GAS STATION’S
How will new fuel options, electric charging, and the popularity of hybrid vehicles change the forecourt? Delays in Menthol Ban, Regulatory Scrutiny, and New Youth Tobacco Rules Shape the Evolving Landscape
BY STEPHEN BENNET
MEMA MAG is a quarterly magazine designed to engage and communicate with members with useful, timely, and memberrelated content. MEMA MAG will be published four times a year.
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Copyright 2024 Maine Energy Marketers Association. All rights reserved. No part of this publication can be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopy, recording, or any information storage and retrieval system, without permission, in writing, from MEMA and/or the publisher. Printed in Maine, USA.
FROM THE DESK OF
A VISIT TO BOONIES COUNTRY STORE
One of the best aspects of being part of the MEMA team is the opportunity to get out on the road and connect with our members. Recently, I had the pleasure of visiting Boonies Country Store (see cover photo) and chatting with owner Todd Johnson. Although my visit was brief, it quickly became clear how crucial Todd's store is to the Shapleigh community, serving as both an economic engine and an informal hub where locals gather to catch up on news and share a laugh.
Boonies Country Store exemplifies the vital role that C-Stores play across Maine. These small businesses are not just quick stops for snacks; they are essential to the local economy and the social fabric of their communities. They create jobs within the stores and in related sectors like supply chain management and local agriculture. Many convenience stores prioritize sourcing products from local producers, which helps bolster Maine's agricultural sector and strengthen community ties.
Accessibility is another key benefit of C-Stores in Maine. In many rural areas, these stores provide the only nearby access to essential goods, making them indispensable for residents who may not have the means or time to travel to larger supermarkets. For tourists exploring Maine's scenic landscapes, C-Stores also serve as convenient stops for refreshments, local specialties, and travel necessities.
Moreover, many Maine C-Stores have adapted to meet changing consumer preferences. With a growing focus on health and wellness, several have expanded their offerings to include organic products, fresh produce, and ready-toeat meals. Some even feature local craft beers and artisanal snacks, catering to both residents and visitors eager to experience a taste of Maine. This evolution demonstrates
the flexibility of convenience stores to meet customer needs while enhancing their appeal.
Without question, C-Stores will remain a steadfast presence, adapting alongside the communities they serve. They provide essential goods and services, contribute significantly to the local economy, and serve as social gathering spots. For many Mainers, C-Stores are not just a quick stop; they are an essential part of daily life and a cornerstone of community spirit.
In visiting Boonies Country Store, I was reminded of the unique blend of economic and social contributions that C-Stores make every day across Maine. They foster a sense of belonging and create spaces where community spirit thrives—and are valued members of the MEMA family that we fight to protect in Augusta and Washington, DC.
Looking forward to seeing you in the field!
Best, Charlie
MEET OUR TEAM
CHARLIE SUMMERS PRESIDENT MEGAN DIVER VICE PRESIDENT
HANNAH ESTES BUSINESS MANAGER
DIRECTORS BOARD OF
SARAH NADEAU
INSURANCE & OFFICE ADMINISTRATOR
CARTER VAILLANCOURT CHAIR OF THE BOARD DAIGLE OIL CO.
CASEY CRAMPTON VICE CHAIR DEAD RIVER CO.
KATIE FOSTER TREASURER RH FOSTER ENERGY
MATT POOLE
SECRETARY COLBY & GALE
COLLEEN EGE ADMIN ASSISTANT
MTEC INSTRUCTOR
MEGHAN SYLVESTER
MARKETING & COMMUNICATIONS
RICK KENNY MTEC INSTRUCTOR
EXECUTIVE BOARD
MATT POOLE | COLBY & GALE
ROGER ARSENAULT | COMMUNITY ENERGY CO.
CARTER VAILLANCOURT | DAIGLE OIL COMPANY
CASEY CRAMTON | DEAD RIVER COMPANY
CHARLIE BURNHAM | DIRECTOR EMERITUS
MICHAEL ESTES | ESTES OIL & PROPANE
MAX MARSTON | FABIAN OIL
STEVEN MCGRATH | GREYSTONE ADVISORS
MICHAEL MCCORMACK | IMMEDIATE PAST CHAIR
CARRIE TOMFORDE | IRVING OIL
MARK GAGNON | P. GAGNON & SONS INC.
KATIE FOSTER | RH FOSTER ENERGY, LLC.
TIM HEUTZ | RINALDI ENERGY
MARK ST.GERMAIN | ST.GERMAIN
ASSOCIATION BOARD
JAMIE ROBINSON | A.E. ROBINSON OIL CO.
DAVID BABCOCK | ADAMS & FOGG OIL EQUIP, CO.
ROBERT SHIBLEY | BOB’S CASH FUEL LLC
PAM GIORDANO | CETANE ASSOCIATES
PETER BUOTTE | COMMUNITY ENERGY CO. - ALT.
JEFF WEBB | EASTERN PROPANE & OIL, INC.
JIM PIKE | ENERGY KINETICS
JUDY DELANEY | GLOBAL PETROLEUM CORP.
BRIAN HOLMES | GLOBAL PETROLEUM CORP. - ALT.
TOM SCHWARM | GOULD TECHNOLOGIES
MATT HARRISON | GULF OIL, LP
JIM CARROLL | J.P. CARROLL FUEL CO.
STEVE NESS | NESS OIL COMPANY
ROBERT TRACY | RH FOSTER ENERGY, LLC. - ALT.
ELWIN SCOTT | SIMARD & SONS, INC.
KRISTYN SCHWEITZER | SPRAGUE ENERGY
PAULA PALMER | SPRAGUE ENERGY-ALT.
MICHAEL TAMMARO | V.L. TAMMARO OIL
DAVID CUPKA
ROGER MITCHELL MTEC DEAN
MEMA thanks the following for their contributions in 2024:
PETROLEUM - $5,000
Eastern Propane Gas, Inc.
Phillip Morris, Inc.
PLATINUM - $2,500
Bob’s Cash Fuel, LLC
Colby & Gale
GOLD - $1,000
Tulsa
Daigle Oil Co.
Bangor Pipe & Supply Co.
Atlantic Heating Co, Inc.
Estes Oil & Propane
Waltz & Sons
Portland Pipe Line
SILVER - $500
Waldo County Oil
A.E. Robinson
J. Palmer & Sons Plumbing & Heating
Ness Oil Company
Garrett Pillsbury Plumbing & Heating
Portland Pipe Line
BRONZE - $250
Consumers Fuel Company
ENERGY PAC FOR MAINE
Whether it be Maine legislators or members of Congress, government intrusion into every aspect of our personal, business, and work lives is no longer a worry—it’s a fact. This, coupled with out-ofcontrol tax and spending policies and unprecedented efforts to eliminate the liquid fuels industry—i.e., your business— means that we can no longer remain on the sidelines or simply “sit this one out”—that luxury no longer exists. Our industry can deliver the cleanest, most cost-effective, and energy-secure solution for Maine's future, but electrification proponents want to put us all out of business today. To stop them, we will need every tool in our toolkit: advocacy, communications, education, and more. Help MEMA bridge the gap by making a generous contribution now. PAC funds assist MEMA in threats that aim to legislate liquid heating fuels and propane out of business.
Dues alone are insufficient to meet these enormous challenges. We therefore urge your business to consider a generous contribution to the 2024 advocacy fund. Your support helps us:
• Advance legislative policies in Maine that preserve and protect our energy security and reliability.
• Combat efforts to "electrify everything" without consideration of the costs and consequences.
• Promote weatherization, efficiency, and renewable liquid fuels like bioheat and renewable propane.
• Defend against burdensome regulations on HazMat transportation and keep CDL drivers on the road.
Soon, we will see candidates prepare for the 2024 General Election. It is crucial to our industry that we elect members of the legislature that support you and your business.
We ask you for a 2024 contribution to MEMA’s ENERGY PAC for Maine.
Silver: $500
Gold: $1,000
Platinum: $2,500
Petroleum: $5,000
Other: $________
WAYS TO CONTRIBUTE:
If contributing by card, please call MEMA at 207-729-5298.
If writing a check, please make it payable to:
ENERGY PAC for Maine 25 Greenwood Road Brunswick, ME 04011
Together, we are making a difference. Thank you for your consideration… your support is needed now more than ever. With your active support over the next year, we will actively engage in a sustaining future for the liquid fuels industry and Maine.
NOVEMBER 18
DEALER MEETINGS
MONDAY NOVEMBER 19 DECEMBER 12 TUESDAY THURSDAY
Bangor Dealer Meeting and Luncheon at
Isle
Dysart’s on Broadway
Presque
Dealer Meeting and Dinner at the Northeastland Hotel
Southern Maine Dealer Meeting and Christmas Party at Grittys, Freeport
LOOKING AHEAD
THE GAS STATION’S
10 YEAR FORECAST
BY STEPHEN BENNET
This article originally appeared in the September 2024 issue of NACS Magazine, the monthly magazine produced by the National Association of Convenience Stores (NACS), and is reprinted with the permission of NACS.
How will new fuel options, electric charging, and the popularity of hybrid vehicles change the forecourt?
What will gas stations look like in 2034? What will they be dispensing, and for what kinds of vehicles? How different will they look from today’s gas stations?
The answers to these questions depend largely on upcoming policy and what it will target, said John Eichberger, executive director of the Transportation Energy Institute. “If policy aims to reduce lifecycle carbon emissions and credit carbon reductions throughout the well-to-wheel lifecycle, then I think we’ll start seeing an enhanced attention on low-carbon liquid fuels,” Eichberger said.
THE FUTURE OF FUEL
Policies that aim to reduce carbon emissions could mean biofuel blends will play a bigger role, as could carbon reduction technologies that can be deployed in oil fields, at refineries, at feedstock agricultural fields, and at biorefineries to reduce carbon intensity of fuel, Eichberger said. “And to the customer, it should be transparent. No difference. It’s just a fuel with a lowcarbon intensity, and that’s a positive thing.”
Jeff Lenard, vice president of strategic industry initiatives for NACS, said, “The best guess as to what the fuels ten years from now will look like is that they’ll look a lot like now, but with some variations. We may see a broader adoption of E15, for instance,
into traditional gasoline. We may see more renewable biodiesel, addressing some of the issues related to carbon emissions reduction.”
In Europe, Lenard said, “There’s been a little traction in the way of e-fuels that are carbon-neutral in how they’re produced, and they act exactly like traditional petroleum products in terms of how they’re dispensed.”
Among other potentially viable alternative fuels, Lenard said, “Hydrogen shows some promise.” But to date hydrogen availability— and therefore its use—is minimal and limited primarily to California, he said. While incentives are making hydrogen a little bit more affordable, it lacks a full-fledged fueling network. “For customers to become dependent on an alternative source that’s not gasoline or diesel, they must be really comfortable with where they can get it,” Lenard said.
Too much customer choice can backfire, Lenard pointed out. “If there are somehow ten different fuels that are relatively popular, it’s going to be very difficult for anybody to sell all of them very well,” Lenard said. “It’s just too complex. You need too much land. It’s confusing to the driver.”
Because of customers’ desire to have certainty about “which fuels will be available everywhere, we’re not going continue to be petroleum. It’ll continue to be EV. And the question is,
LOOKING AHEAD
will something join them, or will it be a variation of those two?”
EVALUATING EVS
As ongoing efforts to grow EV usage continue to make progress, their impact will continue to prompt changes at gas stations, Lenard and others said.
“You’re going to see a lot more stores with chargers on the side,” said Eichberger. “But with some notable exceptions, I don’t envision that the forecourt with petroleum that we see today is going to be replaced by anything dramatic in the next ten years.”
There are 280 million-plus vehicles in the United States, and no technology is going to replace those overnight.”
“Do you put your charges in your best parking spots or worst parking spots?” Lenard asked. “If you put them in your best parking spots, what you’re doing is preventing them from turning over quickly because charging takes 20-30 minutes or longer. And you want those spots to turn over. However, if you put them in the worst spots, then what’s the incentive for somebody to get out of their car and go inside the store?”
"HYDROGEN SHOWS SOME PROMISE."
For retailers in California or other jurisdictions where electric vehicle policies are “a little more assertive, it may behoove you to have a couple of chargers,” Eichberger said. Florida, New York, and Texas are expected to be the next big growth markets for EVs, but EV charging “doesn’t replace your fuel pump,” he said. “It is an additional service.”
Adding that service means choosing where to place charging ports, and that involves multiple considerations.
He said it’s rare for drivers to go to a gas station and purchase gas without a canopy overhead. By the same token, “very rarely do you charge and find a canopy over you,” he said. “There’s still uncertainty about where chargers fit best. You don’t want to totally redesign everything. It wouldn’t surprise me if the charging site of the future looks more like a Sonic.”
Practical considerations—access to power being a major one—have long dictated decisions of where to place charging spaces.
“Early on, the engineers would say, ‘Put the chargers close to the ingress of the power supply so it’s cheaper,’” Eichberger recalled. That approach reduces or limits the amount of conduit and tunneling required.
“The problem is that’s usually out by the curb,” Eichberger said.
Many convenience stores that exist today were built in the 1970s, said Joe Bona, founder of Bona Design Lab, a company that designs convenience-petroleum retail
Many of those businesses stand on smaller sites, with limited parking. If a site has eight spaces, and one or two are for employees, operators likely aren’t keen to give up three or four spaces for charging, especially when those spaces will be occupied for 20 minutes, Bona said.
A WIDER REACH
Meanwhile, businesses other than gas stations are installing charge ports. Where
POLICIES THAT AIM TO REDUCE CARBON EMISSIONS COULD MEAN BIOFUEL BLENDS WILL PLAY A BIGGER ROLE.
and when drivers will charge their EVs and plug-in hybrids is going to change as charging becomes more widespread and much more convenient, said Seth HaasLevin, vice president of marketing for the Grubbs family automobile dealerships, which has six locations in Grapevine, Houston, and San Antonio, Texas, and one in Tulsa, Oklahoma.
Haas-Levin said, “There are a lot of customers right now who are EV owners who aren’t looking for gas station” to get a charge. Instead, drivers of EVs look for chargers at their place of work or locations such as their grocery store. “We have a handful of employees who have switched to EVs because they can charge at work,” Haas-Levin said, explaining that Grubbs has installed 48 standard EV charge ports and four fast-charge ports across its dealerships.
In March, the EPA issued new rules that were widely seen as favorable to hybrid vehicles. After the rules were announced, General Motors and Ford announced that they were explaining that Grubbs has installed 48 standard EV charge ports and four fastcharge ports across its dealerships.
In March, the EPA issued new rules that were widely seen as favorable to hybrid vehicles. After the rules were announced, General Motors and Ford announced that they were re-committing to production of hybrids.
“Hybrids will continue to gain market share,” Eichberger said. “For the convenience retailer that’s great, because they run on gasoline. They’re more efficient vehicles, but they run on gasoline.”
Haas-Levin noted, “Based on how things
are performing in the market, with EV sales as well as gas sales, we feel that a lot of the manufacturers are going to go towards the plug-in hybrid option.”
As to how all this will play out at the convenience retail level in ten years, Lenard said, “The only thing I can say with certainty is that the gas station of the future will be convenient, and that ‘convenient’ will be defined by the customer.”
Convenient, he continued, “is a combination of the cars that are being sold and car buyers’ comfort with their ability to keep the vehicle fully fueled or charged wherever they are.”
Bona discussed the possibility of an EZ Passlike technology application that customers might be able to use one day. Such technology, he said, would automatically recognize a vehicle, the credit card attached to that vehicle, and whatever other information it needs to register. “And you could just drive up to the pump, take the nozzle off, fill up, and it’s automatically charged. And you just drive away.”
Even as convenience retailing adapts going forward, its basic mission remains much the same, said Bona. He remarked on the current popularity of the term “mobility hubs—it’s a different way of saying convenience store. It’s [about] finding those other opportunities to serve people when they’re going from point A to point B no matter what they drive, whether they’re charging or filling—and when they’re not charging of filling.”
Stephen Bennett is a freelance reporter specializing in fuel marketing and trucking. He is based in Connecticut.
2024 Tobacco and Nicotine Regulatory Update
BY DAVID SPROSS, NATO EXECUTIVE DIRECTOR
Delays in Menthol Ban, Regulatory Scrutiny, and New Youth Tobacco Rules Shape the Evolving Landscape in Maine and Beyond
2024 has been a very dynamic year in the tobacco legislative and regulatory space both federally and in Maine. In April, the White House administration announced it was delaying a decision on whether to issue a final rule that would ban menthol cigarettes. “This rule has garnered historic attention, and the public comment period has yielded an immense amount of feedback, including from various elements of the civil rights and criminal justice movement,” Xavier Becerra, the Health and Human Services secretary, said in a statement. “It’s clear that there are still more conversations to have, and that will take significantly more time.” A rule banning flavored cigars also remains to be finalized.
Additionally, the FDA Center for Tobacco Products (CTP) has been under increased scrutiny over the lack of transparency and delays in its regulatory processes and the influx of illicit vapor products in the marketplace. In April, FDA Commissioner Robert Califf testified before the U.S. House Oversight & Accountability Committee over concerns about the FCTP’s operations. U.S. House members from both parties questioned Commissioner Califf about CTP’s handling of tobacco regulations, including the unreasonable delays in the PMTA application process. Since that hearing, a few more e-cigarette products have received marketing authorization orders, including the first flavored (menthol) e-cigarette products. Still, only 34 e-cigarettes have been approved. Meanwhile, the FDA finalized its rule to support the 2019 legislation that raised the minimum age to purchase tobacco products from 18 to 21. The rule provides that, beginning September 30, 2024, retailers must verify with photo identification the age of anyone under the age of 30 who is trying to purchase tobacco products, including e-cigarettes. Previously, this requirement applied to anyone under the age of 27. Additionally, retailers may not sell tobacco products via vending machine in facilities where individuals under 21 are present or permitted to enter. Previously, this prohibition applied to facilities where individuals under 18.
In Maine, the Legislature considered
flavors in tobacco products, including wintergreen moist snuff. That proposal failed. Maine did implement a new excise tax on nicotine pouch products. Advocates who support tobacco flavor bans, high excise taxes and other onerous regulations often cite the need for legislation to prevent youth usage of tobacco products. However, these proposals often have unintended consequences of increasing illicit sales and cross-border purchases.
Earlier this month, the FDA and the Centers for Disease Control youth usage data from the National Youth Tobacco Survey. In encouraging news, current e-cigarette use among middle and high school students declined from 7.7% to 5.9%. Overall, youth e-cigarette use has declined nearly 70 percent since its peak in 2019. Also, nicotine pouch use among youth remains low. This progress is partly attributed to responsible retailers who check ID’s to stop kids from purchasing tobacco products.
September is “We Card” Awareness Month, which is a national non-profit organization providing individual retail establishments as well as large retail chains with educational and training services for their compliance efforts with federal, state, and local laws, to ensure our members and their employees are trained to responsibly sell these products to adult customers. The National Association of Tobacco Outlets encourages retailers to go to www.wecard.org to order 2025 materials in effort to continuing to prevent individuals under age 21 from purchasing tobacco products.
David Spross is the Executive Director of the National Association of Tobacco Outlets, a national retail trade association that represents members operating more than 66,000 stores throughout the country.
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FIVE C-STORE OPERATIONS
DRIVERS AND IMPEDIMENTS
BY BandyWorks
This article was originally published on April 25, 2024 by BandyWorks, and is reprinted with the permission of BandyWorks.
The changes and competition in the convenience retail world demands strong operations. Building a brand, having loyal customers and establishing a strong community presence cannot be attained and sustained without reliable operations. The convenience business is about people: your customers and your staff. Your operations determine how well you deliver convenience through your staff to your customers. Understanding five c-store operations drivers and impediments is simple. Keeping the drivers active and removing the impediments, however, takes skill, teamwork, and commitment. Growing operators focus on improving c-store operations in a scalable and reliable way as one of the foundations to longterm success.
C-STORE OPERATIONS DRIVERS
1. ACHIEVEMENT
Results matter. Operations need to know how they are doing. Managers responsible for their stores need to know
how they are doing. Having a basic understanding of the numbers provides a clear picture. Basic information includes key store sales, traffic, fuel, compliance, inventory and customer service. Knowing if things are better or worse with meaningful comparisons lets the manager know if things are better or worse.
Running a store does not allow much time for number crunching so having the key information readily available is a starting point for knowing how things stand and where to focus priorities. Mike Crowell, Operations Director Small & Sons Convenience, found that setting goals and measuring results was the key to focused action. He found that “team building started once we set goals together. Before goals were set, we just found problems, but there was not much resolution. That is, after we started, then the next fire would take over and we would not get our work completed before the next problem took our attention.”
2. ALIGNMENT
C-store operations alignment with all managers is a force multiplier. Mason Cowan writes in the C-Store Growth Mindset, that it “leads to astonishing results. It enables a team to achieve performance levels that are far greater than the individual best of the team members. His list of benefits include:
• Shared goals
• Stronger trust
• Time savings
• Faster work
• Increased creativity
• Higher confidence
• More fun
3. ACCOUNTABILITY
To achieve a top C-Store performance accountability trust must be strong. In order to operate remote stores well, there must be a level of trust. This trust must be bi-directional. Employees must believe they will have the resources they need for success and HQ staff need remote operations to perform as required. That is why many accountability coaches say, ‘Trust or Bust’. Trust is required by everyone in the organization. Trust is a natural outcome of alignment.
The combination of an objective approach to measure achievement and strong alignment typically makes accountability a natural result. While any sequence of focus can work, the accountability driver often follows improvement with either achievement or alignment. Of course, accurate, meaningful measurements of results along with strong team cohesiveness makes accountability simpler.
Once you know where you are going, the path and the resources become the mechanism to achieve the desired results. When there is a purpose, training is motivated. With the resources of time, skills, facility and product provided, the operations can be performed. Checklists, schedules, and feedback provide the mechanisms to make it clear how to do the work that is needed to achieve the required results. With measurement, performance can be assessed. Finally, with a culture of responsibility and problem solving, change is possible, so employees develop to achieve the results. With a process in place, employees’ ability to execute is simple and specific.
4. ATTENTION
Crowell found that paying attention was the key to making a substantial improvement in his operations. The desire toImage of quote by andrew Carnegie regarding what needs attention do better was our key to taking the first step. Sometimes, just picking a place to start is the hardest
part. We were never complacent despite havimg lots of operations defects for which we were not happy.
• Engage with people
• See the situation
• Be objective
• Appreciate quality
• Address problems
• Consider others
• Understand priorities
5. ASPIRATION
Looking at what is possible, rather than what is now. As Crowell stated his team started improving as he set goals. Measuring the results provides focus. Mike felt that if his team was not complacent, that is, they wanted to get better, no obstacles could hold them back. His aspiration initially was simply to have a strong operation that allowed his team and himself to enjoy their job. Of course, with success the cycle returns to goals and new and bigger goals are the natural benefit of success.
Mike is not alone in the goal setting. John Doer worked for Andy Grove when he started making computer chips. In his TED talk, he refers to Grove as the ‘greatest manager of all time’. Grove thought goals provided clarity which provide execution guidance. he argued “The objective is the direction. The key results have to be measured, but at the end you can look and without any argument say, “Did I do that, or did I not do that?” Yes. No. Simple. Hence, the desire to be great, the setting of the goal and its measurement make the cycle robust and successful.
C-STORE OPERATIONS IMPEDIMENTS
1. COMPLACENT
Attitude and effort are key hiring traits. BJ Cooper. district manager at JD Streett, summarizes the challenges with complacency when trying to achieve c-store growth: “Going through the motions, or hearing an employee describe their job as ‘I am a cashier at the local gas station, it pays the bills’” is a complacency red flag. A job has to provide income of course, but if the check is the only thing, it almost never works out. Complacency is even more of a problem with new managers, assistants and supervisors. The lack of lack of ambition or a growth mindset is a huge red flag.
Focusing on the hiring, avoiding short-cuts is a natural place to begin. However, many managers find that personal interaction and getting their staff to open up and share their goals can remind both the manager and the staff about their motivation. Good hiring and strong leadership can remove
this obstacle and turn it into a motivated driver.
2. NEGLECT
Perhaps the last stage or worst trait of all the five c-store operations drivers and impediments is just not paying attention or caring. Sometimes, neglect can be a circumstance rather than a choice. For example, if one manager has to cover three stores and one is far away and just not large enough to justify time, when the other two stores are so much bigger. Sometimes neglect is the best of bad choices. However, having such a situation is typically the result of long-term problems that have not been addressed.
Once neglect is the driver, it is both good and bad. The bad, of course, is that things are really bad. The good is that any attention and good work will make things better. Some people that have a lot of patience thrive at removing this issue. With enough time and patience, these stores or operations are very rewarding to put back on a path towards success.
3. UNRELIABLE
Finding ways to remove the impediments (the red backward arrows) came from a desire to get better. One of the key symptoms of missing accountability is the lack of reliability. In their book, Bandy & Cowan list the common phrases used that reflect missing accountability. This way of thinking or working can be identified with phrases or situations such as:
• Image of C-Store Growth Mindset book cover by Tom Bandy and Mason Cowan
• Does this person really care about their work?
• I must tell them every single step.
• No one tells me about problems they experience.
• There is no work ethic anymore.
• No one tells me anything, there is no communications going on.
• My boss doesn’t care about me.
Addressing the problems in an operation can happen with small steps. Just the desire to improve can be enough. For example, “I got help to set goals and that is when the move from red to green happened. We were not ever complacent, but we were unreliable.” according to Mike Crowell, Operations Director, Small & Sons Convenience Stores.
4. CONFLICT
While conflict is unavoidable, the right kind of conflict is needed. Teams that have strong alignment will know how to communicate and share ideas about improvement. Such a conflict is based on a desire to improve or fix problems.
The kind of conflict that hinders operations are personal and misaligned efforts. It is perfectly reasonable for individuals to have their own needs and goals. However, individuality should not be in conflict with one’s work goals or there is not a synergy and fit to make things better. As opposed to a well-aligned team, those without a shared vision or mission will have a harder time addresses problems or communicating with full trust.
Healthy teams are not afraid to avoid problems or make suggestions. There is no conflict when respectful feedback and communication is used to make things better. Everyone knows the challenges and effort needed, however, to spend time motivating and chasing teammates to do their work.
5. MEDIOCRE
The lack of a desire to improve is often a definition of mediocracy. Few expect their teammates to be perfect or achieve unreasonable targets. Everyone, however, expects an effort and the ability to know that each person is working to help contribute. Aspiring for better does not mean unrealistic dreams, or seeing the world differently than it really is. Giving up on the possibility, however, tends to create a negative force and limits the ability to maximize improvements and build trusting teams.
IMPROVING C-STORE OPERATIONS
Many question where to start and how long it will take. Others just focus on the next thing. The interesting thing about cycles is that they tend to work together. Many find that those that have some level of motivation can make small progress from either getting rid of an obstacle or by making something just a little better. It is not necessary to have the full plan in place or understand all the strengths and weaknesses. A desire to start is enough. The will to change is enough to grow and control the five c-store operations drivers and impediments.
Addressing change management as operations adjustments are implemented helps to keep the positive cycle in effect and makes it possible to remove those negative forces that impede operations. As you move forward and learn, consider these aspects of change management:
• Buy-in
• Respect
• Win-Win
• Pace
• Fears
• Progress not perfection
BandyWorks is a family-owned software company that provides retail analytics for C-Store family chains. BandyWorks.com.
MAINE’S HIGH-STAKES ELECTION
BY MEGAN DIVER, MEMA VICE PRESIDENT
With all 186 legislative seats up for grabs, a reshaped political landscape is set to emerge in Maine's November 5 election—will Democrats hold their ground, or will Republicans shift the balance?
It’s been a quiet interim between the end of the legislative session and now. The November election season has started to ramp up. Social media news feeds and television commercials have been full of national political ads ahead of the November election, and now is the time that local candidates join.
On November 5, all 186 seats in the Maine Legislature will be on the ballot.
Democrats now control the 35-member Senate and 151-member House.
Whether they narrow the margins or take over one of the chambers could determine the fate of Democratic Gov. Janet Mills’ agenda in her final two years in office.
The State House halls will look dramatically different come January. That’s true not only because all 186 seats are up for election but because Senate President Troy Jackson (D-Allagash) is termed out and House Speaker Rachel Talbot Ross (D-Portland) is running for the Senate. With new leaders at both ends of the hall, change is the only certainty.
When Mainers head to the polls on November 5, they will choose a president, a U.S. senator, and two U.S. representatives. They’ll decide five state ballot questions and weigh in on local races and issues — all in addition to the Maine House and Senate races.
Currently, the House is made up of 79 Democrats, 67 Republicans, and two independents, with three vacancies. In the Senate, Democrats hold 22 seats, and Republicans control 13. Republicans last controlled the House in 2012 and the Senate in 2018.
Absentee voting will start in early
LEGISLATIVE UPDATE
October, shortening the election season for those ready to cast ballots 30 days before the November contest.
Here are some races to watch.
MAINE SENATE
Democrats currently hold a nine-seat majority in the 35-member Senate. Each party is leaving four seats open without an incumbent to defend them.
Democratic Senate President Troy Jackson’s District 1 seat in Aroostook County has been trending toward Republicans in recent elections. It is located in the more rural and conservative 2nd Congressional District, which has voted for former President Donald Trump in the last two elections.
Jackson won in 2022 against Republican Sue Bernard, a former state representative and former spokesperson for the Catholic Diocese. Jackson won with 52% of the vote—a margin of about 760 votes. Bernard is running again—this time against Democrat Vaughn McLaughlin, a longtime teacher and coach.
Democrats are looking to flip the District 10 seat, which includes Brewer, Bucksport, and Hampden.
Republican incumbent Peter Lyford lost in the primary to Rep. David Haggan, R-Hampden.
Close races are also expected in two Augusta-area seats—one held by each party. Neither has an incumbent running. One of the most competitive may be District 15, which Republican Sen. Matt Pouliot of Augusta currently holds. Two sitting state representatives—Democrat Rep. Raegan LaRochelle, of Augusta, and Republican Rep. Dick Bradstreet of
Vassalboro—are vying for the seat in a district that narrowly went to Trump in 2020.
Democrats are playing defense in neighboring District 16, where Democrat David LaFountaine is not seeking reelection.
Republican Rep. Scott Cyrway of Albion, who held the District 16 seat for eight years before being termed out in 2022, is running against Democrat Nathaniel White. It’s a district carried by President Biden in 2020, but Cyrway showed that in the same year, he could cut against the national political environment.
District 20 in Auburn is also in play for both parties. Sen. Eric Brakey, R-Auburn, won the seat by fewer than 200 votes in 2022 against Democrat Bettyann Sheats. Brakey is not seeking reelection, and Sheats is running again. This time, it’s a three-way race with former state Rep. Bruce Bickford, R-Auburn, and independent Dustin Ward. It’s one of five three-way races in both chambers this cycle, but ranked-choice voting will not be used because the state constitution says a plurality decides state offices. Ranked-choice voting can only be used in state primaries, federal elections, and local elections if enacted by ordinance. District 20 went to Biden in 2020, which should give Sheats an advantage. However, Ward’s presence on the ballot could change the outcome this year.
Another three-way race will determine the successor for Senate Majority Leader Eloise Vitelli’s seat in District 24, which went to Biden by more than 3,000 votes in 2020. The District 24 race features Democrat Denise Tepler of Topsham, Republican Jeffrey Pierce of Dresden, and independent Suzanne Andresen of West Bath. It’s
"When Mainers head to the polls on November 5, they will choose a president, a U.S. senator, and two U.S. representatives. They’ll decide five state ballot questions and weigh in on local races and issues— all in addition to the Maine House and Senate races.
a Democratic district, but a three-way contest increases its unpredictability.
MAINE HOUSE OF REPRENTATIVES
Democrats currently have a 12seat majority in the House of Representatives, controlling 79 seats, while Republicans hold 67 and independents hold two seats. Three seats are vacant.
Of the 151 seats, 35 are not being defended by an incumbent. Democrats hold 21 of those open seats, Republicans hold 13, and an independent holds one.
Democrats are poised to regain at least one seat in Aroostook County, with longtime Democratic lawmaker John Martin of Eagle Lake seeking his 28th legislative term. Martin is seeking the District 1 seat, currently held by Rep. Austin Theriault, who is challenging
U.S. Rep. Jared Golden in the 2nd Congressional District race.
District 37 is currently held by Republican Rep. Reagan Paul, who won the open seat two years ago by about 235 votes. That seat was open then because Democrat Scott Cuddy did not seek reelection. Now, Cuddy is looking to regain his seat. The two candidates could not have more differing views on the issues, including renewable energy, reproductive rights, and labor unions. Paul is a staunch conservative, while Cuddy is a prolabor Democrat who leans left.
Two well-known opponents are running against each other in a district representing part of Gray and North Yarmouth. Rep. Anne Graham, D-North Yarmouth, won the District 105 seat two years ago after Republican Sue Austin was termed out. Both are seeking the seat this fall. Graham and Austin have faced off in the past. In 2008, Austin beat Graham, who turned around and beat Austin
four years later when the Republican tried to come back after being termed out.
District 45 in the Midcoast region is a swing seat. Independent Jeffrey Evangelos of Friendship held that seat for four terms. Democrats picked it up after Evangelos was termed out in 2022, but Rep. Clinton Collamore, D-Waldoboro, resigned a few months after his election amid allegations that he committed fraud while qualifying for public funding for his campaign. Republican Abden Simmons of Waldoboro flipped the seat in a special election. Now Simmons is seeking reelection against Democrat Jennifer Stone of Waterboro.
A number of seats in the Sebago Lake region are also expected to go either way, including both seats representing Windham. Rep. Jane Pringle, D-Windham, is facing a tough reelection bid in neighboring District 107, a seat she won by about 135 votes two years ago. She is in a three-way
race against Republican Mark Cooper of Windham and Windham independent Patrick Corey, a former Republican lawmaker who was termed out in 2022 after serving four consecutive terms. Rep. Barbara Bagshaw, R-Windham, is seeking reelection in District 106. Bagshaw won that seat two years ago by 22 votes in a race that went to a recount. Democrat Doris Poland of Windham, a longtime school bus driver and library technician, is challenging her.
Another open seat is in District 86, where incumbent Rep. Jessica Fay, D-Raymond, is termed out. Republican Rolf Olsen and Democrat Craig Messinger are running against each other for that seat. Both are from Raymond.
A lot of things are in play this election. Please remember to vote on November 5!
Q &A WITH CARTER VAILLANCOURT FROM DAIGLE OIL COMPANY
Daigle Oil Company (DOC), founded in 1955 by Guy Daigle in Fort Kent, Maine, started with a single truck delivering heating oil and kerosene. Over the past 65 years, DOC has become a leading energy provider, offering home heating fuels, gasoline, propane, and HVAC services. Now employee-owned, the company operates seven fuel stations and six home comfort centers across Northern Maine, serving residential and commercial customers. With 150 employees, DOC remains a reputable and vital part of the community, continuing the vision set by its founder.
WHAT STRATEGIES HAVE YOU IMPLEMENTED TO ENSURE YOUR COMPANY'S LONGEVITY AND RELEVANCE OVER THE DECADES?
The two largest strategies Daigle Oil Company has implemented are its product/service diversification and its Employee Stock Ownership Plan. Being in a more rural area of [Maine], we have developed our product lines and cross-trained staff to accommodate all situations. It is common for any of our technicians or drivers to work 40-50 miles from the home office on any given day. When leaving for the day, they generally are prepared for whatever may come their way in that area. On the product side, we have developed over the years from a single fuel truck delivering heating oil and kerosene to offering onand off-road diesel, multiple grades of gasoline, propane, operating 7 retail stations, 6 automatic car washes, 6 remote diesel fueling depots, along with full HVAC service departments spread throughout Aroostook County. As for the second strategy, in 2015, the company was sold to an ESOP which
DAIGLE OIL COMPANY
allows the employees of the company to have ownership without any cost for them to invest. This has enabled employees to have a direct influence on company performance and, ultimately, the money going into their pockets. The better the company does, the better they do individually. Employees are the greatest asset to our business; allowing them ownership of it only creates that much more of a drive to propel the company forward.
HOW DO YOU BALANCE THE CHALLENGES OF OPERATING IN A HIGHLY REGULATED INDUSTRY WITH THE NEED FOR PROFITABILITY AND GROWTH?
As difficult and time-consuming as it is to run a business, the last thing anyone needs is someone trying to regulate them out of business. Realistically, we don't live in a perfect world. I'm fortunate to be surrounded by a great team, and together, we do our best to make sound decisions on a daily basis, maintain agility, and plan ahead for where the future is going. While we may not be able to control the regulatory environment, at the end of the day, we have a business to operate and need to work with the cards that are dealt in order to stay profitable and support the people who rely on us to be there for them.
WHAT DOES MEMA'S POLITICAL ENGAGEMENT MEAN TO YOU, AND WHAT BENEFITS HAVE YOU EXPERIENCED FROM BEING POLITICALLY ENGAGED?
Whether we like it or not, politics has become a large piece of our industry over the last decade. We are fortunate to have advocacy where we need it most and the right people
in the right places to carry that forward. MEMA is the voice for all its members and, hopefully, future members, looking out for our best interests. Day in and day out, while most of us are busy running our own businesses, MEMA is working to protect the industry and, ultimately, the consumer. Through networking and the use of the MTEC lab, we have been able to open the eyes of many political figures to what our industry has to offer in a world of clean energy that exists today and meet the goals of the future.
WHAT FEDERAL LEGISLATIVE OR REGULATORY ISSUES (CONCERNING THE CONVENIENCE STORE
OR ENERGY INDUSTRY) KEEP YOU UP AT NIGHT?
Without a doubt, the combination of fossil fuel bans and the "electrify everything" movement. Research and public polling have proven that consumers want a choice in which energy products they use and do not want to be mandated into any specific type of energy. It is essential for all types of energy to co-exist, and our industry accepts and promotes that. These two issues are challenging to overcome, but initiatives like MEMA's Energy Choice bill at the State level and the "Hands Off Our Home Appliances Act" at the federal level are just a couple of examples of how our industry advocates are working to protect what the consumer desires.
WHAT GOALS DO YOU HAVE AS MAINE ENERGY MARKETERS EXECUTIVE BOARD CHAIR?
I think back to our Executive board retreat in May of 2023, where, over the course of two days, our board was able to better define who we are and what we want to be. Amongst the legislative and regulatory challenges we face, we need to be open to all energy sources, continue advocating for liquid fuels, which is our core, promote and grow MTEC and the technical education we have to offer, as well as ultimately maintain a value-added approach in building our membership. My goal is to continue seeing those through and maintain the ability to look at MEMA from a general member perspective and answer the question, "Why should I be a member of MEMA"?
IN YOUR EXPERIENCE, HOW CAN ENERGY MARKETERS BEST PREPARE FOR SHIFTS IN CONSUMER BEHAVIOR, SUCH AS THE GROWING INTEREST IN ELECTRIC VEHICLES?
We must all pay attention and look ahead at what is around
The Caribou DOCs Place celebrated its grand opening in 1987 with gasoline prices as low as $1.05 a gallon. (Courtesy of Daigle Oil Company)
" Consumers want a choice in which energy products they use and do not want to be mandated into any specific type of energy."
the corner. Consumer behavior, as well as technology, is ever-changing. We see it just in generational gaps from the baby boomers to Gen Z, where interests change based on experience and influential factors. Electric vehicles are a great example of that. However, the infrastructure is still in its infancy and uncertain, for that matter, to the point where patience is key for any energy marketer looking into it. It is important that we continue to be observant, do our research, work closely through our trade associations nationwide, and learn from the successes and failures of others.
HOW DO YOU ENVISION THE ROLE OF TRADITIONAL ENERGY SOURCES EVOLVING IN THE FUTURE, ESPECIALLY AS RENEWABLE ENERGY BECOMES MORE PROMINENT?
I'm a firm believer of energy sources coexisting far into the future because the need is there. They each have their respective place in making the world go round, but some sources work better than others, depending on the application. Renewable fuels will continue to grow and play a role, but to be sustainable, they will need the help of traditional energy to get there.
WHAT ROLE SHOULD TECHNOLOGICAL INNOVATION PLAY IN THE ENERGY AND CONVENIENCE STORE INDUSTRIES?
Technology has been an integral part of these industries and will continue well into
the foreseeable future. From implementing in-cab computers for delivery trucks and online customer portals to mobile pay options at c-stores, we live in a much more technologically driven world than ever before. It has evolved into a means of how we communicate with our customers, in addition to the traditional methods. In any event, they should make for a simplified, more streamlined process for both the marketer as well as the consumer.
WHAT ROLE SHOULD CONVENIENCE STORES PLAY IN THE COMMUNITY?
Convenience stores should be the "face" of main street business. Whether it is serving the locals or visitors from away, c-stores are an interactive piece of the community and the very front line of consumer engagement. In most cases, these stores are locally owned and operated through family businesses and can be the center of any small town. Often, it is the only establishment for miles. From gasoline to food and household items to hunting/fishing supplies, they have just about anything people would need. In today's fast-paced society, C-stores get you what you need and on your way in a hurry.
WHAT ADVICE WOULD YOU GIVE TO SMALLER, FAMILY-RUN BUSINESSES LOOKING TO GROW IN THE CURRENT ECONOMIC AND REGULATORY CLIMATE?
It's important to stay optimistic and use your strengths to create solutions to the threats that exist. Sometimes, there is a silver lining for an opportunity that otherwise may not have existed. For any business, change is inevitable and you have to adapt in order to survive. Specific to the energy industry, the fuels we sell today may not be the same as those we sell in the future, but there is still room for growth. Be sure to educate your customers and communities, talk with your legislators, and don't be afraid to tell your story.
78%
While the quantity of convenience-store employee applicants has grown in the past couple of years, the consistency of candidates is not always up to par with expectations, retailers tell CSP. Inflation has remained a challenge, making it even more difficult for retailers to balance increasing prices and wages.
But there are some bright spots.
Source: CSP’s 2024 State of C-Store Foodservice survey
This article originally appeared in the August 2024 issue of CSP Magazine, the monthly magazine produced by Informa Connect, and is reprinted with the permission of CSP.
“The hardest part is really identifying the right candidate that will help us grow sales and our brand,” Pir says, “We need to do a better job of having The percentage of retailers concerned about labor costs, second only to food costs/commodity pricing (80%) as somewhat and extremely challenging business factors in the next year.
While hiring has remained challenging for c-store chains since the pandemic, Loop Neighborhood Market, a Fremont, California-based chain of 132 c-stores, is seeing more candidates come through its recruiting portal than in the past years, says Pervez Pir, president of retail.
consistent questions and assessing the candidate the same way store to store. Today, we have each team leader interviewing potential candidates, but the interview style, questions and assessment are different store to store, which leads to inconsistent hiring practices.”
Loop is not alone in finding minimalquality candidates as of late.
“The main challenges in hiring today include a scarcity of skills, which 17% of talent leaders citing a lack of qualifying skills and 15% citing a lack of qualifying experience as significant barriers,” says Amanda Hahn, chief marketing officer of HireVue, a human resources management company based in South Jordan, Utah.
Inflation has been another obstacle.
“Wages have increased the last several years and are sometimes outpacing
ACTION PLAN
Over half of the U.S. population is outside the consideration set for convenience because they are in jobs that the North American NACS/Coca-Cola Retailing Research Council believe people would not quit to work in a convenience store; because they have advanced degrees; or because they are homemakers not interested in pursuing work outside the home.
While 43$ of the population is in the consideration set, only 23% is seen as persuadable, and only 17% would be interested in front-line convenience roles without significant changes.
What follows are results from the council’s survey. The first part indicates that interested and persuadable people are predominantly younger, male, and more diverse than those who are not interested. They also have lower levels of education.
Sentiment Toward C-Store Employment
sales increases,” Pir says. “To hire talent, we have to increase pay to be competitive.”
It’s important to be flexible with the candidate, says Christina Smith, human resources and payroll manager for S&S Petroleum, a 110-store chain based in Mukilteo, Washington. While some applicants will take more time to fill out an application and have several interviews, others, especially the younger generation, teens to age 30, want to get hired right away. Retailers shouldn’t be so stringent on following the same exact process every time, she says.
Flexibility varies in those ages 30 to 50 depending on the person and their level of sophistication with technology, she says. People 50 and older are often set in their ways and prefer traditional interview protocols.
“Sometimes people prefer to text you instead of making phone calls or emailing,” she says.
In recruitment, S&S goes to area churches, which might have job boards or career nights. It also recruits from veteran associations and employment agencies and works with retirees seeking a part-time job, Smith says.
For corporate roles, Loop offers a paid internship for third-year college students. The human resources team visits colleges to discuss the program with students, who can then apply for each department.
Blockers to C-Store Employment
Top reasons for not working in convenience
At New Haven, Michigan-based Bazco Oil, which runs 37 Chillbox c-stores, hiring and staffing is going “absolutely fabulous,” says Marquita Tharpe Williams, human resources director. The chain has hired 100 employees this year for new and existing roles.
“We try to make our onboarding experience as simple as possible and really play into the fact that a lot of our applicants are of a younger demographic,” she says.
This means using technology, including a scannable QR code that directs the applicant to the application and several mobile apps.
“It’s a quick and easy turnaround, which always helps in getting someone in the door and actually getting them into the position,” she says.
While Chillbox has some turnover, “I am proud to say our retention rate is up 21% from the same time last
year,” she says. “I know it’s going to sound very much like a cliché, but I really do believe that we try to treat all of our employees, from the customer service reps to cashiers to the store management, like family.”
Employees care about what the store means to the customer and the community.
“People want to work at a place that has a purpose,” says Jeff Lenard, vice president of strategic industry initiatives for NACS, Alexandria, Virginia. “If you work a typical eight-hour day, you’re spending more time with co-workers than you are with your family. So, it becomes really important for employers to offer meaningful work.”
Appropriate training is important to increase retention, Smith from S&S says.
“The biggest issues I see are when people are frustrated because they don’t feel they were trained properly,” she says.
A manager might correct an employee for a mistake, but that employee might feel they weren’t trained in the first place—or were told to do it one way by one manager, and now another manager is telling them to do it a different way, she says.
S&S currently is improving its training program to be more consistent. It’s
important to adhere to the program and ensure a manager doesn’t skip some pages depending on how quickly they need to get somebody into a role, she says.
For example, in June, the manager of an S&S in Blaine, Washington, was feeling the pinch of being down an employee and was going to rescind the approved vacation of a different employee. Even with the shortage, Smith told the manager to allow the employee to take the vacation, warning that canceling the vacation would most likely spur the employee to quit.
“Managing people is more important than the actual job part because that’s how you keep your employees,” Smith says.
Another way to retain employees is through company culture. Loop recognizes birthdays, anniversaries, good work, and accomplishments on its internal website.
“We also use this portal to give out Team Loop points where the employees can spend these points [on] Amazon or other vendors on the site,” Pir says. “We also visit sites and hand out Team Loop points when we see good behavior that supports our values. Furthermore, we recognize tenure by giving out plaques, monetary rewards and highlighting them in our newsletter.”
LOVE'S SWEETENS THE DEAL
Love’s Travel Stops, a 640-store chain based in Oklahoma City, has partnered with career opportunity platform Guild, Denver, to develop team members in their current roles while preparing them for the careers they want down the road. Love’s offers eligible U.S.-based full- and part-time employees access to tuition-free education and skill development through Guild with a new learning program called Fuel Your Growth.
“When we make the decision to hire someone, we intend to support them from the day they are hired until they retire,” says Les Thompson, chief human resources officer of Love’s. “By investing in the growth of Love’s talented team, we meet them where they are in their learning and development journey while eliminating prohibiting cost barriers.”
Through the Guild platform, employees can complete high school degrees and undergraduate degree programs, participate in boot camps, obtain certifications and expand how they connect with others through language learning classes. Additional resources are available, including career services, one-on-one coaching support, and more.
S&S also strives to make positions more attractive, Smith says.
The chain rewards employees on their birthdays and other holidays with gift cards, while managers receive Christmas bonuses and branded items. In addition, employees with school-age children get to take home backpacks.
“They really like that, and so we try to do things to show we appreciate them,” Smith says, adding that they aim to keep the perks affordable and balance them against unrealistic wages.
“The key is to define what you do best and integrate that into your employment strategies,” says Lenard. “Authenticity might be an overused buzzword today, but authenticity will never go out of style.”
There are also yearly retirement bonuses at S&S, starting at $25 for cashiers, $300 for store managers and up to $500 for district managers. Employees receive an anniversary certificate, too.
Chillbox offers its employees perks such as free drinks and food and performance bonuses and also rewards them for referring quality hires.
“We try to give them as much as possible,”
Williams says, adding that Chillbox’s starting hourly wage is at least $14, while Michigan’s minimum wage is $10.33.
Another strategy Chillbox has found successful is promoting heavily from within.
“Employees can see their colleagues moving up the ladder, and I think that that’s an incentive for them,” Williams says, adding that word of mouth is a valuable hiring tool.
Williams has found that employees 25 and older, up to mid-50s, come more from the $50 referral program, while those 18-24 come more from QR codes and other tech-related areas. “I think that’s because of the ease of application,” she says.
The best hiring tip she can give, however, is a retailer should ensure they have something to offer beyond pay.
Lenard says the way a retailer sells a position is important.
“Think about the difference between saying you are hiring for a cashier vs. saying that you are looking to hire someone to help run a $10 million enterprise and that you will learn customer relations, inventory management, public relations and some other skills, he says.
J. GARRIE MURRAY GOLF CLASSIC
The 31st Annual J. Garrie Murray Golf Tournament was held on August 29 at the beautiful Fogg Brook Resort and Golf Course in Palmyra, Maine. This year, the event was dedicated to the memory of Brian Peppe of Auburn, Maine, a cherished father, partner to MEMA's own Hannah Estes, and dear friend to many in our community.
The day began with a crisp, cool morning that transformed into a perfect afternoon with clear blue skies, creating ideal conditions for our twenty-four teams to enjoy the scenic 18-hole course.
Following the tournament, players
gathered for a lively awards reception and silent auction, enjoying hors d'oeuvres and drinks while bidding on unique items like a pizza oven, portable buddy heaters, rounds of golf at several esteemed Maine clubs, and more! We sincerely thank all who contributed to the auction.
The MEMA Technical Education Center extends its deepest appreciation to the generous sponsors, enthusiastic golfers, and The Fogg Brook Resort for their support and hospitality, making this year's tournament a tremendous success.
A special thank you to the following members of the Golf Committee for all their hard work putting this event together.
Rob Wilkes, Chair | Colby & Gale
Jim Carroll | J.P. Carroll Fuel
Bill Hutchinson | The Granite Group
John King | Edward Lingel Co.
Dave Moody | F. W. Webb
Don Nichols | TerraVest Industries
Matt Poole | Colby & Gale
JT Tounge | Tounge Associates
Bob Whiting | Rowe Ford
Thank you to all of our generous sponsors:
Event Sponsors
CITGO | Federated Insurance | Quality Steel
H. O. Bouchard | Reynolds American
Irving Oil | Colby & Gale | TerraVest Industries
St.Germain | Hews Truck Bodies & Equipment
F. W. Webb
Flag Sponsors
Adams & Fogg Oil Equipment Co. | Colby & Gale
Ditech Testing | Freedom Electronics
Freightliner & Western Star of Maine
Homans Associates | Irving Oil
J. P. Carroll Fuel Co | James Reid Heating
Maritime Energy | Mitsubishi Electric US, Inc.
MW Sewall | NGL Supply Wholesale
Puzzle Mountain Logging & Firewood
R. W. Beckett | Sid Harvey's | TerraVest Industries Tounge Associates
Tee Sponsors
Angus Energy | Lake Region Energy
Marshall Excelsior | PGANE | The Granite Group
