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4 Operator Profile
CSNC P. 24
Can AI help fuel retailers? Only if we separate hype from reality
The Treaty One Nation marks a historic milestone with Oodena Gas & Convenience, part of one of the largest First Nation-led economic development projects in Canadian history
Fuelling a new era: Oodena Gas & Convenience is the first business to open in the Naawi-Oodena urban economic development zone, blending Indigenous culture, community vision and economic opportunity
7 Charging Ahead
Promises and pitfalls: Artificial intelligence can streamline operations and improve insights, but only if convenience-gas operators understand its limits and feed it good data
8 Nuts & Bolts
Car wash operators brace for winter with preparation and training: Regular inspections, the right chemicals and attention to detail are key to avoiding costly breakdowns and injuries during peak season
11 Backtalk
Fresh start: Michael Saunders, president of the Canadian Carwash Association, reflects on his first months and looks ahead to the challenges and opportunities for operators in 2026
Car wash, forecourt and convenience news and insights Sign up today at CCentral.ca/signup 8 Winter is here. Is your car wash ready for the cold months ahead?
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The Oodena Gas & Convenience is an important first step in making the Naawi-Oodena project a vibrant economic hub for all the Treaty One First Nations involved
FUELLING A NEW ERA
Oodena Gas & Convenience is the first business to open in the Naawi-Oodena urban economic development zone, blending Indigenous culture, community vision and economic opportunity
BY TOM VENETIS • PHOTOGRAPHY THOMAS FRICKE
OODENA GAS & CONVENIENCE is more than just another fuel retailer and convenience store.
The Winnipeg-based operation is part of the Naawi-Oodena urban economic development zone, a First Nation-led project controlled by Treaty One First Nations. The site was formerly a military base, known in the 1940s as the Fort Osborne Barracks South until 1968, when it merged with the Royal Canadian Air Force Station Winnipeg to form Canadian Forces Base Winnipeg.
The project aims to transform the former military lands into a mixed-use commercial, cultural and residential space, with community and health facilities, as well as recreational areas. The name Naawi-Oodena has special meaning—an Anishinaabe term meaning “centre of the heart and community.”
The project stems from a 20-year effort by the seven Treaty One First Nations to reclaim the lands. Development began in earnest in 2023, and it was decided that one of the first businesses to open would
be an Indigenous-owned and operated gas bar and convenience store.
After celebrating its debut in June 2025, Oodena Gas & Convenience is paving the way for the vibrant development envisioned two decades ago.
“After 20 years of prolonged negotiations and courtroom disputes, initiating the first developments at Naawi-Oodena marks an historic moment not just for the Treaty One Nations, but for Canada as a whole,” Treaty One Nation chairperson and Brokenhead Ojibway Nation Chief Gordon BlueSky said in a release celebrating the groundbreaking. “This urban economic development zone is a testament to our shared commitments to sustainable growth and economic prosperity for our communities. The Oodena Gas Bar and Block A is only the beginning of what we envision as a vibrant and thriving economic hub for years to come.”
Treaty One Development Corp. president and Sagkeeng First Nation Chief EJ Fontaine echoed that message. “Being the inaugural project to take shape within the Naawi-Oodena urban economic development
OPERATOR PROFILE
zone, this groundbreaking signifies a glorious milestone for Treaty One and its member communities. Its completion will mark the beginning of a new era of opportunity that will contribute to socio-economic development for all who live, work and play in Treaty No. 1 Territory.”
Making Naawi-Oodena a vibrant hub
The Oodena Gas & Convenience at 1871 Taylor Ave. is significant for all the Treaty One First Nations, as it is the first business in the broader plan to make Naawi-Oodena a vibrant economic hub, but it also breaks ground for other reasons.
For instance, the operation stands out from typical fuel and convenience stores. Its design reflects community heritage, incorporating elements meaningful to the seven First Nations that make up Treaty One: Peguis First Nation, Sagkeeng First Nation, Brokenhead Ojibway Nation, Roseau River Anishinaabe First Nation, Long Plain First Nation, Sandy Bay Ojibway First Nation and Swan Lake First Nation.
Cody Mercer, chief development officer at Treaty One Development Corp., describes the project as a template for future developments.
“We have design guidelines for how things should look and feel for the whole site, and when we were developing the gas station and convenience store, we wanted it to set the standard for all the other buildings that will follow,” Mercer says. “We said to ourselves, ‘How can we hold other builders to the higher standards we wish to see, if we don’t set and follow those standards ourselves with this first major development.’ What you see is what I believe is one of the nicest gas stations and stores. We have incorporated many higher-end finishes and other elements that make the site truly stand out and reflect the history of the community.”
The design blends modern architecture with Indigenous artistic and cultural elements, such as blue metal siding that shifts hues in changing light, wood finishes emphasizing the natural landscape and landscaping touches developed in partnership with HDC Landscape and Design.
Mercer emphasizes that the design reflects input and direction from the community. He highlights the work of Ashley Peebles, a designer from Dauphin River First Nation, who was an intern at the time with Treaty One Development and now works there full time, and Faith Campos, a designer with Treaty One Development who worked on many of the exterior finishes and landscaping vision.
Indigenous culture at the forefront
Inside, the store highlights Indigenous culture and language. Signage appears in both English and Anishinaabemowin, including on ATMs
The design blends modern architecture with Indigenous artistic and cultural elements, such as blue metal siding that shifts hues in changing light and wood finishes emphasizing the natural landscape
and refrigeration units. The green, yellow and blue colour scheme reflects the Treaty One Nation flag, while shelves feature locally sourced Indigenous products and goods from across Manitoba.
Tyrell Courchene, store manager for Oodena Gas & Convenience, says showcasing local and Indigenous-made foods and drinks is a priority. On the store’s Facebook page, for instance, one finds product spotlights for local producers, such as drink maker Brite Water and La Cocina Chips, as well as fan-favourite Tomahawk Chips produced by Alfred Lea’s Indigenous-owned Tomahawk Chips company.
“It’s important that we showcase our culture and products because they are not showcased a lot elsewhere,” Courchene says. “It is just as important to display our language as well, to show people that we are still here. Growing up, my grandparents were not allowed to speak their language, so to see it here is incredibly special.”
The business is committed to Indigenous employment, with a particular focus on local youth. Of its 25 staff, 24 are First Nations members, with 21 belonging to one of the seven Treaty One First Nations.
“One of the things I really wanted to do when I got here was build a team and make it a place where everyone is cool with each other and that everyone feels safe and enjoys their jobs,” Courchene says. “It is the people that make a gas station and convenience store what it is and what it means to people. We have customers who tell us how much the staff impresses them, how friendly they are and make them feel welcome.”
Supporting Indigenous and Canadian businesses continue at the fuel retail operations. The forecourt has 16 gas pumps, two of which are diesel, supplied by Century Petroleum and the fuel by Indigenous owned Northern Light Petroleum. Flo supplies the site’s two EV chargers.
Courchene says that more local products will soon come to the shelves. The team is looking at partnering with local bakers and foodservice providers to add freshly baked goods, breads and sandwiches, as the Naawi-Oodena site further develops and grows with new businesses and community offerings.
In its first weeks, Oodena Gas & Convenience hosted a weekly farmers’ market featuring produce and goods from Indigenous farmers and producers. Courchene hopes to relaunch it in spring.
“The event really brought the community together,” he says. “Everyone is welcome and we found that this farmers’ market is a fantastic way to bring non-Indigenous people here, to see who we are, what we offer and that they are welcome here.”
Promises and pitfalls
Artificial intelligence can streamline operations and improve insights, but only if convenience-gas operators understand its limits and feed it good data
EVERY DAY, PEOPLE are told that artificial intelligence (AI) will radically transform work and daily life—for good or ill. AI will either simplify lives or cause unemployment; enrich many or enrich only a few; usher in a golden age of prosperity or bring about humanity’s destruction.
Most of this is hype, driven by companies developing so-called AI systems and others with little knowledge of what these systems can actually do. Too often, large language models that power tools like ChatGPT are mistaken for full-fledged AI. I have my own thoughts about what qualifies as AI and what it can reasonably achieve, but that is a discussion for another commentary.
For now, let’s stick with how most people think of AI and how it is being used today in the convenience, gas and car wash space.
There’s growing discussion about incorporating AI into fuel retail and c-store operations to improve store management, sales, security and overall operations. The idea is that AI-powered systems can help predict sales trends and customer behaviour, improving inventory control and freeing staff to focus on customer service.
Barriers to adoption
To make that happen, several hurdles need to be overcome. One is integration. Retailers often run multiple systems across multiple locations, each with unique communication protocols. Information is stored in silos and formatted differently, making it difficult for systems to talk to one another. For AI to add value, it needs to access and interpret data across those silos.
Another challenge is data quality. AI systems are only as good as the information they receive. The old adage still applies:
CHARGING AHEAD
BY TOM VENETIS
garbage in, garbage out. If customer data is incomplete or inaccurate, AI will produce few useful insights, no matter how sophisticated the tool. Even with good data, there’s no guarantee AI will generate meaningful results unless businesses know what questions to ask and how to interpret the answers.
What AI can (and can’t) do
Most of today’s AI relies on large language models that predict likely answers to questions based on existing information. For example, if you ask an AI to project fuel spend over the next three months, it can quickly crunch historical sales and long-term fuel trends to provide an answer—essentially replicating what existing POS and sales systems already do, just faster.
Where AI could add value is in more detailed analysis, such as forecasting purchases by loyalty members, predicting coffee sales at specific stores or spotting seasonal spikes in
demand. But this depends on having the right kind of data, framing the right questions and checking AI-generated answers against traditional data sources to avoid errors.
There is also the risk of AI generating answers that look convincing but are inaccurate—best guesses that appear authoritative but are wrong. This makes training essential. Staff and management will need to learn how to collect high-quality data, frame questions carefully and recognize when AI outputs may be biased or misleading.
Setting realistic expectations
So, should fuel retailers and c-stores avoid AI-powered tools altogether? Of course not. The technology has potential if used with realistic expectations. AI can enhance operations and decision-making, but it is not a magic bullet. Success depends on strong data, staff training and a clear understanding of what today’s systems can—and cannot—do. OCTANE
Can AI help fuel retailers? Only if we separate hype from reality
CAR WASH OPERATORS brace for winter with preparation and training
Winter is here. Is your car wash ready for the cold months ahead?
Regular inspections, the right chemicals and attention to detail are key to avoiding costly breakdowns and injuries during peak season
BY TOM VENETIS
WINTER IS THE high-demand season for car wash operators and, unfortunately, also the time when problems are most likely to arise— from equipment breakdowns to staff injuries.
When preparing for the winter months, two simple steps make the difference: preparation and training. Both should happen regularly, but operators need to start early, well before the weather turns cold and the first snowfall begins.
Regular inspections
Matt Verity of Matt Verity Consulting says operators should start their winter prep with a thorough inspection of all equipment. Timing depends on the region, but the key is to begin before winter hits.
The inspections are to help find equipment that is starting to show signs of wear and replace any parts, as well as to start prepping equipment for the colder months. Left unchecked, equipment failure can shut a car wash down for days.
“One thing you really need to do is inspect your doors and check the seals before winter comes,” says Verity. “You need to do a complete inspection of the systems that operate the doors at the entrance and exit of your tunnel, checking and lubricating the tracks and having a close look at the seals on the doors, and even checking the air exchange systems around them to ensure moisture has no time to build up on the doors during their operation over the winter.”
Doing so can help prevent ice buildup that damages tracks and
allows freezing air into the tunnel. If undetected, say at an automated car wash tunnel operation, after a cold snap a car wash operator could find their tunnel looking like a landscape in Canada’s Arctic.
“You could also have a bigger problem and that is all the equipment in the tunnel could freeze and you could have blown lines, damaged pumps and other equipment damage,” Verity says.
Ayaaz Jamal, president of British Columbia-based Express Auto Wash, says inspections of systems and equipment is something his team does on a regular basis year-round, and he believes that all car wash operations should have in place a systemic maintenance and inspection program for their operations.
Deep cleaning
“When winter comes, we do such things as put anti-freeze in our mat washers that are outside so that nothing freezes inside them. And inside the tunnel, we carefully inspect all the water lines and seals to make sure nothing is damaged, and check other building seals to ensure there is no unwanted moisture build-up inside the tunnel and on the tunnel’s equipment,” he adds. “Before the winter season begins, we do a deep clean of all equipment so that everything is in tip-top shape. And during winter we inspect the brushes and other systems to catch problems right away, checking things every day and at the end of operation.”
Jamal adds car wash operators should also do end-of-day inspections and cleaning of their tunnels to make sure that salt, dirt and other
debris that vehicles track into the car wash is removed before it can get into and damage systems. “We make sure that every evening we spend three to four hours cleaning everything.”
Travis Braithwaite, COO with Alberta-based ClearWater CarWash, also champions regular inspections of equipment, such as the conveyors and rollers. In addition, he promotes regular cleaning of water reclamation systems to flush out sand and debris that accumulates in the system, thereby ensuring clean water is always available to wash cars.
Braithwaite adds that it’s essential to make sure all the wash soaps and chemicals are formulated for winter, thereby ensuring that vehicles are thoroughly cleaned, dry and shining when they leave.
Verity says that when it comes to using the right chemicals and cleaners for winter, he recommends car wash operators reach out to the suppliers for assistance.
“There is an unbelievable amount of knowledge out there that you can get from your service providers, equipment providers and chemical providers,” he adds. “You can talk with your chemical providers to help with your seasonal changeover, to assist you in having the right chemicals for use and even providing you with training and a checklist that you can follow instead of trying to guess what to do. I strongly recommend collaborating with your partners.”
Protecting staff
It’s not just about protecting equipment in the winter months—staff safety is just as critical. Winter brings extra challenges for employees working in cold, wet conditions.
Denise Lam, account manager - small business Ontario, Workplace Safety & Prevention Services, says staff need training to work effectively in winter and understand how to protect themselves.
“When we are getting ready for winter, training of your staff should begin before the winter months,” Lam says. “It is important for them to understand what it will be like to work during the winter such as what kind of clothing to wear, how to manage slips and fall and what everyone’s responsibilities will be while working onsite.”
Lam also says that car wash operators need to speak to staff about proper clothing for winter. While some operators may not have a budget for winter uniforms, she encourages operators to produce guidelines for what kind of clothing is appropriate and help in what ways they can to ensure the staff has that clothing.
Lam adds that what is also critical is to create a checklist for steps to be taken if a problem arises, such as persons to contact if equipment breaks down or what to do if the weather turns and makes it too dangerous for staff to open and operate the car wash.
“People need to know what to do if there is an equipment failure, or if there is a power outage because of a snowstorm, as there will be a snowstorm, who will make the decision to shut down when the snowstorm comes and how to contact them, or who will make the decision not to open if a major storm is coming and how are they to reach everyone to let them know,” Lam says.
Daily routines should also include clearing snow and ice from entrances; salting and sanding high-traffic areas; and ensuring customers and staff have safe access to the car wash, as well as the forecourt pumps and convenience store.
OCTANE
BY TOM
FRESH START
Michael Saunders, president of the Canadian Carwash Association, reflects on his first months and looks ahead to the challenges and opportunities for operators in 2026
WHEN MICHAEL SAUNDERS, service coordinator - Canada with Mark VII, stepped up this spring to take on the role of president of the Canadian Carwash Association, succeeding Karen Smith, he had, as the saying goes, big shoes to fill. Smith, in her tenure, led the CCA through profound changes, from industry consolidation to the pandemic, embracing sustainability and navigating a fluctuating economy. In turn, she also left her mark with the development of the CCA’s popular industry education seminars.
Today, Canada’s car wash industry continues to evolve and adapt, as operators navigate an economy under tariff threat from the United States, further consolidation, staffing challenges and managing increasing operations costs.
In this in-depth interview, Saunders reflects on all that has happened this year and what he and the organization he leads expect to be the big issues and trends that will impact members and those across Canada’s car wash industry in 2026.
2025 was a time of challenges in Canada, the greatest being the economic turmoil being caused by tariffs and a slowing economy. How has that impacted Canada's car wash market and operators?
MS: Initially, the threat and uncertainty around the tariffs did cause concern, but for the most part, car wash equipment is manufactured in the United States or Europe. There have been pricing increases for equipment and parts, but primarily only to cover additional manufacturing costs due to tariffs on raw materials like aluminum and steel entering the U.S.
The tariff issue is also causing delays and slower border crossings for equipment and parts coming into Canada. Primarily this affects the vendors, but many operators purchase parts from U.S. companies and end up with customs delays receiving their parts.
Car wash operators are more vigilant about environmental issues than legislators and the public realize, and we, as an industry, need to overcome that perception
As with all businesses, a slowing economy has an impact on operators, but for the most part people continue to wash their cars, albeit with more focus on value for dollar and quality of outcome.
What were other challenges for Canada's car wash market in 2025?
MS: The biggest challenge, similar to many industries, is the rising cost of operating a wash becomes difficult to offset when factoring attrition due to higher prices. Many operators also face additional expenses to simply change pricing signage. Many look to invest in technology to offset additional expenses, but that, too, can come with an investment before benefit. Technology is playing more of a role in many industries with each passing day and the car wash world is no different. Advancing technologies also tend to bring more competition from
providers, as more see potential in niches of the industry. Entry systems, safety monitoring systems, subscription administration and marketing systems are all advancing rapidly, as with many direct to customer service industries.
In addition, advancing technologies from providers are helping to monitor and predict service issues and challenges to minimize down time. Many providers have remote access options for data mining and monitoring providing operators with more details about their washes. Advancements with chemistry, [as well as] reclaim and reuse, and conservation technology and techniques will become more necessary as time progresses, not only to keep costs down but to comply with the likely addition of environmental restrictions and regulations.
What does the CCA see as the key challenges for Canadian car wash operators in 2026?
MS: In addition to the above noted challenges and the normal challenges of operating a business, I think the regulatory issues around car washes will become problematic and expensive for car wash operators and developers. Many municipalities are looking to implement rainwater runoff fees, but at the
Make CarWashing
same time making it difficult to get permits for rainwater capturing techniques to reduce water usage. In addition, most municipalities charge sewage as a percentage, usually above 100%, of water usage when many operators are already recycling, treating and reusing water with reclaim systems. The expense of both sewage fees and reclaim systems is a challenging issue without metered sewage. Car wash operators are more vigilant about environmental issues than legislators and the public realize, and we, as an industry, need to overcome that perception.
What are the challenges in attracting people to work at a car wash and how is the CCA working to help its members and other car wash operators attract and retain talent?
MS: Education is always a good avenue to attract and retain people in an industry. Practical education for those involved in the industry, and awareness education for the public to see the opportunities in the industry. CCA will continue to provide webinars and try to extend the platform to employees and not just the operators.
How does the CCA see its educational programs evolving in 2026?
MS: Our education for operators and their employees will continue to share ideas and experiences for issues like safety, human resources, customer service, marketing and general operations, but for the bigger world beyond the car washes, we need to raise awareness and curiosity about the industry by increasing our visibility with media coverage. We would like to engage with events and interactions with bureaucrats and legislators. Many car wash equipment vendors, who employ many of the industry experts, have a shared interest in industry awareness and are where we are currently looking for presenters and instructors for our education programs.
As the new president, what do you see as your role going into 2026? What do you hope to accomplish as a leader?
MS: My hope is I can harness the expertise on our board and within our membership, who are all busy with their daily jobs, to continue to have the CCA support and help the industry flourish in Canada. My personal approach has always been consultative, while trying to find the solutions to challenges. I’m confident we have the knowledge base and the willingness within our membership to achieve advancements for the industry. We are very lucky to have Essentient Association Management to help manage and guide us through the ins and outs of an association, as well as board representation from a broad experience base within industry. Really, and this isn’t false humility, I’m just trying to coordinate and channel all the expertise.
DEDICATED TO SHARING KNOWLEDGE AND BEST PRACTICES IN THE CARWASH INDUSTRY
NOVEMBER 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
*Open to NEW members only.
The Canadian Carwash Association now offers an Introductory Membership for Car Wash Owner/Operators a great way to experience the value of CCA in your first year Perfect for those new to the industry.
Get Ready to Shine with the Canadian Carwash Association's Fall Webinar Series! Benefit from the wisdom and experience of top-notch trainers who will guide you through practical techniques and actionable strategies.
Join us on Tuesday, November 18, 2025, 12:00 PM EST for a CCA Webinar on Carwash Reclaim Registration is now open and it’s FREE for CCA Members, $25 for non-members
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
Scan
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.
CHEERS!
WINES SPARKLING
give convenience retailers reason to celebrate •
With the purchase of 4 ICY SQUARES tubs 60ct
Get a set of 2 Moritz Icy Squares double wall borosilicate glass mugs for free
Free mugs
Free mugs
From the
Cheers! Sparkling wines give convenience stores reason to celebrate, as customers embrace bubbles for every occasion
Grab-and-go(ld): The rise of branded foodservice in convenience. A look at how and why retailers are leveraging big names, co-branding and proprietary concepts to anchor foodservice programs that deliver on taste, trust and
Making food-forward c-stores an irresistible destination: Traditional sit-down service is no longer the measure of a restaurant. The customer journey has evolved and convenience retailers need to treat foodservice as a core strategy, writes Marc Goodman of 7-Eleven Canada
Consumer Corner Health in a hurry: Research from Ipsos Canada asserts convenience stores are well positioned to meet the foodservice and nutrition needs of a younger generation of shoppers
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
CONVENIENCE E-NEWSLETTER
Delivered to your in-box Monday and Wednesday
The latest industry news and information, plus resources, foodservice insights, store solutions, tobacco/vaping updates and more. Don’t miss out! Sign
Pelee Island Winery’s Annemarie Heikenwälder
2300 Yonge Street, Suite 2900, Toronto, ON M4P 1E4 416-256-9908 | (877) 687-7321 | Fax (888) 889-9522 www.CCentral.ca
BRAND MANAGEMENT
GROUP PUBLISHER/SVP, GROCERY & CONVENIENCE, CANADA Sandra Parente 416-271-4706 sparente@ensembleiq.com
ASSOCIATE EDITOR Tom Venetis tvenetis@ensembleiq.com
ADVERTISING SALES AND BUSINESS
SALES DIRECTOR Julia Sokolova 647-407-8236 jsokolova@ensembleiq.com
NATIONAL ACCOUNT MANAGER Roberta Thomson 416-843-5534 rthomson@ensembleiq.com
ACCOUNT MANAGER Holly Power 416-910-1085 hpower@ensembleiq.com
ACCOUNT MANAGER Juan Chacon 647-830-6561 jchacon@ensembleiq.com
DESIGN | PRODUCTION | MARKETING CREATIVE DIRECTOR Nancy Peterman npeterman@ensembleiq.com
ART DIRECTOR Jackie Shipley jshipley@ensembleiq.com
SENIOR PRODUCTION DIRECTOR Michael Kimpton mkimpton@ensembleiq.com
MARKETING MANAGER Jakob Wodnicki jwodnicki@ensembleiq.com
CORPORATE OFFICERS
CHIEF EXECUTIVE OFFICER Jennifer Litterick
CHIEF FINANCIAL OFFICER Jane Volland
CHIEF OPERATING OFFICER Derek Estey
CHIEF PEOPLE OFFICER Ann Jadown
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a deep dive into one of the convenience channel’s most valuable and high-potential categories. Our talented contributors dig into the latest equipment that promises to save time and boost profits; the rise of branded foodservice; the argument for standing out with standalone programs; and what c-store shoppers really think about so-called “gas-station” food.
This is our final issue of the year and what a year it’s been, as the industry navigated challenges, from tariffs to credit card fees, regulatory hurdles and contraband, while embracing exciting opportunities, including electric vehicle charging, the support local movement and beverage alcohol (in some regions).
Speaking of new opportunities, at CSNC we are always looking for ways to celebrate and honour the channel, its people and the essential role convenience stores and gas stations play in communities big and small across Canada.
With that in mind, we are thrilled to launch a new-to-Canada awards program designed to highlight the value, innovation and contributions of independent retailers.
The Outstanding Independent Awards will recognize small operators (with one to 20 stores), that stand out as beacons of excellence for going above and beyond, whether by adopting new technologies, business practices, innovation, customer loyalty, profit-generating initiatives, business growth or responsible retailing.
Nominations open December 1 (keep an eye on your inbox and social media) and we are counting on you to help us shine a light on trailblazing independent retailers across the country that deserve to be recognized and rewarded. Thanks in advance!
As 2025 wraps up, we also want to take a moment to express our deep gratitude to you, our readers and clients. Thank you for sharing your stories and expert insights; for supporting important awards programs; for your valuable partnerships; and for being part of the ever-growing Convenience Store News Canada + OCTANE community.
On behalf of the entire team, I wish you and yours the very best of the season! CSNC
MICHELLE WARREN Editor & associate publisher
THE BUZZ
How important is foodservice to your overall business strategy for 2025–2026?
21% Somewhat important
21% Not a priority
58% Very important
What percentage of your in-store sales currently comes from foodservice?
6% More than 50%
11% 26–50%
17% Not applicable
33% Less than 10%
33% 10–25%
What are your biggest goals for your foodservice program in 2026? (Select up to 3)
8% Improve product quality
8% Expand menu options
8% Manage labour/time costs
15% Add delivery or mobile ordering
31% Increase profitability
31% Introduce healthier or local items
Which of the following areas do you plan to invest in over the next year? (Select all that apply)
0% Packaging and presentation
21% New or upgraded food equipment
36% Menu development
36% Data/analytics for food sales
43% None of the above
What trend do you think will most shape c-store foodservice in 2026?
8% Automation and smart kitchens
8% Local or sustainable sourcing
15% Delivery and mobile ordering
31% Inflation / price sensitivity
38% Health and wellness offerings
CSNC is thrilled to introduce a new national program. The Outstanding Independents Awards (OIA) Canada will recognize and celebrate the value, innovation and contributions of SME retailers (one to 20 stores) as a driving force behind the c-store channel in Canada. Nominations open December 1, 2025: Watch your in-box for more details!
READER POLL
Shaun Andrade joins Keurig Dr Pepper Canada as manager, national sales – foodservice. He has worked on several highprofile brands, including Conagra, The Pur Company, Red Bull and Core-Mark.
Ryan Bahadur is now interim president of Keurig Dr Pepper Canada (KDP Canada). He joined KDP Canada in 2018 as VP, finance and IT.
Carter Brodersen takes on a new role as western region sales manager at JTI-Macdonald. He joined the company in 2009 as a trade marketing representative before taking on several increasingly senior roles.
Stephanie Coursol is now chief marketing officer at Harnois Énergies. The 2025 Star Women in Convenience winner joined the business in 2020.
Mike Lust joins Wonderbrands as VP revenue growth management. He spent more than 32 years with PepsiCo, most recently on the Foods side of the Canadian business.
Carl Laliberte steps into a new role with Shell as global manager, soil & groundwater: competitiveness, knowledge management and assurance. He has been with the business for nearly 25 years, most recently as director of convenience retail operations, Canada Mobility Services. He is also a former CICC board member.
Brad Parkyn joins Canco Petroleum as retail network manager. He has held several c-gas and retail positions with Parkland, Husky Energy and Canada Safeway.
Sarah Richard is embracing a new role as VP of sales with KJ Foods. The 2023 Star Women in Convenience winner spent almost nine years with The Hershey Company, 13 years with Conagra and six years with PepsiCo.
Ryan Thompson moves into the role of key account manager at PepsiCo. He joined the company in 2018 and has held a variety of roles, most recently as a foodservice sales manager.
1. LCBO overhaul: Starting Jan. 1 pricing changes, alternative delivery partners may be on the way
2. Get ready for Canada’s new food labels: 6 key questions answered
3. Sunoco completes Parkland acquisition
4. 7-Eleven Canada lobbying to loosen Ontario beverage alcohol rules
5. Ure’s Country Kitchen finds success in Ontario's expanded beverage alcohol market
6. CICC Connects Column: Turning the corner; The new age of Canadian convenience
7. PepsiCo introduces new corporate brand identity
8. Five Canadian provinces boost their minimum wage
9. Workplace Wellness Column: 5 tips to manage safety without a safety department
10. Operational Excellence Column: Tech that pays off. How smarter systems drive retail growth
Basking in the glow
Highlights from the 2025 Star Women in Convenience Awards Event
CONNECTION, INSPIRATION AND heartfelt celebration defined the morning, as the industry came together for a marquee event to celebrate the 2025 Star Women in Convenience winners. The eighth annual awards honoured a record-breaking 56 exceptional women from across Canada at the International Centre in Toronto on September 17.
After the welcome, Melani Melnyk of Mondelēz Canada spoke about why it matters to have a Star Women in Convenience Award, then introduced keynote speaker Elaine McKay, global changemaker and corporate affairs leader with JTI-Macdonald Canada. McKay shared personal and inspiring stories from a life defined by purpose and courage.
Several key industry leaders and SWIC supporters, including Marie-Helen Jauron of PepsiCo Canada; Jamie Thompson of
Adapt Media; and Christine Kus of CocaCola Canada Bottling, shared valuable messages about the importance of recognizing the career achievements of women.
Susana Pulla, director of marketing, communications & digital, 7-Eleven Canada, led an authentic and powerful conversation with the 2025 SWIC Winners Panel, featuring Bromlyn Bethune of Steam Whistle & Beau’s Brewing Co.; Desiree Jackson of Parkland Corporation; Katie Lint of Circle K | Alimentation Couche-Tard; and Iris Sermeno from Petro-Canada, a Suncor business.
In a powerful moment, all former SWIC winners in attendance stood to be recognized with a resounding round of applause.
After the awards presentation, women from across the country gathered for the first annual Star Women in Convenience Networking Lunch, supported by Core-
Mark and JTI-Macdonald, which included winners from 2018 to 2025. Former SWIC winners Rina Bauslaugh of Petro-Canada, a Suncor business; Jackie Bellrose of 7-Eleven Distribution Canada Corp.; Leslie Gordon of Circle K; Kerry Nicholson of Core-Mark; and Patricia Petretic of Parkland, took part in a moving discussion led by Caroline Evans of JTI-Macdonald.
The Convenience Stores News Canada + OCTANE team thanks everyone who nominated, attended and supported the event. Congratulations to all the winners! CSNC
Scan for full coverage of the event, including speaker highlights, panel insights and more photos.
Thank you to the industry leaders who contribute to the success of this important award for women.
BRONZE
COFFEE
TOP OPS
BY WENDY HELFENBAUM
FRESH
innovations
From the latest storage to displays, beverage machines and high-speed ovens, the right equipment can elevate foodservice operations and boost profits
MORE THAN HALF of shoppers report buying prepared food at a convenience store about twice a month, according to the 2025 C-store IQ National Shopper Study. So, it’s no surprise everyone from mom-and-pop shops to large c-store chains want to capitalize on this market, with about 30% of Canada’s c-stores now offering fresh food options and more jumping on board, as retailers look for ways to carve their unique niche, drive foot traffic and increase the bottom line.
Of course, most c-stores don’t have the luxury of a large kitchen with multiple full-time foodservice employees. As retailers look to stand out in the market, they’re investing in smart foodservice equipment that improves how they provide high-quality food offerings while reducing labour costs.
Must-have equipment
“There are two categories that are proven winners in the c-store channel—frozen carbonated beverages and coffee,” says Judi Saliba, a senior sales executive at TFI Canada.
“TFI represents both Taylor—for FCB—and Franke for specialty
coffee. The Taylor Model 349C has the largest FCB presence in Canada and is the supplier of choice for c-store chains. Franke has broad distribution across both c-stores and QSR operators in Canada.”
Jorge Cabral, business development and project manager for Nella, adds that every operator providing foodservice needs the basics.
“Reliable refrigeration is number one, either for storage, merchandising or grab-and-go, which is an important role right now in convenience stores as more and more move into foodservice,” he says.
Good holding equipment should also top c-store retailers’ lists, because it facilitates the ability to batch cook, decreasing the need for more employees during busy times. Some models keep food fresh and crisp through targeted airflow that also reduces moisture loss.
For Peter Lombardi, vice-president of merchandising and purchasing for Hasty Markets Corp., a grab-and-go stand-up counter and a grab-and-go heated stand-up counter are essential.
“We primarily deal with one vendor on our home-meal replacements (HMR) equipment, and we don’t have the same equipment requirements as Circle K, which has hot dog spinners and pizza warmers,” he explains.
“We’re more into the healthy food avenue
Jorge Cabral
Judi Saliba
where we offer sandwiches, salads, wraps and fresh-cut produce that consumers are looking for.”
Other essential foodservice equipment includes durable, high-performing cold storage units—such as walk-in or open refrigerated coolers or freezers—hot and cold beverage dispensers, and hot or cold grab-and-go cases that protect the food from prep to purchase.
Improved functionality, user-friendly interfaces and automation
Cabral is seeing lots of smart, versatile equipment like ovens that can be programmed remotely, and refrigeration that alerts staff if there's a problem.
“It will even alert the manufacturers so they can send the service guys directly to check the problem on the unit without even calling them,” he says. “We’re also seeing innovation in hot holding equipment, which keeps food fresher for longer without compromising the quality of the food.”
Saliba calls the Franke A1000 Flex a game-changer. “It offers freshly ground and brewed espresso-based beverages and features a cold-water bypass for iced beverages—the fastest growing segment in the coffee category,” she notes. “Franke also offers bean-to-cup equipment for brewed coffee. Our specialists at TFI pre-program the equipment to the operator’s specifications to ensure every beverage is consistent with the flavour profile they have determined their consumers want.”
New technologies have also enhanced high-speed ovens so retailers can make higher-quality made-to-order menu items faster, while touch-screen panels allow operators to program fryers, combi-ovens and holding cabinets to regulate temperatures. Some automated control panels also let c-store operators know when to clean equipment.
Smart investments for easier operations
With increasing labour costs, c-store foodservice programs need equipment that minimizes the need for specific staff like a trained chef. It’s also important to purchase equipment that’s easy to maintain and clean.
Saliba notes that the Franke suite of coffee equipment offers mediumto high-capacity fully automatic equipment to address every market’s requirement, while Cabral says big chains are constantly investing in newer equipment.
“But I’ve also seen a change with independent operators, who are looking for reliable refrigeration with a solid warranty. It’s a smart investment for them,” he adds.
“Nowadays, we have companies that offer up to seven years of warranty or even extended warranties.”
Cabral notes that big chains are also investing in automation and connected equipment so they can track, reduce labour costs and handle higher volumes.
“Things like self-monitoring refrigeration or versatile units like combi-ovens that can handle volume but are also smart ovens can help reduce labour costs,” he explains.
“On the independent side, smaller operators are focusing more on durability and flexibility—especially if they’re gradually getting into foodservice. They’re investing in ventless ovens because they let a c-store make pizzas or sandwiches without investing in a full kitchen renovation.”
Lombardi’s team went that route as well. “We’re using a ventless oven right now to do the majority of our HMR cooking—to barbecue
our chickens, cook our vegetables and warm up our lasagnas,” he says, adding that going ventless saves on capital expenditures. Some ventless options are small enough to leave on a countertop.
Changes in displays and packaging
“I think COVID gave us a lesson, and c-stores have shifted to prioritize safety and speed—grab-and-go pullers with steel doors, sneeze guards and compact merchandise are more common. Operators are looking for food that looks appealing but is also well protected,” says Cabral.
“Packaging is evolving as well; the trend right now is to avoid plastics. I was looking at a company that is making all disposables—forks, knives and cups—from agave plants. So, once they use the agave after the tequila is made, they will use all the rest to make disposable cutlery.”
Lombardi agrees that packaging has improved dramatically. “It’s more consumer-friendly and consumer driven—a one-step package so they can take it, bring it home and warm it up,” he says. “The one-use packaging has been a dramatic change for us.
Streamlined training is part of the package
Once operators invest in big equipment, staff will need training, and Cabral says today’s smart easy-to-use products—with features like automatic shut-off and removable hot dog grill rollers for simpler cleaning—make that step easier.
“Our manufacturers provide training sessions to help customers get the most out of their equipment; the key is to keep training simple so even with high staff turnover, employees can use the equipment effectively and consistently,” he explains.
Some companies may offer a library of videos, classroom-style teachings or hands-on training. Control panels that include images or icons with their interfaces also help train employees.
“Every piece of equipment TFI installs includes on-site operator training,” notes Saliba.
Delivering a better customer experience begins with purchasing reliable, user-friendly equipment that helps operators create menu items quickly while providing top-notch cooking quality. CSNC
GROWTH POTENTIAL
Foodservice is a cornerstone for corner stores in the U.S., where food accounted for 27.7% of in-store sales last year, according to the NACS State of the Industry Report of 2024 Data. A 2023 NACS report showed this profitable category offers margins averaging 51%. For some stores, foodservice profits might make up to 37% of total in-store revenue. In Canada, the number of c-stores offering fresh food is steadily increasing, with 30.5% of retailers featuring foodservice, according to data from Kalibrate.
CATEGORY CHECK
BY MICHELE SPONAGLE
CHEERS!
Sparkling wines give convenience stores reason to celebrate, as customers embrace bubbles for every occasion—big or small
POP THE CORK—sparkling wine is having a moment. Once reserved for special occasions, bubbles are now an everyday indulgence, thanks to their versatility, approachability and broad consumer appeal. Add to the mix, excellent domestic and international options, as well as affordable innovations, from canned spritzers to single-serve bottles and low- and no-alcohol options, sparkling wine is bubbling up as one of the most promising growth opportunities in beverage alcohol—and convenience retailers are perfectly positioned to cash in. Whether it’s a celebration on the go, a Friday night treat or an easy pairing for takeout, today’s c-store shoppers are embracing the sparkle in every season.
Beyond the holidays
Why should convenience stores sell sparkling wine? Along with extended hours, Daniel Speck, president of FWM Canada, offers compelling reasons.
“In a challenging beverage alcohol market, the C&G channel is an area for growth, and so too are sparkling wines generally,” he says. “Fish where the fish are and that means sparkling wine belongs on your shelf. Sparkling wines are +9.7% in volume in the last six months, which doesn’t include Christmas/ New Year when sales spike.”
While c-stores will want to be well stocked for the holidays, sparkling wines are not just seasonal purchases anymore. As Speck notes: “The days of sparkling wine just being a holiday wine are quickly evolving into an all-year occasion. This is largely being driven by the rise of cocktail culture and sparkling wine’s role in mixed drinks.”
When deciding what to stock, consider this: VQA Ontario sparkling wines are up 37.2% in volume, while go-to consumer pick Henry of Pelham Sparkling Wine is experiencing an even bigger boom with 125.8% growth. Quality matters, but a premium package paired with a trusted name goes a long way in connecting customers to a bottle of bubbly, Speck says.
Perfect pairings
With sparkling wines, c-stores can increase basket size by offering the right complementary products.
“With the popularity of mixed drinks, a simple add-on to selling sparkling wines is orange juice (for Mimosas) and peach juice (for Bellinis),” he explains. “This is obviously in addition to the traditional cheese and charcuterie pairings. But here’s a fun fact: for years, sommeliers have been promoting the pairing of sparkling wine with regular potato chips.”
His advice to c-stores? “Always have sparkling wines chilled. These wines are the classic last-minute hostess gift and typically are the kickoff to a celebration and always the first to be consumed at a party.”
Daniel Speck
Nate O'Brien
CATEGORY CHECK
CONTINUED
Nate O’Brien, strategic account manager at Arterra Canada, agrees. “Sparkling wine is consumed in Mimosas at brunch time or often as a first drink as part of a celebratory occasion—many are last-minute get togethers so having these wines already chilled is paramount to the category succeeding in convenience stores.”
He adds that sparkling wines should be stocked year-round, making up 5-6% of total wine sales each month—except in December, when that number more than doubles. O’Brien recommends adding an extra facing in December to keep shelves stocked.
Prosecco should have a permanent place on shelves—it’s the most popular type of sparkling wine in the convenience channel. “Make sure you stock one Prosecco and—with the increasing love for local products here in Canada—add a local VQA sparkling to the mix,” O’Brien suggests.
For c-stores, selling sparkling wines holds great potential. “As sparkling wine costs more to make, it tends to retail at a slightly higher price. This is great for your stores as more premium wines equal bigger profits,” remarks O’Brien. “Consider carrying sparkling wines at a variety of price points from $15 to $22. This is where the most popular wines in this category are priced.”
Alongside the usual cheese and charcuterie items, O’Brien suggests merchandising complementary items such as chocolate, gift cards, gift bags and anything shoppers may want for a last-minute celebration or host gift.
Stock tips
“Bubbly wines are synonymous with celebration, sophistication, and impulse indulgence,” says Anthony Romantini, director, retail sales, Profile Wine Group. “Prosecco offers elegance and versatility. Champagne brings prestige and luxury, while Crémant is emerging as a value-driven alternative with Champagne-like qualities. Crémant and Prosecco, in particular, are becoming year-round staples, because of their affordability and food-friendliness.”
Within the sparkling category, Romantini says Prosecco Rosé is gaining traction, thanks to its freshness and playful pink hue. Premiumization is also on the rise. “Consumers are willing to pay more for quality and craftsmanship,” he notes. “Low- and non-alcoholic sparkling wines are also trending as the demand for mindful drinking grows.”
Profile Wine Group offers a strong lineup of sparkling wines, including Proseccos such as Villa Sandi Blanc de Blancs and Villa Sandi Prosecco Il Fresco, perfect for food pairing and aperitivo, and Crémant wines from France in a variety of styles, from crisp and floral to creamy with a Champagne-style richness at a lower price. It also represents Laurent Perrier Champagne House. Romantini’s top pick? Laurent Perrier La Cuvée Brut Champagne. It’s refreshing, complex and ideal for aperitifs, light meals and stylish celebrations.
To be successful with sparkling wines, Romantini offers these pearls of wisdom to operators: “Offer variety and include budget-friendly Prosecco, mid-range Crémant, and premium Champagne, stock mini formats, like single-serve bottles—perfect for convenience shoppers—and highlight pairings by using signage to suggest food matches, like finger foods, snacks and sweets. They should also rotate stock seasonally—rosé styles in summer and richer blends in winter.”
Promote product knowledge
C-stores can boost sales by promoting sparkling wines’ versatility—enjoyed on their own, paired with food or mixed into cocktails. Alex Patinios, president of Dionysus Wines & Spirits Ltd., emphasizes offering a range of
price points and upselling to premium varieties like Champagne.
On the trend front, Patinios says local Ontario VQA Sparkling wines are making a statement with new premium styles and options with less sweetness. His roster of sparkling wines includes Toro Bravo Secco Sparkling from Spain, an appealing value option at under $15 retail which helps drive impulse sales, and Nicolas Feuillatte Champagne, the top-selling Champagne in France. New this season: Popcorn Blanc de Blancs Sparkling VQA, launching in time for the holidays.
Winning with wine
For convenience retailers, dedicating shelf space to wine makes sense. As Matthew Steinsky, key account manager, Mark Anthony Group, points out, “Wine as a category has an important role to play for convenience stores as wine represents 44% of total revenue among the three categories of beverage alcohol available to Ontario convenience stores. In that channel, wine is outselling beer and RTDs.”
With beverage alcohol still relatively new to c-stores, Steinsky advises operators to stock well-known and proven sparkling brands. “This will ensure that consumers find products that they are familiar with and also ensure that there is a consistent rate of sale on sparkling wine inventory, on shelf and in the coolers, given the objective of maximizing space in your convenience store,” he says.
Anthony Romantini
Alex Patinios
Mark Anthony Group standouts include Mionetto Prestige Prosecco Brut DOC Treviso—the No. 1 selling sparkling wine in Ontario by volume and the top performer in convenience, according to Steinsky. Its light, crisp and refreshing notes of golden apple, honey and white peach make it a holiday essential.
Also in the lineup: Freixenet Cordon Negro Brut Cava from Spain, the top-selling Cava in convenience, perfect for brunches, celebrations
and holiday toasting. As a best-value sparkling wine, it’s tough to beat Castell Blanc Brut Cava at a suggested retail price of $13.95. Customers can expect aromas of citrus fruit with notes of toasty bread and fruity sweetness.
With such an array of options, it’s time for convenience retailers to say cheers to offering sparkling wines all year round. It’s a toastworthy strategy that promises both profit and customer satisfaction. CSNC
Ask the winemaker:
Meet Emma Garner, TRIUS WINERY
Who better to talk about sparkling wines than an award-winning winemaker with more than two decades of experience? In July 2025, Emma Garner took top spot as head winemaker at Trius, Canada’s largest sparkling wine producer, based in Niagaraon-the-Lake, Ont. As convenience stores look to capitalize on the current sparkling wine trend, it is a good time to learn more about all things bubbly.
CSNC: C-store customers might think sparkling wines are just for special occasions. Thoughts?
Emma Garner: Although sparkling has traditionally been saved for special occasions, I feel it is something to be enjoyed any day. From my perspective, enjoying a glass of sparkling can elevate your mood any time and bring a little bit of luxury.
CSNC: What should you pair with sparkling wines?
EG: Typically speaking, sparkling wines tend to have higher acidity than some table wines. Cheeses such as Brie or Camembert have a beautiful creamy texture that is cleansed from the palate while enjoying some bubbles. Fried chicken is another food that is heavier, but still pairs well. My absolute favourite pairing with traditional method sparkling wine is oysters. Their briny character matches the acidity and minerality of dry sparkling wine well. Also, pair it with shrimp cocktail and smoked salmon.
CSNC: Tell us more about the new sparkling wine Trius just launched.
EG: Trius Methode Cuvé Close is unique and differs from our traditional method sparkling wines. Its secondary fermentation takes place in a stainless-steel tank rather than a bottle (as with our traditional method sparkling wines). The base wine (in this case, Sauvignon Blanc) is blended with some additional sugar and yeast for the secondary fermentation in the charmat tank, which is kept under pressure. Any CO2 produced during this fermentation stays in solution. Bursting with bright citrus and a crisp, refreshing finish, this expressive sparkling wine shines whether enjoyed solo or alongside your favourite dishes.
CSNC: Ontario is starting to produce more sparkling wines. What makes the province a great place to make them, and why should c-stores stock them?
EG: Ontario is an exceptional location to produce sparkling wine because of our climate and our viticultural region. With our proximity to the lake and escarpment, the location is perfect for having a cooler spring, which helps for slow ripening of the grapes. We’re considered a cool climate region, allowing us to produce wines with higher acidity and a delicate nature.
Matthew Steinsky
GRAB-AND-GO(LD)
The rise of branded foodservice in convenience
How and why retailers are leveraging big names, co-branding and proprietary concepts to anchor foodservice programs that deliver on taste, trust and traffic
BY CHRIS DANIELS
TO QSR OR NOT TO QSR? That’s the question convenience and fuel retailers are asking as they explore new ways to attract customers and compete in the fast-growing foodservice category.
And the answer from more and more operators is: “We’re in!”
The model is everywhere across Canada. Little Caesars, Pizza Pizza, Mucho Burrito and A&W—just to name a few—have been brought into c-stores via “express formats:” pared-down menus of top sellers delivering hot food from minimal footprints.
Proponents say the “quick” in quick-service restaurant aligns perfectly with the convenience-store proposition, and familiar restaurant brands bring added value. Shared real estate can also boost sales and reduce overhead.
“They offer many benefits, from sharing customer bases to maximizing real estate, which is crucial given the costs of customer acquisition and property,” says Vince Sgabellone, foodservice industry analyst at Circana. He notes that in Ontario, bringing in a QSR could help boost c-store sales of beverage alcohol, available in the channel since September 2024.
“And increasingly, these mash-ups, for lack of a better word, pair brands customers might never have expected to see together,” he adds.
The trend began with traditional coffee and donut players, particularly Tim Hortons, with Circle K—part of Alimentation Couche-Tard. But it’s gaining new momentum now, fuelled by rising QSR competition and changing customer tastes.
“Coffee, pizza and burger chains still lead in share volume in the c-store sector—as they do across the broader restaurant landscape—but there’s plenty of room for smaller chains to break in,” Sgabellone says. “C-stores are looking for differentiation and to attract new customer bases.”
Does that mean every chain is doing it—or should it be?
“I wouldn’t go so far as to call it a must-have,” Sgabellone clarifies, noting a few outliers. These include 7-Eleven Canada and Quickie, the c-store banner in Ontario and Quebec owned by MacEwen, an independent Canadian energy and retail convenience operator. (Though they do partner with QSRs in other ways; see sidebar, p. 19.)
Mixing it up with MTY
MTY Food Group, franchisor and operator of about two dozen restaurant and QSR brands, has long been active in c-store partnerships.
Its Country Style Express has expanded its c-store kiosks to include Mr. Sub Express in many locations across Canada, partnering with all major fuel banners. In addition, on British Columbia’s north coast, in Kitimat, Centex partnered with MTY to open a new concept fuel, convenience and foodservice location featuring a self-serve Country Style kiosk alongside a Mucho Burrito outlet, a c-store first.
“It’s the first Mucho Burrito with a fuel partner and performing really well,” says Karen Weldman, vice-president, new business development – express brands at MTY Group. “Mucho Burrito offers really hearty meals, and the Centex location is on a trucker route, so their menu items fuel up the drivers for long drives.”
MTY has also just inked a deal—currently in the legal stage—to bring multiple QSR brands into a major convenience and gas retailer across Ontario and Western Canada.
“It will be almost like a mini food market,” Weldman says. “Because we are such a large franchisor, we’re looking to bring in unique brands
that fit the c-store space. The deal includes introducing a popular Quebec QSR brand to Ontario for the first time.”
While details are still under wraps, “it’s not just coffee, not just sandwiches,” she teases.
QSR enthusiasm high
These “mashups” are gaining momentum on both sides, with c-store executives telling CSNC they’re now frequently approached by QSRs about partnership opportunities.
For QSRs, c-stores represent a largely untapped, high-value growth channel—especially in markets that might otherwise be cost-prohibitive to enter alone.
Take Little Caesars, the world’s third-largest pizza chain: it has partnered with BG Fuels-owned Waypoint Convenience in Ontario and North Sun Energy-owned Orangestore in the East Coast. (North Sun Energy also has a partnership with A&W.)
With more than 10 Express outlets inside c-stores nationwide so far, Chloe Battalia, managing director, Canada, for the pizza chain known for its Hot-N-Ready pizzas and Crazy Bread, is bullish on the channel.
“We see the model expanding rapidly,” she told CSNC at the launch of Orangestore’s first Little Caesars Express in September. “The synergy between our Express stores and the convenience sector really allows our business to thrive in smaller-town markets.” (See Q&A with Michael Therrian, global director - international development, Little Caesars Enterprises.)
“And for larger multi-unit operators that are iconic in their regions— like Orangestore—it allows them to align with another strong, recognized brand like Little Caesars that fits their existing real estate,” Battalia adds. “There are a lot of operators like Orangestore that can do that. Because when you look at costs and the strong sales we’re seeing here, it’s a win-win for everyone.”
BG Fuels-owned Waypoint Convenience opened its first Little Caesars Express inside a Mississauga, Ont. location in October 2024.
Thea Bourne, retail program manager at BG Fuels, says it has been a terrific success, particularly in getting Waypoint more exposure on third-party delivery apps, like DoorDash.
“A lot of people order pizza while on the go on their phone or from home, and so we’ve seen huge growth in terms of getting our products on the delivery apps,” says Bourne, since customers can place an order for pizza, as well as c-store products like chips and beverage alcohol. (The Mississauga location has a beer cave).
In September, Waypoint also began supporting school programs by providing Little Caesars pizzas for lunches. “We’ve had five school signs up to pre-purchase pizza, and so that has been a really cool opportunity, and something that our retailer really drove,” says Bourne.
This year, BG Fuels also welcomed into its network two Pizza Pizza locations, with the acquisition of two c-gas sites, one in Marlborough, Ont. and the other in Edmundston, N.B.
“We didn’t bring in those franchises, so I’d call it organic expansion,” says Bourne, who says the company is now brainstorming options for 2026. “We’re hoping to do some interesting things with QSRs in the future, but have nothing baked enough to share yet.”
Clearly, a lot of c-store chains are just getting started.
continued on page 18
Karen Weldman
Thea Bourne
The in-house advantage
C-stores are increasingly being viewed as a rival to quick-service restaurants—not just a destination for them.
According to Intouch Insights’ Convenience Store Trends Report 2025, 72% of U.S. consumers now see c- stores as a “real alternative” to QSRs, up from 56% in 2024 and 45% in 2022. The report also found that made-to-order food is now second only to gas as a driver of c-store visits.
Following the example set in the U.S., 7-Eleven Canada has built out its own proprietary menu, with beverage offerings like Slurpee and Big Gulp, and hot items including Big Bite 100% Canadian beef hot dogs and Crispy Classic Chicken.
Marc Goodman, VP and general manager of 7-Eleven Canada, says the chain has opted to keep foodservice in-house, valuing the control that affords (see p. 20 for Goodman's Leadership Perspective column).
“By owning prepared foods and dispensed beverages under our own banners and brands, we can better influence the customer experience,” says Goodman. “We control the innovation, the recipes, the ingredients and get to select amazing vendor partners to work with.”
He adds that “proprietary programs allow us to move faster, tailor offerings to our customers’ tastes, and build brand loyalty in ways that a third-party partnership simply cannot match.”
That same flexibility in its proprietary foodservice lineup also opens the door to introducing new CPG products that broaden 7-Eleven’s reach—including partnerships with emerging brands that align with shifting consumer tastes.
For example, it has teamed up with Odd Burger, a London, Ont.–based vegan fast-food chain that also produces a line of frozen consumer packaged goods for retail. (Goodman is on the board of Odd Burger.)
Since mid-June, more than 500 7-Eleven stores across Canada have carried Odd Burger’s Crispy ChickUn Fillet, Chickpea Burger, Smash Burger and Breakfast Sausage. Because the products are microwaveable, customers can heat and assemble their burgers right in-store using the free microwaves and condiments provided at 7-Eleven locations. This partnership—which gives 7-Eleven exclusive distribution in the c-store vertical for six months—is possible because the chain isn’t tied to a single in-store QSR relationship.
Best of both worlds
MacEwen’s Quickie banner, with 125 locations across Ontario and Quebec, has stuck to its own foodservice offering in standalone sites, while selectively partnering with QSRs at
some locations that include fuel operations (just over half its network) and have the space to accommodate them. Fuel partners include Shell, Petro-Canada and Canadian Tire Gas+. To date, several Quickie sites with fuel feature a QSR, either a McDonald’s, A&W, Subway or Quesada, under the same roof.
While Quickie—which has converted all but two of the 26-store Little Short Stop chain in southwestern Ontario to its brand following MacEwen’s purchase of the chain last year—continues to grow its network, its standalone stores have focused on developing Quickie’s own proprietary menu. It includes hot dogs, Tornados, pizza, breakfast sandwiches, pastries and coffee.
“Both models really work for us, and we’ll continue to focus on both,” says Adam Woodward, vice-president and general manager, Quickie. “We have long-term relationships with QSRs and see tremendous value in that—people stopping for fuel might also want a Big Mac or a wrap, and can pick up lottery tickets or cigarettes, all under one roof.”
“But we also see tremendous value in continuing to build out our traditional, tailored programs at standalone sites,” he adds, “where we can capture the construction crowd, the student crowd and other customer groups with our own offerings. The menu is always going to evolve because you have to stay in step with market trends.”
While no non-fuel Quickie location currently includes a QSR, Woodward isn’t ruling it out. “I’m curious to see if this can be adapted into a different model,” he says. “For now, we just see it working both ways.”
continued on page 20
MacEwen embraces the best of both worlds at its Quickie c-stores, which feature both branded and QSR foodservice offerings, depending on location and fuel partnerships
Adam Woodward
Meet Little Caesar Enterprises' expansion leader
Little Caesars Canada is in the early stages of expanding into the gas-and-convenience channel, building on the international success of its parent company, Detroitbased Little Caesar Enterprises.
As LCE’s global director – international development, Mike Therrian oversees the new market opening team and training department for all international markets. He attended the ribbon-cutting of the first Little Caesars Express inside an Orangestore—the c-store chain owned by North Sun Energy—in Clarenville, N.L., a town of fewer than 10,000 along the Trans-Canada Highway.
Under a recent agreement, Little Caesars Canada and North Sun Energy plan to roll out the Express concept to 18 Orangestores across Newfoundland, Nova Scotia and Prince Edward Island over the coming years.
When did Little Caesars first get proof of concept of the Express model inside c-gas stations?
MT: The concept began in the U.S. over 43 years ago with our first non-traditional location at Joe Louis Arena [in Detroit]. More than a decade ago, we expanded into gas and convenience channels, which have continued to show strong potential. We’re now looking to explore similar non-traditional opportunities in Canada where they complement, rather than cannibalize, existing stores.
What makes a location in the channel a success?
MT: Success really comes down to partnering with the right operator— someone who shares our vision and commitment to excellence. North Sun Energy exemplifies that. Their leadership, dedicated operations team and focus on training and food quality have been critical to ensuring that each location delivers the same great Little Caesars experience.
How is the Little Caesars Express in Clarenville performing so far?
MT: Our first Express location with North Sun Energy has exceeded expectations compared to both traditional and non-traditional benchmarks. The community response has been outstanding, with steady traffic throughout the day. North Sun Energy operates under the same franchise standards as any traditional location, maintaining strong operational discipline and brand presentation. Their Orangestore model reflects a high standard across all their businesses, including Little Caesars CSNC
ACTIONABLE INSIGHTS & CONNECTIONS POWERING BUSINESS GROWTH
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THE LEADERS
LESSONS FROM THE TOP
ANNEMARIE
HEIKENWÄLDER, MANAGING DIRECTOR, PELEE
ISLAND WINERY
What is your leadership story? I was born in Austria but moved to Quebec when I was eight. My parents were pioneers in organic farming in Austria and later bought a farm close to Montreal, so I grew up with this mentality of being close to nature. My parents would have liked me to follow in their footsteps, but I wasn’t interested in farming and was determined to follow my own path. After completing an Honours Bachelor of Commerce degree from the University of Ottawa, I was immediately recruited for a fulltime job in aviation, working for a fixed based operator (FBO) in St. Hubert, Que. There I quickly made a name for myself, moving on to lead aircraft sales and becoming head of sales and marketing for Diamond Aircraft. (Heikenwälder was recruited to aircraft sales after being named among the “Top 20 under 40” in Wings Magazine in 2017 for raising the FBO’s occupancy from 40% to 100%.) Professional development is important to me too. I earned an IATA Aviation Management certificate from Stanford University.
OPENING UP THE CONVENIENCE SIDE [FOR BEVALC] WAS A HUGE OPPORTUNITY. PUTTING PEOPLE IN THE RIGHT PLACES HAS HELPED US MAKE STRIDES AND WE’LL CONTINUE TO DO SO BY PITCHING NEW PRODUCT OPPORTUNITIES IN THIS SPACE
ANNEMARIE HEIKENWÄLDER
By Rosalind Stefanac • Photography by Jaime Hogge
Working in a predominantly male environment, I worked with associations and boards to raise the profile of women in aviation. We encouraged university programs to attract more females to the industry, and I’ve always supported female pilots. I certainly broke some glass ceilings during my 15 years in aviation, but I was also lucky to be surrounded by mentors and others who supported me along the way. (Today Heikenwälder is the only woman in Canada running a winery the size of Pelee Island Winery.)
How did you get your start in the wine business? In my previous role I was travelling a lot and home only one week a month if that. My territory was pretty much the world for some aircraft models. I decided it was time for something that could ground me a little more and the opportunity came up at Pelee Island Winery. I took away a lot of discipline working in a highly regulated
environment like aviation, which translates well to the regulated world of winemaking where I’ve now been for 2.5 years.
What is your leadership philosophy? I approach everything collaboratively but also give my crew the rope they need to get things done. When issues pop up, I make sure the right people are in the room to discuss the solution together. It’s never a one-man show. When I have an important decision to make, I also listen to my gut always—it has never veered me in the wrong direction.
How did you handle a difficult decision in a leadership role? When the world shut down during COVID-19, we had to make some very challenging decisions in aviation, particularly around staffing. I needed to let people go, but also bring back teams in a safe way during the recovery period. In that time, I learned that it’s very possible to scale down your teams to operate more effectively, but you have to continue to grow and build them up again when volumes resume. When I got to the winery, there was a lack of structure and accountability in certain roles, which required me to restructure certain departments. But it also allowed me to put the right people in the right places, which has set the business up for future success. I know if I was hit by a bus tomorrow, the business could run without me for a time, and that’s a very powerful thing. I really believe with the right people in place, a business will run like a well-oiled machine and that is key to a company’s long-term success.
What is the biggest challenge facing leaders today? I think a major challenge today is the uncertainty of changing market conditions which creates a real test in agility and navigating these changes. Tariffs are the most recent example, but there have been countless other [events] in the last five to 10 years where markets have changed nearly overnight and leaders have had to make tough decisions on redirecting their businesses to remain resilient.
Tell us how you’ve led the business through change, specifically the introduction of beverage alcohol in the convenience channel? It was an interesting time to get into the wine industry because it turned upside down the moment I joined. I think coming in fresh from another sector entirely was an advantage because I wasn’t stuck on how things used to be done. I’ve always thrived on change and in this case, we leveraged our sales team and their vast experience
to guide us through this change. We were already in grocery stores, so opening up the convenience side was a huge opportunity. Putting people in the right places has helped us make strides and we’ll continue to do so by pitching new product opportunities in this space.
Being in an industry that’s quite culturally diverse, how do you lead across global markets? My background on the international sales and marketing side has been an asset for us here at the winery. When you speak a common language, it enables you to relate to one another and build relationships. I am fluent in four languages and speak seven conversationally—and I’m now learning Arabic too. Not only was I forced to learn a new language when I came to Montreal, but growing up, I went on a lot of trips to learn languages. At 13, I presented a business plan to my parents, convincing them to let me study in Mexico City and stay with a host family, which I did the following year. You gain such a deep understanding of a culture when you’re immersed in it like that. To this day, Mexico is very close to my heart.
How do you handle conflict or differing perspectives among your team members? I think having different perspectives is always good. We wouldn’t be able to improve and grow if everyone did everything the same way. When there is a conflict, I bring everyone involved together, really listen to all their perspectives and collaboratively, we devise the best path forward. Sometimes you walk in expecting one direction but leave heading 180 degrees the other way—and it’s an even better route.
There’s obviously some compromise involved but we ensure it’s a win-win situation for everybody. I think people are more at ease when they’re able to voice their opinions. We also try to do things differently next time we face a similar situation so we’re not dealing with the same issue 16 times over.
What are lessons you’d share with other aspiring leaders? Be genuine. When you stay authentic and true to yourself, it encourages others to do the same, helping everyone to bring out their best. (Heikenwälder practices what she preaches, having received the Women of Inspiration Authentic Leader Award in 2022.)
What’s a piece of advice you’re glad you ignored in your career? Being told I wasn’t old enough to go for certain roles. My age has come up several times in my career as
a hindrance to pursuing new opportunities, even though the experience and competence was there. So, I’m glad I kept pushing forward.
How do you stay inspired in your current role? What’s exciting about this job is that I’m learning every day as I get to sit down and talk to the winemakers about what they do. For all leaders, I think it’s important to take a moment to do something that makes you happy, at least once a day. In my case, I may take a trip to the island to disconnect and stroll through the vineyards to soak in what we’re doing here. Or I’ll ask the winemakers to take me around to try the latest vintage or pressed juice. If you follow this recipe, you’ll look back at your week and find it was awesome in many ways, no matter what happened. CSNC
This interview has been edited for length and clarity.
1 YOUR FIRST JOB? I loved horseback riding, so I got my first job mucking stalls for $5 cash an hour.
2
BIGGEST INDULGENCE? Binge-watching TV shows.
3
FAVOURITE DESTINATION? Mexico, and more recently Turkey.
4
FAVOURITE HOBBIES?
I’m a private pilot so nothing beats the feeling of sitting in the airplane by myself and just cruising. I’m also a runner and planning a halfmarathon soon.
Delicious & Refreshing Made by Canadians
We’re proud to say that we are Canada’s Local
We’re Canadian and made local. We are an independent, family-owned, Canadian business with over 6,000 employees which operates in over 55 communities coast-to-coast.
We proudly own the rights to make, distribute, merchandise and sell over 25 brands in 75 unique packages in Canada. Coca-Cola®, Coke Zero®, Diet Coke®, Canada Dry®, Sprite®, Fanta®, FUZE® Iced Tea, Dasani®, Monster®, A&W®, AHA™ and more are made by us locally in our production facilities in Alberta, British Columbia, Ontario and Quebec.
COLD BEVERAGES
Non-Alcoholic Beverages are an important and dynamic part of the convenience and gas landscape. Delivering sustainable dollar growth +3% (L52w), beverages have exceeded the total channel performance of -1% over the same period. Coke Canada has been able to lead beverage growth, overdelivering share of the channel with 67% of the total beverage growth. Accomplishing this requires balancing the need to keep perennial favorites in stock daily while adding meaningful innovation to generate excitement and expand consumption. With a consumer centric mindset, beverages have been able to deliver value in the eyes of shoppers, which in turn created sustainable growth for retailers.
BEVERAGE GROWTH REQUIRES BALANCING CORE AVAILABILITY AND VARIETY
GROWTH
Sustaining SKUs make up over 85% of all Beverage sales and contribute to growth - ensuring in-stocks of key SKUs drives is critical to drive a Positive Experience. Innovation drives $92.1MM in growth for the channel YTD adds to the Product Variety perception. Coke Canada is leading beverage growth for the channel.
TOP SKUS DRIVE SALES AND GROWTH
MANUFACTURER $ SHARE
Source:
Banners;
Source:
Banners; Beverage
Source:
Source: NielsenIQ, MarketTrack;
CANDY & NOVELTIES
Candy remains one of the most reliable traffic and impulse drivers in convenience stores, delivering moments of joy, comfort, and connection. Shoppers continue to make candy and gum part of their everyday routines, with convenience stores standing out as a preferred destination for these small but meaningful indulgences.
The appetite for candy and novelty items is not slowing down. Many are buying these items as much, or more frequently, than before, as the category continues to satisfy a growing desire for affordable indulgence. Younger consumers in particular are driving this uptick, seeking both nostalgia and novelty: a balance between classic comfort flavours and bold new product experiences.
Candy holds a unique position as a natural complement to other purchases. Whether paired with prepared foods, beverages, or other quick treats, it remains one of the most common add-ons at checkout, underscoring its role as a spontaneous, feel-good choice.
Shoppers are showing stronger curiosity toward candy innovations as well. Candy and chocolate consistently rank among the most sought-after new product types in the convenience channel. Looking ahead to 2026, candy’s future is set to stay bright, anchored by emotional connection, driven by innovation, and powered by consumers that continue to celebrate the fun, flavour, and comfort candy brings to everyday life.
PURCHASES OF CANDY/GUM IN A TYPICAL MONTH
WHY CANADA CONVENIENCE SHOPPERS MAKE IMPULSE PURCHASES
Overall, 90% of shoppers purchase candy/ gum in a typical month across all store types.
CANDY AND GUM PAIR WELL
Candy pairs well with foodservice as one in five (21%) shoppers who purchased prepared foods also bought a candy/gum item, making it the second most popular add-on, outraking bottled beverages and salty snacks, and second only to lottery tickets.
Nearly three in five shoppers (59%) regularly make unplanned or impulse purchases at convenience stores, with the leading motivation being ‘to treat myself’ (43%), followed by taking advantage of a sale or promotion (27%), highlighting how powerful the ‘treat’ factor is.
TOP REASONS FOR IMPULSE PURCHASES AT CONVENIENCE STORES
SHOPPERS MONTHLY PURCHASING AT A C-STORE
In a typical month, 47% of all shoppers purchase at a c-store, the most common outlet when compared to other store types like grocery, mass, dollar and discount grocery.
Younger shoppers are driving candy sales at convenience stores: Millennials (51%), Gen X (49%), and Gen Z (47%) are significantly more likely than Boomers (39%) to purchase candy or gum.
Source: Convenience Store News Canada, C-Store IQ 2025
Source: Convenience Store News Canada, C-Store IQ 2025
Source: Convenience Store News Canada, C-Store IQ 2025
Source: Convenience Store News Canada, C-Store IQ 2025
National Shopper Study Foodservice Report: Delivering satisfaction
BY MICHELLE WARREN
FOOD FOR THOUGHT: Strong foodservice programs are proving their worth on many levels, driving foot traffic, incremental sales and bottom-line results, as more than half of convenience store shoppers say they purchased prepared foods during their most recent visit.
According to data from the 2025 C-store IQ National Shopper Study, 55% of shoppers say they are purchasing prepared food at a convenience store, an average of 2.3 times per month, marking a notable rise compared to 2024 data when 49% of shoppers reported making food purchases. The 55% is higher than pre-pandemic levels (46% in 2019).
Working with the research team at EnsembleIQ, Convenience Store News Canada surveyed more than 2,000 convenience shoppers across the country to examine their wants and needs at retail, specifically convenience and gas. Data
shows that a strong prepared foods program proves its value, as 70% of shoppers pair these purchases with other items, boosting overall trip value.
Prepared food purchases and volumes are bouncing back, driven largely by younger shoppers, with generation Z stopping in for a bite an average of 3.57 times per month and millennials 2.8 times.
Among non-purchasers, the main causes cited are price, a preference against buying food from convenience stores and a general lack of intent to purchase, though this reason declined significantly compared to 2024.
The timing of prepared food purchases remains consistent with last year, peaking during lunch and the evening commute, however younger shoppers demonstrate they are often opting to pop in for a latenight nosh.
More than half of shoppers who buy
prepared foods from c-stores consume them away from home, most often in the car. When sharing these purchases with others in their household, shoppers are equally likely to provide food for lunch, dinner or snack occasions. A deeper dive into the data shows how habits differ by demographic.
• Gen X (48%) and boomers (54%) more likely to consume at home
• Gen X (34%) and boomers (33%) more likely to consume in car
• Gen Z (14%) and millennials (14%) more likely to consume at work
• Gen Z (17%) and millennials (14%) more likely to consume in-store
• Gen Z (9%) more likely to consume at school
Types of prepared foods purchased at convenience store
Half of shoppers do not consider special dietary considerations when choosing where to purchase prepared foods.
For those who do, however, low-sugar, gluten-free and low-carb are the top concerns.
Satisfaction with most recent prepared foods purchase at convenience store
Place where last purchase of prepared food from c-store was consumed Occasions where prepared foods
Driven by convenience and availability, nearly 70% of shoppers opted for grab-and-go or refrigerated items in the past month. While not statistically significant, preference for made-to-order items has shown a directional increase of four points compared to last year, driven by gen Z (33%) and millennials (36%), who have a taste for made-to-order food items.
Overall, convenience classics—pizza, sandwiches and hot dogs—remain the top three prepared foods, while purchases of “other breakfast foods” (muffins, bagels, etc.) show significant declines year-overyear, presenting an opportunity for the convenience channel to reposition itself as a breakfast destination.
Preferred alternatives to convenience store prepared foods remain consistent with last year, with 38% choosing stand-alone fast food, likely driven by its similarity to convenience stores in offering quick, convenient meal options for busy, on-the-go shoppers. However, there are some differences by demographic.
• Fast food: Gen X (41%) and boomers (48%)
• Fast casual: Gen Z (14%) and millennials (10%)
• Digital home delivery: Gen Z (11%) and millennials (10%)
The data shows nine out of 10 shoppers who purchased prepared foods also bought other items, driving home the overall value of foodservice for retailers. The most common additions are lottery tickets, followed by candy/gum, as well as beverages to pair with their meals. Shoppers in Ontario (13%) and Quebec (14%) are also opting to purchase beverage alcohol with their food.
On the flipside, four-in-five shoppers say they bought additional items with their alcoholic beverages, with 52% opting for a prepared food entrée, appetizer or side dish. As expected, food and drink go hand in hand.
Price and food quality remain the top priorities for shoppers purchasing prepared foods, while taste has risen to third place, surpassing freshness. Menu choices and presentation have also gained importance compared to last year, reflecting a growing demand for variety and visual appeal. As the saying goes, people eat with their eyes first, so presentation is paramount, especially among women and gen Z customers. A deeper dive into the data also reveals that younger shoppers are leaning more into demanding healthier items and convenient pickup options, from drive-thru to delivery.
Although more than 90% of shoppers report being at least somewhat satisfied with their latest prepared food purchase, there is room for improvement when it comes to moving the barometer from “somewhat” to “extremely/very” satisfied by focusing on priorities, such as pricing, variety and presentation. CSNC
Additional items purchased with prepared foods
Lottery tickets
Candy/gum
Bottled water
Bottled/canned pop
Coffee/tea/other hot beverage Milk
Packaged salty snack
Sports drink
Cigarette/tobacco products
Ice cream
Packaged sweet snack
Cold fountain/dispensed drink
Grocery items
Frozen drink
Bottled/canned iced tea or coffee
Other bottled/canned beverage
Beer/wine/cider/RTD cocktails
Vaping/e-cigarette products
Fresh
Most important factors when purchasing prepared foods at c-store: % selected as Top 4 in importance
Able to purchase beer/wine/cider/RTD*
Curbside pickup available
DESTINATION INNOVATION
Nine in 10 shoppers are motivated to visit specific stores for the chance to discover new products. While mass, online and grocery remain the most popular for this purpose, c-stores are one of the only formats to see significant growth in this trend over the past year (19% of shoppers rely on the channel, up from 15%). In particular, gen Z (24%) and millennials (24%) vs. gen X (16%) and boomers (8%) think of c-stores as a place for discovery. These shoppers are primarily drawn to discovering beverages (25%) and salty (22%) or sweet (19%) snacks, as well as non-consumable items (16%), including health/beauty, automotive, household products, electronics and lottery. However, 12% say they are looking to c-stores for new/innovative prepared and fresh foods. In addition, many shoppers say they value unique or limited-edition flavours and products that cater to convenience and novelty, highlighting the opportunity for convenience stores to be seen as hubs for quick, diverse and interesting items.
LEADERSHIP PERSPECTIVE
BY MARC GOODMAN
Making food-forward c-stores an irresistible destination
Sit-down service is no longer the measure of a restaurant: The customer journey has evolved and convenience retailers need to treat foodservice as a core strategy
THE CONVENIENCE CHANNEL is always reinventing itself, and foodservice has emerged as a key category to drive traffic. Our industry’s main challenge is breaking down the stereotypes that have long kept consumers from viewing c-stores as credible and attractive food destinations.
The Canadian foodservice industry generates around $124 billion annually, and since the pandemic, it has evolved to favour the c-channel as an up-and-coming force. When convenience was deemed an essential service during the pandemic, the channel was tasked with helping keep food access open. Retailers with foodservice capabilities were positioned to capitalize as takeout and delivery service grew with changing customer behaviours. The pandemic forced regulators, vendor partners and customers to think beyond the traditional restaurant—as people’s homes became an extension of the dining experience.
The 2025 Foodservice Facts report, published by Restaurants Canada, reveals that 31% of orders at quick-service restaurants (QSRs) are for dine-in, while 45% are for takeout and delivery. The numbers point to a rebalancing in customer behaviour, where the restaurant experience is taking place outside the four walls of the sit-down restaurant. That change sends a clear signal: regulators need to expand the definition of a “restaurant,” and licensing frameworks must recognize food-primary operations inside convenience formats.
This post-pandemic tectonic shift is drawing convenience retailers and large grocers into direct competition with dine-in and QSR. The data backs this up. Lunch hour sales at QSR are rising due to return-to-office mandates and consumers are gravitating to value items. According to the 2025 Foodservice Facts report, younger Canadians, whose spending power continues to grow, placed higher importance on price, value and convenience compared with older Canadians. South of the border, convenience retailers are gaining
share at breakfast as customers seek quality, fresh food and perceived value for dollars.
How the industry is adapting
Convenience retail is moving beyond legacy products to expanded food offerings that blur the line between restaurants and retail. At 7-Eleven Canada, we are building on our proprietary food reputation to show customers that their local c-store can also deliver trusted, satisfying fresh food options.
7-Eleven Canada offers fresh and prepared food for dine-in, takeout and delivery, operating under a food-primary model, with menu boards, kitchen equipment and health inspections equivalent to QSRs. Across our network of stores, customers can choose from more than 130 prepared food and beverage options, many of which are prepared and cooked in-store. We even have some stores in Alberta, Manitoba and Ontario that are licensed to sell alcohol alongside meals.
We dedicate a large portion of our marketing spend to showcase food offerings to potential customers. This perception of our channel as a trusted foodservice designation is improving, but it requires the whole channel to lean in and legitimize the growing foodservice category.
By owning prepared foods and dispensed beverages under our own proprietary banners and brands, we can better influence the customer experience. We control the recipes, the ingredients, the evolution of our offerings and get to select amazing vendor partners to work with. Proprietary programs allow us to move faster, tailor our menu to our customers’ tastes and build brand loyalty in ways that a third-party partnership simply cannot match.
Small, actionable steps
Where should independent convenience stores start if they don’t have the capital to build a kitchen on day one? Start with a right-sized offer, for example, high-quality pre-packaged sandwiches and heat-and-serve
items, from a reputable supplier or convenience store commissary. The next step is to enable digital ordering and delivery, with packaging that preserves the food’s temperature and integrity.
Independent c-stores are nimble and can pivot quickly to create a foodservice offering tailored to their customer base. Once that’s established, and as demand grows, you can work on installing kitchen equipment, test new menu offerings, add a demarcated seating area or lean bar and scale to your store’s capacity.
Across all stages, risk management is non-negotiable; food safety, quality assurance and staff training must be embedded from the very start.
Research shows that consistency is what builds brand trust. Customers expect their go-to lunch item to taste the same regardless of location, be it Saskatoon, Sask. or Nanaimo, B.C. This requires standard foodservice operations and a menu you can execute the same way every time. It also means measuring your success against indicators such as product quality and repeat purchase.
Where we go from here
Food-forward convenience will continue to grow its share in key dayparts, like breakfast and lunch, and the broader ecosystem needs to keep up.
Ultimately, foodservice in convenience will be defined by the retailers that set clear standards, invest in capability, and maintain discipline on quality across channels. Retailers who execute consistently will capture more mealtimes and greater share of wallet.
Reach and efficiency give the convenience sector its strength, and fresh food is redefining its role in the industry. At 7-Eleven Canada, we are a food-first business, and this is the growth engine we will continue to scale. CSNC
Marc Goodman is the vice-president and general manager of 7-Eleven Canada.
Celebrate Canada’s Small Operators
THE HEART OF CONVENIENCE RETAIL
Independent operators make up a huge portion of the c-store channel, yet their voices are often underrepresented. This program provides recognition, visibility and peer-to-peer learning for small operators who are making a big impact.
The Outstanding Independents Awards recognizes Canada’s single-store and small operators (1–20 stores) who are driving innovation, community impact and customer loyalty in the convenience industry.
The Outstanding Independents Awards shine a spotlight on the trailblazers shaping the future of convenience retail across the country.
Winners receive recognition in CSNC, logo usage rights, a store window decal and an award. One grand prize winner receives an education sponsorship or charitable donation ($1,000 minimum value).
Be part of history as a sponsor of Canada’s first-ever awards program dedicated to celebrating small operators.
ENTRY DEADLINE: FEBRUARY 7, 2026
CONSUMER CORNER
BY EMMA BALMENT
Health in a hurry
Convenience stores are well positioned to meet the foodservice and nutrition needs of a younger generation of shoppers
OVER THE LAST decade, convenience stores in Canada have adapted to meet Canadians’ needs for more ready-to-eat foods on the go. As such, operators are seeing their food and beverage sales shift increasingly toward food and meal occasions. The channel still makes its name on cheap ’n’ cheerful fast food, snacks and drinks, but much of its ability to grow is rooted in establishing itself as a reliable destination for healthy choices.
Since 2015, the Ipsos FIVE Consumption Tracker has monitored the shift in motivations that drive Canadians’ food and beverage choices from convenience stores. Ten years ago, the top two drivers were refreshment and convenience. In 2025, those two needs have waned. To keep things in perspective, desires for indulgence and craving remain primary drivers of choice for the channel. But convenience stores have become more competitive with grocery stores by attracting more consumers looking for items that fit their health goals.
Convenience customers are still influenced by a need for something quick and easy to consume. But this rising demand for health means they are less likely to settle for whatever is available—they can and will go elsewhere.
Contextual and generational influences
The story of opportunities in healthy eating is not new, but new chapters continue to be written. What it means to “eat healthy” and the products consumers choose to fit those goals are different now than they were for previous generations. Population forces influencing healthy eating today include:
• An elevated consciousness of physical vulnerabilities post-pandemic
• An aging population actively managing health conditions
• Middle-aged millennials who are proactive about maintaining vitality
• Generation Z (now pushing 30) making their mark on functional nutrition and mental health
The needs of millennials and gen Z are of special interest to convenience stores, as they are overrepresented among customers. The following three health paradigms influence younger generations’ food and beverage choices and are increasingly driving consumption at convenience stores. Operators should consider whether they have the right range of products to address each of these approaches to healthy eating, ranked in order of importance to the channel.
1. Mental uplift
not competed well. It’s no wonder, as nutrition is typically associated with fresh, whole, unprocessed foods and beverages.
Mind- and mood-altering substances are no longer monopolized by vice, and when it comes to good-mood food, c-stores have an advantage over grocery. Younger customers are looking for more than just foods and beverages that make them happy—they’re in search of stress reduction, positivity, harmony and mental acuity.
Some of these claims may be difficult to put into words on a label, and activation comes from understanding brand positioning and consumer perception. For example, while older generations think of a coffee and doughnut as an energizing treat, gen Z may view it as a form of self-care.
2. Dietary intake
Dietary intake is another health arena in which c-stores compete well against grocery. This was one of the first ways consumer packaged goods served 20th-century customers looking to consume fewer calories from fat or sugar.
In 2025, the paradigm remains strong with millennials and gen Z—but with nuance. Low-sugar has supplanted low-fat, “zero” has replaced “diet,” “low/no-added sugar” and “low/no alcohol” encourage moderation instead of elimination, and high-protein has overtaken high-fibre.
3. Balanced nutrition turns functional Nutrition, in general, is a fundamental driver of food and beverage choice regardless of age, and one in which c-stores have traditionally
However, convenience stores have found their edge in functional nutrition. Led by demand from gen Z, shelves are full of packaged goods making claims about specific benefits and health impacts—for example, digestion, gut health, cutaneous function (skin, hair, nails), memory and cognition, pain and inflammation, muscle growth, blood sugar and eyesight.
Healthy destination
Goals for healthy eating do not preclude fundamental human desires for good taste, satisfaction of cravings, and solutions for lack of time, energy or access to homemade food. This is where convenience stores and their suppliers cash in.
Despite the stereotypes of previous generations, data shows millennials and gen Z perceive convenience stores as reliable destinations for mental uplift, dietary intake and functional nutrition. This “health in a hurry” paradigm is driving a fundamental change in the value proposition of the convenience channel—and will continue to shape shopper choices into 2026. 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
