CStore Decisions April 2024

TODAY’S STAFFING CHALLENGES

The 16th annual CStore Decisions/Humetrics HR Benchmarking Survey highlights how c-stores are managing recruiting, hiring, retention and development in 2024.

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EDITORIAL

VP EDITORIAL — FOOD, RETAIL & HOSPITALITY

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Leading Through Innovation

CStore Decisions is a three-time winner of the Neal Award, the American Business Press’ highest recognition of editorial excellence.

EDITORIAL ADVISORY BOARD

Robert Buhler, President and CEO Open Pantry Food Marts • Pleasant Prairie, Wis.

Lisa Dell’Alba, President and CEO

Square One Markets • Bethlehem, Pa.

Raymond Huff, President HJB Convenience Corp. • Lakewood, Colo.

Bill Kent, President and CEO

The Kent Cos. Inc. • Midland, Texas

Olivia Beck • Operations

Beck Suppliers Inc. • Fremont, Ohio

Reilly Robinson Musser, VP, Marketing & Merchandising Robinson Oil Corp. • Santa Clara, Calif.

Bill Weigel, CEO Weigel’s Inc. • Knoxville, Tenn.

NATIONAL ADVISORY GROUP (NAG) BOARD

Vernon Young (Board Chairman), President and CEO

Young Oil Co. • Piedmont, Ala.

Joy Almekies, Senior Director of Food Services Global Partners • Waltham, Mass.

Mary Banmiller, Director of Retail Operations

Warrenton Oil Inc. • Truesdale, Mo.

Greg Ehrlich, President Beck Suppliers Inc. • Fremont, Ohio

Doug Galli, Real Estate/Government Relations

Reid Stores Inc./Crosby’s • Brockport, N.Y.

Derek Gaskins, Senior VP, Merchandising/Procurement

Yesway • Des Moines, Iowa

Joe Hamza, Chief Operating Officer Nouria Energy Corp. • Worcester, Mass.

Brent Mouton, President and CEO Hit-N-Run Food Stores • Lafayette, La.

Robin Hunt, Sales Hunt Brothers Pizza • Nashville, Tenn.

Kyle May, Director External Relations

Reynolds Marketing Services Co. • Winston-Salem, N.C.

Steve Yawn, Director of Sales McLane Company Inc. • Temple, Texas

YOUNG EXECUTIVES ORGANIZATION (YEO) BOARD

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Kalen Frese (Board Chairman), Director of Merchandising Warrenton Oil Inc. • Warrenton, Mo.

Jeff Carpenter, Director of Education and Training

Cliff’s Local Market • Marcy, N.Y.

Megan Chmura, Director of Center Store GetGo • Pittsburgh

Ryan Faville, Director of Purchasing

Stewart’s Shops Corp. • Saratoga Springs, N.Y.

Cole Fountain, Director of Merchandise

Gate Petroleum Co. • Jacksonville, Fla.

Alex Garoutte, Director of Marketing

The Kent Cos. Inc. • Midland, Texas

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Editor’s Memo

For any questions about this issue or suggestions for future issues, please contact me at edelconte@wtwhmedia.com.

Improving HR Practices

It’s time again for CStore Decisions’ annual human resources (HR) issue, where we deep-dive into the trends impacting labor management at convenience stores. As costs rise and the labor market continues to tighten, c-stores are facing steep competition for employees from adjacent industries that are raising the bar on what attractive wages and benefits can look like in today’s market.

C-stores are responding by finding new ways to compete for employees, from offering flexible and/ or set schedules, higher wages, increased benefits and fostering a positive work culture. Savvy retailers are asking successful employees for referrals and offering referral incentives to current employees to help drive high-quality hires that are more likely to stick around.

This month’s cover story, “Battling Today’s Staffing Challenges,” outlines the results of CStore Decisions’ and Humetrics’ 16th annual Human Resources Benchmarking Survey that polled c-store retailers on a range of labor management topics. The survey found that staffing continues to rank as a top challenge for convenience stores, along with inflation, which continues to push costs and wages higher. While benefits and competitive wages play a big role in attracting and retaining employees, building a positive workplace culture is also key in today’s environment.

Innovative solutions can also further attract and retain employees. In this month’s HR Awards, Weigel’s Director of HR Melanie Wilson Disney is recognized for spearheading new initiatives, such as a four-day workweek option for employees as well as On Demand Pay, where employees can access up to 50% of their earned paycheck early. Also recognized is Kate Hannon, director of HR and payroll for The Rutter’s Cos., who highlighted the importance of connecting with employees to help grow relationships.

“These interactions not only foster stronger relationships but also provide invaluable insights into the needs and concerns of our team members,” Hannon said.

At the recent NAG Convenience Conference in Tampa, Fla., a panel on “Labor Management: Refining Retention and Development Strategies” discussed staffing challenges and solutions. The panel echoed the importance of ensuring managers get to know their employees’ likes and interests to help strengthen relationships. Checking in with new employees at the end of the first day and

simply asking about their experience can go a long way toward helping new employees feel seen and heard. Another takeaway from the panel was to ask for employee feedback and listen to what your employees want before rolling out benefit or retention programs, rather than making assumptions about their needs and wants.

STAFF DEVELOPMENT

Training is a crucial piece in setting employees up for success and retaining quality workers, and it’s especially important in the foodservice arena.

In this month’s feature, “Immersive Foodservice Training Combines Tech and Tradition,” retailers share how they’re ensuring their foodservice employees are prepared to juggle all facets of their jobs successfully. Global Partners LP’s company-owned Alltown Fresh stores, for example, use a combination of computerized training, job shadowing, coaching and mentoring when developing their foodservice team members. Joy Almekies, senior director of food services, Global Partners, pointed out that the training is well rounded, immersive and caters to different learning styles and preferences.

Meanwhile, technology is influencing how convenience store retailers handle labor management tasks today, from task management systems to online training programs to increased automation across a variety of areas, as outlined in this month’s feature, “Tech Trends Forward for Labor Management.”

As high turnover continues to challenge the c-store industry, taking the time to evaluate how to increase your competitive offering to potential employees is key. Once the basics of competitive wages, attractive benefits and quality training are in alignment, working on ways to develop your company culture or offer additional outsidethe-box incentives to appear more attractive to new hires and loyal long-term employees can help your c-store chain stand out in a crowded hiring landscape.

Above all, don’t underestimate the power of listening to team members. Hearing employee challenges, wants and concerns and responding to feedback can go a long way in improving retention outcomes.

QUICKBITES

THE IMPORTANCE OF C-STORE EMPLOYEES

Employees play a huge part in ensuring c-stores run smoothly, whether by helping customers, making sure the store is clean or assisting with other tasks.

CLEAN BATHROOMS ARE ESSENTIAL

A key responsibility for c-store employees is making sure the store's restrooms stay clean. According to Bradley Co.'s 2024 Healthy Handwashing Survey, 60% of Americans are likely to spend more money at a business that has clean bathrooms. The survey also mentioned that the top public restroom requests are:

• Make them cleaner and better stocked.

• Make everything touchless.

• Always provide paper towels.

Source: Bradley Co., “2024 Healthy Handwashing Survey,” February 2024

THE DESIRE TO WORK IN PERSON RISES

Now that life is returning to normal after the COVID-19 pandemic, more Americans are ready to start working in person again.

The Coca-Cola Retailing Research Council North America NACS (NCCRRC) "Convenience Industry Action Plan" February report recommended that the c-store industry take the following action steps to transform access to today’s labor pool and to help c-stores be viewed as employers of choice.

1. Invest in employee safety through technology, analytics and training.

2. Leverage government relations to remove regulatory barriers to employment and to toughen penalties for workplace violence in retail.

3. Invest in front-line training and development to expand the pipeline of talent and enhance long-term career opportunities across the industry.

4. Implement solutions that expand access to affordable, reliable transportation for workers — both personal and public.

5. Leverage media to improve industry perceptions.

Source: The Coca-Cola Retailing Research Council North America NACS "Convenience Industry Action Plan" report, February 2024

BENEFITS OF WORKING AT C-STORES

As mentioned in the NCCRRC "Convenience Industry Action Plan" report, the top reasons employees enjoy their jobs at c-stores are:

ACTION STEPS TO IMPROVE HIRING & RETENTION AT C-STORES HARDEST-WORKING CITIES

According to WalletHub's "2024 Hardest-Working Cities in America" report, the top five hardest-working cities in the U.S. include:

• Washington, D.C.

• Irving, Texas

• Cheyenne, Wyo.

• Virginia Beach, Va.

• Anchorage, Alaska

Source: WalletHub's "2024 Hardest-Working Cities in America" report, February 2024

Disney Brings HR Innovation to Weigel’s

From implementing a four-day workweek and On Demand Pay to building an inclusive culture, Melanie Wilson Disney is finding new solutions to drive hiring and retention at Weigel’s.

Erin Del Conte • Editor-in-Chief

As c-stores nationwide continue to face staffing challenges, savvy leaders like Melanie Wilson Disney are proactively seeking and implementing new solutions to attract and retain employees.

As director of human resources (HR) for Weigel’s, Disney is responsible for nurturing team members; contributing to the Powell, Tenn.-based c-store chain’s strategic direction; and ensuring HR compliance across its 79 Tennessee locations.

“Through collaborative leadership, I aim to foster an environment where employees feel valued and empowered to drive our company’s success,” Disney said.

During her five-and-a-half years in the role, Disney has been committed to thinking outside the box to find new ways to drive team member satisfaction, reduce turnover and recognize employee success.

For all this and more, CStore Decisions is recognizing Disney with an HR Award.

GETTING STARTED

Disney’s career in convenience stores actually began when she was still a child, although she didn’t realize it at the time.

“My mother went back to college when I was in 6th grade, and her first position after was with a small local convenience store chain in their corporate office. She was operations, HR, training, payroll and anything and everything in between.”

Disney went on store visits with her mother on weekends.

“When I asked her why she spent her weekends working she said, ‘because it’s the only opportunity I have to check in on our people; because it’s all about the people, and they are why I love this job.’”

Weigel’s Store Leader Jason Welch was recognized for his work with special needs individuals in his location during an awards ceremony. Ben Burkhart, a team member with special needs who has been with Weigel’s for more than three years, was also recognized for bringing such happiness and life to the store teams. When Burkhart was asked, “What is the best part about working at Weigel’s?” he said, “Making new friends.”

Disney took the message to heart.

As an adult, Disney started her career in employee relations on the legal and compliance side, but she quickly realized that she enjoyed helping people more than investigating legal claims, which eventually led her into the HR side of employee relations.

She then continued to spend many years managing HR in the hospitality industry.

Years later, when Weigel’s CEO Bill Weigel reached out and offered Disney the chance to join the Weigel’s team and work within the convenience store industry, she jumped at the opportunity.

HR INITIATIVES

Disney officially joined Weigel’s as director of HR in 2018. Since then, she has spearheaded a number of initiatives, including the rollout of a four-day, fixed-schedule workweek option for full-time, hourly employees.

The four-day workweek program was tested in January 2022 and implemented companywide in August 2022. Offering this flexible scheduling option has helped attract talent to the chain, resulting in fewer callouts, reduced turnover, and happier employees and store leaders.

Disney also led the charge to institute Weigel’s On Demand Pay initiative. The program, which launched in October 2021 through Paylocity,

allows employees to access up to 50% of their earned wages early. Weigel’s has found the program to be a valuable recruiting and retention tool, especially given today’s ongoing inflation.

As technology evolves, Disney has leveraged it to further engage the workforce, including implementing

Community, a social communication hub that’s part of Weigel’s HRIS (human resources information system) within the Paylocity platform. Community simplifies employee communication, connects team members and leadership, and helps create a culture of engagement.

“It’s very similar to a Facebook-

type feel. We’ve used it to recognize and reward team members as well as to communicate anything company-wide that’s needed,” Disney said.

A CULTURE OF INCLUSIVITY

Disney most enjoys being a resource for people and “working in tandem with operations to build a culture of inclusivity and growth for our teams,” she said.

Looking ahead, one of Disney’s goals is to bring more diversity, inclusivity and growth opportunities to retail.

“I am a huge advocate for providing opportunities for those with disabilities. Weigel’s has an inclusive program for individuals within our communities that have disabilities,” Disney said. “We work with different groups locally to provide employment for individuals with special needs. We have a great team of store leaders that hire, train and develop those individuals, giving them opportunities to thrive.” CSD

Assistant Store Leader Ciare Porter and Store Leader Kristy Wilder were recognized for demonstrating one of Weigel’s core values — heroic customer service — based on a customer compliment.

Team members at store #81 Morristown, Tenn., were recognized for receiving 100% on their inspection.

Team members were recognized for an amazing job in opening Weigel’s brand new store in Oak Ridge, Tenn.

Hannon Supports Others at Rutter’s

Kate Hannon, director of human resources (HR) and payroll at Rutter’s, brings HR expertise to the table as she looks for new ways to assist employees and keep policies fresh and available.

Emily Boes • Senior Editor

Human resources (HR) in the convenience store sector plays a pivotal role in the operational success of a business, especially when there are always new faces to work with and guide. Kate Hannon, director of HR and payroll for The Rutter’s Cos., understands the importance of being dedicated to employees and supporting them with their needs.

As retention remains a top priority for c-store operators, connecting with employees on a personal level and showing appreciation is more important than ever.

With roughly 20 years of experience working in HR, Hannon has honed her skills in this arena and actively seeks to address employee concerns and provide assistance.

“One of the most rewarding aspects of my role is the opportunity to interact with our diverse workforce on a daily basis. Whether it’s engaging with employees in our stores, corporate office or dairy plant, each interaction presents a unique opportunity to connect, listen and support,” said Hannon. “These interactions not only foster stronger relationships but also provide invaluable insights into the needs and concerns of our team members.”

For Hannon’s commitment to her team and drive to go above and beyond to keep all employees aware, updated and assisted, CStore Decisions recognizes her with an HR Award.

With roughly 20 years of experience working in HR, Hannon has honed her skills in this arena and actively seeks to address employee concerns and provide assistance.

HANNON’S CAREER PATH

As of December 2023, Hannon is the director of HR and payroll for Rutter’s, which has 86 stores located in Pennsylvania, Maryland and West Virginia, with more locations coming soon.

However, she began her career path with a major in accounting.

“(I realized) shortly thereafter that my aspirations lay in a different direction. Human resources appeared to align more closely with my career objectives, prompting me to switch my major,” Hannon said.

Hannon also decided to pursue a master’s degree in HR management.

For 14 years, Hannon established a career with Valenti Mid-Atlantic Management, a Wendy’s franchise. She started with the company as its benefits manager before advancing to HR manager.

When the franchise sold in 2017, Hannon joined Rutter’s as its HR generalist.

End

Human Resources Awards

“Upon meeting Suzanne Cramer, who would later become my supervisor, I became convinced that Rutter’s offered an environment and team that I could thrive in,” she said.

Hannon was promoted to manager of HR and payroll in October 2018, a position she served in until her most recent December 2023 promotion.

AT RUTTER’S

“I am entrusted with a range of responsibilities crucial to the smooth operation of our organization,” Hannon noted.

These responsibilities include employee relations, workers compensation, unemployment, benefits oversight and labor regulations compliance.

Chiefly, however, Hannon focuses on guiding and supporting Rutter’s employees and managers in different capacities.

“I assist managers in understanding and adhering to our company’s policies and procedures, fostering

a culture of compliance and accountability throughout the organization,” she said.

Through her time at Rutter’s, Hannon has embarked on many projects designed to better aid the team.

For example, she revitalized the employee handbooks along with her supervisor, which constantly need to keep pace with the chain’s current policies and regulations.

“Our primary goal was twofold: to enhance the efficiency of these handbooks for managers tasked with enforcement while also ensuring they were readily accessible and comprehensible to our employees,” Hannon said.

Hannon’s role doesn’t come without challenges, however, one of which can be effectively communicating company initiatives across the chain’s 80-plus store network while accounting for varying levels of technological confidence, different schedules and seasonal employment.

Still, Hannon noted the Rutter’s team looks to always use “innovative approaches and strategic planning initiatives to enhance engagement and connectivity among all employees at Rutter’s.”

REWARDING WORK

“In my role at Rutter’s, I am always trying to learn more about our business and continue to be someone who employees can come to for assistance,” Hannon said.

To be that person for Rutter’s employees, Hannon dedicates herself to embracing each day as it comes, thriving with the variety of experiences that her position brings.

“One of the things I cherish most about my role is that no two days are the same, which comes from working in HR for a company with nearly 3,000 employees,” said Hannon. “This dynamic nature keeps me engaged and motivated. Embracing the variety and challenges that each day brings allows me to continuously grow both personally and professionally, while also adapting to the evolving needs of our organization and its employees.”

Hannon also recognizes the value of working with a committed team. She added that she enjoys the collaboration her role in HR brings, and the supportive nature of the team allows them to effectively accomplish their goals.

Seeing the collective efforts of her team translate into tangible results that benefit others, Hannon noted, has given her a genuinely rewarding feeling.

“Rutter’s continues to grow and is a truly innovative company, so I cannot wait to see what we can do in the future, especially on the human resources side,” Hannon said. CSD

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Through Hannon’s time at Rutter’s, she has embarked on many projects designed to better aid the team.

Battling Today’s Staffing Challenges

The 16th annual CStore Decisions/ Humetrics HR Benchmarking Survey highlights how c-stores are managing recruiting, hiring, retention and development in 2024.

In 2024, staffing issues and inflation both remain top challenges at convenience stores.

As retailers look to better recruitment, hiring and retention practices, they’re continuing to raise starting wages and improve benefits to best appeal to employees who are feeling squeezed by the rising cost of living.

For the 16th consecutive year, CStore Decisions and Humetrics collaborated on the Human Resources (HR) Benchmarking Survey, polling convenience store retailers from Jan. 4 to March 1 on HR practices, including recruiting, hiring, retention and economic outlook.

This year’s comprehensive 44-question survey was designed to compare, predict and estimate the most common HR issues the c-store industry is facing and how the industry is addressing those issues. Echoing the adage “the more things change, the more they stay the same,” the survey once again pinpointed staffing and inflation as the top concerns.

As the c-store sector continues to navigate through the complexities of a post-pandemic world, the survey’s insights reflect the persistent challenges of staffing and inflation and underscore the industry’s resilience and adaptability in addressing these issues head-on.

The HR survey encompassed a broad cross-section of roles, organizational sizes and operational scales. The responses were collected from corporate HR professionals (32%); general, regional or operations managers (25%); store managers and assistant store managers (21%); and owners (11%), with an additional 11% comprising various other corporate roles.

Year-over-year business outlook

The HR survey showcased a wide range of organizational sizes, with 25% representing convenience store chains with annual revenues over $500 million, 17% from those with $50–$500 million, and a majority (54%) from companies earning between $1 million and $50 million. The survey also covered employee populations, with 32% of participating companies employing more than 500 people and a significant number (47%) housing a workforce of one to 100 employees, offering a comprehensive view of the convenience store industry’s HR practices and challenges across different scales of operation.

The survey began with the question, “How was your overall business in 2023?” with results indicating a tempered optimism. The data showed that 46% of respondents feel their business performed better than expected, while 29% reported performance as anticipated. However, a notable 18% reported “worse than expected,” which signals the ongoing economic pressures and operational challenges.

INDUSTRY CHALLENGES

Inflation and staffing were tied at 68% as the top challenges facing c-store retailers, compared to last year’s survey where inflation rang in at 64% and staffing at 82%, which shows inflationary pressure is ticking up while staffing issues appear to be improving. Fuel cost fluctuation came in third at 46%, down from 49% last year.

The convenience store sector, grappling with the pressures of staffing and inflation, reflects broader economic trends and their impact on business operations and consumer behavior. The survey underscores staffing as a perennial challenge, with recruiting, training and retaining personnel taking center stage. The ripple effects of the COVID-19 pandemic and rising costs for essentials have complicated staffing efforts, squeezed margins and altered consumer spending patterns.

Several survey respondents talked about the impact of inflation on their consumers and, consequently, on their businesses.

Top 3 significant challenges in 2024

• “People do not have the money to spend on impulse buys like before with the price of (everything rising).”

• “(We are seeing) lower foot traffic due to delivery options and strain on the pocketbook.”

• “The constant increase in product pricing (makes it challenging). Products are also being made cheaper; less of product in the package; packaging is even cheaper. But wages stay the same since the economy is where it is. Everything is more and more each weekly invoice.”

STAFFING CHALLENGES

C-store retailers identified hiring, recruiting and retention as the

biggest staffing challenges in 2023. These issues were also predicted to be the top three HR concerns, followed by benefit costs and employee compensation.

The dynamics of turnover, employee retention and recruitment remain at the forefront of HR challenges within the convenience store industry.

2023 saw a notable shift in turnover rates among surveyed c-stores, moving towards a more evenly distributed range than in 2022. In 2022, most organizations reported turnover in the 10–50% range (63% of respondents). In 2023, there was a “flatter” distribution, with turnover being more widely distributed. It is somewhat positive that in 2023, 54% of

% Turnover 2022 vs. 2023

respondent organizations reported a turnover of 50% or less. However, 47% of organizations are grappling with turnover of 50–150%.

In 2023, short-term turnover, where an employee quit or was terminated within the first 30 days, was down (28%) or stayed the same (40%), with only 25% reporting an increase.

2023 Turnover

EMPLOYEE RETENTION

In total, voluntary employee attrition costs U.S. businesses $1 trillion every year, according to Gallup. A study by SHRM (Society for Human Resource Management) found the average turnover cost per employee is equivalent to six to nine months of an employee’s salary, while others state it could cost up to two times the employee’s annual salary.

This year, c-store retailers were asked, “What actions did you take in 2023 to tackle the problem of employee retention?”

The No. 1 answer was pay raises at 57% (down from 86% in 2023). This was followed by more flexible scheduling at 46% (down from 72% in 2023) and enhanced employee recognition programs at 39% in third place (down from 41% in 2023).

Since much attention has been given to increasing pay, the survey also asked, “If you have increased wages and are offering incentives, how have they impacted your recruiting/retention?”

Are your retention actions working?

The graph above depicts the responses.

It is encouraging to see that increasing pay has made recruiting a little easier. However, headwinds point to continued competition for employees from adjacent industries, as competitors look to attract the same worker pool by offering the upper limits of salary ranges.

EMPLOYEE RECRUITING

When polled about three essential HR functions, most respondents said they were better at recruiting and retaining than selecting employees.

The recruiting tools ranked most effective were employee referrals (68%), in-store signage (57%) and Indeed.com (46%).

The employee referral is the most economical and most productive recruiting tool. Employee referrals lead to faster hiring and better retention. Convenience store employees who are referring candidates are doing the initial screening for you. Employees refer those that they believe are high-quality candidates (someone they would like to work with). The new hire has a built-in buddy/trainer in the friend who referred them. Humetrics has found that offering a monetary incentive to employees referring friends is a very effective practice and suggests paying out

over time (for example — 25% immediately on hire, 25% after 30 days and the balance after 60-90 days).

In-store signage advertises job openings to one of your best sources for candidates: your customers. Customers know your location, your store layout and products, and may know your employees. Make sure that the signs are current, clean and clear. Make it easier for applicants to apply by having applications handy or directing them to your company’s employment website.

It is no surprise that Indeed.com was ranked so high on our survey. It is the No. 1 job site in the world. There are both free and paid options for employers and job seekers.

Humetrics suggested that if you haven’t tried Indeed as an employer, begin with the free version and track the number of applicants and hires that are generated.

The HR survey reported an increase in recruiting from underserved sources: 71% are working to recruit older workers, 61% are recruiting veterans and 46% are recruiting people with disabilities.

INTERVIEWING AND SELECTION

The survey identified the store manager as the primary interviewer and decision-maker during the hiring process. The store manager is involved in 86% of the interviewing and job-offer processes, followed by the area manager (25%) and then HR specialists (corporate HR 21%, recruiters 18%, on-site HR 11%). It is more effective when the interviewer is the person who has to live with the consequences of the hiring decision.

SALARY AND BENEFITS

In response to inflation, respondents reported that 86% of starting wages either went up (54%) or stayed the same (32%). Only 7% reported a decrease in their company’s starting wages. Half of the respondents (50%) said starting wages

increased by 0–5%, 32% said starting wages increased by 6–10% and 14% said the increase was 11–15%.

Benefits either were improved (32%) or stayed the same (64%). Most respondents reported providing fulltime hourly employees with medical and paid vacation benefits (79%). Other common benefits were dental (75%) and 401(k) (68%). Incentive pay dropped from 36% to 25%, while bonuses stayed near 57% in 2022 and 54% in 2023.

ONBOARDING AND INITIAL TRAINING

The top processes for onboarding and initial training, either currently in use or planned to be added in 2024, were identified as performance reviews and formal onboarding, as well as informal employee recognition. See the graph below for more details.

COMPANY CULTURE

The management consultant, educator and author Peter Drucker coined the phrase “culture eats strategy for breakfast.” A business can’t succeed with a solid strategy without a culture that inspires and

motivates its staff. A successful business culture is crucial in the convenience store industry, which is traditionally marked by high employee turnover. In recognition of this fact, many c-stores are now prioritizing building a positive workplace culture as a strategic move to enhance employee retention and reduce associated costs.

The survey data reflected this shift. As noted in the graph above, 39% of respondents now identify their

Onboarding and retention programs

workplace culture as family-friendly, with another 36% highlighting the importance of teamwork, trust and integrity in their organizational ethos.

A positive work culture prioritizes employees’ well-being, offers support at all levels within the organization and has policies that encourage respect, trust, empathy and support. It’s one where employees feel valued, safe, comfortable and provided with growth opportunities. A positive organizational culture does not occur by accident. It takes planning, work and, ironically, strategy.

TRAINING MATTERS

Training remains a vital part of employee retention. When asked, “Which of the following training tools are you now using?” some 54% of survey participants reported using online learning, up from only 29% in 2023. Meanwhile, 82% of retailers pointed to hands-on training as their primary training method. This was followed by live classes led by a trainer, which has increased as we move away from pandemic restrictions.

Most respondents said training budgets will increase (32%) or stay the same (36%). Only 11% of

respondents expected training budgets to be lower in 2024.

TECHNOLOGY OUTLOOK

Retailers were asked, “Have you or do you plan to add artificial intelligence, robotics, self-checkout, or any other tools or technology in order to minimize human contact, reduce labor costs or increase efficiency?”

In 2023, 57% reported they were not adding additional technology, whereas in 2024, 46% said yes.

IS YOUR COMPANY A GREAT PLACE TO WORK?

Respondents provided these top four reasons why a “great employee” would want to work for their organization:

1. Opportunities for advancement (46%)

2. Family-friendly (good worklife balance) (43%)

3. Great boss and co-workers (43%)

4. Benefits (39%)

Are these enough to attract “great” employees? Humetrics suggested retailers go further by becoming a five-star employer.

BECOMING A FIVE-STAR EMPLOYER

Becoming a certified five-star employer demonstrates that your company invests in its people and culture, resulting in higher brand value and increased profits. It’s a virtuous cycle that repeatably delivers benefits and helps your company grow.

Over half of respondents (57%) rated their organization with four stars, while 29% gave their company five stars and 7% said three stars.

Being a five-star employer suggests you will deliver:

• Increased brand value to your customers

• Significant competitive edge in your marketplace

• Higher-caliber employees

• Higher job satisfaction from front-line employees

• Reduced employee turnover

• Public relations opportunities showcasing your best-in-class culture

• Invaluable insight into employee attitudes and ideas

• Pride in knowing you are among the elite

Becoming a five-star employer is essential for attracting top talent, retaining employees, boosting productivity and building a positive reputation for your company. It will take some internal adjustments, but once those changes have been made, you can have a transformational impact on your organization.

Being a five-star employer can help build a positive reputation for your company. Word of mouth travels fast, and employees who enjoy working for your company are likely to share their positive experiences with others. This can help attract more customers and potential employees.

KEY TAKEAWAYS

While the challenges are similar year over year, the energy and strategy with which they are being addressed in the c-store industry are vibrant and fresh.

The opportunities to differentiate oneself from the playing field are plenty. Henry Ford said, “If you always do what you always did, you’ll always get what you always got.” Selecting a strategy that focuses on people, culture and the bottom line will pay dividends.

Thank you to those who took the time to answer the survey questions and provide insightful comments. CSD

Navigating Tobacco Backbar Trends

Retailers are rearranging their tobacco backbars to meet customer demands while also keeping up with price increases and the regulations impacting different tobacco products.

Zhane Isom • Associate Editor

The tobacco category remains in the spotlight at c-stores as the industry grapples with marketing denial orders (MDO) for vape products and braces for pending rules from the Food and Drug Administration (FDA) around menthol cigarettes and flavored cigars.

“Regulations continue to challenge the tobacco industry in 2024,” said Tim Greene, director of tobacco and general merchandise for Boulder, Colo.-based Smoker Friendly, which operates 290 convenience stores in 13 states.

“The uncertainty from premarket tobacco product applications drags on another year, and state registries have popped up across many

states, challenging retailers to provide products our customers are demanding.”

REGULATORY LANDSCAPE

On April 28, 2022, the FDA proposed product standards to prohibit menthol as a characterizing flavor in cigarettes and all characterizing flavors in cigars. At press time, the industry was still awaiting the FDA’s announcement of a final rule, which was expected in March, although some have speculated it might now come after election season.

On the vape front, the FDA has approved 23 vaping products to date and has issued numerous MDOs. The FDA continues to issue warning letters to both brick-and-mortar and online retailers for selling unauthorized e-cigarette products. At press time, the FDA had issued more than 440 warning letters and 88 civil monetary penalties to retailers for the sale of unauthorized

e-cigarettes. In March, five senators sent letters to 22 c-store chains and their wholesalers reminding them of their obligations and legal liability under the Family Smoking Prevention and Tobacco Control Act.

“As Chairs of the Senate Judiciary Committee; Finance Committee; Health, Education, Labor, and Pensions Committee; Banking, Housing, and Urban Affairs Committee; and Permanent Subcommittee on Investigations, we are working with the Department of Justice, FDA and other agencies to ensure adequate enforcement of federal laws to protect public health and prevent the unauthorized sale of tobacco products. We strongly encourage your company to ensure compliance with federal laws to prevent youth use of harmful tobacco products and protect your company from liability,” the senators noted in the letter.

As rules and regulations change, c-stores are feeling the effects.

“Recently, one of our major markets, the city of Columbus, Ohio, enacted a flavor ban which removed many of the best-selling items from our stores. Shortly after, through legislative

actions, this was overturned,” said Nathan Arnold, director of marketing for Duchess, which operates 120 stores throughout Ohio and West Virginia. “Navigating regulatory and legal actions throughout markets complicates our business and purchasing decisions for our customers.”

With the FDA starting to crack down on illegal vape sales and the menthol and flavored cigar bans still up in the air, c-store retailers have a lot to consider when adding new products to their backbar or refreshing the products they already have.

“There are both challenges and opportunities in the tobacco industry,” said Sean Bumgarner, vice president for Scrivener Oil Co., which has 12 Signal Food Stores in Missouri. “We must make sure we have the items that the customers want at a price they can afford. Also, there continue to be legal issues with the vape and cigar category that we still have to navigate.”

TOBACCO TRENDS

Despite the many ongoing regulatory hurdles for tobacco, consumers continue to demand tobacco products, and retailers are taking notice of evolving trends.

Even as the backbar changes amid marketing denial orders, demand for vape products continues to grow. Oral tobacco products are also being purchased more often by consumers.

Cigarette sales continue to dip as inflation pushes the price of cigarette packs higher and, as a result, more customers are looking for deals.

“Our customers are looking for multiple-pack offers and loyalty offers to lower the price,” said Bumgarner. “We have also observed many of our customers switching from a full-price cigarette to a lower-price offering.”

“With the rise of inflation, this category, especially, has been highly competitive with promotions,” added Arnold. “We’ve seen a significant increase in loyalty penetration with customers in the tobacco category due to compelling offers.”

Meanwhile, cigars continue to perform well in convenience stores.

“Cigar volumes continue to grow as we see manufacturers introduce new offerings, in particular non-flavored SKUs,” said Greene.

THE RISE OF ALTERNATIVE TOBACCO PRODUCTS

Even as the backbar changes amid MDOs, demand for vape products continues to grow.

To keep up with this demand, Signal Food Stores has added space to expand its vape offerings, noted Bumgarner.

“We continue to see migration from cigarettes to our vape offerings, and our other tobacco products are seeing significant increases as well,” he said.

Cigar volumes continue to grow at Smoker Friendly as the company sees manufacturers introduce new offerings, in particular non-flavored SKUs.

Oral tobacco products are also being purchased more often by consumers.

“While traditional tobacco offerings continue to dominate the tobacco category, we see more and more customers exploring alternative categories,” said Greene. “Duel usage is up; we often see customers purchase a vapor product or a nicotine pouch with their traditional tobacco products. Customers are looking for alternative products and are willing to venture into new brands and delivery formats.”

All in all, retailers are expecting the pressure of regulatory and legislative actions to continue, squeezing the tobacco industry and category. For the foreseeable future, c-store retailers will have to continue navigating these pressures while ensuring their backbars are stocked with products customers want.

“We continue to look for opportunities in each tobacco/nicotine category by partnering with manufacturers to provide quality and value for our customers,” explained Greene. “We continue to bolster our digital and loyalty platforms, allowing customers to gain more value with each purchase.” CSD

FAST FACTS:

• Due to inflation, more consumers are relying on loyalty offers and deals when buying tobacco products.

• Vape and cigar products are still in high demand despite the legal issues surrounding these items.

• Consumers are shifting from traditional tobacco products like cigarettes to alternative products, including vape and nicotine pouches.

Refreshing Dispensed Beverages for Spring

From promotions and limited-time offers to trendy flavors and healthier options, c-stores are revamping their cold and frozen dispensed lineup to best appeal to customers this spring.

Howard Riell • Contributing Editor

As spring arrives, c-store retailers and frozen dispensed beverage flavors to meet evolving customer demands in preparation for the surge in beverage traffic that warmer weather traditionally brings.

Today, more consumers are favoring healthier dispensed drinks, preferably in a variety of exciting flavors. Convenience store customers are showing marked preferences for cold and frozen dispensed beverages featuring energy infusions, innovative coffee flavors, nitro brews and a variety of teas.

This remains a profitable section, with margins generally at 50% or more, topping foodservice and packaged

beverages, according to retailers.

Indeed, the category is fairing very well overall, according to Ryan Fasel, director of marketing for Valparaiso, Ind.-based Family Express Corp., which operates more than 80 stores in Indiana. “We’ve seen nice unit growth year over year for the last few years. Traditionally, it’s been aggressive low retails that drive volume, but that has changed over the last couple of years with inflation.”

Loyalty has become the key driver for the category in c-stores, Fasel explained, noting that extra points, fuel rewards, club cards, special pricing for loyalty members

becoming more popular,” he said.

Family Express is introducing new options for spring at its stores, including flavored teas in non-carbonated cold dispensed, while other flavors rotate seasonally.

“Mountain (Dew) has an assortment of flavors that rotate in and out seasonally. The ‘Bomb Pop’ flavor is very popular from several manufacturers during the summer in carbonated dispensed, especially frozen,”

FAST FACTS:

• Healthier dispensed beverages, including sugar-free varieties, and coffee flavors are in demand today.

• Loyalty program deals and limited-time offerings can help drive interest in dispensed beverages.

Sugar-free is also in demand at Elmhurst, Ill.-based Power Energy Corp., operating 1,359 sites in nine states, 96 of which are corporately owned under the Power Mart, Power Market and Powmaro’s banners.

“We completely got away from all sugar-based frozen carbonated beverages, and we have completely gone to our coffee vendor frozen flavors,” said Sam Odeh, president of Power Energy Corp. “As for our own frozen carbonated beverage machines and other frozen machines, they were a complete loss.

Power Energy removed the machines back in 2018. All of its stores’ dispensing machines today are provided by either its coffee vendor or PepsiCo, both of which supply all of the signage. “The bottom line is that they fix them and replace if they are constantly stopping or not working properly.”

Stores offer blue, red and yellow fruit juices and coffee, mocha and vanilla flavors on its brews. Cup sizes are 24 ounces priced at $1.99 and 32 ounces priced at $2.99. For the upcoming spring season, the chain is rolling out a pineappleflavored dispensed beverage.

LEVERAGING LTOS

“The Army & Air Force Exchange Service (AAFES) is seeing trends focused on limited-time offerings

with well-known national brands like Jolly Rancher, Sour Patch Kids and Hershey,” said Allison Jones, snack avenue and foodservice buyer for AAFES, which operates nearly 600 Express convenience stores and 10 distribution centers for military personnel and their families on bases located around the globe. “The Exchange is also offering more frozen coffee and nitro coffee.”

Looking ahead to this spring, she added, the Exchange is launching new flavors in bubbler dispensers made with real sugar and juice, including additions such as vitamin C and zinc, along with caffeine in certain flavors.

“Limited-time candy-branded flavored varieties for frozen noncarbonated machines are also planned,” Jones said.

In 2023, the Exchange saw the most growth within fountain beverages and the frozen non-carbonated beverages. Iced coffee is also gaining sales and attracting shoppers.

“The Exchange drives sales at its Express stores with limited-time offerings and by giving shoppers the ability to mix and match flavors,” Jones explained. “Low promotional prices also drive shoppers to Expresses, especially with warmer weather months ahead.” CSD

Immersive Foodservice Training Combines Tech and Tradition

Food-forward c-store retailers are using a combination of one-on-one and technological methods to immerse their in-store teams in all aspects of foodservice training.

Marilyn Odesser-Torpey • Contributing Editor

With all the steps and skills necessary to store, handle, prepare and serve food in a safe and efficient manner, often while simultaneously helping customers and checking in vendors, it takes an intensive, multifaceted training program to prepare employees to juggle all these jobs effectively.

Team members at GetGo Café + Market are trained through a hybrid model of written technical material, hands-on peer training and interactive gamified e-learning modules through a mobile app platform the company calls Thrive, said Cory Schaffranek, operations services and transformation manager, GetGo, which has approximately 270 stores in Pennsylvania, West Virginia, Ohio, Maryland and Indiana. More than 120 of the locations offer fullservice, made-to-order menus.

At Alltown Fresh stores, computerized training is combined with job shadowing, coaching and mentoring to give foodservice team members a well-rounded and immersive learning experience that caters to different learning styles and preferences.

Each new member receives about 40 hours of training, including hands-on practice.

The focus of much of the training is on food safety and GetGo’s internal recipes, he continued. Food safety includes sanitation, temperature taking, product rotation, allergens, product code dating and cross contamination, he said. Recipe training, including proper portioning and stepby-step recipes, ensures brand consistency and adherence to quality standards.

“Our training procedures are constantly evolving,” Schaffranek said.

At Global Partners LP, which operates 400 company-owned Alltown Fresh stores, among others, in nine states, computerized training is combined

with job shadowing, coaching and mentoring to give foodservice team members “a well-rounded and immersive learning experience that caters to different learning styles and preferences,” according to Joy Almekies, senior director of food services, Global Partners.

New team members are paired with experienced staff and corporate food field managers so they can observe firsthand the daily tasks and responsibilities required in the foodservice arena. Among the key skills they can observe are time management, teamwork, communication and conflict resolution with both customers and coworkers, Almekies stated.

“We rotate employees through various roles to give them a comprehensive understanding of different positions within the foodservice operation,” she pointed out.

She noted that suppliers also play a valuable role in training foodservice employees by offering product knowledge, equipment training, menu development support, food safety education, product sampling opportunities, and continuous education and updates.

At Gunter Oil Co.’s 16 Power Mart Food Stores in the Greater Birmingham, Ala., area, the process begins with the training of the store managers by the company’s director of operations. In turn, the store managers train all new employees as they are hired.

New Alltown Fresh team members are paired with experienced staff and corporate food field managers so they can observe firsthand the daily tasks required in the foodservice arena.

“The most effective (option) is in-store training for both new installations as well as retraining when we see our standards start to slip,” said Sonya Young, Gunter Oil’s director of retail and marketing. “We find that online training typically gets cut short or missed, so we end up favoring the in-person methods.”

Pizza program partner Hunt Brothers Pizza also sends trainers into the stores to work with new employees or conduct refresher courses, Young said. They cover sanitation, proper food handling, prep with an eye on margin through portion sizes, controlling waste and appearance/ quality of the final product.

“The training they provide is invaluable for our employees,” she noted.

DIGITAL LEARNING

Many retailers find much value in online learning opportunities. Launched last year at GetGo, Thrive is an interactive method of providing digital learning.

“Thrive has also given us the ability to offer daily reinforcement questions that are combined with games that engage team members to expand their knowledge in a fun way,” Schaffranek stated. “As we continue perfecting our use of Thrive, we are transitioning more and more content onto this platform, ultimately transforming the way we deliver content.”

Each year, he added, team members are also required to formally complete an Occupational Safety and Health Administration (OSHA) and food safety refresher course. Training materials

are also always available to provide refreshers on specific processes or procedures as needed.

At Global Partners, online courses through the Workday computer platform, videos and interactive modules teach employees about food safety and hygiene; customer service; complete knowledge of menu items, including ingredients that may contain potential allergens; upselling and promotion; and other essential topics, elaborated Almekies.

Computerized training also provides quizzes and assessments to ensure comprehension and retention of the material. Learning management systems track employees’ progress and completion of the training modules. CSD

FAST FACTS:

• Retailers can use online, written or hands-on methods to train foodservice employees, or a combination.

• Refresher courses may be useful in keeping foodservice safety top of mind for employees.

• Suppliers can also prove helpful in training employees in different ways, such as through equipment education or product quality training.

Gunter Oil Co.’s pizza program partner Hunt Brothers Pizza sends trainers into the stores to work with new employees or conduct refresher courses, covering sanitation, proper food handling and more.

TECH TRENDS FORWARD for Labor Management

C-store retailers are turning to technology to optimize labor operations, such as through advanced training or task management programs, especially as tech-based solutions continue to advance.

Emily Boes • Senior Editor

As a high-turnover industry, c-stores are constantly looking for ways to combat tight labor markets and support their employees, and investing in technology is one way to reach these goals.

“As technology advances, it will be critical that the convenience industry stays on top of its systems and services,” said Terry Hoffman, people operations leader, Whatley Convenience Stores LLC, which operates 11 Zelmo’s Zip In locations in Georgia and Alabama.

Adi Dhandhania, CEO, Neon Marketplace, which has nine locations in Rhode Island and Massachusetts, advocates for newer technology and looks for ways to improve customer service and help his team be more efficient.

“However,” he noted, “as with anything in business, it is a balancing act where I think it is important to ensure that we have understood the problem that we are trying to solve and how a piece of technology could reliably help us get there. It is important to understand the cost (both financial and non-financial) of this change versus the disruption or benefit to the organization and the customer.”

Overall, Neon has found the evolution of technology to be helpful to both the Neon team and to customers.

BEHIND THE SCENES

One of the greatest benefits of emerging technology is its ability to assist employees in their tasks and help them train more efficiently.

Zelmo’s recently rolled out a new training system for its employees to use.

“The new system is a much more user-friendly, mobilebased app. It also opens new training avenues for us as we can design our own specific training for roles, locations and individual users as needed,” said Hoffman.

In addition to the new online training, Zelmo’s implemented a task management program, food and cooler temperature monitoring, data tracking with artificial intelligence analysis, and a full human resources information system (HRIS).

“Using this has helped us track and predict labor loads and scheduling needs as well as maintain some real-time information versus waiting a week or so for the data to be manually calculated or put in an Excel spreadsheet,” said Hoffman. “(It is) much easier to see trends and process improvement areas versus the ‘old school’ Excel process.”

With the task and maintenance management system, Zelmo’s teams can quickly identify maintenance issues and better manage each store’s day-to-day responsibilities.

“It also serves as an avenue for training requests and employee recognition,” Hoffman continued.

Zelmo’s HRIS simplifies the hiring and onboarding process and provides employees with the necessary updated training requirements, performance assessments and pay information.

The chain also manages and tracks its fuel sales and delivery, as well as margins across the fuel spectrum, with newly added technology, noted Hoffman.

“This has helped eliminate some workload off our store leadership, and we hope to do more work to refine that process in the near future, right down to real-time pricing and on-time fuel deliveries based on using the tech at the central office,” Hoffman continued.

Neon, too, has invested in newer back-office technology.

The simpler back-office system has helped to streamline workflow for Neon’s employees, making it easier to do daily tasks.

Additionally, Neon is in the process of launching a new learning management system equipped with training videos for its employees, which will be accessible on their phones.

Neon also split its food and convenience technology stacks.

“We had one technology stack that managed the food operations and c-store, which wasn’t as flexible to use. Hence, we introduced a modern foodservice management

tech stack and got a cloud-based back-office system to manage the c-store and fuel,” Dhandhania said.

Both food and c-store integrate to one accounting system.

“As a small chain, we do not have the luxury of having our own development team or get a lot of custom development done,” he added. “Hence, taking advantage of modern technology stacks that support fast-casual restaurants and implementing them in our stores has helped us provide a better customer experience and most importantly provided us tools necessary for marketing and loyalty programs.”

KEEPING TRACK OF CUSTOMER SERVICE

Whichever technology a convenience retailer implements, it should never detract from the customer experience. Both Neon and Zelmo’s recognize that customer service should only continue to improve, including for programs designed specifically to assist c-store employees.

“We have approached technology changes through a customer-first mindset, where we have introduced modern self-service technology hardware and platforms that ease a customer’s journey. In addition to this, we have also focused on reducing the paperwork time and back-office complexity for our store management team members,” said Dhandhania.

Zelmo’s, while it decided against self-service technology presently, is investigating online ordering and delivery technology as well as possible curbside pickup and ensures it connects each new application with the enhancement of customer service.

“Whether that is better trained and prepared employees, more user-identified items, loyalty programs, etc., it is all with our customers in mind, both internal and external,” Hoffman said.

Technology advancement isn’t going away. Dhandhania believes automation and newer technologies will come to the market over the next few years and that the future will see better predictability make way for more efficient labor management.

“It is imperative to utilize as much knowledge and information as you can gain to offer the most competitive advantage to the business and our customers, but also for the engagement and morale of our employees,” Hoffman added. CSD

FAST FACTS:

• When considering adding new technology, it’s important to balance the cost versus the outcome.

• Using technology to implement new systems can help employees better manage day-to-day tasks.

• Technology should not only assist employees, but also help improve the customer experience.

Neon’s simpler back-office system has helped streamline workflow for employees, making daily tasks easier. Additionally, Neon is launching a new learning management system and has also split its food and convenience technology stacks to provide a better customer experience.

PRODUCT Showcase

New Coke Flavor

Coca-Cola has added a new permanent offering to its iconic North American portfolio: CocaCola Spiced, which is also available in Zero Sugar. Coca-Cola Spiced blends the iconic taste of Coca-Cola with a burst of refreshing notes from raspberry and spiced flavors, offering an uplifting taste experience unlike any other. Coca-Cola Spiced and Coca-Cola Spiced Zero Sugar are now available in 12-ounce sleek cans; 12-ounce 12 packs; 10-pack mini cans; 20-ounce and 0.5-liter six packs and two-liter bottles at most national retailers.

The Coca-Cola Co. www.coca-colacompany.com

Ranch-Flavored Tortilla Chips

Takis has made its debut into the ever-popular ranch flavor category with its new Takis Buckin’ Ranch. Guaranteed to take consumers’ tastebuds on a wild ride, this latest addition to the Takis lineup of iconic snacks is packed with zesty and creamy goodness. Takis Buckin’ Ranch is now available at retailers nationwide in individual and sharing sizes perfect for on the go, gaming or snacking with friends.

Grupo Bimbo

www.grupobimbo.com

LTO Pizza

Hunt Brothers Pizza has brought back its limited-time Buffalo Chicken Pizza. The Buffalo Chicken Pizza has amassed a large following since 2009, combining Hunt Brothers Pizza’s original crust topped with a mixture of ranch dressing and buffalo wing sauce, a blend of 100% natural part-skim mozzarella and Monterey Jack cheeses, and a generous portion of 100% all-natural chicken breast. The finishing touch is a sprinkling of Hunt Brothers Pizza’s signature Just Rite Spice. Consumers can purchase the Buffalo Chicken Pizza as a whole 12-inch pizza or Hunk A Pizza (one-fourth of a 12-inch pizza) while supplies last.

Chocolate Oreos

Hunt Brothers Pizza

www.HuntBrothersPizza.com

OREO has introduced its new Dirt Cake chocolate sandwich cookies, the OREO brand’s take on the classic mud-pie dessert that everyone loved growing up. This indulgent cookie features the signature chocolate base cake that fans know and love, with a layer of rich brownie flavor creme on top of a layer of chocolate creme with OREO wafer crumb and gummy worm-inspired sprinkles on top. The limited-edition cookies are available now in stores nationwide while supplies last.

Mondelēz International

www.mondelezinternational.com

PRODUCT Showcase

Dessert-Inspired Chewy Candy

Hi-Chew has unveiled its new Hi-Chew Dessert Mix. Hi-Chew Dessert Mix combines the same long-lasting chewy texture with classic dessert-inspired flavors that take consumers’ taste buds on a decadent flavor journey: Strawberry Ice Cream, Key Lime Pie and Candy Apple. Hi-Chew’s new Dessert Mix provides a double layer of true-to-life flavor and contains no colors from synthetic sources while also being gluten free.

The new chewy candy is available in peg bags and stand-up pouches. The peg bags are available exclusively at select 7-Eleven and Speedway retailers nationwide, while the stand-up pouches are available at retailers nationwide.

Morinaga America Inc. www.morinaga-america.com

POS Panic Alarm Button

National Retail Solutions (NRS) has expanded its Panic Alarm Button service. The Panic Alarm Button is cleverly disguised within the NRS point-of-sale (POS) system, enabling the cashier to discreetly alert the police during emergencies while de-escalating the situation. With retail crime rising, NRS provides three months of free Panic Alarm Button service to help stores stay safe. The POS-integrated Panic Alarm Button can now be added to stores nationwide, including in New York, New Jersey, California, Florida, Wisconsin and Georgia.

White Sweet Mint Gum

NRS Plus www.nrsplus.com

ORBIT has added its new White Sweet Mint Gum to its popular soft chew lineup. Consumers already love ORBIT’s Sweet Mint flavor for its clean and fresh taste, and now they can try it with a crunchy exterior and chewy center bursting with sweet mint flavor, sold in a bottle perfect for taking on the go and sharing with friends. ORBIT’s newest flavor gives consumers a stronger, brighter and whiter smile, with a clean- and fresh-feeling mouth, letting their confidence shine. ORBIT White Sweet Mint is available now in a 40-count bottle at retailers nationwide.

Mars Inc.

www.mars.com

cstore

Pressure Fryer

Broaster Co.’s E-Series 24G pressure fryer is an infrared, forced-air, high-volume eighthead pressure fryer that offers a lengthy features list: dualpowered lift, built-in automatic oil filtration, automatic oil top off, automatic pressure release, one-touch cook cycle and programmable touchscreen user interface with a five-stage cooking capability that can swing from pressure to open frying in the same cook cycle. Additional options like connectivity and rear-oil discharge are available.

The gas-powered E-Series 24G cooks up to 64 pieces of fresh, bone-in chicken per load, and it’s easy with AutoLift, which raises and lowers the product with the touch of a button.

Broaster Co.

www.broaster.com

Do Your People Feel That They Belong?

C-store operators need to take the necessary steps in 2024 to create a company culture that makes their employees feel valued.

Steve Seymour • Country Fair Inc.

In my 30 years of working in human resources, I have never met an employee that I wanted to keep, develop, promote, etc. that did not want to BELONG to something good.

What I mean by “something good” is an organization that does good things for its associates, its customers and its community. Back in the day we called it creating brand pride. I contend that the reputation that your organization has within the community — both “physical” community and “social networking” community — is the key to creating that culture where people want to work, stay and thrive. Stores recruit within the immediate community. Therefore, your reputation needs to be strong within that community.

That’s an easy statement to make, and I doubt it is one with which many would disagree. If you agree that brand pride is of urgency to having a great workforce, I challenge you to have a meeting with your key stakeholders and talk about “what makes your brand good” as referenced above. If your list is short, it’s introspection time. Do better! Talk to your folks in the field. Understand their needs (and desires). Then expand your offering.

CREATING YOUR CULTURE

Start with meeting employees’ basic needs. Are your pay and benefits strong enough to make you competitive in your market? (They don’t have to be the best, but they do have to be good.) If they are not, you don’t have a fighting chance, as our industry acknowledges that we need to attract and retain careeroriented people. If an employee can’t make rent and put food on the table, do you really

expect them to be able to focus on delivering excellent service to your customers?

After basic needs, look at your “perks” and incentive programs. More introspective questions should focus around having a plethora of perks for your people, keeping in mind that if you have 1,000 employees, you have 1,000 different sets of wants and needs. Some of the more popular perks being contemplated right now include on-demand pay options, education options (subsidized by the company), and even pet insurance and/or pet bereavement. Recognition for longevity and for going above and beyond are also very important to employees. Do you have formal recognition programs? Are you publicly and socially celebrating your employees’ milestones and good deeds?

Promote your internal brand to your employees in many of the same ways you promote your external brand to your customers. We certainly like to advertise our specials to our customers. But are we advertising those who are special to us to the public? Blasting your social media with photos and stories about the great work your employees are doing could be the most important thing you do to build your culture. When your community and your customers see these posts, it builds their “brand pride” too.

Go get busy — it’s cultural introspection time in 2024.

Steve Seymour is the director of personnel, training and development for Country Fair Inc. and is the author of the book “100 Ideas to Improve the Workplace, An HR Nerd’s Guide to Creating Excellent Culture.” The book is available on Amazon, and all proceeds from the book are donated to the National Foundation for Transplants in honor of a family that is very close to his heart. You can find Seymour at linkedin.com/in/steveseymour-9347709/ or sseymour@country-fair.com.

Place your order for the fastest-growing blends in the Leaf portfolio!

Irish Cream and Peach Brandy rough-cut cigars are crafted with high-quality, slow-burning broadleaf your customers will love.

To place an order or for additional info, contact your Swisher rep or Customer Service, open weekdays from 8:45 a.m. to 4:45 p.m. ET. Or place an order anytime via voicemail or fax.

Phone: 800-874-9720

Fax: 800-628-4675

Email: customerservice@swisher.com