with people; it’s been a key to my reputation within the industry and most importantly, to my success,” says Charamis. “The ultimate goal is to find mutual satisfaction between our customer, our teammates and our vendor partners.”

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Karen Demetriou got her start in the convenience industry as a part-time clerk when she was 16. Today, she leads the convenience and gas, broker partner business, and Western Canadian sales teams at Conagra.

Demetriou is responsible for delivering top and bottom-line targets. And she definitely delivers.

Thanks to her strategic initiatives, Conagra’s C&G business doubled in FY21.

Zeroing in on changing consumers habits stemming from the pandemic, she saw an opportunity to bring strong solutions to convenience partners by expanding and enhancing their offerings into frozen and grocery staples.

“With over 30 brands in our portfolio, we supply the products needed to fill in shoppers’ needs between large grocery shops,” says Demetriou. “We believe that many habits that came out of necessity will continue long after things go back to ‘normal’ and we will continue to watch, learn and work with our partners to offer the right items for their shoppers’ needs.”

Demetriou keenly understands the important role of convenience stores. “They make life simpler by providing the necessities, where you need them, when you need them,” she says. “I can contribute positively by working with them to make sure we offer the right products for the current needs of their shoppers.”

Dairy foods are nutritious and comforting. In the hands of Rose Donatelli, they are also an exciting and growing product category for convenience stores across the country.

As the national account manager for Lactalis Canada, Donatelli has worked for almost four years to reverse the downward trajectory of dairy products. “We needed to find ways to make the category more attractive,” she says.

Donatelli and her team of key account managers, who collectively oversee a portfolio of more than $85 million in sales to retailers, pioneered change within the dairy business by being the first supplier to introduce long-shelf-life Lactantia milk and supporting a shift to products that give both traditional and non-traditional c-stores the ability to thrive within the segment. She and her team provide dairy products to more than 2,000 convenience and gas stores.

She worked with distribution partners to change delivery models and bring fresh grocery items to stores more frequently. This became even more significant during the pandemic, as consumers turned to c-stores for everyday items and fresh products.

A strong leader and relationship builder, who can quickly analyze data to understand, and position retail assortments, Donatelli works to fulfill changing consumer needs.

“There has been a lot of growth the last couple of years,” she says.

“New and premium products have given convenience stores the ability to play in the sector—and that ability is not going away.”

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CONGRATULATIONS TO OUR WINNERS! Each one of our winners brings passion, creativity, and talent to Couche-Tard and Circle K. We are proud that they have been recognized among the Star Women in Convenience 2020. To them, and all the amazing winners, congratulations!

Senior Marketing Manager, Quebec West Division

National Campaign Manager, Global Marketing Canada

Senior Vice President, General Counsel and Corporate Secretary

CYNTHIA MOSCATO

ALISSA WOO

VALERY ZAMUNER

If you’re looking to grow within a global company, get to know us at carrieres.couche-tard.com or workwithus.circlek.com

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VÉRONIQUE DUBOIS

REBECCA FITZPATRICK

MANON FRANCOEUR

Management consultant, convenience and gas Sobeys Capital Inc.

Key accounts representative Vomar Industries Inc. Tank Traders

Procurement manager Proximity Banners, Metro Inc.

Véronique Dubois’ hard work and expert management skills overseeing 70 IGA express, Voisin, Boni-Soir and Shell sites in the Estrie and Montérégie areas were recognized by an incredible four nominators this year, who praised her leadership, tenacity and commitment. Not bad for someone who had planned on a career in kinesiology before pivoting into convenience, first with Coca-Cola and now with Sobeys.

“I’ve always wanted to be the best version of myself, and when I came to Sobeys, my supervisor recognized my potential despite the unconventional path I took,” she says. “I was allowed to learn, make mistakes and most importantly evolve alongside a team that embraces challenges, and today I consider them my second family.”

Results-oriented and determined, Dubois helps her retailers develop their businesses and improve the customer experience. In the last year, she took on a number of complex projects, embraced the challenges of restructuring and did it all while developing and growing her territory. She is known for leading by example, never backing away from adversity and motivating her team to exceed expectations.

“I’m blessed to see our stores and brands evolve in an industry where competition is fierce,” says Dubois.

Rebecca Fitzpatrick went from being a receptionist to key accounts representative in less than three years, thanks to her resourcefulness and passion for customer service.

“The knowledge and feedback from our senior team keeps me motivated. New challenges every day make coming to work exciting—I love this industry and this company,” she says Fitzpatrick establishes, develops and maintains business relationships with current and prospective national key accounts, then works directly with convenience retailers to help implement the Tank Traders program. This can be a complicated process, which involves understanding and adhering to permitting and other regulations in multiple municipalities. According to one client, “She epitomizes the level of customer service, which results in superior outcomes for the retailers.

Rebecca has a 'get it done’ attitude which is infectious.”

Navigating rapid growth— Tank Traders expanded through acquisitions, tripling in size in 2020—further fuelled Fitzpatrick’s drive to succeed.

“I played a key role in ensuring a smooth transition for more than 1,000 newly acquired customers coast to coast and in 14 states,” she says. “I’m most proud of receiving this Star Woman in Convenience award. I have support and resources available in-house to excel in my position; everyone is passionate about working here, and that’s what winning means to me.”

Manon Francoeur loves her job today as much as when she started 30 years ago, following in the footsteps of her parents and her grandmother, who all worked in the sector.

“I am passionate about the industry in Quebec, which is a challenging market, especially with the unprecedented year we’ve just went through” says Francoeur.

She is responsible for the procurement team headquartered at Metro’s St-Jean-Port-Joli warehouse, which serves Metro’s network of c-stores, and she oversees the confectionary category for her company.

“This category, along with tobacco and wine, demand a lot of flexibility, because there are new offerings almost every season, so you have to be ready quickly if you want your clients to offer these products to their customers,” says Francoeur.

“My colleagues felt that this was the perfect challenge for me and that’s what motivated me even more.”

Known for highlighting her team’s successes ahead of her own, Francoeur has had a big impact on store performance, thanks to her deep market knowledge of c-stores and strong relationships with partner suppliers.

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Congratulations to

Cindy Tal, Melissa Kwok and all the 2021 Star Women in Convenience Award Winners!

We are proud that Cindy and Melissa have been recognized for the outstanding leadership, talent and energy that they bring to Parkland and our industry. Congratulations!

Cindy Tal

Melissa Kwok

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LAURA GRAY

LEENA HALIM

CHANTAL JALETTE

Marketing director PepsiCo Beverages Canada

Program & marketing manager SRP Companies Canada

Operations manager Les Entreprises Sylvain Turgeon (Petro-Canada)

Laura Gray exemplifies what a Canadian marketing executive should be. Having worked on various brands and businesses throughout her career, Gray brings to the table extensive knowledge and experience. She embodies a consumer-first mindset, keeps the path to purchase top of mind in every execution and can manage long- and short-term deliverables with ease.

Gray, who leads a team of seven and is responsible for PepsiCo Beverage Canada’s portfolio and shopper marketing strategy and execution, has developed a strong reputation for identifying common goals and positioning PepsiCo as key strategic partner.

A maverick when it comes to shaping the consumer in-store experience, she works closely with convenience and gas partners to develop best-in-class shopper marketing programs that increase traffic, basket size and attract new consumers. Gray is often heralded for a collaborative approach that helps key partners achieve KPI objectives in the beverage category.

In addition, Gray leads sports and community partnerships, managing relationships with organizations such as the NHL, NFL, NBA, CFL, LGBTQ Pride events and Toronto International Film Festival.

The winner of multiple PepsiCo awards, Gray is widely respected for her leadership, passion, commitment to continuous learning and ability to routinely deliver breakthrough campaigns.

Eight years ago, Leena Halim did something unusual: She left a fashion career to join the convenience store industry. She now manages SRP’s marketing and customer promotions, while also working directly with overseas and domestic factories to design and develop products and merchandising initiatives. In addition, Halim collaborates with major customers to create promotional programs and price books.

“The marketing side of this business was in many ways brand new to me; I had to learn the ropes on the fly,” she says. “I’m proud I was part of a team that turned a company around, building it into a multi-million-dollar business.”

Described as open-minded and always willing to help, Halim’s quick response was instrumental in helping SRP become one of the first to market to provide PPE to thousands of c-store retailers and their customers during the pandemic.

“I love working in such a fastpaced industry on the cusp of so many technological advancements, and getting to wear many hats,” she says. “We are changing the way people shop and that’s exciting!”

Chantal Jalette began her career in retail gas 34 years ago as a 17-yearold night clerk. Today, she operates 12 successful Petro-Canada locations.

“My biggest accomplishment is attaining my current job as operations manager; I worked hard to develop my business, financial and human resources skills to get here,” says Jalette.

As the top leader in the company, Jalette manages daily operations, including sales, service and corporate branding, as well as developing and maintaining strong relationships with staff and management.

She executes requests flawlessly, including the heightened health and safety demands that arose due to COVID-19.

Jalette is celebrated for her stellar work ethic, perseverance and commitment to excellence in the sector, and she has won multiple awards and recognition for her efforts. She also founded Troc-tu, an employee-based community giving program that donates clothing and goods to families in need.

“I still get so much joy from customer service, and recognition from my peers,” says Jalette. “I enjoy putting my particular stamp on things, and I’m more passionate than ever about this industry.”

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Congratulations to

Courtney Brodersen!

Courtney’s unparalleled leadership, passion, and can-do attitude is a key component of what moves our industry forward.

Our congratulations to all of the 2021 Star Women in Convenience!

JTI takes pride in being a Top Employer, aspiring to be a leading inclusive company, providing equal opportunities for all.

Congratulations!

Mélanie Racine

Thank you, Mélanie, for your leadership, go-getter attitude, and remarkable contribution to the success of our network of convenience stores!

Director of Human Resources 2021 winner of the Star Women in Convenience Award!

A13538_Publicité Femmes d'Exception_7,875_X_5,375po_juin_2021_EPF (EN).indd 1

2021-06-08 10:42

Congratulations,

Rose Donatelli National Account Manager on winning a Star Women Award from the team at Lactalis Canada.

Follow Lactalis Canada on LinkedIn https://www.linkedin.com/company/lactalis-canada/

All trademarks owned or used under license by Lactalis Canada, Toronto, ON M9C 5J1. © Lactalis Canada, 2021. All rights reserved

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MELISSA KWOK

ANNA MAZZA

TIINA MCCOMBIE

Manager, Canadian marketing channel execution Parkland Corporation

Specialist, wholesale distribution Suncor Energy Inc. (Petro-Canada)

National petroleum director

Melissa Kwok enjoys a challenge.

Last year in the midst of the pandemic she took on an expanded role with Parkland, overseeing marketing for the company’s retail operations, as well as its commercial business.

“Now I look at gas stations and convenience stores in a different way,” says Kwok, who has been with Parkland for seven years.

She leads a team of six, accountable for site-level signage, promotions, tactical market media, grand openings and brand campaigns, as well as digital and social media.

To learn more about Parkland’s retail business, Kwok took the time to walk around On the Run sites. “I wanted a fresh set of eyes and new perspectives,” she says.

Parkland has seven promotional periods a year and more than 1,400 kits are prepared for each period.

COVID-19 has changed the way the world looks at c-stores, and Kwok’s team has built on that new vision— and the new reality.

Signs at each pump remind people they can get their essentials inside and SkipTheDishes is now available at participating locations across Canada. “We want traffic coming to our pumps to convert to our c-store,” says Kwok.

Celebrated as a “positive force” at Parkland, she is nimble and quick, approaching the ever-changing industry with a solution-focused mentality that ensures success.

Throughout her 14-year career, Anna Mazza makes sure everything runs smoothly and effectively, working with associates and bookkeepers to ensure all site-level issues are resolved quickly to facilitate increased sales and profits.

Mazza supports the relationship with wholesale distributors, ensuring products are in stock, properly listed in the price book and scannable at the Petro-Canada site level. She also coordinates the associate supplier program, along with all listings and inventory change management of products and processes destined for Suncor’s retail and wholesale c-stores.

“I enjoy that the c-store industry is always evolving,” she says. “I’m fortunate to work with leading vendors and category professionals that make every day a learning experience.”

Mazza played a key role during the company’s recent transition of 1,500-plus Petro-Canada retail locations to one national strategic wholesale distribution partner: Sobeys Wholesale.

“This provided significant cost savings for our retailers,” she says.

“Seeing the completion of this rollout and the benefits come to fruition has been extremely rewarding.”

She works with Sobeys to develop planning initiatives to leverage the Compliments brand products.

Mazza also onboards, trains and mentors new category management specialists, taking pride in helping to create a new generation of professionals.

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National Energy Equipment, Inc. (NEE)

When Tiina McCombie started as a customer service rep in 1980, she had no idea it was the start of a lifelong career in sales, product line and business management within the petroleum equipment industry.

“Now I help guide an industry-leading company with an incredible team of 500 employees and 15 branches spanning the country,” says McCombie.

A pillar in the industry, she is actively involved in coordinating the sales and project teams in the supply of equipment and services to the 12,000 service stations in Canada.

Her involvement has always been with the infrastructure and technical support of petroleum fuel systems, including wholesale distribution terminals and convenience retail dispensing systems. “It encompasses a broad spectrum of equipment and system integration from wellhead to nozzle that is challenging and always evolving.”

The challenges the industry faces are diverse and significant, everything from emergencies to keep fuel flowing safely in communities, to optimizing products and services in new technologies for sustainability and growth, notes McCombie.

“My work is answering the tough questions and aligning resources across our company and our manufacturer partners in removing barriers and adapting to change.”

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VERNA MARTENS

DIANA MASRI

RAJ MINHAS

Owner-operator Super Splash (Shell)

Business area manager Imperial Tobacco Canada

Owner-operator Petro-Canada

Working in the convenience sector is second nature to Verna Martens.

She had a job in her dad’s gas station growing up and in high school was employed at the local Shell station, which she now co-owns with her sister and brother-in-law.

Martens has held every job from pump attendant to clerk to accounts manager to owner, but her most important role can be measured in the smiles of the 30 people who work for her.

“My greatest achievements are training new staff and watching them grow, whether at work or just in their own daily lives. I have created some incredible relationships with these amazing people,” she says.

Martens is equally committed to meeting—and exceeding—the needs of customers. Many are greeted by name when they walk in the store, and if they have a product request, she makes every effort to stock it, as well as carrying brands that are specific to the local community in Steinbach, Man. “The more we pour into our staff and our customers, the more it makes them return, partly for our service in loving people and partly for the products we sell,” says Martens, referencing the company’s slogan: “Our passion is to serve.”

Diana Masri can’t remember a time when the convenience industry wasn’t part of her life. Her parents, who immigrated to Canada from Palestine, owned a c-store in Cambridge, Ont. for 28 years, and the business is “a part of who I am,” she says.

It’s also an immense source of pride. “I am passionate about the industry for its entrepreneurial spirit, how it pivots to meet the ever-changing consumer, and most importantly, the dedicated and diverse people who service and run this industry.”

Masri leads a team of high-performing managers across the GTA. She has guided them to win multiple awards, including the highest achievement at Imperial Tobacco in 2020, for best results in the region.

Masri is a top performer for Imperial Tobacco, with a consistent track record for delivering results, and a gift for developing and managing people. She makes sure her teams are engaged, motivated, and understand overall objectives: “I have a reputation and great sense of pride in building high-performing teams, and this is what drives me every day!”

One key to success: thinking broadly. “Understanding the diversity of consumers and their needs will continue to help this industry grow,” says Masri. “To do this, you need to have a global approach in your marketing strategy and diversity at the core.”

Raj Minhas is team leader—and a team builder. She believes in leading by example and working shoulder to shoulder with staff to build brand image and sales. “My team is my backbone. The strength and commitment they give is beyond measurable, which I have cherished in these 12-plus years in the retail industry,” says Minhas.

A Calgary-based retail licensee for Petro-Canada, Minhas oversees a convenience store, gas bar, car wash, and on-site A&W restaurant with her team of more than 25.

Drawing on her MBA in human resources, she has built a reputation for working hard to support and bring out the best in her employees.

Generous with her time, Minhas strongly believes in giving back.

During the pandemic, she worked with her team to donate toys and household items to the Children's Cottage Society and sponsored local soccer events. She also visited community fire and EMS stations, distributing snacks to the frontline workers to applaud their work in these difficult times.

A two-time nominee for PetroCanada's prestigious Associate of the Year award, Minhas’ “boots on the ground” mentality contributes to the success of her site.

“I strongly believe that success comes to you only when you believe in yourself,” says Minhas. “You have to love what you do, work hard and overcome your obstacles with a smile on your face.”

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ZERO SUGAR. ZERO CALORIES. GREAT PEPSI TASTE. ®

®PepsiCo Inc. and related companies. Used under licence. © PepsiCo Canada ULC, 2021

On behalf of PepsiCo Beverages Canada and all our partners, we want to congratulate

LAURA GRAY on being recognized as one of the Star Women in Convenience Award Winners!

Congratulations to all of the Star Women in Convenience Award Winners!

Congratulations to

Manon Francoeur,

Supply Manager in St-Jean-Port-Joli for our proximity banners!

Passionate, determined and committed to serving our partner merchants, she contributes daily to the development of the industry.

We are very proud to have her on the team!

Congratulations to all the winners!

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W I N N E R S

CYNTHIA MOSCATO

CHERRIE PALO

MÉLANIE RACINE

Senior marketing manager, Quebec West Division Couche-Tard Inc.

GDP & health and safety compliance manager Wallace & Carey Inc.

Director, human resources Groupe F. Dufresne

Supervising a talented team of six, Cynthia Moscato oversees all aspects of marketing for her territory. She is responsible for strategic planning, rolling out publicity, media, promotional and mobile campaigns for Couche-Tard stores.

“The projects we’ve done with multiple partners to help the Couche-Tard brand shine are among my proudest success stories,” says Moscato. “Collaborating with top franchises, including The Voice Québec, TVA Sports and Occupation Double, provided great positioning for our brand, allowing us to be top of mind with customers in-store. The key to our success also stemmed from having a solid, committed and motivated team that always challenges me to continue moving forward.”

For six years, Moscato has been praised for her dynamic and engaging leadership style, positive attitude and creative, analytical approach to problem-solving. She also devotes time to several charities.

“The customer experience keeps me motivated,” says Moscato. “We want to facilitate our clients’ lives a little bit each day. This sector enables me to use my skills and continue evolving and developing. In this industry, we must adapt quickly, listen to our customers and find creative solutions so we can offer everything they want.”

Cherrie Palo loves a good challenge and the last 15 months have certainly delivered. At Wallace & Carey, she leads compliance for Goods Distribution Practices (GDP), thereby ensuring the quality and integrity of items delivered to customers across the convenience channel, while also ensuring health and safety standards for Wallace & Carey locations in Winnipeg, Regina, Saskatoon, Sask. and Thunder Bay, Ont. For Palo, her role comes down to two important things: “Making sure every process is being done safely and the teammates are going home safe every day.”

The pandemic has added another layer of complexity to her job, but that makes it all the more satisfying.

“I love the challenge and I love that every day is different—I work with so many interesting people.”

Palo moved to Winnipeg from the Philippines in March 2015 and joined the wholesale distribution company just two months later. She started on the order desk, however her willingness to embrace new challenges soon propelled her into a leadership role. Palo encourages her team to “think like a customer” and treat every product in the supply chain with a high standard of care.

Those efforts are paying off: In 2020, she worked with local management in Winnipeg and Thunder Bay to achieve Gold GDP External Audits certification.

In building a strong human resources department over the past seven years, Mélanie Racine has proven herself to be an invaluable leader.

“We started with just two people, and now we have a devoted, dynamic and passionate team of eight; I’m proud of everyone around me,” says Racine, who plans, organizes and manages HR processes for 100 c-stores, including the recruitment, training, health and safety, payroll and benefits for close to 1,000 employees.

Racine recently implemented a new employee manual, an HR marketing campaign designed to provide managers and directors with clear guidelines regarding every aspect of the Groupe F. Dufresne’s mission, vision, policies and organizational practices.

She is celebrated as a positive influence and a dynamic problem solver, whose ideas elevate operations across the organization.

“I love that my days are never the same,” says Racine. “Our recent acquisitions have brought new challenges and working in this industry is always inspiring.”

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W I N N E R S

MONICA ROW

JODY RUBINO

JUDI SALIBA

Key account manager Mondelēz Canada Inc.

Regional retail & marketing manager W. O. Stinson & Son Ltd.

Senior sales executive TFI Food Equipment Solutions

To say Monica Row is busy is an understatement: Based in Vancouver, she oversees all major convenience and gas banners in Western Canada.

Row is responsible for developing partnerships and programs that deliver results. She also drives sales for all trade investments, while playing an integral role linking branded activations with the Mondelēz shopper marketing team on major programs.

In addition, Row is a strong advocate and supporter of the company’s Diversity and Inclusion programs.

Her colleagues point to her wealth of experience, her knowledge, and her enthusiastic entrepreneurial attitude as keys to her success—and her clients’ success.

“I love the people that I work with, as well the iconic Mondelēz brands that I grew up enjoying, such as Cadbury chocolate, Maynards candy and Christie Cookies,” says Row. After 20 years in the consumer packaged goods (CPG) industry, fundamental to Row’s DNA is a unique ability to develop deep and highly personal relationships. She stays on top of customers’ priorities and communicates with her team so that field reps are armed to succeed when walking into a store.

Going above and beyond is business as usual for Row, who enjoyed a break-through year in 2020. Highlights included double digit growth and share gains, as well as a collaboration on a Slurpee flavour featuring Maynards Sour Patch Kids, which helped her and Mondelēz win 7-Eleven Confectionery Supplier of the Year.

Jody Rubino believes that going above and beyond for customers is not an aspiration, it’s the foundation of the convenience store sector. “You build from there. The convenience industry is the hub of the community, and that is where friendships, trust and the needs of customers start.”

One example of putting customers first: ensuring placement of hand sanitizer dispensers at the Stinson pumps and that masks and other PPE are available in the company’s corporate stores across Ontario.

It is that kind of thoughtful thinking that has defined Rubino’s 30-year career in customer service, almost a decade of that in the c-store sector. She makes certain that stores are keeping up with consumers’ evolving needs and that they are clean, bright, and easy to navigate.

Her demonstrated leadership skills, combined with analytical and strategic planning acumen, position her as a strong mentor and brand ambassador, who is very involved in her community and leads the support of the OCSA’s Convenience Store Day in Ottawa.

A strong communicator, she makes sure marketing is current and easy for customers to see, all the while giving them a great experience and a feeling of value. “Fast, friendly, accurate service is what we strive for,” says Rubino. “We have a saying at W.O. Stinson and that is ‘You can count on us’.”

Over a career spanning 26 years, Judi Saliba has worked tirelessly to improve the convenience channel’s foodservice offerings, implementing programs that have added millions of dollars to her customers’ bottom lines. She is well respected for developing programs and products that benefit the entire industry.

Highlights include, launching a frozen carbonated beverage program across Canada for an international convenience and gas company. As well, her advice to an Ontario convenience store chain prompted them to increase beverage flavours offered in their stores, augmenting the chain’s annual sales by millions.

“I’m extremely proud to help our customers achieve their financial goals,” says Saliba. “It’s very gratifying to see our work result in increased profitability for their organizations in the categories of frozen and hot beverages, as well as soft-serve.”

Generous with her time, Saliba participates in industry events, round table discussions and new product development. Her commitment to the convenience industry runs deep and she is credited for helping transition the c-store channel into a disciplined foodservice and coffee destination.

“Working with our customers and our teams is the most satisfying part of this industry for me,” says Saliba, who is also well-known for her volunteer initiatives. “I’ve been fortunate to forge enduring relationships with the smartest people I’ve ever met.”

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Talent champion, sales guru, transformation lead...

These words amongst many, are just a few that come to mind when we celebrate Diana as a 2021 Star Women in Convenience.

Thank you for bringing your difference, your ambitions, new ideas and your relentless drive.

You have definitely left your mark and made a positive impact.

We’re so proud of you!

- Your Imperial Tobacco Canada Family

Diana Masri

Nestlé Canada thanks and recognizes:

Chrystal Adkins Key Account Manager, Customer Development

Congratulations, Chrystal on your 2021 Star Women in Convenience Award!

Proudly guided by our values rooted in respect, and our commitment to enhancing female empowerment.

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W I N N E R S

JENNIFER STEWART

CINDY TAL

LAURIE URE

President and CEO Canadian Independent Petroleum Marketers Association

Regional operations manager Parkland Corporation

Owner-operator Ure’s Country Kitchen

The Canadian Independent Petroleum Marketers Association (CIPMA) is an Ottawa-based national not-for-profit trade association that represents the unique interests of the Canadian downstream petroleum industry. Today there are 24 full members and 35 associate members.

At the helm is president and CEO Jennifer Stewart, who started with the organization four years ago.

“I haven’t looked back,” she says.

“This is a dynamic job. Issues can change province by province, and we have an opportunity to redefine the image of the sector.”

Stewart notes that COVID-19 has required shifting priorities. “We advocated in every province to ensure retail gasoline was considered an essential service.”

To help keep the industry connected, she launched Pump Chats, a podcast where influencers and leaders of Canada’s gasoline and convenience sector come together to talk about the big issues shaping the industry.

Also high on her list of accomplishments is the establishment of the Canadian Transportation Alliance. Founded last year by a collective of Canadian vehicle and transportation market stakeholders, the alliance delivers objective, third-party research to help educate government, consumers, and business on a variety of important issues affecting the Canadian transportation market.

Cindy Tal is a people person.

Indeed, building a team of talented, resilient, and dedicated professionals is her greatest achievement.

“The work itself continues to change and evolve year after year, which keeps things exciting, but the one thing that has kept me happily tethered to this industry for 20 years is the inspiring people I have had the opportunity to collaborate with,” she says.

Based in Burnaby, Tal oversees eight territory managers within British Columbia that comprise 172 gas stations under the Chevron, Esso and FGP brands, as well as On the Run c-stores. Her focus: to provide a safe and exceptional customer experience.

She leads by example, demonstrating best-in-class operations, maximizing volume, in-store and quick-service restaurant sales, all the while controlling costs and delivering year-over-year business growth.

In addition, she is responsible for the performance and development of the territory manager team, including recruitment, onboarding, professional development programs, counselling and leadership.

Tal started her c-store career when she graduated university and quickly found a passion for retail operations. “To me, operations is really where all of the carefully crafted elements of our business come together, and I love being a part of the team that ensures all of these elements are executed with excellence every single day.”

When customers walk into Ure’s Country Kitchen in Harrow, Ont., they often greet Randy Ure with a friendly, “Hey boss.” In what’s become standard patter, he’ll indicate they have the wrong Ure and point to his wife, Laurie. The duo opened the convenience and gas bar in 1988 and have since expanded to include an ice cream parlour, restaurant and, in June 2020, a mini-golf course. As for boss status, Laurie Ure says their strengths are complimentary. “I am not the creative force, but I am the organizational person and I keep everyone on track—bookkeeping and ordering stock. We have a sharp pencil: It’s important to know how much everything costs.”

That diligence and attention to detail pay off. Despite “being in the middle of nowhere,” the business delivers consistent sales of more than $1 million annually. After much planning, Ure’s invested about $1 million in the mini golf, which is expected to pay for itself in just a few years and is boosting sales across the business.

“Taking it from an idea to actually seeing it was huge and a great learning process,” says Ure, adding she is proud of the business’ role in the community and a recent nomination for best family attraction in the Best of Windsor Essex Awards. “It’s not the work, it’s the people.”

As a nimble independent, the business is constantly experimenting with new products, planograms and, most recently, social media. Ure’s philosophy, which she emphasizes with staff, as well as her three grown children, who worked with her and Randy during high school and university: “Don’t be afraid of making mistakes, if you don’t try, you’ll never know.

You will always learn from it.”

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W I N N E R S

REBECCA WINTER

ALISSA WOO

VALERY ZAMUNER

Director of sales and customer service Payment Source

National campaign manager, marketing—Canada Alimentation Couche-Tard

General counsel, SVP legal affairs and corporate secretary Alimentation Couche-Tard

Rebecca Winter likes to say she grew up at Now Prepay/Payment Source, where she delighted in watching the company grow into an industry leader. Over the past 15 years, she’s been a driving force of the company’s overall customer experience strategy.

“I’m very proud knowing my involvement leading the customer service and sales departments was a key part of that growth,” says Winter, who manages four national sales representatives and a customer service team of 15 people, who work in offices across the country.

She recently implemented an omnichannel telephony system that will improve the customer experience by managing all interactions.

“We’re always looking for ways to improve, and we must be doing something right, because more than 50% of our monthly new terminal growth comes from retailer referrals.”

Winter’s positive outlook makes every interaction with retailers supportive and successful in an industry that prides itself as a community hub.

“I enjoy providing solutions that help retailers grow their overall business,” she explains. “It’s the interpersonal relationships that let me understand their needs and develop a program tailored to them.

Being able to share in their successes brings me a real sense of pride and motivation.”

Alissa Woo’s sweet tooth has led to a sweet career in the convenience store sector. “My local convenience store was my destination for a treat; ever since I was young it was something to look forward to.”

For almost three years now, Woo has led all of the marketing activities for Circle K in Western Canada, including in-store POP, media campaigns, gamification, and partnerships. “My goal is to help increase awareness of the Circle K brand, drive sales, and generate traffic.”

Under Woo’s direction, Circle K became one of the first convenience store retailers to partner with an eSports team, the Vancouver Titans (Overwatch). “It’s been great to find ways to appeal to new audiences in an authentic way, while supporting a local team’s success” says Woo, who is based in Calgary.

She is known for her passion, unique ideas and working collaboratively with vendors and internal partners to build win-win programs.

Woo also believes the c-store experience should be fun. She came up with the idea of colour-changing Froster cups, which were handed out with a bonus sticker sheet so youngsters (and parents) could customize their cup. “To me, it’s about finding innovative ways to further enhance our customer’s experience to make visiting your local convenience store that same fun destination for generations to come.”

Although Valery Zamuner only joined Alimentation Couche-Tard two years ago, she’s already made a huge impact.

“Our mission is to serve our communities and make it easier for our customers, and when it came time for the legal department to help and support the company’s mission and build a stronger legal department, they gave me the opportunity to join and drive these changes, which was so exciting,” says Zamuner. “It was a big challenge, because like all transformations, it needed to start with a cultural change from all customers and stakeholders” Zamuner leads the company’s legal team around the world, in the design and execution of major strategic and corporate initiatives, including the management of all legal aspects of acquisitions, partnerships, financings and highvalue litigations.

Her collaborative approach, and 20-plus years of national and international legal and M&A work for both public and private companies, have brought impressive results to Couche-Tard. She is a valued advisor to the global executive management team and, with her strong governance skills, a valuable agent of change for the board of directors.

“I’m proud of my team and to lead the legal function supporting our company and operations, and being part of the strategic thinking to bring our company into the future of convenience,” says Zamuner. CSNC

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2021 FU LL W IN NER LIST

CHRYSTAL ADKINS KEY ACCOUNT MANAGER AND WATER CATEGORY LEAD NESTLÉ CANADA

VERNA MARTENS OWNER-OPERATOR SUPER SPLASH (SHELL)

MARIE-ANDRÉE BOURGEOIS SALES DIRECTOR KIND SNACKS

DIANA MASRI BUSINESS AREA MANAGER IMPERIAL TOBACCO CANADA

COURTNEY BRODERSEN ONTARIO REGIONAL SALES MANAGER JTI-MACDONALD CORP.

RAJ MINHAS OPERATOR PETRO-CANADA

NIKOLETTA CHARAMIS NATIONAL KEY ACCOUNT MANAGER SOBEYS WHOLESALE

CYNTHIA MOSCATO SENIOR MARKETING MANAGER, QUEBEC WEST DIVISION COUCHE-TARD

KAREN DEMETRIOU SENIOR BUSINESS DEVELOPMENT LEADER CONAGRA BRANDS

CHERRIE PALO GDP & HEALTH AND SAFETY COMPLIANCE MANAGER WALLACE & CAREY

ROSE DONATELLI NATIONAL ACCOUNT MANAGER LACTALIS CANADA

MÉLANIE RACINE DIRECTOR, HUMAN RESOURCES GROUPE F. DUFRESNE

VÉRONIQUE DUBOIS MANAGEMENT CONSULTANT, CONVENIENCE AND GAS SOBEYS CAPITAL INC.

MONICA ROW KEY ACCOUNT MANAGER MONDELĒZ CANADA INC.

REBECCA FITZPATRICK KEY ACCOUNTS REPRESENTATIVE VOMAR INDUSTRIES INC./TANK TRADERS

JODY RUBINO REGIONAL RETAIL & MARKETING MANAGER W. O. STINSON & SON LTD.

MANON FRANCOEUR PROCUREMENT MANAGER PROXIMITY BANNERS, METRO INC.

JUDI SALIBA SENIOR SALES EXECUTIVE TFI FOOD EQUIPMENT SOLUTIONS

LAURA GRAY MARKETING DIRECTOR PEPSICO BEVERAGES CANADA

JENNIFER STEWART PRESIDENT AND CEO CANADIAN INDEPENDENT PETROLEUM MARKETERS ASSOCIATION

LEENA HALIM PROGRAM & MARKETING MANAGER SRP COMPANIES CANADA CHANTAL JALETTE OPERATIONS MANAGER LES ENTREPRISES SYLVAIN TURGEON (PETRO-CANADA) MELISSA KWOK MANAGER, CANADIAN MARKETING CHANNEL EXECUTION PARKLAND CORPORATION ANNA MAZZA SPECIALIST, WHOLESALE DISTRIBUTION SUNCOR ENERGY INC. (PETRO-CANADA) TIINA MCCOMBIE NATIONAL PETROLEUM DIRECTOR NATIONAL ENERGY EQUIPMENT, INC. (NEE)

CINDY TAL REGIONAL OPERATIONS MANAGER PARKLAND CORPORATION LAURIE URE OWNER-OPERATOR URE’S COUNTRY KITCHEN REBECCA WINTER DIRECTOR OF SALES AND CUSTOMER SERVICE PAYMENT SOURCE ALISSA WOO NATIONAL CAMPAIGN MANAGER, MARKETING—CANADA ALIMENTATION COUCHE-TARD VALERY ZAMUNER GENERAL COUNSEL, SVP LEGAL AFFAIRS AND CORPORATE SECRETARY ALIMENTATION COUCHE-TARD

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FEATURE

IN THE

ZONE

PHOTO: VICKI GAMMAGE

The pandemic accelerated consumers’ adoption of and affinity for delivery.

There’s no going back

BY CH R IS DA N I ELS

Little Short Stop Stores store manager Trishla Dhiman adds a personal note to each order.

THANKS TO THE PANDEMIC, third-party home delivery apps have grown exponentially, with c-stores, from major chains to independents, on the platforms alongside grocers and restaurants.

Some, like 7-Eleven Canada, have enjoyed incredible growth. “Our delivery business in Canada has grown 10-fold from a year ago,” says Norman Hower, VP and general manager of 7-Eleven Canada.

Having piloted its first delivery partnership in 2018, 7-Eleven Canada was “ready to accelerate quickly when the pandemic hit,” says Hower of initially offering delivery via SkipTheDishes, DoorDash and Uber Eats.

But in June of this year, 7-Eleven Canada launched 7NOW, its proprietary delivery app, which first rolled out in the U.S. in 2018. With more than 900 menu items, including grocery, meals, home essentials and snacks, Hower says the Canadian adaptation unlocks “greater flexibility to meet customer needs.” This includes “a broadened assortment, creative menu and promotional opportunities,” including around 7Rewards, as the customer loyalty program can be linked

to delivery orders, he explains.

To encourage Canadian downloads of 7NOW, 7-Eleven promoted free delivery and free Slurpee drinks, and a campaign on digital, social and traditional media highlighted 24/7 availability, as well as an average 30-minute delivery time.

The 7NOW app works by auto-locating a customer’s location, placing the order at the nearest participating 7-Eleven store (the brand has about 500 nationwide) and having it delivered by courier. Real-time tracking lets customers know when to expect their order.

While the advantages of an in-house solution include that the customer data and loyalty relationship is controlled by the brand, it takes a massive investment in technology. Other players are sticking to third-party apps so far.

Couche-Tard’s Circle K, for instance, delivers via DoorDash at select stores.

Little Short Stop Stores in Ontario partners with SkipTheDishes. With 30 stores across Kitchener, Waterloo, Cambridge and Guelph, the family-owned business began testing home delivery from one location in November 2019, serendipitously just months before the pandemic.

“We had up upwards of 40 orders a

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day. With a minimum order of $20, we were easily clearing $500 daily,” says Gerry Bes, general manager of Little Short Stop Stores. “That’s pretty decent.”

In April 2020, as Ontario was in its first COVID-19 lockdown, that figure began to skyrocket, tripling by June 2020. In the early days of the pandemic, four more locations added SkipTheDishes so the chain could deliver to its entire geographic footprint.

While delivery revenue returned to pre-pandemic levels last autumn, demand is stable. Bes notes that a swath of customers are willing to pay extra for the convenience of staying home, pandemic or not.

“It’s for a variety of reasons, whether because they’d have to load the kids into the car or that they’ve had a few drinks and don’t want to drive,” says Bes. “We will continue with delivery as long as our customers see the value and we generate a ROI.” There is still a significant investment with a third-party app, from product photography for the app menu to employee training (see “Juggling Act”), but c-stores are figuring out how to make it deliver on their bottom lines.

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Strategies to help staff manage the juggling act

The

411 on delivery Curate: Start with a small list of high-volume products, no more than 50. For foodservice, consider items that travel well.

Negotiate: Delivery company fees can eat up 30% of an order’s value.

Negotiate to lower that figure, advises Bes: “They are willing to work with you to gain your business.”

Shop around: SkipTheDishes, Uber Eats, DoorDash and Ritual are active in Canada, but local newcomers, such as Ambassador and Dishpal, are disrupting with new business models and fee structures.

Awareness-building: In-store signage is a must. Also strive for high user satisfaction scores on the apps to capture new customers.

“The better the score, the higher you appear on the app,” says Bes. Customer service: Personalize each delivery, like you would treat each individual customer who enters your store.

Ratings matter: Boost your customer rating score (and sales) by ensuring you deliver error-free and on time from the start.

Test, test, test: Little Short Stop Stores recently added a second app, DoorDash, to one location to determine its ability to handle two platforms and measure the impact on sales (negligible so far).

“We try something at one store before rolling it out to others,” explains Bes.

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HUNGRY FOR DELIVERY

While there’s no specific data related to c-store delivery, there’s no denying the food delivery boon in Canada.

According to The impact of COVID-19 on the food industry and e-commerce report from The Agri-Food Analytics Lab at Dalhousie University: Before the pandemic

45.4%

of Canadians ordered food online once a week in 2020, compared to 29.6% before the pandemic

63.8%

of Canadians ordered food online in some form, either via a website or delivery app

33.8%

cite convenience as the most popular reason for ordering online. Concerns about COVID-19 (13.8%) came second

49.4% Post-pandemic,

SHUTTERSTOCK

What sells: Think late-night munchies and pick-me-ups. “We’ve seen a bias for salty snacks and energy drinks,” says Bes, noting most delivery orders come in during the 10 p.m. hour and later.

C-store employees used to only worry about the customers in front of them.

Home delivery service has changed that, with orders coming in via apps and employees feeling pressure from delivery drivers for those orders.

If employees have customers in-store needing attention, let the driver wait, advises Gerry Bes, general manager of Little Short Stop Stores in Ontario.

“We had some team members who were prioritizing getting delivery orders ready for the driver, thinking they were up against the clock,” says Bes. “But the reality is there is a window of time to deliver the order, so we make sure we emphasize in training that you should always prioritize the in-store customer.”

Here’s another reason not to rush: fewer fulfillment mistakes. “If a customer complains [to the app] of a missing item, the retailer can be on the hook for the cost of the entire order, not just the item,” explains Bes, who says such complaints happen occasionally.

He also recommends employees stage an order before putting it in a delivery bag, so that the process is captured on in-store cameras. “I am not saying we haven’t made mistakes, but video evidence can save you money when you aren’t in the wrong.” CSNC

of Canadians intend to order food online at least once a week

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RETAILER SPOTLIGHT

SUCCESSION

SUCCESS Tired of big-city life, Véronique Chiasson returned home and bought the FAMILY BUSINESS, Dépanneur Chiasson Service Super Sagamie, introducing new ideas and a fresh ready-to-eat FOOD PROGRAM

BY M A R K CA R DWE L L

AS A TEENAGER, VÉRONIQUE CHIASSON SAYS SHE NEVER WANTED TO stay in the remote community where she grew up in Quebec’s rugged Lac-Saint-Jean region, let alone return there to take over the gas station and convenience store that her parents owned and operated on the outskirts of town.

“I wanted to go and see the world,” recalls Chiasson, who left Sainte-Jeanne-d’Arc at age 18. “No way was I ever going back, especially to buy a business that I grew up watching my parents work 100 hours a week in.”

But a year ago, on the eve of the pandemic, Chiasson, now 35, did exactly that.

“It’s a lot of hard work but I love it,” said Chiasson, who took over Dépanneur Chiasson Service Super Sagamie from her parents, Michel Chiasson and Line Dufour, in March 2020. “Everyone has been so supportive. It’s been like a dream come true.”

Located next to Hwy. 169, a provincial road that circles Lac Saint-Jean, the store sells gas from four pumps under the Crevier banner and is equipped with an electric vehicle (EV) charging station.

In addition to a SAQ outlet that allows the sale of alcohol, the store features regular c-store fare under the Sagamie banner, as well as beer, lottery tickets and ready-to-eat wraps, salads and healthy snacks that are made on site under La Cour aux Saveurs.

The prepared food concept, from Montreal-based Beaudry & Cadrin, is a turnkey foodservice solution popular among Quebec c-stores.

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ICONS: GETTY IMAGES, BORTONIA

P H O T O G R A P H Y F R A N C I S VA C H O N

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OPERATOR INSIGHTS CUSTOMER SERVICE IS NO. 1.

“It’s super important. You want people who come in the store to be greeted with a smile.”

MANAGE YOUR STRESS. “You can’t show it being impatient or snappy with employees or customers when you’re feeling overwhelmed by all the work that has to be done. Especially during the pandemic, because everyone’s suffering.”

SEE THE WORLD. “Travelling helps build character and confidence so that you can say ‘no’ when you need to. It also allows you to see many businesses and what works and what doesn’t.”

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RETAILER SPOTLIGHT Chiasson introduced the fresh food items shortly after taking over the store and she, along with her mom and long-time store employee Nancy Vaillancourt, can be found prepping in the kitchen most mornings.

“The response has been amazing,” she says, adding the ready-to-eat menu has helped the business generate steady traffic and reach record store sales during the pandemic. “A lot of people from town and passers-by stop in to get gas, but also grab food and other things they need. Sometimes it gets awfully busy in here.”

That’s a far cry from the struggling business that her parents founded 37 years ago after converting the small, unprofitable garage owned by her father, an auto mechanic, into a c-store.

“My parents were always there,” says Chiasson who, like her older brother Marc, worked at the store on weeknights and weekends as a teenager. “Business was so slow I could always get my homework done.”

Soon after leaving home to take business courses in Quebec City, where Marc was already living and working for Canada Post, Chiasson decided to learn English and took a housekeeping job in Halifax.

After two years in Nova Scotia, she and a boyfriend spent six months backpacking and hiking in New Zealand. She returned to Canada and got a job with Via Rail, working for a year at Union Station in downtown Toronto before transferring to Montreal.

After several years in the Quebec metropolis, Chiasson tired of big-city life. “I started longing for the open spaces like where I grew up. And since my parents were then trying to sell their store, I approached them about buying it.”

For Michel Chiasson and Dufour, whose decades of hard

“We’re in a remote region where kids leave and don’t come back.

This is a good news story for EVERYBODY”

work had built the business into a successful one, the decision to sell to their daughter was easy—once they were convinced that she understood the level of commitment and sacrifice needed to succeed.

“You can’t and don’t count the number of hours you work when you own a small business,” says Michel Chiasson, who continues to help out at the store with stock orders and handyman jobs. “You have to be all-in for the long haul.”

He and his wife are both amazed and ecstatic by their daughter’s strong work ethic, her firm control over the business, and the positive reaction she’s received from the community.

“People here are proud of her,” says Michel Chiasson. “We’re in a remote region where kids leave and don’t come back. This is a good news story for everybody.”

For her part, Chiasson credits her travel and life experiences for preparing her successful return home and entry into the world of business.

“They gave me the knowledge and self confidence I needed to do this,” she says. “If I’d never left here I think I would’ve been too shy and insecure to have taken over the business.” CSNC

Michel Chiasson (left) and Line Dufour turned a former garage into a convenience and gas destination 37 years ago and proudly sold to their daughter in 2020. In addition to regular c-store fare and a SAQ outlet, the store now offers wraps, salads and healthy snacks made on site with the help of employee Nancy Vaillancourt (far right).

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CATEGORY CHECK

BY MICHELE SPONAGLE

Water works

The global sparkling water market size was valued at US$24.51 billion in 2019 and is expected to grow at a compound annual growth rate of 11.8% from 2020 to 2027 (Source: Grandview Research).

New products quench consumers’ growing thirst for sparkling water

Carbonated caffeine

Since the beginning of the pandemic, Nestlé, which offers popular brands, such as Perrier and S. Pellegrino, has

TIPS TO BOOST SALES

six caffeinated versions with 70 mg.

Meanwhile, Toronto’s WakeWater, from Iconic Brewing (now owned by Ace Beverages), set out to offer an alternative to coffee, featuring a zippy 85 mg of caffeine.

Flavours take root

“Health continues to be the number one motivator for purchasing sparkling water—more than any other beverage” seen higher consumption. It is expecting another successful year, thanks to increased consumption of sparkling beverages over the summer and a range of new offerings, including ones that cross over into functional foods territory. It’s a hot sector as consumers seek added health benefits in what they eat and drink.

Perrier recently launched Perrier Energize in Canada. It’s the effervescent spirit of Perrier carbonated spring water, but with plant-based caffeine derived from an organic green coffee and yerba mate infusion. Its caffeine content is similar to an eight-ounce cup of coffee.

Flavours include, pomegranate, tangerine and grapefruit. Each 330 mL can has 35 calories.

Caffeinated waters are generating plenty of buzz and competition among the big players. Coca-Cola’s AHA (available here) has introduced eight flavours with 30 mg and Sparkling Ice now offers

Location is key: Think impulse and POS placement.

Co-promotions and bundling: Combine sparkling water with a healthy snack or foodservice item.

Consumers crave variety: Build an assortment that includes functional benefits and flavours.

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JULY / AUGUST 2021

It’s not just caffeine-infused sparkling waters that are trending. Nova Scotia’s Viveau brand aims to strike a balance between real fruit juice and sparkling water with a 50-50 blend. And sparkling CBD waters, though still a small player and not in traditional convenience stores (yet), are gaining traction, too. Canada’s Canopy Growth Corp. just launched its Quatreau lineup into the U.S. after success domestically.

In addition, 7‑Eleven is positioning its new proprietary sparkling water— Serafina—as a healthy thirst quencher.

Imported from Italy, the sparkling mineral water brand was created exclusively for 7‑Eleven and comes in three flavours: Original, Organic Lime and Organic Lemon Ginger.

Who’s thirsty?

And just who is sipping these boredom-beating sparkling waters? In North America, it’s the health-conscious millennials and Gen Z driving sales, especially of flavoured varieties, as messaging continues around the potential health risks of consuming excessive amounts of sugary, high-calorie soda and juice. From 2015 to 2018, the flavoured water category experienced a sales jump of 26.8%, with carbonated varieties experiencing an 8.4% increase.

That has paved the way for plenty of new players, including LaCroix and Bubly, to enter the market with fruity flavours packaged in recyclable cans— an attractive feature for millennials and Gen Z—along with no artificial flavours or synthetic ingredients.

But the good news for c-stores is that thirst is universal and has no age boundaries, which means there’s a flood of opportunity for sparkling water and all the new derivatives coming to market. CSNC

SHUTTERSTOCK

It seems that many Canadians have become bored with plain old water and are looking for sparkling alternatives to mix up their hydration repertoire.

At the same time, the consumption of other types of beverages is slipping. The average consumption of carbonated soda and still drink beverages per capita for Canadians has declined from 91.3 and 7.3 litres in 2010 to 71.5 and 5.2 litres, respectively in 2018, according to Global Data Intelligence.

The data backs the shift. Retail sales of plain sparkling water were US$435.7 million in 2018, making it the most popular type of carbonated water. That’s impressive on its own, but consider this: According to Statista, it’s flavoured sparkling water that is poised to emerge as the category to watch as it is expected to surpass plain sparkling water sales by 2022 (US$547.9 million versus US$525.8 million). For c-store operators, the message is clear—stock up to catch the wave.

“There’s significant interest in beverages with added benefits, as Canadians are not only interested and believe in added benefits, but they are also willing to pay more,” says Lina Benkhaldoun, marketing director international premium waters, Nestlé. “Health continues to be the number one motivator for purchasing sparkling water—more than any other beverage. Many Canadians are switching some of their consumption over to sparkling water as it can still offer the refreshment they are craving, without the sugar and added ingredients.”

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B Y K AT H Y P E R R O T TA

Looking forward to fall 2021

Canadians’ pandemic experience is transforming eating patterns. What does that mean for c-stores?

Our cumulative pandemic experience and trauma prompted significant shifts in consumption behaviours, motivations and general beliefs. While social consciousness trends, such as Canadians’ love for local and increasing prioritization of sustainability and environmental factors, have intensified, others, like scratch cooking and baking, have stalled.

Thinking ahead to fall 2021, the promise of high vaccination rates and provinces opening for business will likely result in a new shift in priorities, as consumers move outside the home, planning returns to work and school routines.

However, businesses will need to consider the legacy impact that the pandemic and home confinement will have on future habits and new safety measures, as individuals expand personal interactions that require daily risk assessments.

Well-being intensifies

Ipsos food and beverage daily behavioural tracking services reveal that consumers’ definition of what is healthy has been expanding beyond nourishment and nutrient intake for years. Today, more than half of all health-related consumption decisions (58%) move beyond solely focusing on nutrition and nourishment. Daily health decisions now include both physical and emotional benefits.

GETTY IMAGES

Consider consumers’ appetites for functional foods and beverages that provide benefits, such as enhancing immunity, lowering risk of disease, aiding in digestion and augmenting concentration (to name a few).

Contactless foodservice

As consumers adapted to the initial realities of restrictions and closures (April

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more labour intensive, with 57% of items being completely homemade.

Consider solutions like meal kits and quality frozen entrees that aid in home preparation, while allowing meal preparers to nurture and feed for loved ones.

Online shopping

While online food and beverage shopping accelerated significantly (+61%) during the pandemic, Ipsos data reveals this may slow post-pandemic. The majority of shoppers enjoy online shopping convenience and safety, however, more than half (56%) report they enjoy going to the store for the variety and selection, as well as the in-store experience. A similar share of shoppers say they will engage in more frequent trips outside the home, once restrictions ease.

Consider hybrid digital experiences that allow consumers to browse instore, order and pay digitally as they shop, then pick-up items curbside to bypass line-ups.

2020 to March 2021), there was ongoing tectonic shift to off-premise consumption, with Canadians making even greater use of limited-contact ordering. Ipsos tracking reports that take-out, drive-thru and delivery service traffic share rose 24%, compared to the pre-pandemic era.

Consider that safety and personal contact concerns are likely to increase as consumers venture out. In turn, the use of contactless solutions will intensify, even as consumers explore and seek a wider array of food experiences.

Cooking fatigue

Scratch cooking has proved a volatile trend in the varying stages of the pandemic. During the initial homebound period (April to June 2020), we hunkered down and scratch cooking occasions increased by 22%, versus pre-pandemic. However, the willingness to scratch cook three meals a day is waning, and data shows Canadian meal preparers are increasingly looking for solutions to ease the load, which varies by daypart: Lunch is much more likely to involve moderate preparation, with almost half (47%) of food being completely homemade, while dinner is

New values

For Canadians, there’s an expanding criterion for determining value that includes, quality, overall well-being and the environment, as well as the pent-up desire for new experiences, enjoyment and engagement.

Look for opportunities to create new value equations focused on price benefits. Target new tensions and triggers that are meaningful to consumers by allowing them to walk away from a purchase feeling like it was worth it, rather than regretting a decision.

Our pandemic experience has altered daily schedules, increased our time at home, changed workplaces and reduced social interactions. In fall 2021, solutions, whether sourced from retail or foodservice, that are easy, safe, reduce stress and meet modern day needs will resonate with Canadians. CSNC Kathy Perrotta is a vice-president with Ipsos Market Strategy and Understanding, working with the Food & Beverage Group Syndicated Services.

Data sources within this group include, Ipsos FIVE and Foodservice Monitor (FSM).

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BACKTALK

BY M I C H E L L E WA R R E N What challenges has the pandemic brought to maintaining that sense of unity and to the business as a whole?

PC: It puts the responsibility on leaders

and counting In 1921, Bob Wallace incorporated a general store, laying the foundation for Wallace & Carey, today a national leader in distribution and logistics. As the Calgary-based company marks an incredible 100 years, CEO Pat Carey reflects on the unique nature of family business, empowering teammates, navigating the pandemic, the future of convenience and why engaging in 100 Acts of Kindness is the perfect celebration for the times we’re in.

Y

ou’re the third generation Carey to lead the business.

What does celebrating 100 mean to you, personally?

PC: There is a lot of nostalgia, especially

when you start to look at how many family businesses actually make it. But I look at it as a testament to our team and the teammates that we’ve worked with over that period of time. Maybe the Carey family was in an ownership position, but the credit goes to the teammates over that 100 years. And we always say, our process isn’t unique, it’s how we execute that makes us unique. I look back at all the relationships we’ve built and the families we support and work with and I get more excited about that impact on the business itself. And, we’ve had a lot of fun along the way, and we’ve supported each other. So that’s where we like to focus. I was always raised not to get caught up in the need to pass it to the next generation. You don’t want to fall in love with business, you want to fall in love with the people you work with and that’s what we’ve done.

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As an outsider looking in, one can’t help but be struck by the sense of community. How do you cultivate that sense of belonging and camaraderie?

PC: What Grandpa and Dad focused on,

and I tried to uphold, is each branch is unique, but we’re all part of one team.

What we’re going through now in COVID, yes, B.C. and Manitoba and Saskatchewan and Ontario are unique in their traits, geography and personality, but we are one Canada. What I was taught is to focus on the team over the individual branch. As my brothers and sisters and I used to say, we could have ‘Only as a team’ tattooed on our backside, because Dad said it at work, but he’d also use it at home. Different branches have different needs, but when you’re one team, you’re sharing best practices, you’re challenging each other, you’re trying to do better. We spent a lot of time on culture—we have a people services department, not an HR department, that focuses on people, rather than the process. And that says a lot.

within each branch and our managers within each department. I’ve not travelled at all since the pandemic, which pales in comparison to my usual hundreds of days a year on the road. It’s been great for my community and my family, but I’ve struggled with not being in the branches and with the team. That said, our people rose to the occasion and got us through with flying colours. Without senior management on the road, we’ve empowered teammates to look after each other and they’ve picked up the slack and then some.

Tell me about 100 Acts of Kindness.

PC: We’ve always liked to celebrate

milestones as a team by getting partners and spouses and kids all together to enjoy those moments. COVID makes that difficult, but it’s also forced us to find different ways to give back to that community that’s helped us for 100 years.

The team came up with Acts of Kindness.

What have you done so far?

PC: We have a site with a thermometer

that tracks how many acts have happened and we share photos. We did a cleanup day; we had donuts showing up on someone’s car with a thank you note.

We did Pink Day, Humboldt Broncos Day and we packed lunches for the drivers servicing the frontlines. Carey the Beaver, our company mascot, had fun handing out chocolate bars to teammates. And then we had some people leaving sticky notes on the bathroom mirror that said: ‘Be you, everybody else is taken’ or ‘You’re awesome.’ Things that pick people up.

These are all things that teammates have created, and it’s been fun to watch. When one person does something, a person in another province sees it and gets in the spirit. What a competition to have—how to be more kind to our community.

It’s a great chapter in the Wallace & Carey legacy. From wars to depressions and recessions, your company has experienced a lot in 100 years. How did you draw on the past to navigate this pandemic?

PC: We learned to communicate quickly

and empower our teammates. From March 15, 2020, our team met every single day for 236 days. Our president, Dan Elrod, and our management team were all pushing the same message: It’s not whether your decision-making is right or wrong, it’s that you’re aligned with the company values and if your moral compass is pointing in the right direction, we trust you to make the best decisions for our teammates and for our customers. We wanted teammates to feel confident in making quick decisions,

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because we needed to in those early moments. And, because our teammates have always felt empowered, it made our job that much easier.

there’s still lots of opportunity for the independent retailer to serve their local community, as well as opportunities for the bigger retailers to support local manufacturers. Where the consolidation will happen is, how do we get that local beverage or the local snack from rural Canada to the consumer at retail? The local solution in Ontario, is different than the local solution in B.C. That’s where you’re going to have distribution and manufacturing and retail working together so we can satisfy Michelle’s tastes where you are and Pat’s tastes where I am.

How are you a different business now than you were pre-pandemic?

PC: We call it a pivot, but, when I think

back to some of the stories Grandpa talked about, and Dad in the early years, really, we’ve been pivoting for 100 years. We started as one product and one retailer. Today, we’re in multiple industries with multiple retail customers, as we continue to build our network and our supply chain across the country.

Instead of being a convenience store solution, we’re now in six or seven different industries providing that competitive advantage, which is our distribution capability.

What’s the biggest challenge that lies ahead?

PC: Growing up in business, I was taught

to be present with your teammates as much as possible. COVID has changed that. How do we engage with our teams and share and empower them to accomplish the vision we’ve set out? It won’t be face-to-face, that’s for sure.

We’re working very hard to find ways to empower our teammates to chase that vision. We’ve always said that if we have a clear goal post, our teammates will get us there quicker than anybody else.

What are you observing in convenience at the moment?

PC: Our industry needs to be very proud.

The leaders within our industry do a great job educating and telling the market that we’re in every community and the products that we bring to market have changed significantly. You used to go to a convenience store for the bare necessities: Now, there’s take-home grocery, foodservice, health and beauty… the list is endless. All our customers have access to multiple distributions per week to make sure that it’s the freshest sandwich on the shelf—the convenience store is as fresh as any grocery store or bakery.

What is your leadership style?

PC: Leadership is a buzzword that

everybody uses, but we all do it differently. You’ve got to be your own leader. You can’t try to be someone else. If you’re not authentic, people see through that very quickly. I think honesty and transparency is the best way to be a leader.

What will shape the business in the next 12 to 24 months?

What’s unique about leading a family business?

PC: The need for strong partners at

every point of the supply chain is more prevalent now than ever. Every time the manufacturer, the retailer and the distributor come together, we’re more successful. The focus will be on maximizing the service to the retailer to bring more consumers into our channel, as we provide competitive goods. No industry can replicate the amount of retail points that we have across the country, but there are still multiple trucks going to a store, whether it’s DSD [direct store delivery] or wholesale, and that’s not necessarily efficient. From an environmental perspective—taking vehicles off the road—and giving that retailer one point of contact for the same products, reducing touchpoints to the lowest denominator gives us an ability to control costs, while maximizing safety through the supply chain and bringing our consumer a better price, better quality and better selection.

Do you see a lot of consolidation on the horizon?

PC: Consolidation comes in many forms.

Obviously, there’s been significant mergers and acquisitions on the retail side, but

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PC: We always tell our teammates that

working in a family business is very different than a corporation. A family business can have its challenges, but the relationships we’ve built over those 100 years is what wins the day. Yes, we’ve got to make money and move forward, but we often make decisions for our teammates versus necessarily the bottom line. It’s funny, Dad didn’t make it easy for me to join the family business. He wanted me to be sure—he believed, and I do too, that it has to be the next generation’s decision whether to join, there can’t be any pressure.

Why did you want in?

Top to bottom: On the road in 1985; celebrating 75; Pat Carey and family; 100 Acts of Kindness in action with gifts for essential workers and a community clean-up; EA Ruth Keon embraces #CareyKindness on #TeammateTuesday; and a peek inside a distribution centre.

PC: I enjoy the industry and the people

we touch. I remember Grandpa’s stories about everything you buy having been on a truck. Maybe it’s not the sexiest business, but it’s tried, tested and true.

Ten years ago, we were a last mile distribution company. Today, we can say that we’re a fully integrated supply chain solution. The transformation of the company, the challenges and how we compete with some of the big guys, that’s what gets me excited. CSNC

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