CSNC-Octane September 2025

Core·Mark

DISCOVER MORE ABOUT CANADA’S LEADER IN CONVENIENCE

FOODSERVICE

“Core-Mark has established itself as the largest marketer of consumer goods in North America. We are committed to curating one-stop-shop foodservice solutions that empower our operators to grow their business and make their convenience store a foodservice destination.”

John Carbone, SVP Canadian region

How Core-Mark empowers c-store success

From its humble beginnings in 1888, it has grown into the largest, most comprehensive marketer of consumer goods in North America. Core-Mark has four operating companies (OpCo’s) located across Canada. Each is dedicated to supporting the logistics and management requirements of consumer goods for its vendor partners. Core-Mark is dedicated to the purchasing and distribution of general merchandise, confectionary, groceries, retail beverages, health and beauty, tobacco, dairy, bread, fresh and foodservice products.

Core-Mark understands its customers are unique and their success may stem from a variety of different paths. The company offers its customers customized solutions and services to grow sales and profits, whether they are independent, single-store operators or a significant-sized chain. Today, Core-Mark continues to develop innovative foodservice programs, cutting-edge technology solutions and targeted analytics to empower c-store customers to manage their day-to-day store operations.

OUSSAMA (SAM) SAOU DI FOUNDER & CEO

KALEMART24

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CONTENTS

9 Top

Retail media takes centre stage: How c-store operators can tap into the booming retail media landscape to enhance customer engagement and drive sales

12 CSNC Impact Awards

Celebrating the power of purpose: Meet the 2025 winners

24 Retailer Spotlight

Wired for growth: Armed with innovative technologies, fresh thinking and a passion for better-for-you products, KaleMart24 is redefining the modern convenience store with smart operations and bold plans to scale PLUS: Three technologies reshaping the channel

28 Feature

MEET THE 2025 IMPACT AWARDS WINNERS

&Back Coffee founder Roxanne Joyal (left) partners with women farmers around the globe

Smarter supply chains, stronger partnerships: Distributors are embracing tech innovations—from real-time inventory tracking to automated ordering systems—to deliver better service and build stronger relationships with convenience retailers

29 Tech Talk

Smart investments: 3 questions with Hélène Drolet, vice-president of operational excellence North America, Alimentation Couche-Tard | Circle K

30 Leadership Perspective

Marc Goodman of 7-Eleven Canada explains why, in a channel built on speed and convenience, brand trust is the differentiator. It’s what turns a one-time customer into a loyal repeat customer (and what spurred them to partner with high-profile fuel brands)

CSNC EDITORIAL ADVISORY BOARD

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

Robbie Broda, Quickie Convenience

Marc Goodman, 7-Eleven Canada

Leslie Gordon, Circle K

Laurie & Randy Ure, Ure’s Country Kitchen

Georgian Bay Spirit Co., which sells RTD products in convenience stores, is reducing its environmental impact and aims to become one of Canada’s most ecoconscious distilleries

31 Consumer Corner

A toast to beverage alcohol at convenience: As we mark the one-year milestone in Ontario, Ipsos Canada shares what the channel can do to compete and further grow the category

33 Category Check

In sickness and in health: With more consumers seeking over-the-counter medications, it’s prime time for c-stores to stock products that help ease symptoms—from scratchy throats to headaches—and promote self-care year round

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EDITORIAL

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CORPORATE OFFICERS

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Convenience Store News Canada | Octane is published 6 times a year by Ensembleiq. Convenience Store News Canada | Octane is circulated to managers, buyers and professionals working in Canada’s convenience, gas and wash channel. Please direct inquiries to the editorial offices. Contributions of articles, photographs and industry information are welcome, but cannot be acknowledged or returned. ©2025 All rights reserved. No part of this publication may be reproduced in any form, including photocopying and electronic retrieval/retransmission, without the permission of the publisher. Printed in Canada by Transcontinental Printing | PM42940023

CHANNEL ALLIANCES:

Fresh thinking

OUR ANNUAL TECH AND INNOVATION ISSUE is a valuable barometer that illustrates how much and how quickly the convenience, gas and car wash space is evolving, adapting and leading on many fronts.

In these pages, we examine topics from a macro and micro level, with a deep dive into how the owner of KaleMart24 is rethinking the convenience space (p. 24), as well as a look at how convenience retailers like Circle K (p. 29) and distributors (p. 28) are using technology to elevate all aspects of the business to better serve customers, streamline operations and improve employee relations. There’s a lot to explore in this brave new world.

In addition, we are delighted to unveil and honour the 2025 CSNC Impact Awards winners.

Now in its fourth year, the Impact Awards shine a light on the good news (and good for business) stories from companies that are making a difference in important areas, including sustainability; diversity, equity and inclusion; giving back to communities; and creating extraordinary workplaces that engage employees.

Reading about these initiatives—from supporting food banks to grassroots community efforts during wildfires, offering volunteer opportunities to young adults with special needs and more—sparked joy, as well pride and admiration for those working in the channel. Now it’s your turn: Find out how retailers, distributors, multi-national suppliers and local vendors, from Vancouver to Atlantic Canada, are #MakingAnImpact (p. 12). Congratulations to all the winners!

Continuing with the theme of celebration, we’re looking forward to honouring the 2025 Star Women in Convenience winners on September 17. New this year, we have added a SWIC Networking Lunch, which is open to ALL past and present winners. As of press time, both events SOLD OUT, but we opened a new block of tickets for the breakfast only.

In addition, we are excited to kick-off nominations for the third Future Leaders in Convenience + Car Wash Awards. The deadline is October 17, and winners will be announced in the January/February 2026 issue, then celebrated at an event during The Convenience U CARWACS Show in March.

I look forward to connecting with many of you in-person in the coming weeks. In the meantime, if you have an idea or a story to share, please reach out! CSNC

P.S. Speaking of milestone moments, on September 5, 2024, the Province of Ontario turned on the taps, allowing convenience stores across the province to sell beer, wine, cider and ready-to-drink products. What a year it’s been! Visit CCentral.ca for our exclusive monthlong series—Beverage Alcohol: Year in Review—of articles and interviews with stakeholders and leaders, who share learnings, insights, how far we’ve come and what still needs to happen to make the most of this valuable category in convenience!

MICHELLE WARREN Editor & associate publisher

THE BUZZ

CROSS-CANADA ROUND-UP / PEOPLE / PLACES / NEWS & EVENTS

READER POLL

Is the Buy-Canada movement waning?

Yes, consumers are more concerned about value/pricing

No, customers are still paying attention and purchasing accordingly

Somewhat, but it is still a priority for our company and customers

MOVING ON UP

Amber Banford joins MacEwen Petroleum as director of merchandising. She spent close to 17 years with Giant Tiger, most recently as head of FIT and store culture.

Darla Clinton returns to the convenience and gas business as merchandising director - Western Canada at Circle K . She spent more than eight years with Federated Co-Operatives Ltd. before joining West Jet in 2023. She will be leading category managers, marketing and foodservice teams.

Frank Fiehl is now national category manager at 7-Eleven Canada. He joined the company in 2012.

Kristina Kearby is now key account manager at Dandurand Group. The 2025 Star Women in Convenience winner was with Arterra Wines for seven years and played a key role in the beverage alcohol rollout to convenience stores in Ontario.

Holly Robertson moves from district sales manager to community relations managers at Coca-Cola Canada Bottling Ltd. She joined the company in 2021.

Sébastien Tremblay Drolet is now regional director of operations-Eastern Canada at Alimentation Couche-Tard | Circle K . He joined the company in 2020 and has held a number of roles, most recently merchandising director-Western Canada.

10 headlines you don’t want to miss

1. Keurig Dr Pepper to acquire JDE Peet's, create two companies

2. MacEwen rebranding Little Short Stop stores to Quickie banner

3. Coca-Cola names Andy Buckingham as GM, Canada

4. BG Fuels | Waypoint Convenience host in-store concerts with Junonominated artist STORRY

5. Chandra Kumar appointed market head of Canada for Nestlé Canada

6. AGCO aims to stop unregulated gaming in c-stores

7. Leveraging data analytics to navigate supply chain challenges

8. How do you craft holiday promotions that resonate with c-store shoppers?

9. Imperial Tobacco: Ottawa's nicotine replacement strategy has failed

10. Product innovation the key to convenience retail success

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BY REBECCA HARRIS

Retail media takes centre stage

How c-store operators can tap into the booming retail media landscape to enhance customer engagement and drive sales

THE MOST COVETED space in convenience is no longer on the top shelf—it’s on the screen.

Retail media—ad placements within a retailer’s own platforms, such as websites, apps and physical stores—is surging. In Canada, retail media will account for one in five digital ad dollars this year, doubling its share since 2020, according to eMarketer. Spending is expected to more than double between 2023 and 2028, rising from $2.58 billion to $6.02 billion.

“Retail media is absolutely on fire,” says Victoria Cromie, managing director for Canada at Mars United Commerce, a global commerce marketing practice. “We’ve seen a hockey-stick trajectory in retail media revenue and where brands are shifting their dollars.”

For brands and retailers alike, retail media offers powerful advantages: the ability to leverage first-party data, create highly relevant messaging, measure return on investment and enhance the overall customer experience.

How digital screens drive engagement

At INS Market, which has more than 100 locations across Canada, in-store digital media has become a cornerstone of its marketing strategy over the past two years. Amedeo Catenaro, director of marketing and a 2025 Future Leaders in Convenience + Car Wash winner, explains that the retailer was seeking a more effective way to engage customers directly.

Retail media networks (RMNs) are the platforms that make this possible. These networks connect brands with valuable advertising space within retail environments, enabling retailers to monetize their digital and physical spaces. They generate revenue from brands’ ad spend, while also driving product sales.

While retail media was slower to take off in the convenience and gas sector compared to grocery and mass retail, that’s changing. In a sector that traditionally relied on ad partners to put up posters and POS materials in stores, operators are increasingly recognizing the opportunity to monetize their assets, observes Jamie Thompson, CEO of Adapt Media, an out-of-home advertising provider. “Retail media also allows organizations to better reach and communicate with customers, which will create a better experience,” he says.

“We had our social media channels and our website, but something was missing,” he says. “We wanted something on the ground level, in-store, that we were able to use to communicate our promotions and community messaging to our consumers.”

INS Market also saw the potential to tailor messaging based on location. “Our locations in British Columbia compared to those in Toronto differentiates a bit,” Catenaro says. “Having a network in place that allowed us to make adjustments accordingly was of critical importance to us.” By partnering with Adapt Media, INS Market rolled out a digital retail network across its stores in Canada, with the ability to run highly targeted campaigns.

The retailer’s digital network includes prominent vertical screens placed in high-traffic, pedestrian-facing areas of stores, such as near entrances or concourses. It also uses horizontal point-of-purchase displays located in checkout areas. These displays can be remotely controlled and allow for instant updates, enabling dynamic advertising like new product launches from vendor partners. “For example, if Coke has a new product, the network can upload the creative and have it displayed immediately, which is a very cool

concept,” says Catenaro. At high-exposure locations, such as Toronto’s Union Station and Vaughan Mills shopping centre in Vaughan, Ont., digital media is delivering strong results. “They not only provide the ability to increase the basket size of the store, but they also bring people in the door,” says Catenaro.

Since convenience store customers are typically in and out quickly, engaging them can be tricky. “Our consumer is on a mission, and they typically come to a convenience store for a quick grab-and-go option,” he says. “In that fast-paced purchasing environment, it can be challenging to get your branding and messaging across. So, having an additional medium to communicate to your customer only elevates their experience… and makes their journey more fun and more personal. And I believe it helps in driving revenue for your business.”

INS Market has seen strong results from its retail media network, especially for products on promotion. “We’ve seen an uptick of upwards of 20% to 30% on the promo volume when utilizing the digital screens in our stores,” says Catenaro. “So, it’s a very effective tool.”

Cromie from Mars United Commerce highlights the opportunity to capture shoppers’ attention at dwell times, like when they’re fuelling up. During a recent visit to Costco, for example, Cromie herself was focused on the ads at the pumps. “There’s nothing else for me to look at other than the price of gas, so that gives me an opportunity to have that quiet moment where I’m engaged with the ad unit,” she says.

Unlocking the power of data

Retail media is built on data, which is transforming how retailers and brands engage with customers. As Adapt Media’s Thompson points out, by combining first-party data like transactions and loyalty programs with mobile location data and social media listening, retailers can build more detailed customer

Victoria Cromie

Amedeo Catenaro

Jamie Thompson

profiles and create more tailored messaging— whether in store, online or on mobile.

“We can take all this data together to truly understand who’s going online and who’s coming into the stores—and are these different audiences? Are we creating the same ads for these people? How are we going to effectively communicate with them?” Thompson says. “That’s the omni-channel approach people should be looking at when they build a retail media network—not just how they communicate to people in store.”

This data-driven strategy doesn’t just improve how brands reach their customers—it

RETAIL MEDIA 101

What is retail media? Retail media refers to any advertising within a retailer’s owned media channels, such as websites, mobile apps and physical stores. This can include everything from display ads on a retailer’s website to digital signage in stores.

What are retail media networks (RMNs)? RMNs are platforms that allow brands to place ads within a retailer’s ecosystem. These networks provide the necessary tools, data insights and ad inventory needed to run retail media. While many retailers partner with specialized media to manage and optimize these networks, large retailers like Amazon and Walmart manage and control their own RMNs.

What are the benefits? RMNs leverage firstparty data, enabling brands to deliver targeted ads—increasing relevance and conversions. They also create new revenue streams for retailers by monetizing their own channels, while boosting sales and customer engagement.

CELEBRATING THE POWER OF PURPOSE 2025 Impact Awards winners

BY MICHELE SPONAGLE AND MICHELLE WARREN

Across Canada, from coast to coast to coast, convenience, gas and car wash companies, and their valuable partners, are stepping up and standing out—driving change, breaking barriers and making a difference. From bold sustainability moves to heartfelt community initiatives, companies and individuals alike are showing what it means to lead with purpose.

That’s why Convenience Store News Canada created the Impact Awards in 2022: to spotlight the inspiring work being done and to celebrate the people behind it. Whether it’s supporting employees; advancing diversity, equity and inclusion; giving back to communities; or building a more sustainable future, these actions—big and small—matter.

Now in its fourth year, the CSNC Impact Awards continue to honour the trailblazers, changemakers and everyday heroes who are raising the bar and redefining what’s possible in our industry. Together, you’re not just keeping Canadians moving—you’re moving the needle on the issues that count.

2025 IMPACT AWARDS

COMMUNITY SERVICE/ LOCAL IMPACT/ GIVING BACK

7-Eleven Canada

Positively affecting communities is something 7-Eleven Canada stands behind. It strives to be more than just a store. It aims to be a good neighbour—welcoming to all. Through its philanthropy, 7-Eleven deepens its commitment to the communities it serves. Its current community strategy sees 7-Eleven Canada partnered with several national charities that help people at a local level. The retailer’s Slurpee event raised more than $57,000 for Food Banks Canada. That’s enough for 114,000 meals. In April, the Surrey Support Centre office handed out food items at the Surrey Food Bank, and in May, a team in Ontario participated in an event for After the Bell, which provides food packs over the summer to children who rely on school programs for meals and snacks. At the store level, innovative efforts help build connections with customers while giving back: For example, an Orangeville store raffled off a miniature wooden house made by one of its regular customers to support the local food bank. At all 7-Eleven Canada stores, customers can round up their total purchases to the next dollar, with all

proceeds going to Food Banks Canada. As of April 30, 2025, customers had donated more than $100,000 through this program.

&Back Coffee

Coffee is more than a daily ritual; it’s a powerful vehicle for social and environmental change. That’s a core belief for &Back Coffee, a womenowned and B Corp certified company. As such, it is on a mission to empower 10,000 women coffee farmers through regenerative sourcing and community investment. Its operation model, from bean to cup and back, is about giving back directly to the communities around the world that make coffee possible. Sustainability is an integral part of its business, from responsibly sourcing high-quality coffee to operating in a planet-friendly way and reinvesting in the communities behind every cup. “We’ve always believed that meaningful sourcing includes long-term partnerships and real-world investment,” says Roxanne Joyal, founder and CEO. “Our impact initiatives were born out of a desire to go beyond fair pricing, to create opportunities for women to thrive in coffee and in life.” &Back knows that by supporting women, entire communities benefit, too. These initiatives facilitate this, such as a financial literacy training program for women coffee farmers in Kenya and an agricultural training program in Ecuador. Looking ahead, the company’s goal is to empower 10,000 women coffee farmers by growing its program offerings, expanding training and support, and building stronger local markets for community-grown products.

BG Fuels | Waypoint Convenience

When Waypoint Cares launched in 2022, its goal was clear—create a lasting, positive impact in the communities where it operates. Recognizing the role music plays in youth and community development, it partnered with MusiCounts, a Canadian charity that ensures all kids have access to music education. For Waypoint, it is a meaningful way to support youth, education and creativity across the country, especially in small and rural communities where many of its stores are located and where arts and music programs often face funding challenges. Since the start of the partnership with MusiCounts, Waypoint has contributed more than $22,000 to its Band Aid Program, combining corporate donations with on-site fundraising activities. This year, Waypoint formally launched Waypoint Cares nationwide, which included a coordinated rollout of digital content (social media, video) and a $1 donation feature activated across its network of stores. This initiative alone raised about $10,000 through customer donations, thanks to the efforts of store teams. Looking ahead, the goal is to grow Waypoint Cares into something that’s not only impactful, but also fun, inspiring and truly part of what the company represents. The company seeks innovative ways to go above and beyond for communities, including new in-store concerts.

&Back Coffee is on a mission to empower 10,000 women coffee farmers through regenerative sourcing and community investment. Its operation model, from bean to cup and back, is about contributing directly to communities that make coffee possible

Since partnering with MusiCounts, Waypoint has contributed more than $22,000 to its Band Aid program

Centex Petroleum

Coke Canada Bottling

At the centre of Centex is a desire to give back to the community. “If we could make one wish, it would be to ensure that children facing unfortunate circumstances receive the support they need not only to survive but to thrive,” says Salimah Jina, head of humanitarian & special projects. The company has fostered a strong partnership with Child Haven International for more than 20 years. This non-profit organization assists with essential support, including food, education, healthcare, shelter, clothing and emotional care to children and women in developing countries in need. Centex is also honoured to be a supporter of the Ozîja Thiha Education Trust to assist Bearspaw First Nation students present and future. Established by the Bearspaw Chief and Council, the Trust assists qualifying Bearspaw students financially through incentives, scholarships and award programs at the grade and post-secondary education levels. Centex also partners with Beardy’s & Okemasis Cree Nation—with direct donations to the Elders and youth programs — enriching both generations through culture, wisdom and community engagement. Umoja Community Mosaic (umoja is the Swahili word for “unity” and “belonging”) focuses on serving Calgary’s newcomers and low-income families. As well, Centex provides support in other areas, like the Malawi Water Project, Mom2Mom Global, Poverty Relief Africa and The Child is Innocent.

The belief that the world needs more kindness was a primary motivator behind the introduction of Canada’s Kindest Community contest. It aimed to identify, celebrate and reward those who share acts of kindness, inspiring others to do the same. Nearly 600 communities were nominated across the country. Ultimately, Jarvis, Ont. was crowned in January 2025 as Canada’s Kindest Community and received a $50,000 donation to the Norfolk Community Foundation. The contest was embedded into the annual Coca-Cola Holiday Caravan tour, which was born from an opportunity to deliver optimism in local communities. Each year, with the help of dedicated Coke Canada Bottling and Coca-Cola employees coast-to-coast, a few special elves, Santa and iconic Red Coca-Cola trucks, travel to cities and towns nationwide. To participate in the Canada’s Kindest Community contest, Canadians were invited to nominate their local area by sharing acts of kindness—whether their own or those of others—that have made life in their community a little kinder. Nominations were accepted at select retailers and Coca-Cola Holiday Caravan stops, as well as directly on the Coca-Cola Holiday hub website. Canada’s Kindest Community comes to life fully integrated at the customer level, including in-store and online activation nationally at select key retailers.

Conagra Brands Canada

Conagra employees give their time and talents to volunteer year-round at organizations special to them and their local community needs. That’s evident during the company-wide Month of Service in April (and May) of each year. It’s an ideal opportunity for employees in Canada to give back and make a difference in their own backyards. External focus is one of Conagra’s core values. That extends to the communities in which employees live and work. As part of the company’s ongoing initiatives, it holds United for Change annually. Employees are encouraged to make financial

Coke Canada Bottling spread good cheer during its search for Canada's Kindest Community, with 600 vying for the honour

At Centex, the focus on giving back is to help children thrive, both through local and global initiatives, such as the Malawi Water Project (pictured) as well as Child Haven International and the Ozija Thiha Education Trust

Conagra's Month of Service provides employees the opportunity to give back and make a difference in their local areas

contributions to organizations like United Way. In 2025, Conagra Brands Canada partnered with several organizations and initiatives, including Seva Food Bank, focused on addressing the challenges of food insecurity, poverty reduction, and economic renewal for low-income families living in Mississauga; Women’s Habitat of Etobicoke, a community-based, female-led organization providing vital support to self-identified women and their dependents who are survivors of violence and poverty; and Food Banks Mississauga, which leads a network of more than 60 agencies distributing food for more than 9 million meals to vulnerable people in Mississauga. In addition to volunteering, Conagra employees make product donations and distribute grants to the various organizations totalling more than $400,000.

Enniskillen General Store

In early 2025, a devastating fire tore through downtown Bowmanville, Ont. As a historic business (built in 1840) and close neighbour in the region, the proprietors of Enniskillen General Store felt a deep responsibility to support its community in a time of crisis. It launched an initiative to raise funds and awareness for those affected and to help restore hope and momentum in the recovery process. “It’s important to support the local community because it supports us all the time,” says owner Thomas Sheehan. “We give back, so we all grow stronger together.” Many other area businesses joined forces to organize fundraisers. The Enniskillen General Store donated all its ice cream sales from a one-day event. “It seemed like the entire town came out for ice cream,” Sheehan notes. The impact of the fire was widespread. Some residents lost everything, their homes and businesses. Sheehan says they were grateful for the funds, which helped them replace some belongings while waiting for insurance claims to be processed. “I can’t imagine what they were all going through,” he explains. “We figured we could raise money so they can get some items needed immediately. We wished we could have done more.”

Ferrero Canada

During COVID, a Ferrero employee wanted to do something to drive engagement, have fun and give back to a worthy cause. He approached the business unit leadership team with the idea of supporting Movember since it was a month-long campaign with multiple opportunities to fundraise. With little time to plan and prepare, a fundraising goal of $3,000 was set. More than $6,000 was raised. Since then, a volunteer committee has created an engagement plan to raise money for

In just five years, the Petro-Canada CareMakers Foundation has raised more than $12 million and awarded more than $10 million in grants to over 240 charities across Canada

Movember. A few years ago, the plant in Brantford, Ont. was invited to participate. This year, the team created eight activities, including an online auction, a pancake contest, games and raffles. Ferrero also leveraged its sponsorship of the Brantford Bulldogs with a “chuck a puck” event where participants could buy a puck and chuck it onto the ice. What began as one simple, high-impact desire by one employee to support Movember is now a highly anticipated annual event. It is poised to grow with increased participation across multiple North American sites and offices. At Ferrero, the founder’s motto was “work, create, donate.” This philosophy continues to be embraced to support employees and the communities in which they work.

Petro-Canada CareMakers Foundation

Family caregivers are a unique group. They’ve answered the call to provide unpaid care to loved ones dealing with a significant health challenge. In Canada, one in four people falls into this category. While caregiving can be rewarding, it can also negatively affect a caregiver’s wellbeing, health and finances. When Petro-Canada spoke to Canadians about pressing social issues, it became clear that family caregiving was an issue deserving intervention. With seed funding from Suncor, the Petro-Canada CareMakers Foundation began in 2020 as a public foundation to support family caregivers and help alleviate their challenges. In 2021, the Foundation launched

With fun activities, like a pancake contest, team members at Ferrero Canada rally behind efforts to raise funds and awareness for men's health issues during Movember

two grant streams and awarded 83 grants to Canadian charities. The foundation donated about $1.7 million to organizations providing direct support at the national, provincial and community levels. In 2021, it raised almost $500,000 through fundraising initiatives. CareMakers has also committed to raising awareness of the issues family caregivers face. Petro-Canada engaged customers in learning about the cause through on-site signage and enabled them to directly contribute through the purchase of specific products, such as its car wash and a cross-promotion with Coca Cola, with a portion of proceeds supporting the foundation.

1553864 Alberta Ltd. (O/A) Petro-Canada, a Suncor business

Supporting family caregivers aligns directly with Petro-Canada’s core values of compassion, community involvement and making a tangible difference in people’s lives. Many of its team members, customers and neighbours are caregivers themselves or know someone who is. Petro-Canada CareMakers Foundation aims to give back to those who give so much of themselves every day. It also helps foster a supportive environment where caregivers feel seen, valued and encouraged. The launch of Petro-Canada’s annual Strides for Caregivers 5K walk set out to raise funds and awareness and to stand in solidarity with Canada’s family caregivers. For the past three years, this Petro-Canada business, which includes A&W, Pita Pit, Second Cup and BarBurrito, has participated, donating $5,000 annually to the foundation. It has grown year over year, with participation from other retailers in Calgary

and surrounding areas. These efforts have not only raised significant funds but have also sparked vital conversations about caregiving in local communities. Store associates play an active role in organizing and promoting the event, and many participate in the walk themselves. In-store promotions, fundraising campaigns and informational displays help raise awareness among customers, inviting them to join the cause.

Royal Red Dart Ltd. (O/A) Petro- Canada, a Suncor business

Family caregiving can be challenging for many Canadians. Many are unexpectedly called on to provide critical support with no training. More than 8 million people in Canada are currently navigating this experience. To raise awareness, Guru Pabla, area retail licensee, Petro-Canada (Ottawa) led the Stride for Caregivers at Petro-Canada on Terry Fox Drive in Kanata. “It’s an important event to our team,” he says. “Through the company’s CareMakers Foundation, it helps support family caregivers across Canada, symbolizing solidarity, empathy and appreciation for their tireless efforts.” The event also honours Terry Fox and his Marathon of Hope, which embodies selflessness and commitment to cancer research. Nearly 120 people from the local community, team members from various Petro-Canada locations and other dignitaries, including Paralympics multi-medalist Brianna Hennessy, were on hand. Hennessy shared her inspiring story and completed a full 5K roll in her wheelchair—an inspiring moment for attendees. Elected officials, including city councillor Steve Desroches, spoke at the event

and showed support on behalf of the city of Ottawa. In total, it netted more than $4,000 for family caregivers. Building upon the success of the event, the Pabla’s Petro-Canada team feels inspired to organize similar future events.

Rabba Fine Foods

At the heart of Rabba Fine Foods lies a deep and enduring commitment to community—a value embodied in its Rabba Roots program, which enhances the lives of vulnerable individuals by supporting access to food, health and emergency services across the Greater Toronto Area. From food rescue to shelter support and healthcare partnerships, Rabba’s efforts show what it means to be “Here for You”—not just in-store, but in every aspect of community life. Along with its food rescue partnership to recover and redistribute up to 25,000 pounds of food annually, it works to empower the homeless through dignity and connection. For nine consecutive years, it has supported The Good Shepherd Ministries with meals, clothing and hygiene kits. Rabba also supports critical emergency and intensive care services across the region through its 30-year partnership with Trillium Health Partners Foundation. As part of its deep commitment to the community, Rabba Roots provides support to dozens of grassroots organizations, like schools and women’s shelters. Whether through fundraising, food donations, or in-kind assistance, Rabba remains deeply woven into the fabric of its neighbourhoods. The organization demonstrates the true potential of a community-minded business with its focus on building healthier, more resilient communities.

In Calgary, Petro-Canada store associates play an active role in organizing and promoting the local Strides for Caregivers event, which not only raises funds, but also sparks important conversations about the valuable contributions of caregivers

Paris 2024 silver medallist Brianna Hennessy shared her story, supporting the Petro-Canada team during the Strides for Caregivers event in Kanata, Ont.

SRP Companies Canada

Giving back is part of SRP’s culture, shaping the way it operates every day. The company works to bring people together across the business to support, uplift and empower communities and its team. To invest in the next generation, SRP Canada created over 40 paid employment opportunities at its distribution centre for students, who made up nearly 65% of the summer workforce. Many were newcomers to Canada or entering their first-ever job, gaining valuable skills in logistics and warehouse operations. It also hires students for the summer as contract merchandisers in Calgary, Toronto and Winnipeg. These efforts reflect SRP’s belief that youth employment and mentorship are powerful tools for community development and inclusion. Its commitment to giving back extends beyond youth support. Last year, SRP employees mobilized around several causes, including a holiday toy and food drive, Jasper wildfire relief and Red Cross Canada, and the CIBC Run for the Cure–Canadian Cancer Society. “At SRP, we believe impact happens through intentional action,” says president Shuvanan Islam.“From empowering students to supporting national relief efforts, we are proud of the tangible difference we’ve made and remain committed to creating positive change across the communities we serve.”

The Store at Cooper Creek

For Alexandra Skelton and her husband, Michael, purchasing the Lardeau Valley service station in April 2022 represented an opportunity to help the remote community in Meadow Creek, B.C. Under their ownership, they have turned the service station into a hub for everyone. It has become a popular meeting spot with a specialty coffee shop, an expanded lineup of products and sales of automotive parts. Last year’s devastating wildfire caused emergency evacuations and an influx of emergency personnel. The Skeltons, as the only retail sellers of diesel, provided emergency fuel and supplies for evacuees and firefighters for the duration of the crisis. The two-person operation made themselves available 24 hours a day to help. Their business, just one of two stores in the area, is crucial to the survival of those who live there. From offering a welcome place for friendly conversation to providing essentials like propane and groceries, The Store at Cooper Creek highlights the crucial role a local retailer plays in supporting the wellbeing of its neighbourhoods and visitors. “We feel humbled and very grateful to be able to provide a necessary service to our community and first responders in a difficult time,” says the couple. “Our community is our lifeblood, and we appreciate all our patrons.”

DIVERSITY, EQUITY & INCLUSION

Great White Car Wash

Recently, Great White Car Wash partnered with Rise and Shine (R&S) in Calgary. R&S is a day program offering volunteer work opportunities to young adults with special needs. The collaboration invites R&S participants to work at Great White Car Wash, supported by the on-site team. Portfolio manager Kohl Bauml of Meckelborg Financial Group nominated Great White Car Wash for an Impact Award. His brother has Down syndrome and works for Cosmopolitan Industries (a group like R&S) in Saskatoon, Sask. “I see firsthand the impact and importance of job opportunities for my brother,” he says. “He comes home with a smile each day and loves to tell me about what he did at work that day.” Hearing this, the Great White team wanted to provide the same feeling for R&S participants at its facilities. Once a week, they clean self-serve wash bays, rinse cars and man pay stations. The plan is to involve more Great White locations. “It’s not always the big things that make the largest impact… sometimes doing something so little can mean so much to someone else,” says Bauml. “Simply providing a job opportunity to someone who might not typically get that chance can have a positive and lasting impact.”

Muskoka Brewery

Muskoka Brewery has been an integral part of the local community in Bracebridge, Ont. since it opened in 1996. It grew quickly as beer lovers discovered its handcrafted brews and now has a team of more than 100 employees. Beyond creating exceptional products, the company proudly promotes an inclusive and respectful environment, where everyone is welcomed and celebrated. Its philosophy is simple: “People first, pints second.” That guiding principle plays out every day in its operations. The company introduced a code of conduct to reinforce a zero-tolerance policy for discrimination, including racism, sexism, homophobia, transphobia, ableism and ageism. Muskoka’s Safe Spaces Statement invites individuals of all identities to be their authentic selves and encourages open communication to foster continual improvement. In part, it reads: “We proudly stand for equity, respect, inclusion and always speaking up.” Muskoka Brewery earned recognition for its gender parity, receiving gold certification from the non-profit group Women in Governance, and for community initiatives to foster a more inclusive environment. By embedding DEI principles into its culture, values and decision-making, Muskoka Brewery actively builds a workplace—and community—where everyone has a seat at the table.

SUPPORTING EMPLOYEES

Conagra Brands Canada

The company’s Diversity, Inclusion & Belonging Council aims to create a supportive environment where employees from various backgrounds can feel acknowledged and celebrated. It fosters a sense of community and enhances employee engagement as part of the organization’s alignment with its corporate values. Launched in June 2024, the council highlights Conagra’s commitment to DEI and its people. During an all-company summer BBQ, Conagra organized an activity to learn about employees’ backgrounds, promoting cultural awareness and understanding. This initiative also benefits the communities it serves by showcasing Conagra’s commitment to diversity and inclusion. As well, Employee Resource Groups (ERGs) play a vital role in this effort. ERGs bring individuals together across functions in spaces where they can be their authentic selves, all while helping solve business challenges, supporting communities, developing valuable leadership skills

Great White Car Wash provides volunteer work opportunities to young adults with special needs through the Rise & Shine day program in Calgary

2025 IMPACT AWARDS

and assisting colleagues on their professional journeys. At Conagra, that might mean celebrating Father’s Day and Mother’s Day with treats for employees, organizing a holiday party for kids or hosting a Take Your Kids to Work Day for Grade 9 students. The company also launched its first-ever mentorship program for all employees to facilitate their professional relationships and development opportunities.

Muskoka Brewery

“At Muskoka Brewery, we believe great beer starts with great people—and that means ensuring our team members are treated with dignity, fairness and respect,” says Scott Davies, senior director of retail. That includes compensating employees fairly. The company is the first Living Wage certified brewery in Canada. “Paying a living wage aligns with our core values and our commitment to doing business ‘the Muskoka Way.’ We want every member of our team to feel valued and supported, both inside and outside the brewery, and fair compensation is a fundamental part of that,” he says. That core principle has had a positive impact. It has helped the company build a stronger, more loyal team and allowed it to attract purpose-driven individuals aligned with its values. Its employees also benefit from wellness programs, paid volunteer days, mental health support and growth opportunities that promote career development and work-life balance. “We’re incredibly honoured to receive this recognition from CSNC,” notes Davies. “It reinforces our belief that businesses can—and should—play a role in creating more equitable communities. This award is a reflection of our entire team’s commitment to doing things differently and living our values every day.”

Nestlé Canada

Setting up employees for success was the key driver behind the introduction of Nestlé Canada’s Development Week. “It was an initiative that was about more than just programming; it was about empowering our employees to

Conagra Canada supports employees through celebratory events and valuable development activities that honour its diverse and powerful workforce

take the lead in shaping their futures,” explains Karine Laverdière, senior vice-president, HR, Nestlé Canada. During the inaugural event, employees took part in activities designed to enhance their career development, including panel discussions where fellow employees shared their career journeys, Talent Expos focused on career advice and demonstrations of AI tools, plus meet and greets through Employee Resource Groups across various departments. There were also opportunities to receive personalized advice and individual coaching to facilitate employee engagement in their career growth. Later in the week, the company held a webinar to highlight the actions taken to ensure career mobility internally. Based on the feedback, Development Week was a resounding success, setting the stage for future events and promising growth opportunities for employees across Nestlé Canada as part of its efforts to ensure every employee has the tools and knowledge to actively engage in their career growth. It is central to Nestlé Canada’s values, including fostering a future-ready workforce through a variety of development opportunities that empower people to thrive.

SRP Companies Canada

“Through thoughtful initiatives, SRP Canada continues to champion a people-first philosophy where employee comfort, connection and growth are at the heart of every decision,”

notes president Shuvanan Islam. The company says supporting employees isn’t just a value; it’s the foundation of how it operates. In 2024, SRP rolled out a series of initiatives aimed at improving comfort, flexibility, connection and well-being across its diverse workforce. A key focus was creating ergonomic and equitable workspaces that included sit-stand desks and ergonomic chairs. Creating space for team connection was a priority for SRP, not only to boost morale but also to help strengthen interdepartmental relationships. Office employees enjoy perks like complimentary breakfasts every Friday and monthly summer BBQs. To promote long-term financial well-being, SRP increased its employer contribution to the retirement savings program in January 2025. Support for mental wellness continues with 24/7 access to a confidential employee assistance program. An employee discount program gives team members opportunities to purchase SRP products at wholesale prices, allowing them to experience the products they help bring to market. Most importantly, these initiatives reflect the company’s belief that when employees are supported, they perform at their best.

SUSTAINABILITY

&Back Coffee

Sustainability is at the heart of &Back Coffee and the foundation of everything it does. From day one, it set out to build a sustainable company that delivers exceptional coffee, while creating long-term positive impact. Its deep commitment to both people and the planet formed its view of sustainability. What that means to the company is creating regenerative systems that drive social, environmental and economic value. To bring the vision to life, it takes a three-pronged approach—responsible sourcing, planet-friendly practices and giving back to coffee-growing communities. It takes measures like sourcing Arabica coffee from

During Nestlé Canada’s inaugural Development Week, employees were invited to participate in a variety of inspiring activities designed to enhance their career development

Fairtrade and Rainforest Alliance certified cooperatives, ensuring that farmers are paid fairly and work in safe conditions. Environmental sustainability is deeply integrated into its operations. As members of 1% for the Planet, a portion of its top-line revenue is donated to conservation and reforestation projects in coffee-growing regions. One of its most unique sustainability initiatives is the Melipona bee project in Ecuador, aimed at improving biodiversity and increasing coffee quality and yields. In addition, &Back Coffee uses sustainable packaging that safely breaks down in compost, soil, water and landfills without light, oxygen, or heat. Looking ahead, &Back Coffee will continue to invest in planet-positive initiatives.

Coke Canada Bottling

Toward a Better Future, Together—the company’s sustainability action plan—is an ambitious step for intentional environmental sustainability. The inspiration? Coke Canada Bottling is a family-owned Canadian business with close local connections to the communities in which it operates. A key driver is to deliver optimism and create better futures for employees, customers, consumers and communities. One way to reach that goal is prioritizing environmental sustainability. In 2024, it adopted several sustainable initiatives across its system, with a focus on recycling, fleet, water and energy. Coke Canada Bottling cut total direct and supplied energy emissions by 13% and increased the average recycled content to 24% across PET packaging. It also launched its first zero-wasteto-landfill program. Investments were made in energy-efficient technologies, like electric tractors and service vans, and in a water and energy information management system at its Brampton, Ont. facility, which allowed for more accurate water usage monitoring. “We’re working to earn our social license to operate by building our business responsibly and making our stakeholders and employees proud,” says Tony Chow, president, Coke Canada Bottling. “We're taking meaningful action on environmental sustainability and are committed to continued collaboration with our employees, suppliers, customers and communities as we work to make a positive impact, together.”

Georgian Bay Spirit Co.

Based in Collingwood, Ont., the company is well known for its ready-to-drink offerings and spirits. It launched sustainability efforts to reduce its environmental impact with a clear goal—to become one of Canada’s most eco-conscious distilleries. To accomplish this, the team addressed the footprint of distilling by cutting emissions, eliminating plastics and adopting

&Back Coffee invests in planet-positive initiatives, including sustainable packaging that breaks down in compost, soil, water and landfills

sustainable packaging. Through its efforts, it achieved Climate Smart Certification with a 10% emissions reduction. The company also introduced Canada’s first paper spirit bottle, made from 100% recycled material. As well, it started a tree-planting program with one tree planted for every bottle sold. Partnerships with organizations such as Georgian Bay Forever, as well as through purchase-linked programs like the tree planting initiative, encouraged engagement of team members and customers. “Georgian Bay Spirit Co. prioritizes sustainability to help safeguard the pristine waters, forests and wildlife that define the Georgian Bay region,” says Jeff Young, supply planning & sustainability manager. “As a company rooted in this environment, we have a responsibility to reduce our impact through efforts like minimizing plastic waste and lowering emissions. Taking action helps preserve the natural beauty and health of the area for future generations.

Mondelēz Canada

Sustainability is not a target at Mondelēz Canada; it’s a mindset. Its commitment extends beyond compliance and numerical targets. The goal is to create a lasting positive impact on the environment, communities

and future generations by taking an integrated approach. To achieve this, a key pillar is greener manufacturing. In 2024, Mondelēz Canada invested more than US$15 million to revolutionize operations, including installing the first electrical oven in North America, hosted at its largest bakery in East York. The result was a 99.8% reduction in CO2 emissions compared to a traditional gas oven. As well, it reduces water usage and excess food waste through precision cutting and processing. The company also introduced a new six-week Sustainability Kaizen Program across all sites. Kaizen, meaning “continuous improvement,” is a Japanese philosophy focused on ongoing, incremental enhancements driven by every employee. The program encourages engagement by every team member to identify and implement innovations that target reductions in food waste, natural gas usage, electricity consumption and water usage—embedding sustainability into daily operations at every level. Additionally, its CS&L teams launched the War on Air campaign, aimed at improving vehicle fill rate and reducing GHG emissions.

Rabba Fine Foods

The team at Rabba Fine Foods strongly believes that leading by example matters. Its sustainability programs show a commitment to lessening its environmental footprint. The network of neighbourhood stores serving the Greater Toronto Area has embedded sustainability into its operations, actively reducing food waste, investing in renewable energy and implementing partnerships that benefit both people and the planet. In partnership with Green Integrations and Star Energy Solutions, the company in 2023 installed more than 2,500 solar panels, which generate more than 1.5 million kWh of electricity annually, at its Mississauga distribution centres and offices. The initiative offsets about 992 metric tons of CO₂ each year, the equivalent of removing 200+ cars from the road. Meanwhile, to combat food waste, Rabba continues its weekly food rescue program in collaboration with Food Banks Mississauga. Select retail locations donate surplus ambient and fresh in-store products, diverting them from landfills to those in need. In partnership with Second Harvest, Rabba redirects approximately 25,000 pounds of surplus food annually to individuals facing food insecurity in the GTA. “At Rabba, we believe our role as a neighbourhood grocer goes beyond our store shelves,” says Rima Rabba, head of marketing. “Supporting our communities and acting sustainably are at the heart of who we are. We’re honoured to be recognized for the impact of these commitment.”

Mondelēz's bakery in East York, Ont. features a new electrical oven that will deliver substantial CO₂ emissions reduction and greater energy efficiency

WIRED FOR GROWTH

Armed with innovative technologies, fresh thinking and a passion for better-for-you products, KaleMart24 is redefining the modern convenience store with smart operations and bold plans to scale

BY CHRIS DANIELS

PHOTOGRAPHY BY CHANTALE LECOURS

KALEMART24 is a young convenience store brand on the fast track. Since opening its first location at Montreal’s Berri-UQAM Metro station in March 2024, the retailer has embraced both rapid expansion and a design-forward rethink of the c-store experience. From four stores in early 2025 and two more that opened this summer, KaleMart24 is on track to open an additional three in September and plans to triple its footprint to 28 within a year. Its visual identity is as bold as its growth. Diagonal green tile guides foot traffic, while green-and-white checkerboard wall treatments, hanging planters and containerized trees add natural warmth. Sculptural LED fixtures modernize the space, and dry-goods shelving breaks up the usual wall-to-wall refrigeration for a more curated take on convenience retail.

But KaleMart24’s growth story isn’t just about good looks. Behind the sleek design is a robust tech backbone, powering everything from inventory control and pricing optimization to employee training and customer loyalty programs. That infrastructure is enabling the brand’s ambitious franchise

rollout—including its first Ontario stores, with a location now open in Ottawa (as of July) and another launching in Kitchener this September, for its ninth and 10th locations.

“We’re using a lot of technology for a lot of different reasons,” says Oussama (Sam) Saoudi, founder and CEO of KaleMart24. A visionary entrepreneur who launched Toro Beverages in 2019 and brings experience as both a software and civil engineer, Saoudi credits KaleMart24’s backend systems for not only hitting—but exceeding—the company’s aggressive growth targets. “Our recipe is working, and I’d like to grow even faster,” he tells CSNC. “By 2028, we want to be at 250 stores.”

That expansion won’t be limited to Quebec and Ontario, but likely include British Columbia and Alberta, as Saoudi says he is currently evaluating options in Vancouver and Calgary.

It’s an ambitious growth path, but technology is what’s enabling franchisees like Ibtissam Jbara to launch smoothly and efficiently right from day one.

“Becoming a KaleMart24 franchisee was a natural choice for me—the brand’s mission to modernize convenience with health and quality at the core really resonated,” says Jbara. “What exceeded my expectations was how seamless and efficient the onboarding process was. Their tech-driven systems—like the employee training platform, smart inventory management and planogram builder—enabled us to get up and running faster than I imagined. Everything felt intuitive, well-supported and built for real-world retail. It allowed us to hit the ground running.”

‘Constantly analyzing the data’

KaleMart24 runs all its locations on Shopify’s POS system, giving the team real-time visibility across its footprint. This real-time data allowed the upstart brand to quickly course-correct during the initial store launches. “When we first created our categories, we relied on Nielsen data to decide which products to carry. But we quickly learned some items that performed well in some grocery stores didn’t resonate as strongly in our stores,” Saoudi explains. “And so, we had to remove some products and add others.”

This ongoing data-driven approach continues to shape how KaleMart24 customizes inventory to fit the unique needs of each store location. “We’re constantly analyzing the data,” Saoudi says. “Every couple of weeks, we review which products are outperforming others within each category.”

Oussama

opened his first store in March 2024 and aims to have 250 KaleMart24 locations by 2028

(Sam) Saoudi

This analysis goes beyond high-level trends: the team drills down to store-level data to tailor product mixes by location. “Stores near condo buildings, for example, move a lot of pet food,” he explains, “but at metro station locations, those products don’t sell as well.” These insights help inform merchandising layouts for new stores with similar foot traffic and neighbourhood dynamics.

While Shopify provides the core infrastructure, KaleMart24 also layers additional apps and AI integrations to boost operational efficiency. The team is currently evaluating LEAFIO, an Estonia-based platform expanding in Canada that already works with retailers like Healthy Planet in Toronto and Marché Leo’s in Quebec. This cloudbased system offers demand forecasting, automated replenishment, shelf assortment optimization and promotional intelligence. “They’ve offered us some really interesting pricing options compared to what they charge the big retailers,” Saoudi says.

Automating accuracy

A key element of KaleMart24’s tech edge is its partnership with VusionGroup, a global leader in smart digital labels and retail IoT solutions, with 25 offices worldwide. The retailer uses VusionGroup’s electronic shelf labels to streamline price updates and ensure accuracy across its growing lineup of more than 3,000 SKUs.

Thoughtful design and product selection are at the heart of the brand's ethos, however tech drives everything from training to shelf assortment optimization and promo pricing

“We don’t use any printed price tags—not even for promotions. It’s all electronic,” explains Saoudi. “When a supplier offers a 15% or 20% promotion, we simply press a button, and prices update across all our stores instantly. It takes a major workload off franchisees, who don’t have to spend time applying stickers.”

The benefits go beyond pricing. A common retail challenge is unannounced UPC changes, often tied to packaging updates. In many stores, this results in failed scans, manual overrides, or lost sales when staff don’t know how to proceed. VusionGroup’s system catches these issues in real time: if a product doesn’t scan, it triggers an alert so staff can fix the problem before it affects the customer. “I’ve seen it myself,” Saoudi adds. “In other stores, products just get set aside because they can’t be sold. Our system solves that.”

‘Google for our stores’

Fast growth demands fast onboarding—and KaleMart24 has built the infrastructure to match. Its mobile-first training platform puts real-time tools and how-to resources directly in employees’ hands, replacing static manuals with a searchable, always-updated system built for day-one readiness.

“It’s kind of like Google for our stores,” says Saoudi. “They can search how to do this or that—everything’s on their phone. It makes training simple, both for us as the franchisor and for franchisees onboarding their staff.”

That system is evolving constantly, thanks in part to the brand’s

corporate-owned store at Montreal’s Bell Centre, which serves as a live test lab. New operational tweaks are trialled there first, then rolled out chainwide and uploaded to the app for easy adoption.

One concept currently being tested for its street-level locations: a counter-service model where sandwiches are flash-heated by an associate in 10 seconds. It’s a small shift, but one that could reduce waste and improve freshness by eliminating long hours in heated displays. This digital-first approach doesn’t just streamline daily operations, it’s also a major draw for prospective franchisees, says Saoudi. “They see that we’re giving them the best support that we can. Because when they succeed, we succeed.”

Scaling social and launching e-commerce

As KaleMart24 expands its physical footprint, it’s also preparing to build a digital one, with an e-commerce platform set to launch soon. “The site is already done,” says Saoudi. “But we haven’t launched it yet because we need to dedicate the right resources—inventory storage, shipping and delivery, customer management. We want it to be a success from the start.”

When the site does launch, the retailer plans to invest in performance marketing, focusing on digital ads for conversion and customer acquisition. This paid push will complement KaleMart24’s evolving social media strategy.

Until now, the brand has kept social media lean and in-house, managing all channels centrally with a modest budget to ensure consistency—franchisees don’t operate their own accounts. “But as we open more stores, we’re planning to invest a lot more in social and digital,” says Saoudi.

Two main directions are on the table: influencer marketing and character-driven content. The team is considering partnering with an agency to develop a recurring character—possibly played by an actor—who reflects the brand’s ideal customer and is both approachable and entertaining. This character would appear regularly in short-form videos on TikTok and Instagram.

“We’ve seen it work really well for brands like Les Restaurants Lafleur in Quebec,” Saoudi explains. Lafleur’s TikTok strategy centers on Lucie, a fictional 63-year-old cashier created with digital ad agency Dreww. In just the first three weeks, the campaign generated over 3.5 million video views and tens of thousands of comments on its Resto Lafleur TikTok account, according to the Dreww website. “Lafleur wasn’t really on anyone’s radar before, and now they are—even younger audiences love their videos because they’re funny and relatable,” Saoudi adds.

Even without a full-scale campaign, KaleMart24 has begun experimenting with playful, topical content to build organic engagement. After a Coldplay concert “kiss cam” went viral for outing a tech CEO cozying up to his HR exec, the brand joined the online chatter with a clever edit showing the couple holding KaleMart24 açaí bowls. “We would risk it all for KaleMart24’s açaí bowl too,” reads the cheeky caption.

RETAILER SPOTLIGHT

Leveraging loyalty

KaleMart24 leverages technology not just to streamline operations but to deepen customer relationships through two membership programs tailored to reward loyalty.

KaleMart Perks is a free-to-join program that immediately rewards customers with points on every purchase—even before they complete their full profile. Points can be redeemed for store credit or used to unlock higher-tier membership levels that offer ongoing discounts. Members also enjoy perks like birthday bonuses, referral coupons and automated thank-you messages that award extra points when spending milestones are reached. Signing up is simple: customers can register online or enroll automatically at checkout by entering their phone number or email.

Behind the scenes, KaleMart24’s CRM system tracks purchase history and sales patterns to personalize offers and ensure timely, relevant

Three technologies reshaping the channel

C-stores have more technology choices than ever to streamline operations and boost profits. Think advanced POS systems to electronic shelf labels (ESLs) and fully integrated pay-at-the-pump solutions.

And these innovations aren’t just for major chains.

“Pricing options vary to fit the budgets of independents, too,” says Oussama (Sam) Saoudi, founder and CEO of KaleMart24, the growing c-store player profiled on p. 24. “Adopting the right tech can be a gamechanger.”

In convenience retail, technology is now woven into nearly every part of the business. Here’s how new tools are reshaping three critical areas of operations.

POS: ‘the beating heart’ of operations

Far more than just a transaction tool, POS systems have become “the beating heart of the store,” says Bradford Loewy, director of product solutions at Mississauga, Ont.-based Bulloch Technologies. “Its role continues to expand as technology becomes more intertwined with every aspect of c-store operations.”

Bulloch’s platform integrates POS, electronic payment systems, forecourt controllers and pay-at-the-pump functionality into one software solution. It also offers dual-terminal redundancy and configuration backups to minimize downtime—a growing concern for retailers.

“Built-in redundancy is critical to avoid the rising costs of downtime,” Loewy

communications that keep customers engaged.

Club Kale, the retailer’s premium $29.99/month subscription, offers unlimited specialty filter coffee—one 12-oz cup every 30 minutes—plus 15% off ready-to-eat items like salads, sandwiches, onigiris and açaí bowls. To encourage trial, KaleMart24 provides a free first month with no commitment. “We just want people to try it,” says Saoudi. “Once they see how it fits into their daily routine, many decide to keep it going.”

Club Kale membership has grown to 300 active subscribers, particularly popular at the store near Université de Montréal, where high-volume coffee and caffeinated drink consumption is common.

Looking ahead, KaleMart24 is using sales data and visit frequency insights from its CRM platform to develop new loyalty incentives, such as earning a free coffee after a set number of visits. “It’s always a good time to motivate customers to visit more,” says Saoudi.

explains. “At the same time, POS data has become a strategic asset. Retailers who take command of their POS data are turning it into actionable insights that improve competitiveness and profits.”

Following Bulloch’s acquisition by Dover Fueling Solutions in January 2024, the system has launched in the U.S., while continuing to serve major Canadian gas and c-store operators, including 7-Eleven Canada and Esso.

ESLs: Pricing made smarter

According to a Forrester Consulting study, an electronic shelf label system effectively pays for itself within 18 months and produces a five-year ROI of 277%.

KaleMart24 partners with VusionGroup for its electronic shelf labels (ESLs), and other providers say adoption is climbing fast because of the various cost savings and business benefits.

“ESLs are gaining traction in c-stores due to their ability to solve industry-specific challenges,” says Shawn Cunningham, senior solution engineer at Ravyx, the retail tech solutions provider formed by the June merger of STCR and SIR.

With small teams juggling multiple roles, manual price changes can easily slip, leading to errors and lost margins.

“ESLs automate updates, ensure price accuracy and allow remote changes through modern POS systems,” notes Cunningham. “They’re also durable for cold storage and offer dynamic features like time-based templates, promotional displays and detailed product info. With visual appeal for brand marketing and compliance flexibility, ESLs offer strong ROI and are becoming a smart, efficient upgrade for c-stores.”

Fighting theft with tech

Shoplifting cost Canadian businesses an estimated $9.1 billion in 2024, according

to the Retail Council of Canada. The impact can be severe at the individual store level— for example, a Circle K location in Thunder Bay reported losses of $82,000 in 2024, plus $21,000 in the first quarter of 2025, a figure expected to quadruple by year-end, according to Circle K’s Central Canada loss prevention team.

“Convenience stores face unique challenges that make them frequent targets, including high customer traffic, extended hours, frequent cash transactions and limited staffing,” says Pedro Ramos, chief revenue officer, Appriss Retail, which provides technology solutions to help retailers reduce losses from retail fraud and theft in over 45 countries, including Canada. “Sharing information across locations is also difficult, making theft prevention more complex.”

That’s why many operators are moving beyond cameras alone. While high-definition video remains essential both for capturing evidence and acting as a deterrent, Ramos notes that new technologies are raising the bar.

“Generative AI is speeding up case development, making it easier for law enforcement to investigate and respond,” he explains. “Additionally, inventory management tools and exception-based reporting software help detect anomalies in stock levels and employee activity. Together, these systems give operators clearer visibility into store operations and help surface issues that might otherwise go unnoticed.”

Appriss Retail’s solutions include using predictive analytics to flag suspicious transactions and detect both internal and external theft. An Incident tool, meanwhile, centralizes case management by tracking evidence, incidents and emerging theft trends—helping retailers stay ahead of organized retail crime. CSNC

SMARTER SUPPLY CHAINS, STRONGER PARTNERSHIPS

Distributors are embracing tech innovations—from real-time inventory tracking to automated ordering systems—to deliver better service and build stronger relationships with convenience retailers

BY CHRIS DANIELS

WITH INNOVATION and ingenuity, the supplier relationship is today evolving into a true partnership — Canadian distributors are stepping up as strategic collaborators and growth drivers for c-store customers.

The COVID-19 pandemic already exposed the critical importance of supply chain reliability and product availability. Now, the Trump administration’s trade war—with tariffs imposed on goods crossing both borders and a rising “Buy Canadian” movement—has introduced new costs and complexities.

In response, wholesalers are rapidly adopting new technologies that bring clarity, simplicity and smarter management to the supply chain. Several distributors told CSNC they are in the midst of significant tech upgrades.

Many of these updates aim to provide retailers with real-time insights— from live inventory updates to GPS-tracked shipments. By combining intelligent ordering systems, predictive stocking tools and instant delivery alerts, they’re helping store operators plan with precision and act with confidence.

To get a closer look at how distributors are transforming, CSNC caught up with two industry leaders and asked: How are you using technology to innovate, streamline and add real value for your c-store clients?

Brent Newman Vice-president Sobeys Wholesale

As a distributor, Sobeys Wholesale is very retail-focused, investing in technology to make it easier for our clients to order and receive product, so that their focus can be on serving their own customers. We spend a lot of time in convenience stores with operators to understand where the friction points are and how technology can improve efficiency in their day-to-day operation.

Using that feedback, we’ve made numerous enhancements to our ordering platform to provide better search and filter capabilities, so clients can easily find the products that will sell in their stores including new product launches, unique multicultural products by demographic, and locally produced products. Combining those tools with the flexibility to search product images or upload files from their inventory management systems ensures the technology fits multiple processes and minimizes store labour.

Another labour-saving technology that we’ve invested in is GPS tracking on our trucks. This allows clients to receive automatic notifications when their order departs our Retail Support Centre and provides real time tracking on location and precise site arrival times. This allows operators to better plan their labour and staff activities.

For Sobeys Wholesale, being retail-focused enables us to leverage technology to add value to our customers in the ways that matter the most to them.

“Leveraging social media, email, user-generated content and geo-mapping, we reach both our c-store clients and their customers in meaningful ways”

Anne Nielsen VP, brand development Hyde’s Distribution

The c-store industry is navigating rising operational costs, intense competition and economic uncertainty. We can’t eliminate the challenges, but with technology, we have streamlined operations and continue to deliver customer-centric solutions that drive results.

During COVID, faced with lockdowns and restrictions, we needed a way to keep serving our c-store clients. We responded by developing an app, TONOL = Trusted Omnichannel Network Optimizing Lift in customer experience, sales, distribution and share. What started as a survival tool has evolved into a vital platform at the heart of our business today.

TONOL enables us to partner with our suppliers to showcase their products through our app and with our targeted digital media campaigns. Leveraging social media, email, user-generated content and geo-mapping, we reach both our c-store clients and their customers in meaningful ways.

With TONOL, our c-store clients enjoy easy 24/7 mobile ordering, real-time inventory visibility, direct video calls with their sales representative, interactive tappable flyers and a rewarding loyalty program. We help them be first to market with innovation and drive more customers into their stores. Our TONOL technology empowers our c-store clients to work smarter, not harder.

Across Canada, more than 3,000 app users have placed thousands of orders via TONOL. Our digital campaigns have delivered millions of ad impressions, boosting traffic and sales for the participating c-stores.

TONOL is available for download on the Apple App Store or Google Play.

Tech talk

3 questions with Hélène Drolet, VP of operational excellence North America, ACT | Circle K

From forecasting next week’s soft drink sales to fielding staff questions in seconds, artificial intelligence (AI) is reshaping Circle K’s operations. As VP of operational excellence North America at Alimentation Couche-Tard, Hélène Drolet is leading the charge, which includes the forthcoming rollout of a chain-wide smart inventory system that predicts product demand based on everything from weather to local events, and the recent introduction of AI bots to field front-line questions instantly. The goal: a centralized “one-stop shop” that keeps stores humming, customers happy, and no sale left on the table.

We caught up with Drolet to learn more about the retail giant’s tech investments.

No store wants to lose a sale because an item is out of stock. How is Circle K using tech to keep shelves full at the right time? We are working to implement an AI-powered inventory system to improve the in-stock position. It’s a system that takes into account weather forecasts and special events on top of historic sales trends. It will improve reducing slow movers and ensure best sellers are always in stock. We use a system today that creates orders based on sales trends and on-hand [inventory counts]. The new system, however, will be more precise in terms of forecast.

How are you tapping technology to make staff training, onboarding and everyday employee interactions smoother? We are using a labour scheduler to create schedules and employees have access to an app to update their availability, see their schedule and ask for shift changes. In terms of staff training and onboarding, we use different apps for HR needs and training. We added a chatbot service to guide employees to the proper resource for all their benefits, questions or training needs. We also use an app to communicate with employees, like an internal social network where everyone can share pictures of their stores and good practices. We also have private channels where our managers can share information with their teams.

What are newer opportunities coming into focus on the tech front? The focus is to simplify store operations. The opportunities are to centralize apps and make it easier for store employees to find what they need. AI will play a significant role in helping employees find the proper resources to solve a problem. We need to work towards a “one-stop shop.” We still have a lot of work to do to centralize information and simplify access to information.

LEADERSHIP PERSPECTIVE

BY MARC GOODMAN

Fuelling brand trust

In a retail channel built on speed and convenience, trust is the differentiator. It’s what turns a one-time customer into a loyal repeat customer

TODAY’S CONSUMERS ARE grappling with product choice overload. Purchase decisions may take a split second, and consumers often land on the brands they know and trust.

To what extent does trust guide the customer’s hand to lift a product off the shelf?

At its core, a trustworthy brand is one that consistently delivers on its promises. Consumers today seek value for dollar, quality, service, transparency and a sense of shared values with the brands they choose to support.

When faced with the choice between a trusted national or private brand or a lesser-known competitor, most consumers will go with what they know. Why? Because trust drives loyalty and insulates against perceived risk.

Recent data tells the story. 2024 insights from research firm IMI International show trust is paramount, with 68% of consumers in Canada saying their purchasing decisions are driven by “a brand they trust.”

We’re also seeing how far consumers will go for the brand they trust. IMI reports that 185 million North Americans are willing to pay more, and 88% are willing to travel farther to shop with a trusted brand. It’s not uncommon for motorists to drive a little farther to fuel up at their preferred gas station.

Retailers who earn trust are rewarded not just with loyalty, but with something deeper— an emotional bond. That connection keeps customers coming back, even as competitors pop up next door.

What it takes to build and maintain trust

Building trust requires a purposeful strategy. It comes from understanding your customers, delivering on your capabilities and communicating with authenticity. It means aligning your operational decisions with your brand promise. If a product disappoints or a service fails, it’s always worth it to take the time to repair the breach of trust.

A lesser-known driver of trust that retailers may underestimate is brand partnership. The brands you display, partner with, or promote all carry their own reputational weight. At 7-Eleven Canada, we distinguish between a vendor and a partner. The latter are dedicated to driving our strategy for mutually assured success.

In convenience retail, co-branding decisions need to be made with your customers’ trust in mind. If you’re asking someone to pull into your forecourt or grab a meal on-the-go, you want to meet them with familiarity. It helps explain 7-Eleven Canada’s recent conversion of its fuel in Alberta and Ontario from 7-Eleven to Petro-Canada, ESSO and Mobil. This move is all about the importance of brand recognition and trust in Canada. Our customers gravitate, in this case, to fuel brands they know and experiences they can rely on.

Aligning brand promise with customer needs

At 7-Eleven Canada, our brand promise is to be the go-to destination for convenience customers, offering a wide range of products and services that make their daily lives easier. We strive to provide a convenient, friendly and welcoming shopping and dining experience that meets the changing needs of our customers.

We know from our own reputation research that price (first) and quality of products and services (second) outweigh all other purchasing drivers. It appears the customer-brand relationship in our channel is predominantly transactional as price tips the scales, but embedded in that relationship is brand trust.

Our customers’ changing needs account for why we’ve leaned heavily into fresh foods, proprietary beverages and private brands bearing the 7-Eleven name. We are building a brand and a reputation as a foodservice destination, with stores featuring a robust menu of fresh food prepared in commercial kitchens for dine-in or take-out, including in-store seating areas furnished as a restaurant, and the option to purchase beer and wine to complement a meal in select stores.

Trusted brands earn the right to grow

7-Eleven Canada’s brand strategy is built on trust, and we partner with brands that put a premium on building and maintaining trusted customer relationships. In a fast-moving retail sector, trust keeps customers returning to our stores. And the more we deliver on that trust, the more permission we earn to grow, innovate and serve our customers in new ways. CSNC

Marc Goodman is the vice-president and general manager of 7-Eleven Canada.

CONSUMER CORNER

BY EMMA BALMENT

A toast to beverage alcohol at convenience

As we mark the one-year milestone in Ontario, here’s a look at what the channel can do to compete and further grow the category

THE CANADIAN CONVENIENCE store industry has long laboured to be competitive in the lucrative beverage alcohol category. September 2025 marks the first anniversary of one of the industry’s latest achievements towards this goal: the ability to sell select alcoholic beverage categories in Ontario convenience stores.

Ontarians have fully adopted the convenience channel as a source for their alcoholic beverages. Of all beverages Ontarians consume from convenience, beverage alcohol now accounts for just over a fifth of occurrences. That puts the channel on par with the national average. Not to say that there is no more room to grow, but Ontario stakeholders can pat themselves on the back for having achieved this milestone.

This installment of Consumer Corner aims to further empower the convenience industry’s competitiveness in the beverage alcohol category. Let’s look at the consumers and occasions for which the convenience channel is most attractive and most competitive when it comes to beverage alcohol consumption.

Expanding to more mature clientele

The convenience store food and beverage consumer is known to skew towards younger, more ethnically diverse customers. The channel has done well to attract the alcohol consumption of their core consumer, but competition in the category also helps convenience stores to attract older customers. Today’s market is fragmented across several cohorts of significant size and unique tastes: Boomers, generation X, millennials and generation Z. As such, it is important to have categories and brands that foremost appeal to the youthful target audience (of legal drinking age), but are also inclusive of older customers who have more cash to burn.

Being a bit younger, the convenience store

alcohol consumer is generally lower income, in part-time work, studying or unemployed. Their consumption choices are more valueand price-conscious. The right pack size can play an important role in helping customers achieve their need for value. For some, that means the ability to buy a few cans of craft at a time, while for others that means getting a volume deal. Customizability is a value for youth, whether it’s to manage budget, explore variety, share with others or achieve goals of moderating alcohol consumption.

Making beverage alcohol more convenient outside urban centres

Suburban and rural Canadians are the most likely to take advantage of the availability of beverage alcohol at convenience stores. In urban centres, there are just more options for alcohol specialty stores and grocery. This appeal of beverage alcohol to suburban and rural consumers is in part what helps expand convenience traffic into more mature age brackets. Being out of the city has an interesting impact on where alcohol is consumed by convenience store customers. Like any alcohol consumer, the product is typically consumed at someone’s home. However, the convenience store alcohol consumer is more likely to take their drink on the go, consuming at less traditional outdoor venues, picnics, fishing, camping or tailgating. Presumably, outdoor consumption would only be promoted in respect of local regulations where it is permitted.

Me-time routines vs. social special occasions

Often, alcoholic beverage promotion centres around social consumption and gathering with friends. While this is usually the case, when consuming alcohol sourced from convenience stores, occasions are split down the middle as to whether they are shared social or solo occasions: drinking alone. As such,

they service fewer dinner occasions, and more afternoon or evening drinking occasions.

C-store alcohol consumption is therefore more likely to attract consumers looking to tone down the mood rather than to uplift it. Customers are more likely to be in the mood for something to de-stress, relieve anxiety, positively impact their state of mind and help them think. Uplifting, fun and cheerful alcohol occasions that consider the needs of others are still important to convenience customers, but the channel is less competitive.

All of this considered, it’s no surprise that over a quarter of convenience alcohol customers are also pairing their consumption with cannabis.

Catering to consumption habits of diverse consumers

Categories and brands sold need to balance familiarity with novelty. Having a household-name brand in traditional volume packs is a clear cost-of-entry to attract the mass consumer. But younger customers seek quality over quantity, variety over volume. Varieties of craft beer, local wine, and ready-to-drink cocktails and coolers are essential to resonate with the new generation of alcoholic beverage consumers. Customers need the flexibility of pack sizes and assortments that allow them to pick up a couple drinks to unwind after a hard day or to bring enough to share a few with friends.

This is just the beginning for broadening access to alcoholic beverages across the country. Convenience stores have established strengths with their core consumers and occasions. Opportunities to win share reside in expanding awareness, consideration and trial amongst consumers and occasions for which convenience is not the first thought. This can be tricky given in-store marketing regulations and may have to happen in media spaces before the customer even gets to the door. CSNC

Emma Balment, is director, Ipsos, market strategy and understanding, Food and Beverage Group. Leveraging a team of industry experts and powerful syndicated data sets such as the FIVE Consumption Tracker, and the Foodservice Monitor, Emma specializes in uncovering growth opportunities for manufacturers, retailers and foodservice operators. emma.balment@ipsos.com

CATEGORY CHECK

BY MICHELE SPONAGLE

In sickness and in health

With more consumers seeking over-the-counter medications, it’s prime time for c-stores to stock products that help ease symptoms—from scratchy, throats to headaches—and promote self-care year round

FROM NOVEMBER TO April, expect customers to turn to their local convenience stores for cold and flu medications. ’Tis the season for sniffles, coughs, congestion and scratchy throats. About 9% of c-store shoppers say they purchased over-the-counter (OTC) products in the last month, according to the 2025 C-store IQ National Shopper Study.

That figure is part of a burgeoning trend, with the OTC market estimated to increase with a compound annual growth rate of 3.95%, according to Statista. It’s worth a tidy total sum of US$3.82 billion, sparked by consumers’ desire for self-care, trying non-prescription options first and delaying visits to medical providers. By incorporating some smart strategies, c-stores could snag a bigger slice of that profitable pie.

Take your vitamins

Within the OTC sector, vitamins and minerals represent the largest market. If c-stores sell cough and cold remedies, they should complement their offerings with a few well-chosen supplements.

Taylor Lemmon, key account manager, Jamieson Wellness, recommends stocking Jamieson’s core trial and travel SKUs, including Cold Fighter, Vitamin B12 and Zinc, and Vitamin D Gummy Pouches—all support immunity in convenient formats that appeal to on-the-go consumers. That’s a primary concern among customers. “Consumers want to stay healthy during cold and flu season, which means they naturally seek products that help them boost their immunity,” she says. Boost sales through strategic product placement. “It makes all the difference for our category in c-store environments,” she says. “Our partners report the strongest results when they position Jamieson products at front of store or near cash registers, where impulse purchases usually take place.”

sales driver during cold and flu season. “These promotions help consumers purchase complementary Jamieson products at competitive price points that work together to support their health and wellbeing,” she adds.

New and notable

C-stores will also want to highlight some new products to draw customer attention. Haleon Canada introduced five new cough and cold SKUs in August 2025, according to Jamie Bernt, the company’s chief customer officer. They include Buckley’s Lozenges Extra Strength Bite-me Cherry, Buckley’s Lozenges Extra Strength Menthol Outburst, Buckley’s Lozenges Extra Strength Buzz-Off Honey Lemon, Buckley’s Nighttime Complete Extra Strength and Buckley’s Nighttime Complete Extra Strength Plus Mucus Relief.

In addition to known and trusted brands like Advil, Children’s Advil, Tums and Sensodyne already found at many convenience and gas retailers across Canada, Buckley’s Soothing Mixture returns to shelves possibly in time for 2025 cough and cold season. In its second year, Buckley’s Soothing Mixture (proudly made in Canada) offers the heritage of Buckley’s Original Formula with the great taste of honey for a flavour consumers will appreciate.

To build consumer awareness, Haleon announced its partnership with Canada Soccer in April 2025. This sponsorship includes the men’s and women’s national teams and runs through 2027. It also includes category exclusivity across all Haleon product sectors— including cough and cold. “There are exciting plans ahead,” teases Bernt. “They are being finalized and will include opportunities for convenience and gas customers to participate.”

Lemmon also recommends bundle promotions, which are another effective

C-stores can also steer customers to the Haleon Get Well Stay Well online platform to access coupons redeemable at all points

of sale, including convenience and gas retailers. Customers can look for coupons to save on their favourite Haleon essentials, and, in some cases, bundle for additional savings. They can register and start saving right away.

“The convenience store channel is important to Haleon,” explains Bernt. “With limited shelf space in the convenience channel, we focus on bringing the Haleon products to shelf that customers want most. This includes Advil, Children’s Advil, Buckley’s, Emergen-C, Tums, Sensodyne and more. He also notes that provincial and territorial governments regulate over-the-counter medications. (In simple terms, this is known as scheduling.) This varies by jurisdiction and may mean some products are only available in a pharmacy environment, such as Advil Cold & Sinus.

Trends and changing buying habits

Bernt has noticed some interesting trends worth flagging. Canadians are looking for more value across all categories, including cough and cold. They’re also seeing cough and cold products as an essential shop, not a discretionary one. To realize value, Canadians are turning to multi-symptom or combination products to lessen the number of products purchased. While cough, cold and flu season tends to peak in late fall and early winter, COVID-19 has broken the pattern. “It doesn’t operate like a typical virus and is softening the seasonality of illnesses,” explains Bernt.

He says that has led to a behaviour change among Canadian consumers. They are treating coughs and colds sooner and stocking up on medications. In November 2024, 56% of consumers said they buy them as needed. Prior to the pandemic, this figure was 78%, demonstrating people are preparing for future illnesses.

Who is buying cough and cold medications? “In my opinion, Canadians who want immediate relief and to save time are likely to

Jamie Bernt

Taylor Lemmon

purchase cough and cold products in a convenience store,” he says.

Bernt cites data showing that boomers and generation X are most likely to purchase OTC products at convenience; 78% of cough and cold buyers at convenience are 60 years or older. As well, higher income groups are most likely to purchase OTC products at convenience and 67% of cough and cold buyers at convenience are part of a smaller household (two people or less).

Scratch dispatch

Throat lozenges are a hot category among OTC medications. As Mark Elliott, Regal Confections’ brand manager, Bentasil, points out: “While the grocery/drug channel is often a destination for consumers looking for cough/ cold medication, convenience stores provide an easy place to stop and get relief from symptoms when sick. Customers rarely want to spend the time navigating a larger store when they just need lozenges.”

The No. 1 thing customers are looking for in lozenges is something that works to clear their sinuses, he states. In turn, the No. 1 flavour in the Bentasil range is Eucalyptus, which combined with Menthol creates a powerful clearing effect. Extra strong has become something consumers look for in a lozenge. Many also like unique flavours, such as the Bentasil Blackcurrant. Some users appreciate the unique aspect of Bentasil—its soft texture that makes it chewable like gum. They’ll have a new SKU to consider soon when the Extra Strong Menthol flavour launches in late 2025/early 2026.

And Elliott echoes what Bernt said: “Despite the focus on the key winter months, lozenges often will sell in the shoulder seasons as well, providing relief from congestion due to allergies and simple dry mouth.”

ness development manager, Ricola Canada, explains: “Ricola has launched a significant number of new products recently with portability and formulas targeted for minor throat irritations. These products are great for the onthe-go consumer and come in three flavours including Berry Medley, Lemon Mint and Glacier Peppermint. These come in a convenient ‘click box’ package.”

New products will help Ricola reach its goal of becoming a strong No. 2 brand in the convenience channel in the next few years. “C&G is a very large channel of focus for Ricola,” says Bagnall. “Historically, we have not been as well developed compared to other channels where we command about a 30% share of consumption. Ricola’s aim is to grow the throat drop category in cough and cold season, and expand usage for minor throat irritations—like, allergy, dry mouth and breath freshening.”

He suggests c-stores integrate Ricola at the front cash, specifically into the throat drop section in a visible, high-traffic location. The company can provide support through additional innovative display and promotional ideas to execute sales that include clip strips and counter racks.

Tried and trusted

According to Voula Papadakos, marketing manager, Fisherman’s Friend, the emphasis is on the brand’s core lineup, bolstered by a robust calendar of ongoing promotions throughout the year. “These are designed to reinforce brand awareness and keep Fisherman’s Friend top of mind across all retail channels, including convenience stores,” she says.

To support sales, he recommends highlighting lozenges during the cough/cold season. Regal offers c-stores many different merchandising solutions to help put lozenges front and centre, such as counter displays, clip strips and PDQ trays. “Displays are critical to generating impulse sales in the winter,” he adds.

Grab a ticket to flavour town

Ricola is expanding its products targeting minor throat irritation with a unique blend of Swiss mountain herbs. As Geoff Bagnall, busi-

The channel is a key part of its retail strategy, Papadakos notes. “It provides immediate access for consumers who are looking for fast seasonal relief when they’re on the go. Fisherman’s Friend serves as an important touchpoint where shoppers can quickly pick up a trusted remedy like Fisherman’s Friend, which is proud of its heritage and longstanding reputation for delivering products that work. We continue to build trust by staying consistent in both efficacy and experience.”

And again, strategic product placement is critical for promoting sales. Along with being featured near checkout, alongside seasonal wellness items or in high-traffic areas, Fisher-

man’s Friend sees c-stores benefit by offering a wide range of flavour options. This allows consumers seeking effective, convenient and enjoyable solutions to choose what best suits their needs and preferences—increasing the likelihood of repeat purchases.

“When shoppers see the product at the right moment, it reinforces awareness and reminds them it’s a reliable solution they can count on,” says Papadakos. CSNC

The morning after

Leading up to the holiday season, c-stores can get ready by stocking items to help consumers who may have over-indulged in the beverage alcohol category. Imagine a freestanding display near the front entrance marked with “Rough night? We’ve got you covered.”

Consider having these essentials on hand.

• Antacids and anything with ginger, such as kombucha and ginger ale, for tummy troubles.

• OTC pain relievers, like ibuprofen or aspirin, ideal for headaches and muscle aches.

• Newer-to-market hangover helpers, such as Morning Recovery.

• B vitamins to assist with recovery from fatigue and support the nervous system.

• Vitamin C supplements or enriched items to combat all those free radicals from overconsumption.

• Magnesium-rich foods, like dark chocolate, peanuts and cashews, to combat a depletion of the mineral.

• Hydrators, from bottled water to beverages with electrolytes (think sports drinks, coconut water and drink mixes from Mio).

• Carb-heavy foods, such as bread, pastries, candy, chocolate bars, cookies and potato chips.

• Caffeinated beverages. Keep your coffee pots full and your coolers stocked with sodas like Coke, Pepsi, Mountain Dew and Dr. Pepper. There’s a customer coming in at any moment who will desperately need one.

Geoff Bagnall

Voula Papadakos

Mark Elliot

Deadline: October 17th

Future Leaders in Convenience + Car Wash winners will be announced and profiled in the January/February 2026 issue of the magazine, highlighted in a digital campaign and celebrated at an event in March.

Now in its third year, the Future Leaders in Convenience + Car Wash Awards celebrate and recognize Canada’s emerging leaders under age 40 (as of December 31, 2025) across all areas of the business, from independent retailers/ operators and dealers to those working for regional/national/international chains, as well as vendors, distributors and other industry partners.

McDougall Energy is your reliable fuel supply partner, offering a selection of globally recognized brands to help drive your business success.

Reliable delivery network of branded and unbranded fuel, with dependable service provided by our proprietary transportation network.

Dedicated support from trusted and experienced advisors that provide ongoing assistance and credible advice to maximize profitability and loyalty

The Power of Choice with globally recognized fuel brands including Shell, Esso™ and Mobil

Connection to top recognized Convenience Store brands and Quick Service Restaurant (QSR) opportunities.

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CANADA’S CAR WASH & PETROLEUM MAGAZINE

DESIGNING THE FORECOURT OF THE FUTURE C-STORE IQ LOYALTY REPORT

HOW CUSTOMERCENTRIC ARE YOUR EV CHARGERS?

AMARJIT ATWAL, OWNER, HOLLYWOOD CAR WASH

4 Operator Profile

The red carpet treatment at Hollywood Car Wash: With a starworthy customer experience and plans for growth, this Brampton Ont. business is showing how great service, family values and a little shine go a long way

8 Feature

Designing the forecourt of the future: From better lighting to AI-enabled pumps, modern forecourts are evolving to create safer, smarter and more profitable experiences for today’s fuel and convenience customers

10 Charging Ahead

Charging reliability and availability still a problem for electric vehicle owners: Canada’s c-stores can help bridge this gap, but only if they know what is happening at the charging point

12 2025 C-Store IQ National Shopper Study

Loyalty Report: Getting personal

Hollywood Car Wash creates the ultimate car wash experience with a 200-ft. state-of-the-art tunnel wash, detailing conveyor and industry leading technology

THE RED CARPET TREATMENT AT HOLLYWOOD CAR WASH

With a star-worthy customer experience and plans for growth, this Brampton Ont. business is showing how great service, family values and a little shine go a long way

BY TOM VENETIS | PHOTOGRAPHY BY JAIME HOGGE

AMARJIT ATWAL WAS already a success when he decided to open Hollywood Car Wash in Brampton, Ont.

Before Hollywood Car Wash debuted in August 2023, Atwal had decades of experience in automotive sales and service, operating a successful dealership, repair business and tire sales operation. He is proud to still be a member of the Used Car Dealers Association of Ontario (UCDA) and the Ontario Motor Vehicle Industry Council (OMVIC).

Those decades working in automotive sales and service proved invaluable to Atwal when he decided to open a car wash operation.

“What I drew from my previous business experience was knowledge about customer service,” he says. “That is what is vital in this business, one that is so focused on the customer, where you are interacting with them in a one-on-one capacity. You want to make sure that your customer is pleased with the service they are receiving, that they believe they are ‘getting their money’s worth’, that they leave our business with a clean, shiny and dry car.”

Atwal adds that for him, customer relations all come down to ensuring that the customer’s needs are met. “The main goal we have here at Hollywood Car Wash is to make sure the customer’s experience is fantastic. We are not merely aiming for a great experience; it must be a fantastic experience, from the time they arrive at the property, which has been thought out to be clean and attractive—from the exterior décor to the interior layout, customer waiting area, from the wash tunnel to the express and fine detailing area and even the washrooms.”

The building, located at 8007 Airport Rd. in Brampton, Ont., near Steeles Avenue and Highway 407, is a little over 20,000 sq. ft.

Its express tunnel can handle 150 vehicles per hour—up to 175 on very busy days. In the same building, there is an express and full-service detailing operation. Vehicles are placed on an STI flat-belt conveyor after their tunnel wash, allowing a team of employees to work on the vehicle as it moves past, each performing their assigned tasks.

For express detailing, staff are responsible for hand-drying the vehicle; cleaning the interior by hand, including door jambs, console and cup holders; vacuuming the seats and floors; cleaning floor mats; and addressing hard-to-reach areas such as under the seats.

The belt allows staff to work on multiple vehicles efficiently. For full detailing services, the vehicle moves from the conveyor to a designated area for more extensive work.

Customers can relax in a waiting area with large windows that overlook the work and visit the on-site convenience store for snacks, drinks, and car accessories. The store includes a wide selection of air fresheners, phone chargers and cables.

The large windows looking onto the detailing operations serve another purpose. It reinforces the customer experience, letting vehicle owners see what is happening to their vehicles. As well, the tunnel wash has large windows down its entire length letting those going through the tunnel to see onto the detail operations, upselling the express and full-detail service.

“When customers see that, they think ‘Hey, look at what they are doing! They are vacuuming the interior of the car; they are cleaning the inside!’ So, the next time they come to us, they ask for both that tunnel exterior wash and the express detail service. Having that large glass wall on the tunnel side letting people see the detailing service, acts as a powerful cross-promotion tool,” Atwal says.

Proud of his staff, family and industry support

Atwal is particularly proud that Hollywood Car Wash is a family affair. His wife works the front counter helping book appointments for full detailing service and answering customer queries, while their six of seven children do everything from managing the car wash’s social media to working in the car wash alongside staff or managing the day-to-day operations.

Atwal sees everyone who works for him as part of a team, each critical to the success of the business.

“One thing I cannot stress enough is teamwork is a business such as this,” he adds. “We are open 12 hours a day, seven days a week and 365 days a year, which means Christmas, New Year’s Day—rain, or shine. Because we are a customer-focused business, teamwork is critical and everyone is invested in the success of the business, from the employees to the managers.”

He values his employees deeply. When one worker requested a small raise to help start a family and move to a larger home, Atwal granted a larger-than-requested increase to support the employee’s personal and career growth.

Another key to success? Industry support. Atwal credits the teams at NCS, Sonny’s and Eurovac for helping him choose the right equipment and chemicals for a top-quality wash—now and for future expansion.

“They helped us in the design of the car wash, choosing the equipment that we needed, in the chemicals we would need to provide the best quality car wash, from the different chemicals for each season to the waxes, drying agents and ceramic shine agents,” he says. “Everyone took the time to sit with me and ask me my goals and needs, and suggested the appropriate systems to meet those needs, and even gave

Atwal credits the teams at NCS, Sonny’s and Eurovac for helping him choose the right equipment and chemicals for a top-quality wash— now and for future expansion

advice on the layout of the car wash and supervised the installation of the equipment. Finally, they all came after to ensure the equipment was all operating correctly.”

Atwal says there are plans to expand in the future. Next to its current location, Hollywood Car Wash has a permit to open another near 9,000 sq.-ft. building, giving the business the space to grow when the time comes. OCTANE

JUST TAP N GO!

DESIGNING THE FORECOURT OF THE FUTURE

From better lighting to AI-enabled pumps, modern forecourts are evolving to create safer, smarter and more profitable experiences for today’s fuel and convenience customers

BY TOM VENETIS

THE TRADITIONAL FORECOURT has changed significantly over the years. In the 1960s, they were often utilitarian—exposed pumps, basic lighting and large signs showing the fuel brand and price. Later enhancements included canopies for weather protection, better lighting and the addition of convenience stores. While there were design variations, the core idea remained: a place to pump fuel, pay and leave.

Over the past decade, there’s been a complete rethinking of what a forecourt should be and do.

Linda Thompson, managing partner at Fuel Partners, a consultancy focused on retail fuel, car wash and convenience, says forecourts have moved away from those basic designs, where most gas stations housed functional small kiosks with limited lighting and focus on moving fuel volume.

“The kiosk has been replaced with 3,000-

Linda Thompson

Good forecourt design should create a seamless transition from the pumps to the c-store, where creative layout and design elements can guide customers to needed items, foodservice offerings and friendly staff

Retailers today are highly strategic about forecourt design. The goal is to create a destination that’s functional, inviting and profitable. From site layout to branding and amenities, every element plays a role in attracting customers, improving their experience and maximizing profit

sq.-ft. convenience stores, integrated QSRs, modern car washes and propane refilling,” she says, adding “these expanded layouts support a stronger customer experience—with fresh food, coffee bars, Wi-Fi and space to linger—all designed to drive in-store traffic and sales. Retailers today are highly strategic about forecourt design. The goal is to create a destination that is functional, inviting and profitable. From site layout to branding and amenities, every element plays a role in attracting customers, improving their experience and maximizing profit.”

Fuel Partners sees today’s customer as prioritizing more than just fuelling up. “The broader experience—how smooth, pleasant and frustration-free it is—often determines whether someone chooses your site over the one down the street,” Thompson says.

Clean, bright and safe

Modern forecourts focus on visibility and security with bright canopy lights, clean pump islands, tidy windshield stations and well-maintained garbage bins.

Jayme Leonard, owner of Red Leonard Associates Inc., says lighting design has become more scientific. Photometrics—a key part of designing lighting—measures how visible light interacts with people, objects and environments. This helps ensure surfaces where customers interact, such as the fuel dispenser or payment terminal, are well-lit.

“You have task areas where the customer is interacting—from fuelling to inserting their credit card,” Leonard says. “You must ensure the lighting is enough to illuminate those surfaces.”

He adds that good lighting should also minimize spillage—light shouldn't be so bright or wide-reaching that it affects nearby homes or businesses. It must also make signage and the forecourt visible from the road, without distracting drivers.

Inside the store, lighting becomes even more critical.

“The right lighting can guide people to specific areas and increase sales,” Leonard says. “Poor lighting can make products appear dull. Good lighting enhances packaging and drives impulse buys.”

Modern amenities matter

Even traditional items like windshield wiper stations and garbage cans are getting makeovers.

“I always tell our national partners and independent customers: the forecourt is your first impression,” says Chris Soucie, director of sales and marketing at McCowan Design & Manufacturing. “Customers gravitate toward forecourts that feel safe, well-lit and inviting.”

McCowan has modernized these basic forecourt tools to better align with today’s designs. Using more durable materials and sleeker aesthetics, their new products include weather-resistant bins with lids to keep out snow and rain.

“We looked at modern fuel dispensers and EV chargers—which have sleek, curved designs—and made our tools fit in aesthetically,” Soucie explains. “We asked: what will these look like next to the newest dispensers?”

Fuel dispensers become smarter

Gone are the days of small digital displays. Today’s fuel dispensers feature large screens—some up to 27 inches—designed to resemble smartphones or vehicle infotainment systems.

Scott Negley, senior director of product management at Dover Fueling Solutions, says its Anthem UX dispensers with Bulloch POS technology offer “a real opportunity to drive revenue.”

“These screens can be used to run promotions, reinforce brand

messaging, connect to loyalty programs or even rent out ad space to local businesses,” he says.

AI arrives at the forecourt

Artificial intelligence is beginning to reshape the forecourt experience.

Jason Chiu, professional services group manager at Axis Communications, says more retailers are exploring AI to better understand customer behaviour—both at the pump and inside the store.

For example, AI can track foot traffic to identify patterns, such as peak times or customer flow. This helps optimize product placement by positioning high-demand items in high-traffic areas or adjusting displays seasonally.

At the pump, AI could soon recognize repeat customers and tailor on-screen promotions based on past purchases or loyalty program activity.

“The technology is advancing,” says Chiu. “We’re having more discussions with customers who want to use these tools in the future.”

OCTANE

McCowan Design & Manufacturing's newly redesigned elements are made to weather Canada's harsh climate, while also contributing to a modern aesthetic forecourt experience

CHARGING AHEAD

BY TOM VENETIS

Charging reliability and availability still a problem for electric vehicle owners

Canada’s convenience and gas operators can help bridge this gap, but only if they know what is happening at the charging point

THERE ARE TWO concerns that always come to the top of any survey of electric vehicle (EV) owners and those considering a future purchase.

The most persistent anxiety people have around owning or potentially owning an electric vehicle is range anxiety. In a J.D. Power survey in 2024, 68% of Canadians reported they were anxious about running out of EV battery charge while on the road. In a survey conducted by CAA the same year, this concern was also top of mind, followed by issues around finding public charging stations and waiting in line for access.

And once the owner finally pulls up to the charger, the greater concern now is: Does it work?

A recent survey by J.D. Power on the use of public charging points found that one in five drivers were unable to charge their vehicles at public charging stations. “In the fourth quarter of 2024, 20% of EV drivers who visited public charging stations were unable to charge their vehicles due to a range of issues from station outages and equipment malfunctions to long wait times and payment failures,” the report states. “The charge failure rate is up from 19%

in Q3 2024 and 18% in Q4 2023.”

When asked what they found most frustrating about public EV chargers, users told J.D. Power the most common reasons were: chargers being “out of service” (62%), “no charger available/too long to wait” (18%), “charger would not accept payment” (11%), “cable/connector damaged” (9%) and “chargers were blocked by non-charging vehicles” (7%).

For the growing number of Canadian c-gas retailers installing (or planning to install) EV charging stations, reliability will be key to building customer loyalty. Without dependable, accessible chargers and short wait times, retailers risk losing customers to competitors who can offer better service.

I spoke with Andy Bennett, CEO of Driivz, about this challenge when the J.D. Power survey was released. He said gas retailers need to deploy solutions that give them a better understanding of charger status and energy usage to optimize charging operations— not just at individual locations, but across networks of sites.

This understanding must start from the moment a customer pulls up and plugs in, said

Bennett. That first experience will influence their future loyalty and behaviour.

For example, did the charger begin working immediately? Did the customer need to unplug and try again? Was it easy to track charging progress and complete payment? Was the experience consistent across visits and locations—or did the customer find a more reliable competitor?

Bennett said EV charging presents opportunities for gas retailers to encourage customers to use other on-site services while waiting— car washes, foodservice or the c-store itself. But that only works if the charging experience is consistently positive across all sites.

That’s why systems must be in place to monitor chargers in real time: Are they operating? Are they delivering power? Are customers having a positive experience?

Disruptions—power loss, equipment failure, payment issues—must be identified and resolved immediately.

According to Bennett, retailers that can deliver a reliable, consistent charging experience have a real opportunity to build loyalty and strengthen their brand. OCTANE

National Shopper Study

Loyalty Report: Getting personal

BY MICHELLE WARREN

NEARLY ONE-THIRD of shoppers are actively engaged in a convenience store loyalty program, however the share of enrolled but inactive members has grown, primarily driven by male and generation Z shoppers, according to the 2025 C-store IQ National Shopper Study.

Awareness and overall usage of loyalty apps remains consistent with 2024, with almost two-in-three rewards members using their store’s mobile app. Here’s how usage breaks down by demographic.

• 70% Gen Z

• 77% Millennials

• 60% Gen X

• 40% Boomers

The top reasons shoppers avoid enrolling in loyalty programs remain consistent with last year, highlighting the importance of perceived value, but digging a little deeper, there are some key insights.

• 55% of boomers say programs require too many purchases, while 39% say they already belong to too many.

• 31% of females say rewards are not valuable to them.

• 39% of gen z and 19% of millennials say it takes too long to enroll.

• 33% of those in Atlantic Canada are concerned with the costs associated with joining.

New this year, we asked: How comfortable would you be if your convenience store frequent shopper or loyalty program showed you personalized/targeted ads for products based on your past purchases? A majority of shoppers (73%) express some level of comfort with receiving personalized ads, with 29% being very comfortable. However, one-in-four remain either not very comfortable or not at all comfortable with this practice. Also of note, with the addition of free or discounted snacks as an option among most valued rewards, shoppers’ Top 3 have shifted slightly compared to last year. That said, cash back, gas discounts and free or discounted food and beverages continue to be the most appealing rewards. Overall, among active users, satisfaction remains largely positive, with more than half expressing high levels. The challenge is to cut through the clutter and illustrate to non-users the value proposition with easy enrollment and fast rewards that are relevant to their wants and needs, particularly among female shoppers. OCTANE

enrollment in

DEDICATED

TO SHARING KNOWLEDGE AND BEST PRACTICES IN THE CARWASH INDUSTRY

SEPTEMBER 2025

BOARD OF DIRECTORS - 2025/2026

PRESIDENT: Michael Saunders - Mark VII Equipment

TREASURER: Matt Verity - Matt Verity Consulting

VICE PRESIDENT: Jason Hands - Parkland Fuels

VICE PRESIDENT: Rudy van Woerkom - Belvedere Technical Services

PAST PRESIDENT: Karen Smith - Valet Car Wash

Travis Braithwaite - ClearWater CarWash

Jeremy Enns - Enns Wash and Shine

Steve Hebb - Kilworth Car Wash

Michael Howe - WashLinks

Ayaaz Jamal - Express Auto Wash

Katarina Popovic - Suncor Energy Inc

NATIONAL OFFICE

Heidi Loney Executive Director

Brynne Wrigley Director of Events

Constance Wrigley-Thomas, CAE Director of Operations

The Canadian Carwash Association invites all car wash and supplier members to a virtual, 45 minute facilitated discussion forum an opportunity to connect, share insights, and discuss current industry trends and challenges with fellow car wash operators and suppliers across Canada

Upcoming dates: Tuesday, September 16, 2025, 12:00 - 12:45 p.m. EST Tuesday, December 2, 2025, 12:00 - 12:45 p m EST

3228 South Service Road, Suite 109

331-1768

office@canadiancarwash ca

Get Ready to Shine with the Canadian Carwash Association's Webinar Series! Benefit from the wisdom and experience of top-notch trainers who will guide you through practical techniques and actionable strategies.

Save the following dates / times: Tuesday, October 21, 2025, 12:00 PM EST Tuesday, November 18, 2025, 12:00 PM EST