2025 ANNUAL INDUSTRY LEADERS FORUM
2025 INDUSTRY
Insights from the P&C industry’s leading minds.
LEADERS FORUM
From category leaders to key retailers, P&C’s most influential people share their perspectives on navigating the challenges of a dynamic landscape, driving growth in a competitive sector, and shaping the future of their businesses. From page 20.
In this issue
Regulars
08 Face Time
Angela Warner, National Account Manager, Bundaberg Brewed Drinks
12 Store Review
bp Lauderdale
Annual Leaders Forum
16 AACS State of the Industry Report
Theo Foukkare, CEO, AACS, shares insights from the 2024 AACS State of the Industry Report prepared by CMA
20 Leaders Forum
Industry leaders share their thoughts on the state of the convenience and roadside retail industry
Features
52 Chocolate
A key driver of sales within the confectionery category
56 Snack Food
A crucial part of the mix for convenience retailers
60 Hot Beverages
An essential and burgeoning P&C category
New Products
64 Product Ranging
We bring you all of the latest new product launches
Industry Experts
72 Opinion
Theo Foukkare, AACS; Jason Joukhador, Ampol; Keith Quigg, Activate Group; Marianna Idas, eLease Lawyers
Latest News
80 Industry News
AACS Study Tour; The Distributors; EzyMart; CCEP; PepsiCo; Illicit tobacco; Retail crime
92 Petrol News
Ampol; Australian Automobile Association; Gilbarco Veeder-Root; Z Energy
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A tank full of insights
G’day all and welcome to the latest issue of Convenience & Impulse Retailing magazine, your go-to source of insights, news, and trends in the petrol and convenience channel.
First up in this issue, we meet Angela Warner, National Account Manager at Bundaberg Brewed Drinks. From being nearly kidnapped in Thailand to managing multi-million-dollar accounts in the engine oil world, Angela’s story is captivating.
We then head over the Bass Strait to Tasmania to visit bp Lauderdale, operated by Lowes Petroleum, and check out its innovative approach that has transformed the store into a vibrant, community-focused destination.
Our highly anticipated Leaders Forum section features an exclusive series of interviews with some of the most influential leaders across the petrol and convenience channel. From the challenges of the illicit tobacco market to strategies for driving growth in a competitive market, these conversations offer a unique look behind the scenes at how industry pioneers are navigating change and leading innovation.
Chocolate continues to be a cornerstone of the impulse aisle, and our feature explores how brands are tapping into premiumisation, indulgence, and seasonal innovation.
Snack Food remains a powerhouse category, and our coverage dives into the ever-evolving grab-and-go snacks. We look at how suppliers are meeting demand for variety and convenience, and how retailers can merchandise to capture sales across dayparts.
Hot Beverages are heating up as consumer expectations for quality and variety rise. This feature examines the growing role of hot beverages as a driver of foot traffic and basket size. We also look at how technology and equipment innovation are changing the game for convenience operators.
A big thanks to our columnists for this issue – Theo Foukkare, CEO of the Australian Association of Convenience Stores (AACS), Jason Joukhador, GM Merchandise and Dealer Channel at Ampol, and Marianna Idas, Principal, at eLease Lawyers – who share some great insights into what is happening in the industry and their business.
Enjoy the read!
Thomas Oakley-Newell
MEET THE TEAM
Safa de Valois James Wells
Alyssa Coundouris
Thomas Oakley-Newell
Hero’s thirst-quenching adventures
Hero is EzyMart Distribution’s answer to boring beverages, offering aloe drinks, basil infusions, vibrant fruit juices, and flavoured coconut waters – each packed with unique, hard-to-find varieties.
Designed to Aussie tastes, as well as Aussie weather, Hero turns hydration into an exciting discovery with its soothing aloe vera blends to zesty basil twists and tropical coconut sips. Whether you’re craving something refreshing, exotic, healthy or just downright delicious, Hero delivers a sip-worthy escape. Why drink basic when you can be the Hero of your own taste adventure? Unleash your inner Hero and experience unparalleled refreshment. Exclusive at Ezymart Distribution Centre. +61 2 8386 5454 | info@ezymartdistribution.com.au
JC’S Sesh Snacks: worth snacking on
Made up of a range of creative blends and exciting flavours, Sesh Snacks take consumers on a taste journey. Launched in 2021, the brand has built a compelling presence nationally, inspiring consumers with deliciously better snacks.
The packs are designed to celebrate Australian Larrikinism in uniquely Australian blends that take your tastebuds on a journey.
Made with great quality nuts and inclusions for which JC’s is famous, Sesh Snacks delivers on everything consumers want in a snack; Indulgence, taste, and health. salessupport@jcsqualityfoods.com.au
Lemon energy with a zesty twist
Inspired by the land down under with over 10,000 beaches, the Great Barrier Reef, and home to some of the most exotic citrus on earth, comes Juice Monster Aussie Style Lemonade. Monster’s twist on classic lemonade, it hits the ideal balance of tart and sweet with a burst of fresh citrus flavour. As always, it’s chockers with “our world-famous” Monster Energy Blend. Crack a coldie and give it a go. Launching in P&C in July. Please contact your CCEP Business Development Executive for more information. 132653 | www.cocacolaep.com/au
EzyMart Distribution’s premium lollies
Step aside, basic lollies – Lolloz is rewriting the candy rulebook! This homegrown range is a gummy revolution with three show-stopping categories: explosive Gummy Bursts, crispy Freeze-Dried Gummies, and Giant Gummies. With over 40 irresistible flavours, there’s a perfect pop of sweetness for every craving. Aussies have already voted Watermelon and Strawberry Gummy Bursts as cult favourites – one chew and you’ll be hooked. These aren’t just tasty; they’re built tough to survive wild Aussie weather. Movie nights? Lunch boxes? Emergency snack attacks? Lolloz delivers next-level gummies with a true-blue twist. Consider your taste buds officially upgraded! +61 2 8386 5454 | info@ezymartdistribution.com.au
THE ROAD LESS TAKEN
While Angela Warner, National Account Manager at Bundaberg Brewed Drinks, may not have taken the conventional path, it has landed her exactly where
she wants to be. This is her story…
I WAS BORN in Perth, WA, the youngest of three kids. I’ve got an older sister, Beck, and a brother, David (deceased). We were raised by my parents, Alan and Gaye. Through Dad’s work, we moved around a bit, first to New South Wales, and then eventually settling near Warrandyte in Victoria. It was a great spot for a kid – close to nature and full of character.
I was a pretty typical teenager. I loved maths and science, but I’d pretend I didn’t of course. In summer, my mates and I would sometimes wag school and head down to the Yarra River for a swim. On weekends, I’d always be with friends, hanging out and doing what teenagers do.
One of the most memorable chapters of my life came at 16, when I went on exchange to Bangkok, Thailand. It was right in the middle of the Bangkok riots, which was pretty intense stuff for someone so young. At one point, I was nearly kidnapped and even ended up in hospital. Australian doctors suspected I might’ve been targeted for organ harvesting. It was wild, but also eye-opening, and gave me a whole new perspective on life.
After I got back from Thailand, I moved out of home pretty quickly. I found a place through a newspaper ad for shared accommodation and ended up living with a bunch of strangers. I started working at Doncaster
Shopping Town as a retail assistant in a gift shop. At the same time, I enrolled in night school to complete my HSC.
I may not be tertiary educated, but I’ve always had a strong work ethic and a curious mind. I genuinely believe everyone has something to teach you, and I’ve never been afraid to learn from those around me.
Career-wise, I’m currently the National Account Manager – On the Go – at Bundaberg Brewed Drinks. I look after a pretty exciting mix of customers including petrol & convenience (P&C), airlines and airport retail, rail, cruise and mining. It keeps me on my toes, but I love it.
Over the years, I’ve had a few different roles that led me here; Buyer, Category Manager, Data Analyst, Seller. I feel like this role has brought together two of the things I enjoy most in business: building strong customer relationships and diving into the numbers (I’m a self-confessed data nerd).
Most of the roles I’ve had over the years have come about because I was poached. Once people saw how I worked and the relationships I built, opportunities tended to find me. I’m proud of what I’ve been able to make of my career, from humble beginnings in retail, all the way to managing multi-million-dollar accounts in the engine oil world, and now with Bundaberg
Top right: Angela showcasing Bundaberg's latest range
“I’m proud of what I’ve been able to make of my career, from humble beginnings in retail, all the way to managing multi-million-dollar accounts in the engine oil world, and now with Bundaberg Brewed Drinks.”
Brewed Drinks. When I applied for my current role, the recruiter told me I was a “wild card” who read and presented well.
When I look back at my career highlights, it’s the sense of achievement that stands out. Thinking I can do something, putting my mind to it, doing the work, and just getting it done. It’s a great feeling when that all comes together.
Outside of work, life is nice. I’ve been with Matt for 29 years now and we’ve built a great life together. We’ve got two daughters, Katie, who’s 24, and Jess, who’s 23. Jess is the assistant restaurant manager at Grill’d, and she and her partner Caleb live in a fully self-contained flat under our place. Katie’s living in Shepparton this year while she finishes her second degree. She’ll be a doctor by the end of the year, which I’m incredibly proud of.
And of course, we’ve got our fur babies. Dot, our Scottish Short Hair cat, she’s 18 now and still going strong. Then there’s the boys, Morgan and Wally, our two Aussie Bull Arabs.
I’m also a bit of a Bali convert. I absolutely love the slower pace, the warm weather, and the beautiful people. There’s nothing better than sitting on Legian Beach with my family and friends, sipping a Bintang while watching the sun set.
As for where I’d like to be in five years? It might sound a bit clichéd, but honestly – I just want to be happy and healthy, with happy and healthy kids. If I had to give any advice to retailers and suppliers, it would be this: find the middle ground. It’s always there if you’re willing to look for it. The best outcomes come when you truly work together. One half of the team can’t dictate all the terms, it has to be a partnership that benefits both sides. And keep in mind, not all businesses operate the same way. That’s okay. Know your data, trust it, and let it guide your decisions. Data doesn’t lie. ■
Morgan and Wally
Angela with daughters Katie and Jess (behind)
L-R: Stepbrother Mitch, sister Beck, Angela, stepbrother Clint, and stepsister Paige
Relaxing with friends on Legian Beach
A servo with soul
With a fresh look, strong local ties, and standout food and coffee, bp Lauderdale is raising the bar for modern convenience retail.
Words Thomas Oakley-Newell
NESTLED ALONG TASMANIA’S southeastern coastline, bp Lauderdale is challenging the conventions of traditional service stations. With a vision that extends far beyond refuelling vehicles, the site, which is operated by Lowes Petroleum, has embraced an innovative approach that transforms the store into a vibrant, community-focused destination.
At the heart of this transformation is The Local Hub concept, a retail model that repositions the humble servo as a social space and local asset. According to Sharon White, Head of Sales and Marketing at Lowes Petroleum, it’s this concept that sets the store apart from its competitors.
“Our bp Lauderdale store stands apart from its local competitors through our innovative ‘The Local Hub’ retail concept. This concept is designed to create a community-centric space that offers more than just fuel and convenience items.”
A customer-first approach
Rather than functioning purely as a stopover, the site has been designed to invite locals and visitors alike to relax, dine, and connect. The store’s modern fit-out features streamlined navigation, clearly defined zones, and a welcoming layout that enhances both functionality and ambience. The experience, as White describes it, is intentional and people focused.
“Our goal is to create a welcoming and friendly environment where customers feel valued and appreciated.”
On entering the store, customers are met with warmth and efficiency. Seating areas offer a place to pause, and the layout guides visitors through curated zones such as the dedicated barista coffee area and a freshly made food section. This attention to design ensures that customers can easily find what they’re looking for or stay a while longer and enjoy something more substantial.
Food that goes beyond expectations
One of the store’s most defining features is its food and beverage offering, which represents a significant departure from traditional petrol station fare.
“Our food and drink offering at bp Lauderdale is a key differentiator that sets us apart from other sites in the area,” White explains.
Customers can expect a diverse and inclusive menu, ranging from fresh sandwiches, wraps and salads to hearty hot meals like burgers and fish and chips. Pastries are baked fresh, and the coffee is crafted by baristas using state-of-the-art equipment.
“Our investment in equipment technology ensures consistency in the coffee and food produced by our teams. For example, our Reneka coffee machine features automatic milk frothing, tamping, and grinding, providing consistency in every cup of coffee and increasing productivity.”
Top: The new Lauderdale – The Local Hub
Top right: Customers can't stop smiling
Importantly, the store continues to cater to traditional expectations too, retaining popular hotbox favourites such as pies and sausage rolls, a nod to the classic Aussie servo experience.
Modern but community-focused
While food and coffee may be at the forefront, bp Lauderdale is also adapting to broader shifts in consumer behaviour and retail trends.
“Over the past six to twelve months, we’ve noticed several emerging trends in the P&C industry. The use of advanced technologies like IoT and AI is becoming more prevalent, helping to streamline operations and enhance customer experiences.”
In line with these trends, Lowes Petroleum is investing in the continual modernisation of its sites, using technology not just to improve operations, but also to support the customer journey, from efficient transactions to product consistency and tailored experiences.
Despite the technological advancements, at the core of bp Lauderdale’s success is a commitment to community. From partnering with local suppliers to supporting community events, the store reflects the values of the region it serves. This local alignment is also seen as a cornerstone for the future of convenience retailing.
“The focus on community engagement and local partnerships will become increasingly important, as customers seek out retailers that align with their values and contribute positively to their communities,” says White.
Success starts at home
For those in the P&C industry looking emulate the success of bp Lauderdale, White’s best advice is to prioritise customer experience above all else.
“Our goal is to create a welcoming and friendly environment where customers feel valued and appreciated.”
– Sharon White, Head of Sales and Marketing, Lowes Petroleum
“A successful store is one that consistently meets and exceeds customer expectations. This involves creating a welcoming and friendly environment, offering high-quality products, and providing exceptional service.
“It’s also important to stay attuned to customer feedback and continuously adapt to their changing needs and preferences. Investing in staff training and development is crucial, as well-trained and motivated employees are key to delivering a positive customer experience.”
Another important factor in maintaining a successful store is working well with suppliers, with White emphasising the importance of collaboration and shared insight.
“It’s essential for both parties to understand each other’s goals and challenges and to work together to find solutions that benefit both sides. Regular meetings and feedback sessions can help identify areas for improvement and opportunities for growth. Additionally, sharing data and insights can enable more informed decision-making and better alignment of strategies.
“By working closely together, suppliers and retailers can create more effective promotions, optimise product assortments, and ultimately enhance the customer experience,” explains White. ■
Above: More than just fuel, but a place to meet and relax
Right: bp Lauderdale's barista coffee
Below: From snacks to sandwiches to hot food, bp Lauderdale has you covered
2024: A year of challenge, change, and resilience for convenience retail
Theo Foukkare, CEO, Australian Association of Convenience Stores, shares insights from the 2024 AACS State of the Industry Report, prepared by CMA Consulting.
THE 2024 CALENDAR year brought significant change and challenge for the convenience industry. Weak consumer sentiment and mounting cost-of-living pressures forced households to rethink discretionary spending, making value a key driver of purchasing decisions.
Retailers and suppliers alike worked to improve operational efficiency and ROI amid rising operating costs – the biggest hurdle to overcome – while still investing in strategic priorities. Consumers’ continued pursuit of value triggered a shift in shopping behaviour, with more considered spending and sharper focus on promotions.
The industry responded with greater collaboration, launching value-focused promotional campaigns designed to attract foot traffic. Despite headwinds, retailers pushed ahead with investments in offer development across all states and territories. Key focus areas included food, coffee, loyalty, technology, and emerging categories.
Customer-centric thinking remained at the core of all store developments, with retailers of all sizes investing in modernising store designs and layouts to meet evolving expectations.
Market Performance
Total in-store sales declined slightly by -1.2 per cent, or -$129 million, closing the year at $10.279 billion (down from $10.408 billion). However, when excluding tobacco, the market grew by +5 per cent, reaching $7.7 billion from $7.3 billion.
Food and Beverage continued its longterm growth trajectory, climbing +5.6 per cent (+$340 million). In contrast, Non-Food sales declined -10.7 per cent (-$469 million), primarily due to a -16.0 per cent ($496 million) fall in Tobacco.
Food and Beverage’s consistent growth reflects ongoing retailer investment. With 86 new stores added, the national footprint rose by +1.2 per cent to 7,443 stores, largely driven by independent retailers and new-toindustry developments.
Given economic conditions, low confidence, and a $500 million decline in tobacco, this result is commendable – driven by strength in core growth categories.
A sincere thank you to all retailers who confidentially contributed data for this comprehensive report, and to Brett Barclay and CMA for their writing of the report & thanks to Coca-Cola Europacific Partners for their exclusive sponsorship of the report.
Convenience in store Merchandise performance
1.2%
Convenience in store Unit sales performance 1.7%
FAST FACTS
• Total in-store sales declined slightly by -1.2 per cent
• Excluding tobacco, the market grew by +5 per cent, reaching $7.7 billion
• Food and Beverage climbed +5.6 per cent (+$340 million)
• 86 new stores added, with the national footprint rising by +1.2 per cent to 7,443 stores
“Weak consumer sentiment and mounting cost-of-living pressures forced households to rethink discretionary spending, making value a key driver of purchasing decisions.”
– Theo Foukkare
CEO OVERVIEW
Future Fuels and EV Infrastructure
EV charging station rollouts continued in 2024, albeit at a slower pace. While 91,292 EVs were sold – a +4.7 per cent increase –hybrid models are gaining momentum, shifting demand. EVs now represent 7.4 per cent of all new light vehicle sales.
Major retailers are focused on providing fast-charging experiences at forecourts and large-format travel hubs – locations that offer clean amenities, great food, and rest areas to meet evolving customer needs.
AACS remains firm in its belief that EVs are just one part of a broader energy future that includes biofuels, hydrogen, and zeroemissions alternatives, all of which are drawing global and domestic investment.
Tobacco
and E-Cigarettes
Tobacco’s contribution to in-store sales has fallen sharply – from 40.6 per cent in 2020 to 25.4 per cent in 2024 – accelerated by the migration to illicit tobacco and illegal, unregulated vaping.
Illicit tobacco now accounts for an estimated 40 per cent of all tobacco consumed. Combined with the black-market
vape trade, this trend will persist unless the Federal Government adopts a practical, enforceable regulatory framework.
More than 3,500 retailers are now estimated to be selling illegal products. AACS continues to advocate for:
• Stronger enforcement
• Nationally harmonised retailer licensing
• Regulated nicotine vaping model
• Strict product and safety standards
A responsible retailing framework, supported by licensing, will help prevent youth access while protecting legitimate retail.
Packaged Alcohol
Allowing convenience stores to responsibly sell packaged alcohol remains a billion-dollar opportunity. AACS has developed a nationally consistent, responsible retailing proposal and is actively engaging with state governments, liquor regulators, and ministers.
Progressive states are now reviewing the proposal to level the playing field, enabling convenience stores to compete under strict regulatory oversight. →
Retail Crime and Customer Aggression
2024 saw a sharp rise in retail crime – including shoplifting, fuel theft, break-ins, and increasing aggression toward staff. Disturbingly, almost one in 10 retail crime events is now violent.
According to Auror data:
• 10 per cent of offenders are responsible for 60 per cent of harm and loss
• Incidents involving weapons rose 33 per cent
• Victoria, QLD, and WA are most impacted, driven largely by youth crime
The safety of frontline staff is paramount. AACS continues to work with law enforcement and government on legislative reforms. In 2025, we will also support the national “Be Kind in Retail” campaign to promote safer retail environments.
Looking Ahead to 2025
While 2024 brought volatility, convenience retail is well positioned for growth in 2025. Investment in store and offer development will continue, aligned with evolving customer needs.
Foodservice will see further innovation, with greater variety and improved quality in freshly prepared food. Consumers will remain value-conscious, and continued investment in loyalty, technology, coffee, healthier options, and exceptional customer service will be crucial.
We expect the legal tobacco segment to stabilise as government enforcement against illegal trade improves.
The transition to future fuels will continue at a cautious pace, with convenience retailers ready to support Australia’s evolving mobility needs.
AACS remains committed to championing the industry across our four pillars – Advocacy, Connection, Knowledge, and Channel Development – ensuring a thriving future for convenience retail. ■
“Allowing
Major Retailers: 7 Eleven, Ampol, BP, BP Buying Group, Chevron Australia, EG Australia, OTR, Reddy Express Independent Retailers: AA Petroleum, APCO, Metro Petroleum, New Sunrise, Night Owl, UCB, United Petroleum and Other known groups Note: OTR has moved from Independent to Major Retailer due to the purchase by VIVA Energy.
a
– Theo Foukkare
2025 ANNUAL INDUSTRY LEADERS FORUM
From suppliers, wholesalers, and retail groups to industry associations, C&I has spoken with leaders from right across the convenience and roadside retail industry.
“These leaders are not just running businesses, they’re building brands, supporting communities, and constantly looking for ways to deliver better, faster, smarter service.”
Leading the way
Words Thomas Oakley-Newell
In the following pages, we bring you conversations with some of the most influential voices in the channel. Those navigating a rapidly evolving retail landscape with resilience, innovation, and a sharp focus on customer needs.
The P&C channel continues to evolve at pace. What was once seen as a stop-gap destination for fuel and snacks is now a thriving, multifaceted retail environment. Today’s forecourts are home to gourmet coffee, fresh food, digital loyalty programs, and seamless payment options, all designed to meet the needs of time-poor, value-driven consumers.
As our interviews reveal, this evolution hasn’t happened by accident. It’s the result of bold ideas, strategic thinking, and a deep understanding of what local customers want. Whether it’s rolling out new formats, embracing technology, or investing in its people, the leaders featured are setting the standard for what’s possible.
What stands out most is the passion. These leaders are not just running businesses, they’re building brands, supporting
communities, and constantly looking for ways to deliver better, faster, smarter service. Their approaches may differ, but they all share a commitment to progress and a belief in the strength of the channel.
It’s no secret the Australian P&C channel has been under pressure in recent years. From fuel margin volatility, a booming black market of tobacco and vape products to supply chain disruptions and increasing cost of doing business, suppliers and retailers alike are being asked to do more with less, and to do it faster than ever before.
Despite these hurdles, there’s a strong sense of optimism. The leaders we spoke to are united by a clear purpose: to serve their customers better, create value in their communities, and keep one of the country’s most dynamic retail sectors moving forward.
Thank-you to every single person who took time to be involved in this year’s Leaders Forum. Your insights and knowledge are invaluable to those looking to learn and grow their business and in turn, the channel.
Enjoy the read.
Theo Foukkare
CEO, Australian Association of Convenience Stores (AACS)
“We need to talk about what the customer of tomorrow expects – and how we deliver it, profitably and sustainably.”
Q. What have been the highlights for AACS and the convenience industry over the past 6–12 months?
The past year has shown just how resilient and innovative our industry is. Despite rising operational costs, regulatory and economic uncertainty, and retail crime pressure and illegal tobacco prevalence, our members have continued to grow, invest, and adapt. The launch of our illegal tobacco campaign was a major milestone – putting public pressure on governments and giving retailers a unified voice. We’ve also seen strong engagement and record numbers across all of our industry events, deeper collaboration between suppliers and retailers, and positive momentum in food and beverage innovation. And critically, we’ve elevated the role of convenience in the national conversation –from crime to community safety, to policy development, and the role of convenience.
Q. What will be your main priorities for the remainder of 2025?
My top priority is advocacy. We need urgent action from all levels of government on retail crime, illicit tobacco, vape regulation, and rising energy costs. These issues are impacting businesses and livelihoods daily. We’ll continue pushing for legislative reform, tougher penalties, and real support for retailers doing the right thing. Beyond that, we’re focused on supporting members to thrive through insights, connection, and capability building. That means more thought leadership, more networking opportunities, and working collectively to shape the future of convenience.
Q. What are the most important topics the industry should be discussing in 2025?
We need to talk about what the customer of tomorrow expects – and how we deliver it, profitably and sustainably. That means discussing store formats, loyalty, frictionless payments, and wellness trends. At the same time, we can’t ignore the fundamentals: crime prevention, sensible regulation, labour challenges, and how we support independent operators to remain viable. We also need to be bold in pushing the government to support
convenience retailers in the energy transition – particularly in how and where EV charging infrastructure is rolled out. Convenience should be central to that solution, not an afterthought.
Q. What do you predict for convenience retailing in the year ahead?
We’ll see further growth in food for now, food-to-go and food for later, better-for-you snacking, and premium coffee – all driven by changing shopper habits. Convenience stores are now a destination, not just a stop-gap. I also expect a rapid shift toward more automated and tech-enabled operations. That includes smarter inventory systems, AI-powered pricing tools, and frictionless checkout options. Retailers that invest now in customer experience, innovation, and store design will pull ahead. But we’ll also need to be nimble – policy changes around tobacco and vaping will continue to create disruption, and we must be ready to respond quickly and with a united voice.
Q. What do you enjoy most about what you do?
Without question – it’s the people. Our industry is full of passionate, hardworking, entrepreneurial people who care deeply about their businesses and their communities. I get to work with retailers, suppliers, and partners who inspire me every day. Whether it’s a family running a regional store or a major supplier launching something new, there’s always a story of grit and innovation behind it. Helping those stories get heard and advocating for the success of this industry is incredibly rewarding.
Q. Are there any other messages you’d like to share with the industry?
I’d just say thank you. Thank you to our members for backing AACS, for showing up, and for standing together when it matters most. We don’t take your support for granted. And I’d encourage everyone – whether you’re a retailer, supplier or service provider – to lean in, get involved, and contribute to the future of our industry. There’s never been a more important time to have a strong, united voice representing convenience – and we’ll keep fighting every day to make sure that voice is heard loud and clear. ■
GUEST SPEAKER BREAKFAST
David
Forde General Manager – Convenience and Petroleum, CCEP
Q. What have been the main highlights for CCEP over the past 6 to 12 months?
We’ve been making, moving, and selling Coca-Cola in Australia for almost 90 years, and the past year has seen exciting developments and dynamic growth. We’ve been recognised as a top employer in Australia, achieved 100 per cent renewable electricity across our operations, and made several investments in manufacturing to better meet consumer demand and support local production.
Within the P&C channel, a key highlight has been the growth in the energy category, with Monster and Mother leading the charge. Monster Energy is the fastest-growing energy brand in P&C, with sales growing at twice the pace of the total energy drink category*, thanks to our retail partners and successful new product launches. The consistent innovation we’ve been able to deliver with the Monster team has also been recognised at the Australian Association of Convenience Stores Awards, with Monster securing the New Product Launch of the Year award for two consecutive years.
*Source: RETAIL SALES, TOTAL C&P, MAT 24/11/24 VS PY | ^EXCL BRANDS <5% RSV MARKET SHARE
Q. What will be the primary focus for CCEP for the remainder of 2025?
Growing our customers’ business remains our top priority. As a leading beverage supplier in the P&C channel, we will continue to strengthen customer relationships, provide sharper category insights, and collaborate on strategic plans to deliver better service, innovation, and value for consumers. With CCEP’s presence in major global markets such as the UK, Germany, France, and Indonesia, we will leverage our extensive network to gain insights into emerging trends and challenges. This will enable us to adapt strategically and seize new opportunities within our local market.
Q. What are the most important topics the industry should be discussing in 2025?
In 2025, it’s crucial for our industry to stay at the forefront of innovation and consumer trends. Convenience is a valuable commodity for customers, and convenience stores are uniquely positioned to deliver it, but adapting swiftly to changes is essential for continued success. Currently, the P&C channel leads the consumer landscape from morning to afternoon, but there’s immense potential for further growth. There are more than 7,500 convenience stores in Australia, however a significant number of visitors leave without making a purchase. This represents a golden opportunity to enhance consumer engagement. Converting just one per
cent of these non-purchasing visitors into loyal customers would have a considerable impact. By creating compelling in-store experiences and leveraging data-driven insights, we can influence consumer behaviour and unlock new growth avenues. We see huge potential in driving food and beverage attachment sales for meal occasions with brands like Coca-Cola and Monster playing a key role.
Q. What do you predict for convenience retailing in the year ahead?
The convenience space will continue to advance and be exciting. With the current dynamic market, value is becoming increasingly important to Australian consumers – a trend I expect to strengthen over the year ahead. Striking the right balance on price will be critical. We’ve seen strong success with bundling food and beverage offers, and this will remain a key strategy to drive value. Additionally, innovation will be pivotal in fuelling growth, attracting new consumers, and keeping them engaged.
Q. What do you enjoy most about what you do?
Working alongside great people – our customers and my team – is what I enjoy most. Our industry is built on strong relationships, collaboration, and a shared commitment to growth, and it’s a privilege to be part of that. Supporting customers to achieve their goals is incredibly rewarding, but what drives me every day is seeing my team grow, step into new challenges, and succeed. Customer growth and people growth often go hand-in-hand and fostering an environment where both can thrive makes the work meaningful.
Q. Is there anything else happening at CCEP that you’d like to highlight?
We highly value the P&C channel and see exciting growth opportunities across the energy and sports categories. To meet rising demand, we’re investing in new manufacturing capabilities, including a warmfill line at our Moorabbin site to boost production of Powerade for the southern states, and a $100 million can line upgrade at our Richlands facility to help supercharge Monster Energy production. These investments strengthen our ability to meet consumer demand, support local manufacturing, and reflect our strong commitment to the sector’s growth and potential.
In addition to our core non-alcoholic offerings, we’ve seen significant growth in the alcohol category, particularly within alcoholic Ready-to-Drink (ARTD) beverages. Together with The Coca-Cola Company, we’re excited to introduce new alcohol offerings to our customers and consumers in the back half of the year. Stay tuned!
For more information about Coca-Cola Europacific Partners’ portfolio, please contact your local Coca-Cola Europacific Partners (CCEP) sales representative. ■
CHIPPAWILSON
Fiona McAllister
National Service and Digital Signage Manager, Fujifilm
“I have found working in this industry very rewarding as it’s not all about the big guns, it is about every individual store owner and every industry body supporting each other.”
Q. What have been the main highlights for Fujifilm over the past 6 to 12 months?
We have seen some significant growth within our many business units which has been excellent. The digital signage space is definitely moving forward in leaps and bounds as more customers move to a digital marketing offering. Signage has become more affordable which means that many businesses can add this to the marketing strategy. What is important is to us, is to figure out what will give you the most bang for your buck and support your business while not breaking the bank to do so. Start with one screen and grow as the business grows.
Q. What are the most important topics the industry should be discussing in 2025?
I think the transition to more EV cars and what stores can do to invite people in and upsell and cross sell. Using signage to direct customers to browse through the many offers while they wait for charge. Encouraging them for a bite to eat or a coffee and snack for the road. Also engaging with suppliers to support the marketing campaigns and sell the space and data they can get from upselling through a digital strategy.
Q. What do you predict for convenience retailing in the year ahead?
I am starting to see more and more automation and more services within the stores. Whether though self-serve or adding more products and services that can be purchased in store. Digital signage is really starting to feature, with many stores having a pylon out the front or above fridge banners that can be seen from outside the store enticing customers inside.
Q. What do you enjoy most about what you do?
I enjoy meeting new people and helping them look at new ways to market their businesses. When I see that ‘a-ha!’ moment it is very rewarding to go on the journey and help them bring their marketing ideas to life. I have found working in this industry very rewarding as it’s not all about the big guns, it is about every individual store owner and every industry body supporting each other. I also love how our company is so diverse and has so many products that are highly regarded throughout the world.
Q. Is there anything else happening at Fujifilm that you’d like to highlight?
We have many significant growth areas in our business as well as signage. Instax cameras are currently number one in the country, and it’s great to see many people going back to taking photos. The instant gratification of printing that instant print is very much alive. Photo taking and printing has always been a large part of our business, and it is getting easier to have a photo printing solution online and instore. We have an amazing photo and personalisation category with 1000’s of options for those unique gifts. We have made great strides with our professional cameras and lenses and our MRI and CT machines through our medical division. There is never a boring day working at Fujifilm.
Q. What will be the primary focus for Fujifilm for the remainder of 2025?
Over the years we have been working closely with the Petrol and Convenience industry. A focus for us in 2025 is how can we add value to this industry while supporting those stores ready to digitise achieve their marketing goals. ■
Joe
Cannatelli
Managing Director, JC’s Quality Foods
Q. What have been the main highlights for JC’s Quality Foods over the past 6 to 12 months?
Over the past 12 months, one of our key highlights has been the expansion of our snacking range across multiple formats, reflecting strong consumer demand for premium, better-for-you options. This strategy has not only broadened our appeal but also contributed to significant sales growth within the petrol and convenience channel.
Q. What will be the primary focus for JC’s Quality Foods for the remainder of 2025?
For the remainder of 2025, our primary focus at JC’s Quality Foods will be on deepening relationships with our retail and distributor partners while continuing to drive category growth through innovation and responsiveness to consumer trends. Strong partnerships are at the heart of everything we do. By working closely with our customers, we’re able to tailor our product mix, merchandising solutions, and promotional strategies to meet the specific needs of each retail environment. Whether it’s a major national chain or an independent operator, we’re committed to delivering value through flexibility, insight, and shared success.
Q. What are the most important topics the industry should be discussing in 2025?
First and foremost, health and wellness as shoppers are looking for transparency, cleaner labels, functional ingredients, and products that align with their lifestyles. The industry needs to keep innovating around nutrition in snacking.
Secondly, value versus affordability continues to be a delicate balancing act, particularly in the P&C space. With cost-ofliving pressures persisting, we need to explore how to deliver perceived value through quality, convenience, and packaging innovation – rather than racing to the bottom on price.
Sustainability and responsible sourcing are also critical. As consumers grow more environmentally conscious, brands need to do more than make claims – they need to show action. That includes recyclable packaging, ethical sourcing of raw materials, and more efficient supply chains.
Finally, the industry should be actively discussing how we engage with retailers as partners, not just customers. Collaboration around data sharing, in-store execution, and tailored promotions will be key to unlocking stronger results and deeper consumer loyalty.
Q. What do you predict for convenience retailing in the year ahead?
Rising cost-of-living pressures will continue to reshape how consumers engage with the petrol and convenience (P&C) channel throughout 2025. Shoppers are becoming far more value-conscious, and while convenience remains critical, purchases are now more considered than impulsive.
In this context, we expect to see a tightening of discretionary spend, particularly in categories like snacks and beverages, which have traditionally benefited from impulse behaviour. Shoppers may visit for fuel or essentials but won’t automatically add extra items to their baskets unless the value is clear and immediate.
However, this also presents a significant opportunity for well-positioned brands. Products that deliver on quality, portion control, and price perception will continue to perform well.
Retailers and suppliers that focus on creating perceived value, not just reducing prices, will be best placed to maintain relevance and performance.
“Shoppers are becoming far more value-conscious, and while convenience remains critical, purchases are now more considered than impulsive.”
Q. What do you enjoy most about what you do?
I grew up in retail – my parents owned a fruit and vegetable shop, and we lived just a driveway away. It taught us a lot about hard work, resilience, and the importance of customer loyalty. Before starting at JC’s, I even had my own small fruit shop, and it was tough. Retail is tough. Every business demands commitment, but I truly understand how challenging and critical it is to keep shoppers coming back. At JC’s, if we can play even a small part in helping retailers achieve that, it gives real meaning and purpose to what we do. That’s what I enjoy most.
Q. Is there anything else happening at JC’s Quality Foods that you’d like to highlight?
At JC’s, we’re continually focused on driving down costs and increasing our investment into automation. It’s a big priority for us, not just to stay competitive, but to ensure we can keep delivering great value and service to our customers. We’re also always on the lookout for new products that complement our existing range – things that make sense for JC’s and add value for our retailers and shoppers. It’s about evolving carefully and making sure anything we add strengthens what we already do well. ■
Matt Prestipino
Head of Petrol and Convenience, Cranky Health
“We’re focused on staying ahead of the rapid evolution within the category and delivering the most convenient, accessible range to support Australians on their health journey.”
Q. What have been the main highlights for Cranky Health over the past 6 to 12 months?
Over the past year, Cranky Health has been on an exciting journey, introducing new brands and products to help even more Aussies on their health and wellness paths. We celebrated a major milestone with The Man Shake’s 10th anniversary, expanded into New Zealand, launched our sports nutrition range, Famous Nutrition, and made our products more accessible through convenience stores across the country. Each of these steps reflects our continued commitment to helping Aussies live healthier, happier lives.
Q. What do you enjoy most about what you do?
There are so many things I enjoy about working with Cranky Health, but the most rewarding part is building a brand that genuinely supports the wellness and improvement of people’s lives. The Man and Lady Shake have cultivated a thriving community of users and hearing their stories and personal journeys about how the brand has helped transform their health, is truly inspiring.
I especially love sharing these stories with our retail and brand partners. Knowing that every new distribution point, ranging opportunity, or additional piece of POS has the potential to make a real difference in someone’s life, makes the work incredibly meaningful.
Q. What will be the main focus for Cranky Health for the remainder of 2025?
At Cranky Health, our mission for 2025 is simple: to help you live your best life by inspiring and empowering a healthy lifestyle. We understand that life can get busy, and finding time for health can be challenging. That’s why we’re always looking for convenient solutions that fit seamlessly into your day.
We have just launched our new Man Shake Ready-To-Drink (RTD) – the perfect companion for your on-the-go lifestyle. Each 450ml bottle is packed with 30g of high-quality protein, fibre, and essential nutrients to keep you feeling full and energised, all for under 209 calories. No shaker, no prep, just grab and go.
Q. What are the most important topics the industry should be discussing in 2025?
There are several important topics shaping the convenience retail industry at the moment, including sustainability, regulatory challenges (such as tobacco legislation), the growth of foodservice and e-commerce, and the impact of electric vehicle adoption to convenience retail. However, from a brand perspective, I see shifting consumer behaviours as a key area of focus.
Health and wellness categories continue to see rising demand, particularly in healthy and functional snacking. While the convenience offer has expanded in recent years, there is still room for improvement in delivering a seamless shopping experience that meets the needs of all shopper missions. The beverage category has also rapidly evolved, responding with convenient solutions that align with changing consumer trends.
Q. Is there anything else happening at Cranky Health that you’d like to highlight?
It’s an incredibly exciting time for Cranky Health as we look ahead. We’re focused on staying ahead of the rapid evolution within the category and delivering the most convenient, accessible range to support Australians on their health journey. Our NPD pipeline is set to feature innovative products that inspire and lead the way in wellness.
The Man Shake alone has already helped over 2 million men on their weight loss journey – and that number is only set to grow. ■
Michael
Brick General Manager, Meris Food Equipment
“As a convenience-based industry, we need to deliver great food anytime, anywhere, and fast.”
Q. What have been the main highlights for Meris Food Equipment over the past 6 to 12 months?
It’s been an exciting period of growth and collaboration for Meris. One of the key highlights has been partnering closely with customers on a range of innovative projects, particularly with those deeply invested in evolving their food-to-go offering. These collaborations have allowed us to bring real value through tailored solutions and hands-on support. We’ve also expanded our product portfolio, launching several standout additions including the new Perfect Fry range, Neumarker jaffle & waffle maker, and the Flexeserve Xtra hot display – each designed to help our customers elevate their food offers.
Q. What will be the main focus for Meris Food Equipment for the remainder of 2025?
We will continue to have a strong focus on investing in the development of new products and solutions that empower our customers to expand both the range and quality of food they offer – while improving operational efficiency. The view is to continue building on our core product lines, as well as offering bespoke solutions tailored to specific customer needs.
Q. What are the most important topics the industry should be discussing in 2025?
One of the key conversations must be how we accelerate the strong growth we’ve seen in food-to-go. The focus needs to be on understanding and responding to evolving customer behaviours – specifically how we can increase foot traffic and basket size by tapping into what customers truly want: greater convenience, better food quality, and more variety. As a convenience-based industry, we need to deliver great food anytime, anywhere, and fast. Sharpening our understanding of these consumer expectations and finding effective ways to meet them will be critical for continued success.
Q. What do you predict for convenience retailing in the year ahead?
In the year ahead, we expect cost-of-living pressures to continue shaping customer behaviour – but this also presents an opportunity for innovative retailers. We’ll see forward-thinking operators redefining value by offering a broader, more appealing food range that balances quality and affordability.
Q. What do you enjoy most about what you do?
What I enjoy most is being part of the customer’s journey from the very beginning. There’s something incredibly rewarding about starting with an initial concept or idea and then working closely together to develop and implement a successful solution. For me, it’s not just about delivering a product – it’s about building long-term partnerships. There’s a real sense of trust and collaboration that develops over time, and being able to contribute to that growth and see the positive impact on their business is what makes it all worthwhile.
Q. Is there anything else happening at Meris Food Equipment that you’d like to highlight?
2025 is a milestone year for us as we celebrate 30 years in business. It’s a proud moment to reflect on how far we’ve come, especially with the launch of the new Perfect Fry range, which was actually the very first product we brought to market.
In recent years, we’ve really doubled down on developing innovative products with our suppliers. We’re now excited to offer those products to the Australian market. From empowering operators to offer food around the clock, to increasing food freshness and variety, we have a lot of exciting developments underway. Most of all, we’re looking forward to seeing how these solutions will help our customers grow and thrive – it’s going to be a big year. ■
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Andrew Poore
General Manager, Pacific Optics
“With over 20 years’ experience I still love the dynamic convenience channel and being part of a business that brings solutions to the tech and general merchandise categories.”
Q. What have been the main highlights for Pacific Optics over the past six to 12 months?
Pacific Optics has experienced several significant highlights that have contributed to our growth and success. One of the key achievements has been the continued launch of innovative new products that cater to our core consumer groups.
Firstly, we introduced the Walk n Talk Rugged Kevlar cable, designed specifically to appeal to tradespeople. This product has been nominated for Product of the Year and has proven to be incremental in both volume and average selling price; this continues to demonstrate that Pacific Optics are category captains of the channel.
Another highlight has been the extension of our Aerial Sunglasses range with the launch of Premium Gold tag sunglasses. Aerial is the number one Sunglasses Value brand in the country, and the range has expanded to include REVO mirrored lenses in contemporary fashion styles. This extension offers higher margins for retailers, drives category growth, and provides value to consumers, with similar quality products retailing for well over $100 in specialist retailers.
Additionally, we have brought some great new people into the business, growing our sales team and dedicated product managers. This has strengthened our capabilities and positioned us well for future growth.
We have also received industry recognition and awards, which is continued testament to the hard work and dedication of our team.
Q. What are the most important topics the industry should be discussing in 2025?
With my Pacific Optics hat on, I would say stop the proliferation of non-compliant phone accessories and sunglasses that can damage the industry’s reputation.
More broadly, other topics include the illicit tobacco trade that is discouraging smokers from walking through the doors of convenience and costing over $500m in lost
revenue. As well as encouraging consumers back into our channel and distinguishing convenience offers from grocery.
Q. What will be the focus for Pacific Optics for the remainder of 2025?
Service, service and service, the continuance of investing and improving in our vendor refill model. Sticking to the core fundamentals of our business model.
The launch and evolution of Walk n Talk Magnetic cables. Pacific Optics have the exclusive patented technology of these cables for Australia and New Zealand, and we are proud that we are supporting the P&C channel over big box retailers for this range.
Q. What do you predict for convenience retailing in the year ahead?
I expect the industry to continue to be resilient. Looking at the category in which Pacific Optics works across, I believe there will be innovation in gifting and the broader general merchandise category.
Q. What do you enjoy most about what you do?
The sense of purpose and fulfilment in my role leading our Sales Teams in both Australia and New Zealand, working alongside motivated and knowledgeable colleagues and helping them develop and succeed.
With over 20 years’ experience I still love the dynamic convenience channel and being part of a business that brings solutions to the tech and general merchandise categories.
Q. Is there anything else happening at Pacific Optics that you’d like to highlight?
We will continue to innovate and follow the vision and values that are the foundation of everything we do and offer. Continue to invest in our award winning vendor refill program and our focus on the customer, product development and bring new categories to market. ■
Yaniv Peleg
Director, PeleGuy Distribution
Q. What have been the main highlights for PeleGuy over the past 12 months?
Over the past year, we’ve realised just how unique our service model is in this industry. Our reps physically visit every store we supply – even in the most remote parts of Australia. This level of personalised, onthe-ground service is something many other companies don’t offer, and it has truly set us apart.
As a result, we’ve seen strong growth in our customer base nationwide, including new independent stores, service stations, and supermarkets – some of which are part of groups we already work with. The feedback we’ve received has been overwhelmingly positive. Customers value our personal attention and consistency, and that’s incredibly rewarding for us. At PeleGuy Distribution, we believe in the power of relationships – and there’s nothing better than seeing happy, loyal customers grow with us.
Q. What will be the focus for PeleGuy for the remainder of 2025?
The market is unpredictable – with some product prices rising 20 to 30 per cent overnight – so keeping our prices stable remains a key priority. We work hard to secure the best possible deals, and while we can’t control every factor, our team is constantly researching and building new supply channels to keep delivering strong value.
We’re also focused on strengthening our relationships with the larger customer groups we already serve, while expanding into more urban centres and rural areas. Our goal is to ensure that wherever our customers are – city or country – they get the same high level of service and attention that PeleGuy is known for.
Q. What are the most important topics the industry should be discussing in 2025?
Safety and theft are major concerns right now. As the cost of living continues to rise, we’re seeing more tension and risky behaviour in retail environments. Retailers need better support and stronger strategies to keep staff and customers safe. Another pressing issue is the pricing of tobacco products. Excessive taxation has driven prices to unrealistic levels, creating a huge illegal market. Customers are now avoiding traditional outlets like service stations and turning to cheaper, unregulated sources. This has a knock-on effect – not only do cigarette sales drop, but foot traffic and sales across other categories fall as well. It’s time for policymakers to acknowledge the unintended consequences and work with our industry on fairer solutions.
Q. What do you predict for convenience retailing in the year ahead?
Despite challenges, the convenience and petrol channel will remain essential. People still need fuel – whether petrol or electric charging – and they’ll always want something quick to eat or drink on the go.
Convenience is all about accessibility and speed, and those values are more important than ever. Retailers who stay flexible, understand local customer needs, and evolve their product ranges, will continue to thrive. With a customer-first mindset and the right approach, convenience retailing will stay strong in 2025 and beyond.
“In both racing and business, decisions must be made quickly - and while a wrong move can cost you, every mistake is a chance to learn and improve.”
Q. What do you enjoy most about what you do?
As a former Superbike racer, I’ve always enjoyed fast-paced environments. In both racing and business, decisions must be made quickly – and while a wrong move can cost you, every mistake is a chance to learn and improve.
This industry moves fast and demands constant adaptation, which keeps things exciting. What I enjoy most is helping stores grow. Turning an average outlet into a well-organised, profitable business is incredibly rewarding.
Over the past 25+ years, we’ve watched many of our customers expand across Australia. Knowing we’ve played a part in that journey by supplying products they can rely on is something we take real pride in.
Q. Is there anything else happening at PeleGuy that you’d like to highlight?
Yes – we have a few exciting updates. First, we’re launching a brand-new B2B ordering app, designed to make ordering faster and more efficient. Customers will be able to view our full product range, check live stock, and place orders from their phone or tablet – anytime, anywhere.
We’re also introducing the newest Vibe Type-C to Type-C cable, which supports up to 100 watts of power. It’s perfect for charging today’s high-demand devices like laptops and smartphones – and we’re expecting strong interest.
Lastly, we’re releasing a fresh range of premium Tiko Jet lighters, as featured in this magazine. These are highperformance, stylish products that add something special to any display and appeal to quality-focused shoppers.
There’s always something new at PeleGuy, and we’re committed to staying ahead with innovation, value, and service. ■
Joshua Sexton
Senior Customer Business Manager – Independent and Impulse, Nestlé Purina
Q. What have been the main highlights for Nestlé Purina over the past 6 to 12 months?
The pet category has grown significantly over the past 12 months adding value to the grocery offer in the petrol and convenience channel. The growth has been attributed to meeting the needs of the consumer and providing a value proposition.
Q. How has retailer education on the value of pet progressed? Have you seen a shift in how retailers position pet products in-store?
Education of the overall value offer of the grocery and non-grocery category continues to be a focus as we work with our retail partners. We’ve seen a significant positive shift in retailers’ understanding of the role the pet category plays and how valuable the sub-category is to the category.
It’s evident in the growth that consumers are supporting the increase in ranging and overall offer which is
a positive result. As we continue to support retailers with initiatives, we believe this momentum will continue.
Q. What are the next steps in optimising the pet category for convenience retailers?
Space and range optimisation is an ongoing focus. It’s important that when we look at optimisation, we take into account the needs of the consumer as well as the needs of the retailer.
Q. In the 2024 Leaders Forum, you mentioned an optimised core range and well-positioned planograms – what impact have these had on category performance over the past year?
We’ve seen a positive uplift in overall category growth. Retailers have shared an increase in foot traffic, and overall profitability. Shoppers habits are ever changing. Our key to success is to ensure we continue to support our retailers in growing their business beyond today.
Q. What have been the biggest challenges over the past 12 months, and how has Nestlé Purina adapted?
Cost of living pressure has been one of the biggest impacts over the last 12 months. As we see rates and other costs increase this has had an impact of shopper buying habits. We are nimble and we adapt to the climate that we play in.
Q. Looking ahead, what excites you most about the future of pet in the convenience channel?
I’ve been working in this channel for a little over 18 months and I continue to meet so many amazing people who love what they do. I’m inspired by such amazing, passionate and caring people.
Q. What will be the main focus for the Pet Category for the remainder of 2025?
Building sustainable long-term relationships across the channel. ■
“We’ve seen a significant positive shift in retailers’ understanding of the role the pet category plays and how valuable the sub-category is to the category.”
Matt
Keogh Chief Commercial Officer, 7-Eleven Australia
Q. What do you enjoy most about what you do?
There’s nothing quite like seeing our customers connect with the offer we’ve built in-store. Whether it’s a great value deal through the My 7-Eleven app, a new product they’re excited to try, or the everyday convenience we provide – knowing we’ve made their day easier is incredibly rewarding. I also love the pace of the industry – it’s fast, dynamic, and always evolving.
Q. What is the most pressing issue facing the P&C channel right now?
Cost-of-living pressures are top of mind for customers, so the challenge for our industry is to deliver real value without compromising quality or experience. The Fuel Price Lock feature on the My 7-Eleven app is just one way we’re helping customers stay in control.
Q. What have been the biggest highlights for 7-Eleven Australia over the past 12 months?
We’ve grown our national footprint to 746 stores – reaching more neighbourhoods than ever before. Our product range has continued to expand, particularly in energy, hydration,
snacking, confectionery, donuts and food service. We’re building a reputation as the home of innovation – from indulgent new confectionery lines to better-for-you options that reflect changing lifestyles. We’ve also continued to invest in digital experiences –helping customers connect with us in new ways, beyond the store.
Q. What will be your main priorities for the remainder of 2025?
Our focus is on ensuring every visit to a 7-Eleven is convenient, rewarding, and full of choice. That means sharpening our value proposition, accelerating new and exclusive product launches, and deepening our customer understanding. We’ll also continue to refine in-store execution, delivery platforms and elevate our promotional impact across all categories.
Q. What do you predict the year ahead in P&C to look like?
The pace of change will continue, and agility will be key. Retailers who listen closely to their customers, innovate quickly, and stay focused on value will thrive. At 7-Eleven, we’re excited to be at the forefront of leading change in our industry. ■
Jason Joukhador
GM
Q. What do you enjoy most about what you do?
What I enjoy most about what I do is seeing the results of strategic planning, focused effort, and effective collaboration come to life in a meaningful way. In the retail business, success is not achieved in isolation. Witnessing how these joint efforts translate into measurable outcomes, improved customer experiences and business growth is incredibly fulfilling. Through the journey, it is even more rewarding when you see the people grow around you along with the business.
Q. What have been the biggest highlights for Ampol over the past 12 months?
Over the past 12 months, the biggest highlight for Ampol hasn’t been a single moment, but rather the collective and continued improvements across our retail business. From enhancing the customer experience to strengthening our offer and operational performance, it’s been incredibly rewarding
to see the momentum build across every part of the business. What excites us most is that this progress is only the beginning – we’re gaining real traction in our flywheel, and the road ahead is full of opportunity as we continue to innovate and grow.
Q. What is the most pressing issue facing the P&C channel right now?
The most pressing issue facing the P&C channel right now is navigating the ongoing economic uncertainty and its impact on consumer behaviour and spending. Fluctuating costs, inflationary pressures, and shifting customer expectations are challenging retailers to remain agile while still delivering value and consistency. In this environment, it’s essential to stay focused on efficiency, maintain strong customer engagement, and continue investing wisely to ensure long-term resilience and relevance in a rapidly changing market. ■
Kellie Struth
Head of Category and Marketing, APCO
Q. What do you enjoy most about what you do?
This question for me is an easy one. It is by far having the privilege of working for a thriving regional company, alongside a dedicated likeminded leadership team, sharing everyday with my team who are committed and work incredibly hard to get the results we do and getting to come to a place where everyone is focused on making Apco Café 24-7 its very best, for our retailers and customers.
Q. What have been the biggest highlights for APCO over the past 12 months?
We have been very focused this last year on store developments. To evolve and grow our food offer. We have stores in our network that need refurbishment to give them the kitchens to enable this. We have a pipeline of projects that
“Our most pressing issues as an industry, is the illicit tobacco market’s rising cost to our legal tobacco sales.”
Alberta Nader
we are committed to getting completed. This last year we have focused heavily on beginning this journey. We have just recently completed Waurn Ponds and have begun both Kangaroo Flat and Barwon Heads. These new stores deliver a best in class fit out and offer.
Q. What will be your main priorities for the remainder of 2025?
We are about to open our newest store in Mt Duneed, which will have an extended day part food offer including a full grocery offer in store as well as our first store in South Australia later this year. We are all hands-on deck with refurbishments and new builds so over the next six months we will be busy getting these stores setup for success. We are also looking to roll out something new in our larger format grocery stores and are very focused on our loyalty offer. ■
General Manager, Blue Robe Petroleum (BRP Group)
Q. What do you enjoy most about what you do?
What I love most about working in P&C is the flexibility and creativity encouraged in developing solutions and fulfilling customer missions with meaningful offers. I’m particularly passionate about working with food and coffee and building teams who share the same passions for delivering great service and experiences around food and coffee.
Q. What have been the biggest highlights for BRP Group over the past 12 months?
Over the last 12 months the BRP Group has had our first and oldest family-owned store undergo a complete redevelopment into an exceptionally unique store servicing its locals as bp Summer Hill. Alongside this, we have been planning
next steps in renovating other existing stores in partnership with bp’s wildbean cafe, to further enhance our food and coffee capabilities. 2025 will also see us through implementation of bpPulse in two of our NSW stores, where we’ll be keen to learn how customers will interact with us in contrast to our traditional petrol customers.
Q. What is the most pressing issue facing the P&C channel right now?
Our most pressing issues as an industry, is the illicit tobacco market’s rising cost to our legal tobacco sales. Increasing government excises and banning of vapes, has contributed to over 30 per cent of legal sales lost to the illicit market, and billions in excise revenue. It is clear that the loss of revenue in the P&C channel is not due to the growing health consciousness of consumers, but rather customers forced to make more economical choices. ■
Haydn Tierney
Managing Director, Bowser Bean
Q. What have been the biggest highlights for Bowser Bean over the past 12 months?
After successfully negating some of the harshest trading conditions that I can recall, it is rewarding to recognise what a great business Bowser Bean is. Currently, I am enjoying the opportunity to incorporate some legacy elements into our business. For example, we have just commenced trading at a location in Bendigo that my family built in the 90’s. I was also thrilled to recently reactivate one of my dad’s old race cars as a Bowser Bean promotional vehicle.
Q. Last year, you mentioned Bowser Bean will continue to pursue growth through value driven strategies – has this delivered the expected results? Will there be changes in 2025?
Muffin Monday and Burger Wednesday continue to generate excitement, build brand awareness and generate sales volume at our locations. Despite increasing costs, we will endeavour to continue to provide these value offers to our customers.
Paul Augé
Q. What are your main priorities for the remainder of 2025?
After working on efficiencies and bedding down processes in 2024, I am focused on growing our network through acquisitions and increasing customer awareness of Bowser Bean and its exceptional offer.
Q. What are the most important factors in running a successful P&C business?
Understanding, respecting and resourcing the key categories of forecourt, convenience, and food and coffee.
Q. Personally, what are your biggest motivators for success?
I have always had a customer centric approach to business. Bowser Bean enables me to provide an industry leading customer experience through considered store designs combined with an astounding shop offer that is executed by a proud and engaged crew. ■
Senior Vice President, bp Asia Pacific
Q. What do you enjoy most about what you do?
In my 19 years at bp, I’ve been lucky to work all over the world in roles across the entire organisation, from convenience and fuels to strategy and aviation. Understanding what drives customers across the globe has been one of my greatest learnings.
Q. What have been the biggest highlights for bp over the past 12 months?
In a big 12 months for bp, we’ve hit some significant milestones and I’m really proud of what we’ve achieved as a team. We completed our acquisition of X Convenience, bringing over 50 sites into our network to strategically expand our reach across the East-West corridor where our sites are needed most.
We recently announced our sponsorship of the bp Adelaide Grand Final, formerly the Adelaide 500. In November, we’ll be showcasing the performance of our premium fuel, bp Ultimate,
in every Supercars engine on the track. This sponsorship is perfectly aligned to our brand and enables us to give our customers exclusive experiences that they love.
Q. What will be your main priorities for the remainder of 2025?
Our top priority is always to deliver energy safely. This is across every part of bp, from our service stations and convenience stores to our corporate offices. At bp, we have a deep commitment to safety and my focus is on safe operations and embedding safety into my team’s work every day.
Looking ahead, 2025 is going to be all about delivering for our customers. We have always kept our customers at the heart of everything we do, but we want to take it up a notch. Customer centricity is the focus for our teams as we continue bringing our customers the energy they need and a frictionless experience when they stop by our sites. ■
Tim Rankin
General Manager, Australia Downstream, Chevron*
Q. What do you enjoy most about what you do?
As a leader, some of the best moments in my day are working in the field with independent retailers. Getting to know their business, their customers and what drives their growth mindset is really fulfilling.
I’m a firm believer that the relationships we build today are the backbone of our business tomorrow.
Q. What have been the biggest highlights for Chevron/Caltex over the past 12 months?
Over the past 12 months Caltex has ramped up the growth of the network, addingmore than 90 retail sites and growing to more than 360 sites across Australia. A real highlight was seeing one our key partners, the Brisbane Lions take home the AFL Premiership, with the Caltex logo proudly displayed on the guernsey. We are excited about the prospect of going back-to-back and continuing to grow our brand in partnership with the Brisbane Lions, West Coast Eagles and Newcastle Knights.
“The current business conditions are quite tough and require operators who are dynamic and experimental.”
Alex Be
Q. What will be your main priorities for the remainder of 2025?
The focus in 2025 is giving Caltex customers the service station they deserve, and powering more journeys by growing StarCard, customer loyalty offers and promoting the Techron® difference. The Havoline and Delo product range is also proving hugely popular with both retail and commercial customers and supporting our network of lubricant distributors to grow is key.
Q. What is the most pressing issue facing the P&C channel right now?
We, like all retailers in P&C, face the same headwinds as we did throughout 2024 of rising costs and the illicit tobacco trade. While there doesn’t appear to be a silver bullet here, we remain optimistic about the growth of the iconic Caltex brand across Australia. Working in a dynamic and rapidly evolving industry has its challenges and also brings opportunity. Caltex is wellpositioned at the forefront of change.
*Rankin will commence in the role on July 1, 2025.
Q. What do you enjoy most about what you do?
What I enjoy most about my role is working with my teams to bring high level, well executed concepts to life. I enjoy having my team push me for optimisations and pushing the boundaries of retail excellence together. In that push, a small vision of the future comes through which is incredibly exciting for all of us.
Q. What have been the biggest highlights for Jasbe over the past 12 months?
Jasbe has gone through a transformative journey the last few years and continues to do so. In the last 12 months we have continued to add on new sites and refresh existing stores to bring them into the modern era. We have
continued to push our key partnerships with Daniel’s Donuts and Country Cob pies, bringing accessible luxury to our customers.
Q. What will be your main priorities for the remainder of 2025?
Our main priorities will be to continue pushing on our food offerings, drink ranges and continued operational excellence.
Q. What is the most pressing issue facing the P&C channel right now?
The current business conditions are quite tough and require operators who are dynamic and experimental. With a huge portion of losses stemming from traditional convenience, making up the loss requires forward thinking methods. ■
NSW Operations Manager, Jasbe Petroleum
Maher Magableh
CEO, EzyMart
Q. What have been the main highlights for EzyMart over the past 6 to 12 months?
Over the past 6 to 12 months, EzyMart has achieved several significant milestones that have strengthened our market position and enhanced our customer offering. We successfully launched our pilot food stores, marking an exciting expansion into fresh food retail. Our store redesign initiative has transformed locations to better serve their local demographics, creating more tailored shopping experiences. Most notably, we’ve developed our own brand to meet the highest Australian standards, demonstrating our commitment to quality while giving customers greater value. These strategic moves collectively represent our focus on innovation, customer-centric design, and premium product development.
Q. What will be the main focus for EzyMart for the remainder of 2025?
For the remainder of 2025, EzyMart’s primary focus will be on expanding and enhancing our fresh and healthy food offerings, ensuring they are readily available across all stores. We are committed to introducing healthierfor-you options in as many product categories as possible, from snacks to ready-to-eat meals. Our goal is to provide the healthiest possible product range to our customers, aligning with growing demand for nutritious, convenient choices. By prioritising quality, accessibility, and variety, we aim to make EzyMart a go-to destination for better-for-you shopping, reinforcing our dedication to customer well-being and convenience.
Q. What are the most important topics the industry should be discussing in 2025?
The convenience retail sector faces three pivotal opportunities this year that demand our attention.
First, we need the public to change their perception that convenience stores are purely traditional tobacco-centric models. We do this by expanding into fresh food offerings and modern services – transforming our stores into true neighborhood hubs.
Health-conscious shopping continues to gain momentum, requiring us to reformulate products with cleaner ingredients, introduce more nutritious options, and ensure our teams can knowledgeably guide customers toward healthier choices. This shift represents both a responsibility and a significant growth opportunity.
Meanwhile, ongoing cost-of-living pressures mean we must get creative with value. To deliver greater value to our customers, we must optimise our supplier partnerships – securing both fairer everyday pricing and equitable promotional terms. This will enable us
innovative concepts that set us apart. There’s a deep sense of fulfillment in doing something new to convenience, pushing boundaries to offer customers an experience they can’t find in other convenience stores. I take great pride in the design of the shop, ensuring it reflects both functionality and aesthetic appeal, making it inviting and efficient.
Q. Is there anything else happening at EzyMart that you’d like to highlight?
At EzyMart, we’re reimagining our stores with a focus on a greener, friendlier, and fresher vibe – think natural materials like wood, brighter layouts, and an overall more welcoming feel.
Beyond the look and atmosphere, one of our biggest milestones is the expansion of our very own EzyMart Distribution Center. This move is a game-changer for our supply chain, allowing us to streamline
“There’s a deep sense of fulfillment in doing something new to convenience, pushing boundaries to offer customers an experience they can’t find in other convenience stores.”
to sustainably pass savings onward while maintaining healthy margins. Businesses that successfully address these interconnected challenges –redefining convenience, meeting health demands, and delivering real value – will be best positioned to thrive in today’s competitive landscape.
Q. What do you enjoy most about what you do?
What I enjoy most about my work is the opportunity to engage in development – whether it’s creating a new brand from scratch or introducing
operations, offer a wider product range, and improve pricing – solving challenges we’ve faced in our own stores. But it’s not just about efficiency; it’s about unlocking new opportunities, from exploring trending product categories to supporting other retailers in the industry. Whether you’re an independent store or a larger chain, we’re ready to collaborate with scalable, tailored solutions that benefit everyone. This expansion reflects our drive to innovate, adapt, and lead in the convenience market – while keeping our stores fresh, customer-friendly, and ahead of the curve. ■
Sharon White
Head of Sales and Marketing, Lowes Petroleum
Q. What have been the biggest highlights for Lowes Petroleum over the past 12 months?
Over the past 12 months, Lowes Petroleum has celebrated significant achievements. We won the 2024 Australian Fuel and Convenience Award for Large Fuel Supplier, recognising our industry excellence. We were also finalists for the ACAPMA Community Spirit Award, showcasing our commitment to community support. Additionally, the bp Armidale store reopened after a million-dollar transformation, featuring the new Local Hub retail concept, first launched in Lauderdale, Tasmania.
Q. What will be your main priorities for the remainder of 2025?
For the remainder of 2025, Lowes Petroleum’s main priorities include investing in new technologies and infrastructure to improve efficiency and sustainability, upgrading key service
Andrew Cardinale
Director, New Sunrise
Q. What do you enjoy most about what you do?
Family businesses working together to make a difference. For me, it’s all about family. Not only do I get to work alongside my dad, Steve, and my brothers Vincent and Nick every day, but we are a family working for families across the Sunrise family network. That’s what makes my job so rewarding. We’ve got an incredible team at New Sunrise, the people here are passionate, driven, and genuinely care about our members. That family culture across our entire business and members makes every win feel like a shared one – and that’s what I love most.
Q. What have been the biggest highlights for New Sunrise over the past 12 months?
We’ve continued to outperform the market with 7.5 per cent growth in a flat environment – proof that our strategy is cutting through. In what has been a very tough retail climate, our Passport to Profit stores are leading the charge – fantastic local customer service, strong promotional
stations with the Local Hub concept, and expanding our unmanned network. We are committed to fostering regional growth by continuing to develop our network and invest in our people to ensure they have the skills and support needed to excel.
Q. What is your company doing to meet changing customer demands?
To meet changing customer demands, Lowes Petroleum is actively seeking feedback to tailor our offerings and leveraging AI to enhance efficiency and personalise services. We’re expanding our product range, developing new unmanned locations, and upgrading key service stations with the Local Hub concept. Additionally, we’re investing in eco-friendly technologies and infrastructure, such as energy-efficient products and solutions, to stay ahead of customer expectations and industry trends. ■
execution, and targeted marketing that drives real foot traffic and keeps customers coming back.
In addition, a standout highlight was the full relaunch of our brand last year. We didn’t just update a logo – we redefined how independents show up in the market. The launch of Sunny the Kookaburra brought our identity to life in a way that’s warm, relatable and uniquely Australian. Sunny made over 150 million media connections across TV, radio, digital and in-store – turning brand awareness into brand affection. It’s helped make Sunrise Local the most recognisable independent convenience brand in the country –and it’s only just getting started.
Q. What do you predict the year ahead in P&C to look like?
P&C to QSR. Competitive and fast-moving. Supermarkets, QSR and online channels will continue to chase convenience, but independents who are visible, connected, and customer-first will thrive. The future belongs to those who can adapt, personalise, and create community-led retail. That’s exactly where New Sunrise is focused. ■
“The future belongs to those who can adapt, personalise, and create community-led retail. That’s exactly where New Sunrise is focused.”
Eddy Nader
Managing Director, NPG Retail
Q. What do you enjoy most about what you do?
The rush of it all. It’s always changing, evolving. You have your good days and your bad days, but there’s never a dull moment.
I’ve been doing it all my life and have seen so many changes.
Back in the day, if you sold 10 cartons of cigarettes and a couple cases of drinks, you’re on a good wicket. But now, you’ve got your food and coffee and all those little extra things that you have do to try and differentiate yourself from the rest of the crowd.
Q. What have been the biggest highlights for NPG over the past 12 months?
The biggest highlight would be that we are now canning our own fresh iced coffees, fresh juices, and iced teas in store every day. It’s been a phenomenal add on to our offer and made a hell of a difference. We worked in collaboration with our coffee roaster, Roasting Warehouse and the team from Stuart Alexander with
Mark Smith
their Monin syrups brand. They helped us develop our juice and iced tea menu. Ted and another staff member spent a whole day at the Monin lab, working with their team on developing the menu. The team at Stuart Alexander have been phenomenal to deal with. Each store has their own canning machine and everything is done on-site, but most importantly, the customers are loving it.
Q. What is the most pressing issue facing the P&C channel right now?
The continual rise of cost of goods and the cost of doing business. It’s putting a lot of pressure on margins. There’s only so much you can charge for a bag of Kettle or a can of Red Bull before people start moving away from the channel looking for the cheaper grocery alternative. There’s pressure on us to keep our promo pricing at a certain level, to remain competitive or at least bearable for our customers. ■
Chief Operating Officer – Convenience, OTR Group
Q. What do you enjoy most about what you do?
One of the most fulfilling aspects of my role as Chief Operating Officer is forging meaningful connections with both our guests and team members. Witnessing the dynamic interactions in our stores – where we aim to make our guests’ lives easier through attentive service and a commitment to quality – this underscores the critical impact of people within our business. I am a great believer that the best ideas come from our team. Immersing myself in our sites enables a deeper understanding of our guests’ needs and helps us continuously refine how we serve them better.
Q. What have been the biggest highlights for OTR group over the past 12 months?
The past year has been transformative for our business as we navigated several significant milestones: transitioning from Coles Express to Reddy Express, implementing new POS systems, and executing physical site upgrades. These changes,
coupled with the merging of teams and optimising supplier relationships, are integral to our vision of becoming Australia’s largest petrol and convenience network. Despite the scale of these transitions, our teams’ unwavering commitment and the support of our suppliers, partners, and guests ensured smooth operations with minimal disruptions.
Q. What will be your main priorities for the remainder of 2025?
As we advance through 2025, our focus remains on strategic growth across the country while seamlessly integrating our teams. Equally important is our commitment to delivering exceptional value to our guests, helping them navigate cost-of-living challenges. By collaborating with our suppliers, we aim to introduce innovative products that surprise and delight, enhancing the retail experience. Completing the transition from bp to Shell as our fuel partner will further solidify our value proposition, offering motorists compelling reasons to choose our sites. ■
“By collaborating with our suppliers, we aim to introduce innovative products that surprise and delight, enhancing the retail experience.”
Nick Talevski
Managing Director, Pump Group
Q. What have been the biggest highlights for Pump Group over the past 12 months?
The opening of bp Moorebank! Anyone who’s built a new greenfield site will understand the challenges involved. Notwithstanding the fact that we built and opened the store in the eye of economic uncertainty, it has been a delight to see it come to life and grow/prosper on the daily. Parallel to this, our hard work around own food/ coffee brand, Pump Coffee Co, has been extremely rewarding to say the least.
During this busy period, Pump Group also managed to enter into commercial deals for two new stores. A big shoutout to my entire team, our momentum at the minute is a direct reflection of all the hard work over the years.
Q. What will be your main priorities for the remainder of 2025?
Following on from the previous answer, growth, whilst a good thing, more often than not results in a business owner sometimes straying from operations. With some time to breathe now, 2025 for us is the year we go back to the drawing board with a huge focus on “operational efficiency”.
I believe the timing is right too. With ever-increasing business overheads, cost of living pressures resulting in limited discretionary consumer spending, the illicit tobacco/vape trade evidently having an adverse impact on legitimate tobacco sales, now is a good time for us to focus on the business more than ever –we need to remain profitable. We will also continually capitalise on our current instore growth drivers – food and beverages. ■
Lou Jardin Managing Director, SPAR Australia
Q. What do you enjoy most about what you do?
Helping independent retailers compete and succeed in an industry dominated by giants. SPAR exists to give local operators a fighting chance – to provide them with the pricing, tools, and support they need to stand tall in their communities. Seeing a small store hold its ground, grow sales, and win customer loyalty is what drives me every day.
Q. What have been the highlights for SPAR over the past 12 months?
Over the past 12 months, SPAR has made strong progress despite a challenging economic backdrop. We’ve expanded our Payless Everyday program, improved supplier compliance, and built more effective social media campaigns. Our pricing, promotional execution, and in-store standards have lifted, and we’ve seen real momentum from stores that are actively engaged in the program. We’ve also grown our footprint in key rural and regional areas – offering a genuine alternative to Metcash-dominated supply chains.
“With some time to breathe now, 2025 for us is the year we go back to the drawing board with a huge focus on ‘operational efficiency’.”
One clear highlight was the recent article in the Babinda News, which praised SPAR Babinda’s competitive pricing compared to Coles and Woolworths. That kind of recognition doesn’t happen by accident – it’s a testament to the success of our strategy. It shows that when our program is executed well, shoppers take notice, and the value perception shifts in our favour.
Q. What are SPAR’s priorities for the year ahead?
Looking ahead, our priorities are clear: deliver value, drive engagement, and protect margin. That means focusing on price perception, enforcing program compliance, and ensuring our retail and supplier partners are aligned on execution. We’ll continue to invest in the stores that show commitment and won’t shy away from tough calls where standards aren’t met. The biggest issue facing independent grocery remains the lack of real choice in supply. Metcash’s dominance in regional areas continues to limit competition and push up prices. This must be addressed through regulation and stronger alternative options. ■
George Tsapoutas
CEO, The Distributors
Q. What do you enjoy most about what you do? It’s the “People”. I really like dealing with the people in our industry. The Distributors operate across an industry that still values relationships and service, we have over 40,000 customers nationally and represent over 200 suppliers with more than 7000 SKUs.
The Distributors are a national group of family-based wholesalers and pride themselves on their family-based values and service levels provided to the industry. Being able to represent the group and work with a fantastic team of people within our support office team is what I enjoy most.
Q. What have been the biggest highlights for The Distributors over the past 12 months?
The past year has seen The Distributor Group be once again recognised from both the industry and individual customers as
Darren Park
CEO, UCB
Q. What have been the biggest highlights for UCB over the past 12 months?
Over the last 12 months UCB members, trade partners and my UCB team have grown our respective businesses hard – and in a period where cost inflation has done no favours for anyone.
The 2025 UCB National Member Conference and Trade Show, delivered our largest ever attendance and we enjoyed arguably our best ever Trade Show. We picked up valuable insights from Australian and International guests and simply enjoyed the company of friends and colleagues.
One of the biggest highlights is seeing several UCB members receiving awards and accolades for driving their businesses to places that they’ve never been to before.
Q. What will be your main priorities for the remainder of 2025?
UCB members will continue to build on providing their wellknown personalised customer service, leveraging their local community connections, optimising product assortment and execution and finding unique ways to add value to the shopping experience, with programs such as Speed2Shelf.
their distributor supplier of the year, so for myself representing The Distributors members and the support office team continues to be a highlight, we are very proud to have been awarded the AACS Distributor Industry Supplier of the Year in 2024 for the 11th year straight. The Distributors Group also won the Distributor Supplier of the year for UCB, NSG, and Metro Petroleum.
Q. What will be your main priorities for the remainder of 2025?
The Distributors will continue to develop and invest in our systems and processes to improve speed to market with a view to launching a new e-commerce platform and customer app, our member representatives are best in class and we need to provide them with the tools they require to improve their customers’ ability to trade and transact with the members, so this is our development focus for the balance of the 2025 period. ■
We believe that we have something unique for independent convenience retailers with Speed2Shelf – we are matching it with corporate retailers for speed, and for ensuring that we enhance our relevance to the changing demographics of our shoppers.
UCB will also continue to focus on driving a competitive pricing structure for our members. Anyone can sell $1.00 for $0.50, we all need sensible margins to survive and prosper.
Q. What is a major issue facing the P&C channel?
Convenience retailers can and must differentiate themselves by fostering strong connections with their local communities. This may involve supporting local producers, participating in community events, and engaging in philanthropic initiatives. We have a natural advantage over many other shopper options, let’s use our collective network reach to sell a message of community, a consistently safe place to shop and an industry that is responsive to shopper needs.
But to change we must remain profitable and competitive against broader shopper options – convenience can’t improve without investment, and we need to be able to make a fair margin for that re-investment to occur. ■
Chocolate at a crossroads
Chocolate sales face pressure from price, competition and evolving shopper behaviour in the convenience channel.
Words Deb Jackson
VALUE IS THE NEW INDULGENCE
• Shoppers are choosing known favourites over experimental flavours.
• Emotional utility – like gifting or storytelling –adds value that can justify higher price points.
• Bundles and visible craftsmanship help close the sale.
“Chocolate was a value purchase... now previously higher price-perunit categories are becoming alternatives.”
– Dean Atkins, Lowes Petroleum
AS THE PETROL and convenience (P&C) channel continues to evolve, the role of chocolate – and the broader confectionery category – remains vital in driving both foot traffic and basket value. While sales are trending upward, retailers face a more complex environment shaped by shifting consumer behaviours, rising price sensitivity, and intensified competition from supermarkets.
According to Theo Foukkare, CEO of the Australian Association of Convenience Stores (AACS) and the 2024 AACS State of the Industry Report, success will depend on how well retailers adapt their chocolate offering to meet these changing demands.
“The confectionery category continues to be a strong performer within the convenience channel, reaching $734 million in total sales in 2024,” says Foukkare. “Chocolate remains the largest segment of total category sales, and while growth moderated in 2024, it’s clear that consumer demand remains resilient driven by new product innovation.”
Foukkare notes that despite a concerning decline in unit sales – mainly driven by the increased pricing in cacao costs globally and consumers switching between channels – leading manufacturers are developing new product size options targeting value offers to drive consumer engagement in the channel.
“We are seeing the rise of the value-driven shopper in our channel,” he explains. “Consumers are more price-sensitive than ever and are actively seeking promotions, discounts, and loyalty benefits
– all while balancing their desire for premium, indulgent treats. This creates a unique opportunity for convenience retailers to tailor their chocolate offering with a mix of classic favourites, innovative NPD, and limited time offers.”
With supermarkets expanding their own-brand ranges and continuing to compete aggressively on price, convenience retailers must leverage their unique advantages.
“Convenience retailers must continue to lean into their strengths: speed, accessibility, and smart ranging,” Foukkare says. “Ultimately, success in chocolate – like in all categories – will come down to understanding consumer needs, offering true convenience, and providing great value in every visit.”
Retailers rethink chocolate strategy
That value-conscious mindset is being felt across the channel. Dean Atkins, Retail Offer Manager at Lowes Petroleum, says that while total chocolate value is holding, unit sales are under pressure.
“Primarily the chocolate ‘immediate consumption’ category has been declining in value in the first half of 2025,” says Atkins. “Single price points have dramatically increased over the last 12 months with the world cost increase on cocoa.”
Atkins highlights that the top performers remain the classics: Cherry Ripe, Kit Kat, Snickers, Twirl, Mars Bar and Turkish Delight, with king-size bars leading by volume. He also says that product placement is critical.
“Product placement on the front counter facing shelves as an impulse purchase continues to be the main point for purchase of chocolate. Rotational flavours are not adding significant incremental sales.
“The traditional favourite bars share of the category has grown as people seem to be less likely to trial new flavours. Block chocolates have been more impacted as the cost and sell per block has significantly increased to price points above $8.00 for 160g blocks. The sell price is now questioned against other categories such as snack foods and take-home ice cream.”
New launches must do more than stand out – they must solve a need, whether emotional, practical, or seasonal.
Innovation pipeline
Major suppliers are responding with bolder innovation that taps into flavour nostalgia, playful formats, and gifting potential.
At Nestlé, a suite of five new products launched in April 2025 aims to reignite the sharing moment with flavour-first formulations and crossgenerational appeal. The Milkybar Chokito blends caramel and crispy cereal into creamy white chocolate, while the Aero Strawberry Sharebar and Block deliver bubbly texture with a fruity twist. The Golden Rough Block, a returning favourite, offers velvety chocolate with roasted coconut for a tropical throwback.
“Each flavour has been designed to ignite playfulness – with a combination of flavours and textures that are both nostalgic and fresh,” says Melanie Chen, Nestlé’s Head of Marketing Confectionery.
Meanwhile, Mars Wrigley is doubling down on the ‘grab-and-go’ mission with its new GRABnGO pack format, launching M&M’S Milk, M&M’S Peanut, and Maltesers in a smaller, portable pack tailored for time-pressed shoppers.
“Each extra touchpoint adds a new reason to buy – trade-up at entry, top-up at exit, gift-solve at checkout.”
– Tony Tantis, CEO, Yours Truly
“The new GRABnGO pack provides consumers with a convenient and affordable way to enjoy our blockbuster brands on the go,” says Michelle Gazzola, Portfolio Director at Mars Wrigley.
“Whether you’re on a road trip, running errands, or simply looking for a quick treat, our new pack is the perfect solution for on-the-go sharing.”
WHAT’S WORKING ON SHELF
• Front counter placement still drives core sales.
• Seasonal bundles and multi-touchpoint displays (coffee machines, flower stands) deliver incremental lift.
• Format innovation (like GRABnGO and Yummy Cards) aligns with evolving missions.
“One decision, two needs solved... well actually that’s three.” – Tony Tantis, Yours Truly Chocolates
Over at Darrell Lea, innovation is all about format – and fun. The new Chewy Choc range, featuring blocks, bullets and twists, mixes soft, cocoa-rich centres with velvety chocolate, creating a chewy, nostalgic texture that’s distinct in a crowded category.
“These chewy, chocolatey creations are fun, feel-good, and something truly unique in the market,” says CEO James Ajaka. “That’s what ‘making it better’ means to us.”
Made with 100 per cent sustainably sourced cocoa and proudly Australian, the Chewy Choc range adds a playful twist to the traditional chocolate offer, inviting retailers to differentiate their shelves through texture as well as taste.
More than a snack
For boutique chocolate brand Yours Truly, the opportunity lies in redefining what chocolate is in the P&C channel.
“The P&C channel is pivotal for us,” says CEO Tony Tantis. “Its impulse-driven, ‘graba-gift-on-the-go’ mindset mirrors the very reason we created Yummy Cards and Chocolate Generations. Even amid 2025’s cocoa turbulence, we lifted both scan sales and facings.”
These dual-purpose products function as both chocolate and greeting card, tapping into a growing trend for emotionally resonant, purpose-driven purchases.
Product placement is critical for impulse purchases
GLOBAL COCOA MARKET IMPACT
The International Cocoa Organization’s April 2025 report signals ongoing price volatility and supply challenges in the global cocoa market, driven largely by a potentially poor midcrop from West African producers and continued fluctuations in futures prices.
• Rising cocoa costs are reflected in cocoa futures prices reaching over US$8,000 per tonne, driven by supply concerns and tariff influences.
• Grinding data suggests steady demand despite these challenges, indicating resilience but also pressure on manufacturers.
• These global market dynamics underpin the rising costs faced by Australian convenience retailers and suppliers alike.
This aligns closely with insights from Lowes Petroleum’s Dean Atkins, who highlights that “single price points have dramatically increased over the last 12 months with the world cost increase on cocoa,” and Yours Truly CEO Tony Tantis’ observation of “cocoa turbulence” impacting pricing and innovation strategies.
Similarly, Darrell Lea’s James Ajaka notes the importance of sustainable sourcing amid these pressures. Together, the report and interviews underscore the critical need for retailers to balance value-driven consumer expectations with innovative, premium offers to sustain growth in the chocolate category during this turbulent market phase.
“Shoppers want something different that doubles as a quick gift,” Tantis adds. “They’re trading up to premium textures, visible toppings, and playful formats – anything that shouts ‘thoughtful’ without slowing them down.”
From a sales perspective, there are some clear pace setters in the P&C channel, including the Chocolate Generations Black Forest and Strawberry Cream, and Yummy Cards’ With Love and I Choo-Choo-Choose You.
“From our perspective, shoppers still crave affordable delight. When a chocolate offers visible craftsmanship, a compelling flavour story or a built-in gifting moment, they’re willing to trade up even in a tight economy,” says Tantis.
Ranging and merchandising
With so many options, ranging must be focused and strategic. Atkins explains that Lowes leverages its bp Buying Group to ensure top sellers are prioritised, with additional flexibility to support locally manufactured or seasonal lines.
“Bundling has added incrementally, particularly where there is easily identified value,” he adds.
Tantis recommends placing chocolate along the entire customer journey – at the entrance, by the coffee machine, at the bouquet bucket, and at checkout.
“Each extra touchpoint adds a new reason to buy – tradeup at entry, top-up at exit, gift-solve at checkout.”
From compact counter towers to seasonal bundles like “Mother’s Day card and flowers and chocolate,” it’s about creating reasons to buy – beyond habit or hunger.
What’s clear from both retail and supplier perspectives is that 2025 is not about flooding the shelves – it’s about filling specific shopper needs. Whether it’s a quick indulgence, a heartfelt gift, or a better value treat, chocolate has to earn its place in the basket.
As Foukkare puts it: “By focusing on high-demand, highmargin categories like beverages, foodservice, and snacks –and by ensuring chocolate continues to be well-positioned both physically and promotionally – the channel can maintain relevance and drive incremental growth.” ■
“Primarily the chocolate ‘immediate consumption’ category has been declining in value in the first half of 2025. Single price points have dramatically increased over the last 12 months with the world cost increase on cocoa.”
– Dean Atkins, Retail Offer Manager, Lowes Petroleum
Nestlé relesed five new products in April 2025
Snack savvy shoppers
Snack Foods remain vital in P&C, with shifting consumer behaviours driving innovation, value strategies and growth.
Words Deb Jackson
2024 SNACK FOODS CATEGORY SNAPSHOT:
• Category value: $316 million (+2.8 per cent)
• Dollar share growth: 3.1 per cent in 2024 (up from 3.0 per cent in 2023)
• Unit sales: -1.8 per cent (following +3.8 per cent in 2023)
• Top growth subcategory: Nuts, jerky and rice snacks +19.6 per cent
Retailer takeaway: Volume may be softening, but Snack Foods are still a key growth category –especially when backed by well-priced, betterfor-you options.
(Source: AACS State of the Industry Report)
AS COST-OF-LIVING pressures reshape purchasing habits, Australia’s petrol and convenience (P&C) channel is seeing a recalibration in snacking behaviour. While the days of explosive double-digit growth may have slowed, the Snack Foods category remains a vital part of the convenience landscape – adapting quickly to evolving tastes, rising health awareness, and changing expectations around value.
While the Snack Foods category has long been a powerhouse in the P&C channel, 2024 marked a noticeable cooling in its rapid growth trajectory.
According to the 2024 AACS State of the Industry Report, the category achieved $316 million in sales, a modest +2.8 per cent increase compared to a staggering +23.7 per cent rise the previous year. Despite this slowdown, industry leaders remain confident in the category's enduring relevance – particularly in a retail landscape shaped by cost-conscious consumers and evolving shopping behaviours.
“Snacking continues to be a vital part of the P&C channel’s offer, even in a year where overall consumer sentiment leaned toward caution and value offers,” said Theo Foukkare, CEO of the Australian Association of Convenience Stores (AACS). “While growth has slowed from the double-digit surges we’ve seen over the last two years, it’s important to recognise that the category still delivered value growth, and its dollar share within the channel continues to climb.”
Indeed, the Snack Foods category now accounts for 3.1 per cent of the total channel dollar share, up from 3.0 per cent in 2023 and 2.3 per cent in 2019. Chips remain the dominant sub-segment. In contrast, subcategories like nuts, jerky, and rice snacks saw impressive growth of +19.6 per cent, pointing to an evolving consumer preference for perceived healthier or higher-protein alternatives.
“Shoppers are making more deliberate choices – often influenced by price, but also by perceived health benefits, flavour profile and convenience,” Foukkare explained. “We’ve seen strong performance from subcategories that align with these values, like nuts and jerky, which are benefiting from the shift in consumer mindset.”
The report also notes a decline in unit sales and a dip in overall margins in 2024 – indicating heavier discounting across the category. Still, Foukkare views these trends as a strategic response rather than a setback.
“Retailers are leveraging promotional mechanics more aggressively to maintain value growth. This shows the agility of the channel in responding to the pressures of a highly competitive retail environment,” he said.
“The strength of the P&C channel lies in its ability to meet shoppers where they are –offering speed, relevance, and increasingly, value. Snack Foods are – and will continue to be – a cornerstone of that offer.”
Innovation, impulse and execution
As growth normalises, brands are dialling up efforts to connect more effectively with time-poor, value-driven consumers.
“The most effective merchandising strategies are those that place products directly in the shopper’s path,” said Dia Vatana, Sales and Marketing Manager, JC’s Quality Foods. “Front-of-store positioning – particularly near point-of-sale areas – drives impulse purchases. Multi-buy offers and cross-promotional deals have also proven effective in increasing basket size and perceived value.”
Echoing the importance of strategic placement, Michelle Leadbetter, Commercial Director –Snacks at Kellanova ANZ, emphasised the role of value-led promotions and well-positioned products in driving visibility and sales.
“Value deals that are clearly communicated at key locations in the store are a key sales driver,” she said. “The smaller 53g Pringles cans are a great solution for countertop displays, and retailers are increasingly open to including salty snacks alongside confectionery,” she said.
Retailers are also being seen as launchpads for new innovations.
“In the P&C channel, manufacturers can launch new products first as a test and learn,” said Leadbetter. “It provides an opportunity to see how a new flavour or format performs before scaling into mainstream supermarkets.”
Consumer trends
The 2024 State of Snacking report by Mondelēz International reinforces this shift in consumer priorities. A staggering 91 per cent of global consumers snack daily, with 65 per cent saying they snack more than they did a year ago. Notably, 74 per cent of global snackers say they prefer snacks that are both indulgent and health-supportive.
This aligns with the direction JC’s Quality Foods has taken: “Health and wellness are at the core of our product strategy – particularly within the petrol and convenience channel, where shoppers are increasingly seeking snacks that balance nutrition with convenience,” Vatana said. “Nuts
“In the P&C channel, manufacturers can launch new products first as a test and learn. It provides an opportunity to see how a new flavour or format performs before scaling into mainstream supermarkets.”
– Michelle Leadbetter, Commercial Director –Snacks, Kellanova ANZ
MERCHANDISING THAT MOVES
“The most effective merchandising strategies are those that place products directly in the shopper’s path,” says Dia Vatana, Sales & Marketing Manager, JC’s Quality Foods.
Retailers can maximise impulse purchases by making bestsellers impossible to miss – especially in time-pressured shopping environments.
Top-performing tactics for P&C retailers:
• Front-of-store positioning drives high impulse sales, especially near the point of sale.
• Multi-buy deals and cross-promotions (e.g. snack and drink combos) increase basket size and reward bulk buying.
• Flexible packaging like hang-sell or shelf-ready cartons allows placement in tight, high-traffic zones.
like salted cashews, natural almonds, and mixed nuts are not only among our best-selling products – they’re also naturally packed with plant-based protein and essential nutrients.”
This balance between health and indulgence is also front of mind for Trumps Foods.
“Indulgent, tasty snacks continue to win over healthier options,” said Soren Madsen, National Account Manager – Retail Brands, Trumps Foods.
“That said, there should always be a better-foryou option – whether it's an impulse grab or a conscious decision by a calorie counter.”
Emotional drivers are also shaping snacking habits. The Mondelēz report found that 71 per cent of consumers say sharing snacks is their ‘love language,’ while younger generations in particular see snacking as a form of self-care, comfort, and mood management.
This changing mindset is also reflected in shopper openness to new experiences.
“Within the convenience sector both consumers and retailers are looking for bespoke products that are differentiated from the mainstream grocery sector,” said Leadbetter. “This can be new and exciting flavours or different formats, as well as unique promotions.”
A new shift is also emerging around functional snacking behaviours.
“There’s a trending move towards snacks as meal replacements rather than just ‘fill me up’ moments,” said Madsen. “Heat-and-eat options and more substantial, on-the-go formats could be the next evolution within the channel.” →
PepsiCo has launched new eight-pack ranges.
KEY STATS FROM THE 2024 MONDELĒZ STATE OF SNACKING REPORT:
• 91 per cent of global consumers snack daily.
• 74 per cent seek snacks that are both indulgent and healthy.
• 71 per cent say sharing snacks is part of how they express care.
• 65 per cent say they snack more now than a year ago.
• Gen Z and Gen Alpha are increasingly driving category innovation.
Retailer takeaway: Younger consumers are snacking more – and looking for products that offer nutrition, fun, and personal expression. Stocking new formats or branded partnerships can engage this audience.
“Health and wellness are at the core of our product strategy – particularly within the petrol and convenience channel, where shoppers are increasingly seeking snacks that balance nutrition with convenience.”
– Dia Vatana, Sales and Marketing Manager, JC’s Quality Foods
Innovation beyond the shelf
In a bid to attract Gen Z and Gen Alpha, Jack Link’s recently announced a global partnership with digital superstar MrBeast, marking a unique fusion of entertainment and food culture.
“Jimmy’s entrepreneurial spirit and dedication to his fans align perfectly with our values at Jack Link's,” said Troy Link, CEO of Jack Link’s. “We believe this collaboration will drive a new generation of consumers into the meat snacks category, worldwide.”
The partnership will launch in Australia and New Zealand in 2026, aligning with a broader growth trend for high-protein, meat-based snacks.
“As we continue to grow Jack Link’s across APAC, we’re excited to bring the partnership to life for our retailers,” said Shannon O’Connell, Managing Director, Jack Link’s APAC.
The snacking category isn’t just responding to taste – it’s also adapting to environmental concerns. PepsiCo has launched new eight-pack multipacks of Smith’s, Doritos, and other popular brands in recyclable cardboard packaging, cutting 35 tonnes of soft plastic from the waste system annually.
“This move is in response to feedback, and we're proud to be on the front foot as consumer demand changes,” said Alexia Horley, General Manager – Australia Foods
at PepsiCo. “It gives Aussies more snacks for more occasions while also meeting shopper desire for less soft plastic.”
Each box even includes playful reuse ideas – such as astronaut helmets or storage caddies – offering families both practicality and engagement.
Trumps Foods also sees new innovation on the horizon.
“We’ve got several new formats and flavour combinations in the works aimed specifically at the P&C environment, with launches planned later in the year,” said Madsen.
Despite a softer growth rate in 2024, the Snack Foods category in the P&C channel remains resilient and responsive. As AACS CEO Foukkare observed, the ability of the channel to combine speed, value, and relevance is exactly what keeps it central to consumers’ lives.
From portion-controlled protein snacks to emotional comfort foods, from combo deals to TikTok-famous jerky launches, the future of snacking in P&C is being shaped by those who understand today’s shopper – one craving both satisfaction and substance.
And as the insights from brands, retailers, and researchers suggest, the smartest strategies moving forward will be those that see snacking not just as a transaction, but as a moment of connection, comfort, and creativity. ■
l i ght on s ugar
• MADE WITH REAL FRUIT
• NO ARTIFICIAL SWEETENERS, COLOURS, FLAVOURS
• ONLY 20 CALORIES PER CAN
• CRAFT BREWED OVER 3 DAYS
HOT BEVERAGE STATS AT A GLANCE
• $433 million total value of hot beverages in P&C in 2024
(Source: AACS 2024 State of the Industry Report)
• +2.2 per cent value growth in 2024 – the category’s slowest since COVID
(Source: AACS 2024 State of the Industry Report)
• 73 per cent proportion of male shoppers buying hot beverages
(Source: AACS 2024 State of the Industry Report)
• $2 is the price of 7-Eleven’s standard coffee, with app discounts saving a further $0.50
(Source: 7-Eleven)
• 46 per cent year-on-year growth in oat milk usage at APCO
(Source: Beverley Eastgate, APCO)
• 52 per cent of hot beverage purchase decisions are made in-store
(Source: Grinders Coffee / CCEP Commercial Insights)
• +6.7 per cent
CAGR forecast growth of the P&C hot beverage category through to 2030
(Source: Grinders Coffee)
Brewing resilience
Hot beverages remain a key profit driver in convenience, despite softened growth and evolving consumer preferences.
Words Deb Jackson
IN THE EVER-EVOLVING landscape of Australia’s petrol and convenience (P&C) retail channel, hot beverages – particularly coffee – have long played a pivotal role. While the category experienced a marked cooling in growth during 2024, it continues to play a strategic role in driving margin and customer engagement across the sector.
According to Theo Foukkare, CEO of the Australian Association of Convenience Stores (AACS), the category remains resilient – even as it adjusts from rising prices over the last two years. Automatic push button coffee unit sales have continued to come under pressure from increased QSR market competition, barista coffee unit sales continue to deliver strong growth aligning with the Australian consumer’s love of great barista coffee.
“After two years of double-digit value growth, it’s no surprise to see the category settle back somewhat,” Foukkare says. “In 2024, hot dispensed beverages grew by just +2.2 per cent in value, which is the softest we’ve seen since the COVID period. But that still represents a $9 million increase, taking the category to $433 million in annual sales – proof that coffee continues to be a high-value traffic driver.”
Despite a second consecutive year of declining unit sales the category has held firm on margins, delivering a total margin increase of $5.5 million year-on-year.
“Convenience retailers should take heart in the fact that margins remain incredibly strong,” Foukkare explains. “Even with a slight dip from 71.9 per cent to 71.6 per cent, hot beverages are still one of the most profitable categories in-store. Retailers who deliver quality and consistency in this space are being rewarded.”
There are signs of a maturing category, with growth normalising after substantial price increases implemented in recent years. However, market share remains on an upward trajectory. The dollar share of hot beverages rose slightly from 4.1 per cent to 4.2 per cent in 2024 and has increased steadily from 3.4 per cent in 2019.
“What’s important now is to focus on refining the customer experience and using hot beverages as a value proposition – not just a volume play.”
With Australian capital city coffee prices now averaging $4.78 for a small flat white – far below the cost in many global cities – the P&C channel remains well positioned to appeal to price-conscious consumers seeking café-style convenience on-the-go.
“Our coffee machines are placed front and centre in-store, and we’ve introduced designated wait benches to encourage interaction between customers and baristas.”
– Haydn Tierney, Managing Director, Bowser Bean Café
Personalisation, loyalty and quality on show Retailers across the country are continuing to invest in hot beverages, recognising the category’s enduring value to consumers – even in a tightening economic climate.
At 7-Eleven, the company’s $2 coffee offer has become a mainstay for commuters and everyday shoppers alike.
“Our freshly ground coffee continues to be part of daily routines across the country, offering quality, value, and choice for just $2 a cup,” a 7-Eleven spokesperson said.
The My 7-Eleven app plays a critical role in reinforcing loyalty and frequency, with customers receiving a further $0.50 discount on each cup. The app also provides a platform for ongoing engagement and personalisation, while the expansion of alternative milks and reusable cup discounts reflects growing customer expectations around customisation and sustainability.
APCO, meanwhile, continues to elevate its Café 24/7 offer through a focus on barista quality and local sourcing.
“Cappuccinos continue to be the top choice among our patrons, followed closely by lattes,” said Beverley Eastgate, Category Manager – Food Service. “We’ve also seen oat milk consumption grow by 46 per cent in 2024, and piccolos are gaining popularity as our reputation for high-quality barista-made coffee grows.”
The brand’s educational campaigns, loyalty activations like ‘Win Free Coffee for a Year,’ and barista competitions reinforce APCO’s focus on craft and connection with coffee-conscious consumers.
Regional favourite Bowser Bean Café has also seen positive growth despite an extended warm season, thanks to its ongoing investment in staff training and store design.
“Our coffee machines are placed front and centre instore, and we’ve introduced designated wait benches to encourage interaction between customers and baristas,” said Managing Director Haydn Tierney.
Bowser Bean also highlights drive-through service as a significant future opportunity for the channel, combining accessibility with the quality of a café experience.
Gen Z and iced formats changing the game
From the supply side, changes in consumer behaviour are clearly visible. According to Jono Goldthorpe, Coffee Ambassador at Grinders Coffee, the category’s performance has softened in the P&C space but remains robust in other retail channels. →
KEY RECOMMENDATIONS FOR RETAILERS AND SUPPLIERS:
• Invest in quality and consistency: Equipment, training, and sourcing are critical to building trust with coffee-savvy consumers.
• Leverage digital loyalty tools: Apps and reward programs drive repeat purchase and allow for personalised marketing.
• Embrace customisation: Offer a range of milk types, cup sizes, syrups, and formats to meet evolving consumer needs.
• Educate and engage: Communicate sourcing stories, sustainability credentials, and product variety to elevate perception.
• Optimise placement and bundling: Use hightraffic areas and combo offers (e.g. coffee and breakfast) to drive cross-purchase behaviour.
APCO offers barista quality coffee through its Cafe 24/7 offer
Above: 7-Eleven's $2 coffee is a hit with consumers
“Gen Z often enters the category via indulgent iced drinks, customised with flavours to suit their personal tastes.”
– Jono Goldthorpe, Coffee Ambassador, Grinders Coffee
“After consecutive years of double-digit growth, the last 12 months have slowed to around 2.2 per cent growth in P&C,” Goldthorpe explains. “However, retail coffee sales overall continue to grow steadily with no signs of slowing.”
One of the standout trends is the rise of customisation and indulgence, especially among Gen Z consumers.
“We’re seeing increased demand for ancillary products such as syrups, and iced coffee formats are rapidly growing,” said Goldthorpe. “Gen Z often enters the category via indulgent iced drinks, customised with flavours to suit their personal tastes.”
Grinders also points to health and wellness, including the continued rise of plant-based milk alternatives.
According to their research, 30 per cent of milk-based coffees sold in cafés now use a dairy alternative – a trend being mirrored in convenience.
Loyalty and omnichannel marketing are also critical tools for driving frequency.
“Loyalty cards and app-based rewards work really well in this channel,” Goldthorpe added. “With 52 per cent of decisions made in-store, presenting cross-sell opportunities – like bundling coffee with food or fuel – is key to increasing spend.”
(Sources: AACS State of the Industry Report 2024; CMA Shopper Report 2024; CCEP Commercial Insights; Australia Shopper Mega Research, June 2024.)
Modest growth with clear opportunities
Australian coffee drinkers are highly discerning – and increasingly price-sensitive. However, generational shifts are reshaping consumption patterns. Younger consumers are driving growth in iced, flavoured and plant-based beverages, while older generations are moderating their frequency or shifting toward at-home brewing.
Sustainability also remains a core concern. Retailers investing in reusable cup incentives, transparent sourcing, and compostable packaging are better aligned with consumer values.
The near-term forecast for hot beverages in the P&C channel is cautious but optimistic. While cost-of-living pressures and price increases have impacted unit sales, the channel’s convenience, value proposition, and evolving quality position it well for future gains.
Grinders Coffee projects +6.7 per cent CAGR growth in the channel by 2030, driven by returnto-office trends and the continued appeal of quick, accessible indulgences.
“Purchasing a hot coffee remains one of the top reasons for shoppers visiting a P&C outlet,” said Goldthorpe. “The channel offers great value, and we expect it to bounce back stronger as economic conditions improve.”
In a market that’s maturing and recalibrating postpandemic, the hot beverages category continues to offer strong margin, brand engagement, and shopper loyalty opportunities.
As the category shifts from high growth to steady value, those who focus on customer experience, flexibility, and loyalty will be best placed to thrive. ■
FUTURE SIPS: WHAT’S BREWING NEXT?
Innovation and changing habits are reshaping what hot beverages mean in the P&C space. The next generation of hot beverages will be customisable, tech-enabled, and purpose-driven.
• Gen Z loves it cold: Younger drinkers are entering the coffee category through iced and indulgent formats.
• Plant power grows: 30 per cent of café milkbased coffees now use dairy alternatives –with oat leading in-store.
• Flavour is back: Syrup additions and seasonal variants are gaining traction, merging café trends with convenience.
• Drive-through demand: Operators like Bowser Bean see huge opportunity in delivering caféquality coffee with no need to park.
• Smarter loyalty: App-based rewards and time-of-day offers are shaping the next phase of engagement.
• Sustainability shift: Consumers increasingly expect transparency on sourcing, cup compostability, and reuse incentives.
(Sources: Grinders Coffee, Beverley Eastgate/APCO, Haydn Tierney/Bowser Bean, CCEP Commercial Insights)
Hadyn Tierney says event activations are paramount for Bowser Bean
New Frozen Bakery
Baked with love, filled with joy
Nutella® Muffin
Nutella® Croissant
Filled with 15g of Nutella®
Our unique Nutella® Muffin is prepared with sourdough and yoghurt for a delicious taste and soft texture; baked with care and then filled with Nutella®
Filled with 15g of Nutella®
Our unique Nutella® Croissant is a perfect blend of crispy, flaky pastry filled with a unique, creamy Nutella® heart.
Ferrero’s new frozen bakery delights
Our C&I Choice for this issue is Ferrero’s new Frozen Bakery range. The company’s innovative new range includes the Nutella® Croissant and Nutella® Muffin.
The new Nutella Bakery Range is made using delicious, light pastry filled with real Nutella. Each pastry is baked with care and then frozen to preserve freshness until it reaches the designated venue or store. The products can be defrosted and baked fresh each day, making sure delicious Nutella Croissants and Muffins are always on hand for café displays.
Kara Jones, from Ferrero Food Service, said the new range showcases the versatility of Nutella, giving fans of the world’s favourite chocolate-hazelnut spread a new way to enjoy its iconic taste and offering Food Service venues delicious new way menu items that can be served up fresh each day.
“We want to continue giving our partners exciting new products that capture their customers’ attention and we’re confident our new Ferrero Frozen Bakery range will meet the growing demand for high-quality bakery items among on-the-go consumers.”
The Nutella Croissant and Nutella Muffin are available now from Campbells, PFD and The Distributors (if they have frozen capability).
For more information and stockist details, please visit – www.ferrerofoodservice.com/au.
choice
Bold new look, same great taste
Big on flavour and perfectly portioned – JC’s snack packs are your go-to for a delicious, nutritious boost anytime, anywhere. Whether you’re on the move, at work, or just craving a satisfying snack, these convenient packs make smart snacking easier than ever.
Now with a bold new look, JC’s snacking nuts stand out on the shelf and in your day. Packed with premium-quality nuts and irresistible flavours, they’re designed to keep you fuelled without overindulging.
From crunchy almonds to protein-packed mixes and the best-selling Quality Outback mix, every pack delivers the perfect balance of taste and convenience. Just grab, snack, and go.
For more information, contact The Distributors through your local warehouse or nationally at 1800 989 022 or info@the-distributors.com.au
Why pet care products belong in convenience stores
With 63 per cent of Australian households owning a pet, the demand for pet care products has never been higher. Convenience stores, petrol stations, and corner shops are frequented by 25 per cent of cat and dog owners every fortnight, making them a prime location to tap into this growing and loyal customer base.
Pet food shoppers represent a high-value segment, spending 30 per cent more per shop than non-pet shoppers and making nearly 30 shopping trips a year – 3.6 per cent more than the previous year. Importantly, 42 per cent of pet-related purchases are impulse or top-up shops, which aligns perfectly with the nature of convenience retail.
The $2.3 billion grocery pet food market remains stable, with strong growth in the dog and cat treats segment. Wet cat food – especially single-serve – leads in value share, while dog treats show consistent growth.
To seize this opportunity, convenience retailers should optimise their pet care planograms with top-performing, premium, and essential ranges. Focus areas include single-serve wet cat food and popular dog treats.
With the ongoing trend of humanising pets and increasing demand for premium products, convenience stores are well-positioned to offer accessible, high-quality pet care solutions – driving growth, meeting shopper needs, and winning in this expanding category.
To learn more, call Anthony from Purina on 0437 858 598.
When your day doesn’t stop for anything, neither should your gear. The Walkntalk Rugged Kevlar Charging Cable is engineered for those who demand durability without compromising performance.
Featuring a Kevlar-reinforced core and armoured braiding, this cable is 10x stronger than standard options, making it resistant to drops, dust, and the daily grind. Its military-grade construction ensures it bends without breaking, providing uninterrupted power whether you’re on a worksite or navigating daily commutes.
In Petrol and Convenience this range drove an incredible 85 per cent of all incremental sales in the channel. So whilst you don’t want to compromise on cables you also don't want to compromise on sales.
Available in USB-A to Lightning and USB-A to USB-C configurations, it’s compatible with a range of devices, including iPhone 14 and earlier models, as well as various Android smartphones. The 1.8m length offers flexibility, and with a 5-year warranty, it’s a reliable companion for the long haul.
Don’t let inferior cables slow you down. Experience the resilience and reliability of the Walkntalk Rugged Kevlar Charging Cable. Do you have this in store already?
Contact Pacific Optics on 1800 237 425.
Walkntalk’s Rugged Kevlar Charging Cable is built to bend not break
The Man Shake delivers big nutrition with zero fuss
The Man Shake Ready-To-Drink (RTD) is a convenient, great-tasting nutrition solution designed for busy Australians. Each bottle delivers 30g of high protein, fibre, and essential nutrients to keep consumers feeling full and energised – all for under 209 calories.
Designed to satisfy hunger and support healthier choices on the go, it hits the sweet spot between functional health and everyday convenience.
Shelf-stable with a 15-month shelf life, it requires no refrigeration until opened, making it ideal for a wide range of retail environments. With no prep or mess, it’s perfect for time-poor consumers seeking a fast, nutritious option.
The shelf-ready format and standout packaging make it a strong fit for fridges in petrol and convenience, gyms, and independent retail. Backed by the trust of over two million Australians who have used The Man Shake to lose weight and improve their health, the RTD format brings instant credibility and strong shelf pull.
Supported by strong brand recognition, The Man Shake RTD is positioned to drive both impulse sales and repeat purchase. It delivers simplicity, effectiveness, and real results – giving retailers a premium product in the growing health and wellness space.
V Energy launches new slow-release energy drink
V Energy has launched a new energy drink subrange, V Riise, offering a slower and more sustained energy boost.
V Riise is the only energy drink currently available in Australia and New Zealand that contains isomaltulose, a low-GI sugar, which works in combination with fibre and real fruit juice. It also includes natural caffeine sourced from tea.
Ruth Muller, Chief Research and Development Officer, said the inclusion of isomaltulose in V Riise is a game-changer for the energy drinks market.
“This is the only energy drink of its kind in Australia and New Zealand. Using scientifically proven technology, V Riise has a low GI formulation for a steady energy release, making it an ideal choice for those looking for a sustained energy boost.”
Mariko Inoue, Head of V Energy Marketing, said this is an exciting development for the V Energy brand, with V Riise building on the success of V Energy – Oceania’s number one energy drink.
“V Riise was developed in response to a clear consumer need for a more sustained energy solution. The research shows that two thirds of people experience energy dips throughout the day and are seeking products that meet their energy needs.”
V Riise comes in two lightly sparkling flavours: mandarin and blackcurrant and is available in 300mL cans at supermarkets and petrol and convenience stores across Australia and New Zealand.
Yummy Cards – a game changer for impulse gifting
Turn your prime retail space into an impulse-buy hotspot: Yummy Cards combine personalised messages with delicious hand-decorated chocolate, driving easy, incremental sales – no wrapping, no hassle, simply grab-and-go convenience for your customers.
Counter Rail – Compact rail design sits neatly at front-of-counter, placing Yummy Cards directly in customers' impulse-buy zone.
Checkout Tower – Slim, vertical display stands tall in high-traffic areas, showcasing cards clearly at eye-level where impulse buying decisions happen.
Both displays are specifically engineered for petrol and convenience retail environments: easy installation, effortless restocking, and minimal footprints.
Position Yummy Cards exactly where impulse purchases thrive, delivering incremental basket spend and increased profits.
Secure your Counter Rail or Checkout Tower today. Contact Tony Tantis at tony@yourstruly.com.au
Tiko’s Jet Lighters: The ultimate blend of style and power
Tiko is proud to unveil its latest line of Premium Jet Lighters – crafted with precision, engineered for performance, and rigorously tested to meet the highest standards. With over a decade of experience in delivering reliable flame technology, Tiko understands what true quality means.
In a market where new players are emerging, it’s more important than ever to choose a brand that stands behind its products. Every Tiko lighter is the result of years of design refinement, material selection, and hands-on quality control. While others may focus on price alone, Tiko focuses on performance, durability, and safety –offering a lighter your customers can count on.
For retailers, the advantage is clear: Tiko’s trusted name, high sell-through rates, and strong customer loyalty make its lighters a proven product line. Its new premium collection features striking new packaging now arriving in Australia. The refreshed design is impressive and eye-catching, sure to boost in-store sales. Both Tiko USB and Jet lighter packages have been completely redesigned for a modern, premium look – combined with the superior build quality customers expect from a brand with over 10 years of experience.
These are not just lighters – they’re high-performance, long-lasting tools that inspire repeat purchases and brand confidence, ensuring they stand out on shelves and fly off them.
Whether for everyday convenience or specialty markets, the Premium Jet Lighters are positioned to help you boost sales and build long-term customer trust. Stock Tiko, and stock confidence. Your customers deserve the best – and so do your shelves.
The Ancient Roman elixir to fix ya
Posca Hydrate is Australia’s first sugar-free sparkling hypertonic drink in a can and it’s chock-full of the good stuff to keep you going strong, without any of the nasties found in regular sports drinks.
With a hypertonic formulation designed for sustained hydration and improved electrolyte retention, Posca Hydrate packs in four essential electrolytes and gets an extra boost from red wine vinegar. It’s not your everyday sports drink and that’s exactly the point.
The original Posca recipe dates back to ancient Rome, where it was widely regarded as the beverage of choice for soldiers and gladiators. Today, that ancient wisdom meets modern science to deliver a drink that’s not only unique, but also genuinely good for you.
Whether it’s after a workout, a big night out, or just a long day of life-ing, Posca Hydrate is the drink to reach for once the hard part is done. It’s the thing to have after finishing the thing – whatever that thing might be.
Available in three invigorating flavours of Grape, Yuzu (Citrus) and Pineapple, Posca Hydrate offers a unique balance of refreshing minerality and tartness that both satisfies thirst and keeps people coming back for more.
Available now through The Distributors.
Aussie Drops launches Spin to Win
Aussie Drops has been the quintessential eucalyptus drop for more than 30 years. Handmade in Australia with that legendary, lasting flavour that Australians know and love.
Available in a range of flavours including Eucalyptus, Honey and Eucalyptus, and Butter and Menthol, they are the perfect pick-me up that tastes like a warm hug. The perfect companion for your next adventure.
This winter, the Aussie Drops brand has undergone an evolution. A new, modern Aussie Drops logo has been unveiled to bring the brand into the modern world and connect with younger shoppers. It has been refined but the logo still maintains its distinct and proud heritage.
To celebrate, Aussie Drops are giving customers the chance to instantly win fuel, food, and movie vouchers. Simply buy any Aussie Drops product during the promotion period from 16th June to 10th August 2025, visit www.winwithaussiedrops.com.au to enter your details, and upload a receipt. A fun and highly engaging wheel will appear. It’s now time to spin to win instantly! Refer to full terms and conditions on the website for all the details. Keep an eye out for the full roll out of the new look logo onto packs.
Perfect Fry brings smarter, faster frying to P&C
To celebrate 30 years of operation in Australia, Perfect Fry has launched a brand-new range of deep fryers helping to unlock the potential of the growing food-to-go category.
PERFECT FRY IS celebrating 30 years in Australia with the launch of its brand-new range of compact, automated deep fryers – bringing smarter, faster frying to P&C operators nationwide.
Renowned for delivering fast, consistent results and unmatched safety, the new range retains everything operators love about Perfect Fry, with smart new enhancements designed to make frying even easier.
Perfect Fry is built for modern businesses –those with limited space, staffing challenges, or the need for speed and flexibility.
The fully enclosed fryer features air filtration and a fire suppression system, which stops smoke and odours, without the need for extraction or an exhaust canopy. With oil locked away, Perfect Fry offers a safer method of frying, with no Chef or skilled hospitality staff required.
Unlike other options on the market, nothing compares to the taste and texture of food fried in oil. Perfect Fry offers that unbeatable crunch and flavour – without the mess, risk, or hassle typically associated with deep frying.
Perfect Fry is ideal for frying a wide variety of crowd-pleasing menu items, including:
• Chips, wedges, and hash browns
• Dim sims, spring rolls, and gyozas
• Donuts and churros
• Chicken schnitzels and fried chicken
• Battered hot dogs and Chiko rolls
• Fried fish, calamari, tempura or panko prawns
The updated models feature an intuitive touchscreen with real-time alerts, performance tracking, and recipe uploads via USB. Perfect for multi-site operations, the range is also compatible with Open Kitchen cloud-based technology, allowing remote monitoring and management of your fryer fleet.
Two models are available:
• PFC 5700: The most compact unit in the range, ideal for operators looking for low oil consumption and a small footprint. It delivers 12–15kg of frozen product per hour and is perfect for delicate items like panko prawns and crumbed chicken.
• PFA 7200: Fully automated and built for high volume, the PFA produces 15–18kg of frozen product per hour with rapid oil recovery, making it the go-to model for highdemand environments.
With fried foods offering profit margins of over 70 per cent, and strong customer demand across all demographics, now’s the time to unlock the full potential of the growing foodto-go category.
For 30 years, Meris has been the exclusive supplier of Perfect Fry to businesses throughout Australia and New Zealand. Be among the first to experience the new Perfect Fry range. Contact Meris Food Equipment today for a product demonstration on the following; 1800 265 771, makingfryingeveneasier.com.au, or meris.com.au.
“Perfect Fry is built for modern businesses – those with limited space, staffing challenges, or the need for speed and flexibility.”
Your questions about digital signage in convenience – answered!
In-store digital signage has become a game-changer for modern convenience retailers, offering dynamic and engaging ways to connect with customers.
Is digital signage really worth the investment?
• ROI: Digital signage is dynamic, helping to drive engagement which ultimately increases sales and reduces costs associated with printing static materials.
• Versatility: Update promotions, share product information, and showcase new arrivals instantly to ensure your messaging is always relevant.
Is digital signage complicated to set up and manage?
• Modern digital signage solutions are designed for ease of use. With the right partner, installation and ongoing maintenance is easy.
• Choose a cloud-based CMS platform that allows you to schedule, update, and manage content remotely.
How do I know digital signage will work for my store?
• Digital signage is highly adaptable and works well for stores
of all sizes. Smaller retailers can highlight best sellers and promote time sensitive offers.
• Larger chains, can help maintain brand consistency across many locations, allowing for localised content specific to that region.
Will digital signage impact my customer’s experience?
• Digital signage is not just to enhance your store’s aesthetics. It transforms how customers interact with your brand. Present relevant information quickly to engage customers with details and promotions.
What should I look for in a digital signage solution?
• Scalability: Choose a solution that can grow with your business and its adapting needs.
• Reliability: Select high-quality hardware and responsive customer support to empower your business’ growth.
• Analytics: Insights are powerful! Measure engagement and optimise performance.
Ready to explore options? Fujivision’s digital signage solutions, powered by Fujifilm, make it easy to implement and scale impactful signage. Find out more at www.fujivision.com.au.
Dare charges up with a potent brew
Caffeine lovers can now get the ultimate wake-up call with Australia’s No.1 iced coffee brand* unleashing its most powerful and concentrated brew yet. Dare Charged packs the equivalent of 2.5 cups of instant coffee in a sleek, grab-and-go can, from just 101 calories.
With 200 milligrams of caffeine in a 240ml can, Dare Charged is designed for those who need a serious coffee kick to keep you firing on all cylinders. Available in Strong Latte, Salted Caramel Latte and Mocha Latte, Dare Charged delivers a big caffeine kick naturally powered from 100 per cent Arabica coffee. With only 101 to 120 calories per can, it’s smooth, bold and charged with the real coffee taste Dare fans love.
Adelle Cosgrove, Marketing Manager – Iced Coffee at Bega Group, says Dare Charged is a total game-changer for Australians needing a caffeine kick – whether it’s first thing in the morning, powering through a busy day, gearing up for a night out or if you just need a little extra pep to your day.
“We know Aussies love their iced coffee strong, smooth and delicious –and Dare Charged is exactly that. It’s deliciously potent, low on calories and made with Arabica coffee. It’s all beans, no bull.” *Circana, Australian Convenience Scan, Dollars Share of
Protein? Need
It’s time for government to back convenience retailers to thrive
Australia’s 7,000-strong convenience network is essential - now it must be empowered to thrive.
By Theo Foukkare, CEO,
AACS
WITH THE DUST settling on the latest federal election, now is the time for our industry to shift gears – from reacting to regulatory headwinds to driving the policy conversation forward. The new government has a clear mandate for reform, and as the voice of over 7,000 convenience stores and the suppliers who support them, we’re saying loud and clear: Australia’s convenience sector needs to be recognised, supported, and empowered to grow.
We are an essential service. We kept our doors open through the pandemic, bushfires and floods. We support local communities in every postcode, employ over 75,000 Australians, and serve over three million customers every day. And yet, when it comes to policy and regulatory decisions, like many industries we are caught in the crossfire of short-sighted reforms.
So, what should we be asking for now?
Elevate Illicit Tobacco to National Cabinet
Illegal tobacco is booming – and it’s destroying legitimate retailers. The black market is now worth over $5 billion per annum, fuelling organised crime while undermining law-abiding small businesses. We’re calling on the federal government to elevate the illegal tobacco crisis to national cabinet to achieve uniform legislation, enforcement, and fines. This needs to be supported by a freeze on future excise increases with a view to recalibration of the excise given the extreme environment.
Common-Sense Vaping Regulations
The vaping policy experiment has failed. Prohibition has not reduced demand – it’s simply created another black market that’s thriving in the absence of enforcement or legal access. AACS is not advocating for a free-for-all – we are calling for a tightly regulated, adult-only retail model that removes illegal product from circulation and gives consumers access to safe alternatives. Retailers should be licensed, products should be registered, and penalties for selling to minors must be severe. But the current grey zone is a disaster, and it’s hurting both public health and small business.
National Retail Crime Strategy
Retail crime is not just a cost of doing business – it’s become a crisis. Our members are being robbed, threatened, and assaulted at alarming rates. We need a coordinated, nationwide retail crime strategy that includes tougher penalties for repeat offenders, realtime police support, and dedicated retail crime units. Enough is enough. Government must stop turning a blind eye to the violence and theft happening in stores across the country.
Incentivise EV Infrastructure
Australia is slowly transitioning to electric vehicles – but the infrastructure rollout is not keeping pace. Instead of building taxpayer-funded white elephants, government should be supporting existing fuel and convenience retailers to deliver the charging infrastructure of the future. We’ve got the land, the locations, and the foot traffic. What we need is a national incentive scheme that allows retailers to invest in EV fast chargers with confidence.
Merchant Fee Reform
Every tap of a card costs small retailers – and it’s adding up fast. Merchant fees in Australia are among the highest in the developed world, and many of our members, and ultimately consumers, are paying thousands a year in avoidable costs just to accept payments. It’s time for reform. We’re calling for mandatory Dynamic Least Cost Routing across all payment types, including mobile wallets, real transparency in fee structures and reform into the scheme fees that is controlled by the big banks and overseas providers. The playing field must be levelled so that retailers can compete fairly and offer value back to their customers instead of lining the pockets of the banks and card schemes.
The election may be over, but the intensity of our work continues with strength. AACS will continue to fight for our members every day – but we need all retailers and suppliers to unite behind a shared message: we are a vital part of Australia’s retail landscape, and we deserve to be heard. ■
Convenience retail: adapting with agility
Convenience retail in Australia continues to remain strong, adaptive, and responsive through uncertain times.
Words
Jason Joukhador, GM Merchandise and Dealer Channel, Ampol
2. Drive productivity
“In today’s rapidly evolving landscape, productivity should be a top priority for any organisation aiming to remain competitive
From global recessions to inflationary pressures, the industry has consistently proven its ability to not only adapt but thrive. At its core, convenience retail is designed around the needs of the on-the-go consumer, with convenience playing a critical role in meeting daily missions of the growing millions of Australians every day. No matter the climate, the customer missions remain the same and the industry continues to level up what’s on offer.
To remain strong and responsive through not only the uncertain times but strengthen the position in the long term, here are three areas to reflect on.
1. Prioritise core essentials, emphasise value without sacrificing quality
When consumers are under financial pressure, their shopping behaviours shift. They become more value-conscious, prioritising essential purchases, and are less inclined to experiment with unfamiliar products without the right incentive. In such an environment, it’s critical for retailers and brands to focus on availability and consistency – ensuring shelves are well-stocked and the core product offering remains strong. This back-to-basics strategy not only meets immediate consumer needs but also helps reinforce trust and reliability in the brand. Promotions, multi-buy deals, and loyalty programs take on heightened importance as shoppers seek greater value for their money. However, these incentives should never come at the cost of quality. Even in tighter times, consumers still want to feel good about their purchases. Take coffee, for instance, for many, it’s a small daily ritual that provides comfort and consistency. In this context, quality
In today’s rapidly evolving landscape, productivity should be a top priority for any organisation aiming to remain competitive and resilient. Enhancing productivity can take many forms –ranging from upgrading technology, implementing smarter inventory management systems to optimising labour and optimising operating expenses. The adoption of artificial intelligence (AI) also plays a pivotal role in today’s world, offering new ways to automate routine tasks, enhance decision-making, and unlock greater efficiencies across the board. By streamlining operations in these ways, businesses can drive sales, improve profitability and respond more quickly to market changes. Importantly, these productivity gains are not just short-term fixes –they lay the foundation for long-term performance and sustainability. Organisations should approach productivity as a continuous improvement journey, always looking for ways to refine and enhance.
3. Collaborate with supply partners
No business thrives in isolation. Success is increasingly built on strong cross-functional teams and strategic supplier partnerships. These relationships foster open communication, shared insights, and a deeper understanding of mutual goals. By aligning objectives across departments and with external partners, businesses can identify opportunities more quickly, respond to challenges more effectively, and innovate with greater speed and confidence. Close collaboration enhances agility and strengthens collective resilience, especially in dynamic or uncertain environments. Ultimately, working together delivers far more sustainable value than operating in silos – creating a network of support that drives long-term growth, profitability, and competitive advantage for all involved. ■
Fair Go Policy applies. All for use in Australia. Activate within 30 days of purchase or by the date advertised, whichever is earlier, to receive advertised inclusions. Data: New services only. 45GB on first 3 recharges within 90 days of activation. Reverts to 25GB standard data from 4th recharge (or as otherwise notified). Unlimited Data Weekend: each weekend from 12.01am Sat to 11.59pm Sun (local time) when you activate/recharge with AutoRecharge on this plan (excl. expired and manual recharges). *Unlimited Data Weekends may not be accessible on certain tablets and modems. Network: Coverage varies, see optus.com.au/coverage Compatibility: Device must be compatible with the Optus Network, see optus.com.au/compatibility General: See optus.com.au/prepaidplans for plan info. YESRET6733 OMC302336 (5/25) 45Gb $39 28 day expiry. 45GB first 3 recharges
Are heads of agreement for retail leases binding?
A Heads of Agreement for retail leases may be binding, depending on terms and intentions stated.
Words Marianna Idas, Principal, eLease
Lawyers
“To avoid disputes, parties should clearly state whether the HOA is binding or not.”
– Marianna Idas
A HEADS OF Agreement (HOA) is typically a short document that records the agreed terms between a landlord and a tenant before a lease is executed. It serves as a framework for negotiations and provides both parties with a level of assurance that the lease will proceed as agreed. However, whether it is binding depends on factors, including the document’s wording, the parties’ intentions, and whether lease terms have been finalised.
When is a Heads of Agreement binding?
A HOA can be binding if:
• Phrases such as ‘this agreement is legally binding’ or ‘the parties agree to be bound by the terms herein’ indicate an intention to create enforceable obligations.
• All terms are clearly defined e.g. the identity of the parties, the premises, the term (including any renewals), rent reviews, outgoings and other costs.
• If a party has acted in reliance on the HOA –such as paying a deposit, taking possession of the premises, or making lease-specific alterations – courts may determine that the agreement has legal force.
When is a Heads of Agreement not binding?
Conversely, a HOA may not be binding if:
• The HOA includes a clause stating that it is ‘subject to contract’ or ‘not intended to be legally binding,’ courts will generally uphold this disclaimer.
• Key lease terms are missing or ambiguous, a court may find that no binding contract exists.
• The HOA is framed as a preliminary step with an expectation that a formal lease will be executed
later, courts may conclude that it is merely an agreement to agree, which is not enforceable.
Key considerations when entering a HOA
To avoid disputes and unintended legal consequences, parties should consider the following when drafting a HOA for a retail lease:
1. Clearly state whether the HOA is binding or not
• If the parties do not intend for the HOA to be binding, they should explicitly state this within the document.
• Conversely, if they wish for certain terms to be binding while negotiations continue, they should specify which clauses are enforceable.
2. Ensure essential terms are included
• Whether binding or not, a HOA should include all key lease terms to prevent misunderstandings and ensure a smooth transition to the final lease agreement.
3. Seek legal advice
• Engaging a lawyer who specialises in leases to review the HOA can help clarify its legal standing and prevent disputes.
4. Document any negotiations or changes
• If parties negotiate amendments to the HOA, these changes should be documented in writing to avoid ambiguity.
To ensure clarity and avoid unintended obligations, landlords and tenants should carefully draft HOAs, explicitly state their intentions, and seek legal advice.
Ultimately, a well-drafted HOA can provide a valuable roadmap for finalising a retail lease while minimising legal risks and disputes. By understanding the legal implications of an HOA, parties can enter lease negotiations with confidence and certainty. ■
THEANCIENT ROMAN ELIXIRTOFIXYA ROMAN
Exposing talent in the P&C industry
Recognising the talent in the retail sector, the Joe Berry Award invites emerging retail professionals to showcase their talents and insights on some of the industry’s most pressing topics.
Words Keith Quigg, Chief Executive Officer, Activate Group
“Taking talent exposure head-on has brought about the need for external development, where each employee can exercise their commitment to a career without the pressure of internal company programming.”
– Keith Quigg
ONE OF THE constant pressures in retail comes from the ability (or inability) of businesses to find not only capable staff members, but talented people who will become their future leaders. The understanding of the roles and opportunities in retail is poorly promoted, largely unattended and often missing from many strategy plans.
Convenience, like any industry sector, has a significant need to find and develop new talent. The rigors of this sector require a different talent set to other sectors and like many industries, the exposure for those talent sets is limited. Staffing numbers in convenience stores are often small with a strong focus on merchandising and customer attention, with leaders often unaware of the talent that faces them.
In larger stores with higher staffing numbers, the focus is on mass merchandising and frontend connection with the customer. The attention to the individual is equally limited but the opportunity is perhaps wider as concentrated roles are in play. None of these focuses, however, have talent-exposure criteria.
Joe Berry Award connects retailers with talent
Within the program plans for the annual Joe Berry Award is the connection with companies who have faced the talent finding issue. Most of these companies, from the FMCG, mass merchandise and supplier sectors, have realised
that other elements must be injected into their employees’ development. While clever programs are constantly delivered to develop skills for the allocated roles, the levels for talent exposure remain low. Taking talent exposure head-on has brought about the need for external development, where each employee can exercise their commitment to a career without the pressure of internal company programming.
For the individual, the opportunity to write and submit an essay on a chosen topic is manna from heaven. Everyone benefits. The employees’ career can escalate quickly as their talent is recognised, the employer is provided with a focus on the individual’s talents, and the industry finds new leaders.
The Joe Berry Award is a program for the wholeof-industry, where talented employees within convenience can compete with those of liquor, pharmacy, hardware and wholesale on an equal footing. The recognition of up-until-now hidden talents is the same for every individual who enters and the same for whomever employs them.
The opportunity exists for the whole sector to be connected and to benefit from – not only does the individual get coverage, but the employing company equally benefits by being exposed as a progressive thinking organisation. If you would like to discuss how this talent exposure is achieved, I am happy to have that conversation with you – enquiries@joeberryaward.com.au ■
NEW
AACS hops the ditch
This year, the Australian Association of Convenience Stores (AACS) visited New Zealand for its Down Under Study Tour and our Kiwi counterparts did not disappoint.
Stores Visited
• Z Sawyers Arms
• NPD Moorehouse
• Four Square West Melton
• Night & Day Hagley
• New World Durham Street
• PAK’nSAVE Moorhouse
• BP Connect Moorhouse
• On The Spot Challenge Halswell
• MetroMart Oxford Terrace
• MetroMart Central Station
• FreshChoice Parklands
• Woolworths Waimakariri Junction
Fifty delegates took part, learning about the New Zealand convenience channel
NPD Moorhouse
PAK'nSAVE Moorhouse
“It sparked a lot of honest conversations and practical thinking – exactly what we aim for. Thanks to everyone who took part and helped make it such a valuable few days.”
– Theo Foukkare, CEO, AACS
THE AUSTRALIAN ASSOCIATION of Convenience Stores (AACS) held its Down Under Study Tour in Christchurch, New Zealand on 29 April to 1 May.
With 50 delegates taking part, the two-day tour offered a practical look at how the local convenience industry is evolving and provided valuable time for learning and connection.
The group visited a range of stores across Christchurch – from independents to established formats – each showcasing different approaches to innovation, store design, product range, and customer experience. Attendees had the chance to see what’s working on the ground and to hear directly from operators about their strategies and challenges.
Theo Foukkare, CEO of AACS, said this year’s study tour gave delegates a solid look at how convenience retail is being done in a different market.
“It sparked a lot of honest conversations and practical thinking – exactly what we aim for. Thanks to everyone who took part and helped make it such a valuable few days.
“Thanks again to all the delegates and local hosts who contributed to a successful 2025 tour. We look forward to building on these insights as we continue to grow and adapt in the changing world of convenience retail.”
More than just store visits, the tour gave delegates the opportunity to connect, share insights, and discuss what they’re seeing in their own businesses. The experience also included a shared meal at Manu, one of Christchurch’s standout restaurants, which offered a great setting for further conversation and reflection. ■
New World Supermarket Durham St
Dave Hooker, NZACS Executive Director welcoming attendees
On The Spot Challenge Halswell
Alison Pepper (The Handmade Food Co.), and Kelly Tracey (Bowser Bean)
Theo Foukkare, AACS, with the Cookie Time management team
Theo Foukkare (AACS), and George Cass (AA Holdings)
Celebrating excellence
The Distributors hosts its biggest ever conference, bringing together members, suppliers, and customers for three days of learning, networking, and fun.
SUPPLIER AWARDS
Supplier of the Year – $1m–$5m
Winner: Australian International Traders
Supplier of the Year – $5m–$10m (Joint Winners)
Winners: Coca-Cola & Jack Links
Supplier of the Year – $10m–$25m
Winner: Snackbrands Australia
Supplier of the Year – $25m and above
Winner: Pepsico
Above: GC Brands celebrating their Best New Product Launch win
Right: Ashley Fell
Middle right: Brooke Hanson Far right: George Tsapoutas
“The event brought together more than 280 delegates, making it the largest conference in the company’s history.”
THE DISTRIBUTORS’ MID-YEAR Conference proved once again to be an absolute cracker of an event, taking place over three big days at the Sheraton Grand Mirage on the Gold Coast.
Running from 20 May to 23 May, the event brought together more than 280 delegates, making it the largest conference in the company’s history. Feedback was overwhelmingly positive, especially around the popular pitch deck sessions, which gave members, suppliers, and customers a great chance to connect and share ideas.
There were plenty of standout moments, but none more powerful than Olympic gold medallist Brooke Hanson’s keynote. Her story of perseverance and success had a huge emotional impact and left barely a dry eye in the room. →
BEST NEW PRODUCT LAUNCHES
Beverage 24/25
Winner: Suntory – Celsius Range Snack 24/25
Winner: Pepsico – Cheetos Cheddar Jalapeño
Confectionery 24/25
Winner: Ferrero – Kinder Joy Novelty 24/25
Winner: GC Brands – Nerds Gummy Clusters
Networking drinks
The Distributors team
Ash Hardy (centre) with the board
Kim Musumeci (centre) with the board
BEST DIFOT
Another highlight was Ashley Fell’s session, which took a deep dive into who the future consumer is and how they’re changing the way they shop. Her insights were a real eye-opener and sparked a lot of conversation throughout the week.
Of course, the biggest night of the event was the 2025 Distributors Gala Dinner and Awards Night. The evening was all about celebrating the hard work and achievements of suppliers and members across the country, with plenty of memorable moments as winners were announced across a range of categories.
The Distributors would like to thank all the suppliers who made the event possible. Their ongoing support plays a huge role in bringing the industry together for events like this. ■
MEMBER AWARDS
Length of Service Milestones:
10 Years: Mackay Food Services, The Distributors Queensland Cairns
15 Years: Aygee Gippsland, Sweeties Confectionery
20 Years: SL Distributors, The Distributors Brisbane
25 Years: Inland Distributors Pty Limited
35 Years: ACB Suncity
Rep of the Year – Large Branch
1st Place: Ash Hardy – Central Coast Confectionery
2nd Place: Paul Golledge – Central Coast Confectionery
3rd Place: Helen Lulic – Accredited Distributors Dandenong
Rep of the Year – Small Branch
1st Place: Kim Musumeci – Sweeties Confectionery
2nd Place: Nicholas Grun – JB Metro South Coast
3rd Place: Jake McCartney – Accredited Distributors Bendigo
Member of the Year – $25m and above: The Distributors Brisbane
Member of the Year – Up to $25m: Accredited Distributors Bendigo
Above: There was entertainment aplenty
Left: Play the hand you're dealt
Below left: Great times and great catch-ups
Global convenience retail sector set to surpass USD $1 trillion
THE GLOBAL CONVENIENCE retail market is forecast to exceed USD $1 trillion in sales by 2029, according to IGD’s Global Convenience Trends Report 2025.
The sector is expected to grow at a compound annual rate of 4.1 per cent, slightly trailing the wider grocery market’s projected 4.2 per cent annual growth.
Despite being the third-largest modern trade channel, convenience retail is projected to lose market share over the next five years, from 10.7 per cent in 2024 to 10.6 per cent by 2029, due to faster growth in online and discount channels.
The report identifies five trends shaping the sector: Tech Evolution, Food Mission, Shifting Space, Targeted Value, and Striving for Better. These trends reflect a shift towards technology adoption, changing food offerings, more strategic use of space, targeted promotions, and a stronger focus on sustainability and health.
Sneha Haria, Insights Manager at IGD, said convenience retail is evolving from quick transactions to smart, seamless experiences.
“Our report highlights key trends like digital innovation and healthier food options that will define success in 2025 and beyond. While the sector uses its proximity and adaptability to meet consumer trends, it must address costs and competition challenges. Retailers need to close the price perception gap with other channels and make targeted value visible across regions. Sustainability and health are emerging trends
globally, even though they are not typically front of mind for convenience shoppers.”
Retailers are encouraged to improve store formats, leverage digital tools, and focus on both food-to-go and food-for-later ranges to remain competitive. Suppliers are advised to align product strategies with emerging consumer needs, particularly around health and convenience.
Key recommendations for retailers include adopting loyalty apps and retail media to personalise engagement, adjusting layouts to accommodate new services or legislation, and enhancing meal deals to boost basket sizes.
PepsiCo inks global multi-year deal with Formula 1
PEPSICO WILL PARTNER with Formula 1 from 2025, making Sting Energy, Gatorade, and Doritos official sponsors in a global multi-year deal.
The agreement includes advertising rights, fan engagement zones at all 21 races, product supply at race venues, and a presence in F1’s expanding broadcast reach across more than 200 territories. PepsiCo will also partner with F1 Sprint and the F1 Academy.
Eugene Willemsen, Chief Executive Officer, International Beverages, PepsiCo, said this landmark partnership with Formula 1 represents a perfect fusion of two global powerhouses that share a passion for creating extraordinary fan experiences.
“Formula 1’s unmatched global platform and tremendous growth trajectory align perfectly with our ambitions to accelerate our brands – particularly Sting Energy – on the world stage.”
Sting Energy will become the Official Energy Drink of Formula 1, while Gatorade will be the Official Sports Drink and a partner of F1 Sprint. Doritos will be the sport’s Official Savoury Snack Partner. Each brand will activate through trackside branding, digital campaigns, co-branded products, and food and beverage experiences at events.
PepsiCo will also support the F1 Academy, a development series for female drivers, with more details to be announced.
Stefano Domenicali, President and CEO of Formula 1, said PepsiCo will tap into the unique potential of Formula 1 as a global platform to connect with new audiences, and they will benefit from their energy, their extraordinary products, and their loyal community.
“Today is a moment to celebrate the partnership between two iconic and historic global brands – a sparkling union that will bring together tradition and innovation, generating excitement, entertainment, and unforgettable experiences for our fans and customers around the world.”
The deal comes as Formula 1 continues to grow its global fan base, with a reported cumulative audience of 1.6 billion and 826 million active fans worldwide.
Despite sales growth, convenience retail is expected to lose market share over the next five years
Victoria fast-tracks its total machete sales ban
THE VICTORIAN GOVERNMENT will enforce a total ban on the sale of machetes in what it describes as the toughest crackdown on machetes ever seen in Australia.
The move, which took place on Wednesday 28 May, aims to remove the knives from retail shelves ahead of a legislated prohibition on both the sale and possession of machetes, which will take effect on 1 September 2025.
Premier Jacinta Allan said that in Victoria, community safety comes first.
“We must never let places we meet become places we fear. I hate these knives, and I will keep introducing as many laws as it takes to get them off our streets, out of our shops and out of our lives.”
Under the interim ban, machetes – defined as knives with a blade longer than 20 centimetres – cannot be sold or kept with the intent to sell. Knives primarily intended for kitchen use are excluded. Retailers must store existing stock safely until disposal, exemption, and amnesty schemes begin on 1 September.
Possession of machetes will be illegal from 1 September, with penalties including up to two years’ imprisonment or fines exceeding $47,000. Exemptions will be available for permitted uses such as agriculture, subject to application. An amnesty will run from 1 September to 30 November to allow safe disposal without penalty via secure bins at selected police stations.
“We must never let places we meet become places we fear. I hate these knives, and I will keep introducing as many laws as it takes to get them off our streets, out of our shops and out of our lives.”
- Jacinta Allan, Victorian Premier
Illegal tobacco operators raided across South East Queensland
MORE THAN $468,000 in cash and assets has been seized from illegal tobacco operators across South East Queensland in a series of raids.
The raids were conducted by the State Penalties Enforcement Registry (SPER) on 17 businesses due to unpaid fines and penalties now totalling $5.4 million, targeting more than 20 stores in areas including Capalaba, Deagon, West End, Ipswich, Calamvale, Helensvale and Paradise Point. Over 1,000 enforcement orders were issued during the operation.
The enforcement team also confiscated a Mercedes AMG valued at nearly $200,000 and a $50,000 SUV. In some cases, traders attempted to hide cash behind false walls or operated secret tobacco shops within their stores.
Kim Easton, SPER Director, said illegal traders would face further action where they chose not to pay their debts.
“Enforcement officers are carrying out seizure operations across South East Queensland against illegal tobacco operators to recover the debts they owe. We’ve caught several of these operators attempting to conceal assets, hiding cash in secret rooms and behind fake walls.
“Our officers will continue to ensure these debtors face consequences by seizing their cash and other property until these debts are paid.”
Treasurer David Janetzki said the Crisafulli Government is determined to hit these illegal traders where it hurts, disrupt their cash flow and seize their cash and property.
“The sale of illegal tobacco and vapes happened right under Labor’s nose but we’ll continue to come down hard on those breaking the law and ensure they’re held accountable.
“Several of these illegal operators have closed their doors for good because of these enforcement actions, so we’ll continue to support SPER and other agencies so they can use their full powers under the law to prevent chop shops from selling illegal tobacco and vapes, particularly to young Queenslanders.”
This latest action follows Operation Appaloosa in March, led by Queensland Health, which seized 19 million illicit cigarettes, 76,000 vapes and 3.6 tonnes of loose tobacco, with an estimated street value of $20.8 million.
Posession of machetes will be illegal from 1 September
Seventeen business across South East Queensland were raided
Suntory Oceania unveils First Nations artwork at Ipswich facility
SUNTORY OCEANIA HAS installed a large-scale First Nations artwork at its new Swanbank site in Ipswich, Queensland.
Created in collaboration with the Yuggera people, the traditional custodians of the land, the 90-metre-long mural tells stories of the region’s cultural history. The three-panel artwork was developed by Yuggera Elder Uncle Eddie Ruska and artist Kylie Hill, a proud Kalkadoon, Quandamooka and Waanyi woman.
Hill described the experience behind creating the artwork as a deeply meaningful experience.
“Working alongside Uncle Eddie to tell the stories of the Yuggera people has been particularly special. Together, we’ve brought their rich cultural heritage and their enduring connection to the land to life. I’m honoured to be part of a project that celebrates and respects our history.”
The first panel of the mural represents the Rainbow Serpent Dreamtime Story, in which Moondagurra creates the Brisbane River. Suntory says this story parallels its own “creation story” as it establishes the new site and reflects its commitment to protecting water resources.
The second and third panels reference the Battle of One Tree Hill, a significant moment in the Australian frontier wars, and symbolise unity, resilience, and collective strength within First Nations communities.
Paul Woods, Swanbank Site Operations Director, said the artwork aligns with Suntory’s social values.
“Our ‘Growing for Good’ philosophy is about more than just business growth; it’s about making a positive impact on the communities we serve. This artwork is a testament to our commitment to sustainability, cultural respect, and fostering strong relationships with First Nations communities.”
Positioned at the entrance of the facility, the mural will be accessible to staff and visitors, serving as a visible reminder of the cultural and spiritual significance of the land.
Landlords of illicit tobacconists to face jail under new laws
LANDLORDS IN QUEENSLAND who knowingly lease premises to illegal tobacco and vape traders could face fines of up to $161,300 or one year in prison.
Under proposed new laws unveiled by the Queensland Government, non-compliant businesses would see interim closure orders extended from 72 hours to three months, allowing landlords to terminate leases of tenants involved in illegal tobacco or vape trading, and introducing a new offence for landlords who knowingly allow their premises to be used for illegal activity.
The bill also enables undercover operations to support investigations and allows for the seizure and destruction of legal tobacco products if sold alongside illicit ones.
Tim Nicholls, Minister for Health and Ambulance Services, said the laws are aimed at both illegal traders and landlords who enable them.
“Labor allowed illegal chop shops to pop up across our state but the Crisafulli Government has zero tolerance for traders of illicit tobacco and vapes.
“We’re also targeting landlords who are complicit in, or turn a blind eye on, illegal activity occurring in their premises.
“Any landlords who don’t use this termination right to kick out their dodgy tenants will be considered complicit and will face hefty fines and possible jail time.”
The announcement follows Operation Appaloosa in March 2025, which saw raids on more than 30 locations and the seizure of 76,000 vapes, 19 million illicit cigarettes, and 3.6 tonnes of loose tobacco, worth an estimated $20.8 million.
On 3 April 2025, Queensland introduced what it described as the nation’s toughest on-the-spot fines for selling illicit tobacco and vapes, resulting in over $5 million in fines in the first week.
Nicholls said the proposed changes are necessary because current laws are “too onerous” and limit enforcement.
“Despite all our recent progress, the illegal trade remains deeply entrenched.
“This is because the profits simply outweigh risk of enforcement and the current laws limit enforcement responsiveness by being too onerous or relying on prosecution through the courts.”
L-R: Paul Wood, Kylie Hill, and Uncle Eddie Ruska
COCA-COLA EUROPACIFIC PARTNERS Australia (CCEP) has launched its largest and most efficient canning line in its global network in Richlands, Brisbane.
The $75 million new line, capable of processing up to 120,000 cans per hour, will significantly boost production of Monster Energy Company beverages such as Monster and Mother, as well as core brands including Coca-Cola, Sprite, and Fanta.
Orlando Rodriguez, Managing Director of CCEP Australia, said they have a long history of manufacturing in Australia – nearly 90 years – and they continue to invest heavily in their operations.
“Richlands is our largest manufacturing site in our Australian network and now it is home to our most efficient and largest canning line to date in our global network, bolstering Queensland’s
thriving manufacturing industry and supporting Aussie jobs.”
Over 250 local contractors were involved during the 18-month construction phase. The project has also created more than 18 new full-time positions.
Designed across five mezzanine levels, the facility incorporates energy- and water-saving technologies. The reverse osmosis system has increased water treatment capacity by 67 per cent, while the ability to fill cans at room temperature is expected to cut energy use by approximately 23 per cent compared to other CCEP lines.
“By leveraging cutting-edge technology and world-class equipment, the new line will increase production efficiency, enabling faster and more sustainable delivery of our beverages for Australians to enjoy,” Rodriguez said.
bp South Albury reopens after 177-day closure
bp SOUTH ALBURY has reopened to the public, unveiling a refurbished store with a new layout, upgraded fuel systems, and a brand new wildbean cafe.
Located near the NSW/Victoria border, the site has been upgraded, after 177 days closed, as part of bp’s broader commitment to providing a comprehensive mobility and convenience offering for customers.
Lisa Archbold, Vice President Mobility and Convenience, bp Australia and New Zealand, said they’re making customers’ journeys even more convenient.
“After a big transformation we’ve re-opened bp South Albury with a brand new wildbean cafe, improved store layout and an upgraded fuels system. This is all part of our commitment to providing our customers with an end-to-end mobility and convenience service.”
The reopened site features an improved store layout designed to streamline customer flow, a fully upgraded fuel system, and a new wildbean cafe serving barista-made coffee and a range of food options.
“Now, our customers can easily grab a barista-made coffee or café snacks when they stop by to refuel.
“We’re looking forward to welcoming back our local customers and drivers who are stopping through South Albury,” said Archbold.
“This is all part of our commitment to providing our customers with an end-to-end mobility and convenience service.”
– Lisa Archbold, VIce President Mobility and Convenience, bp ANZ
The new line is capable of processing up to 120,000 cans per hour
The project has created over 18 new full-time positions
“Our shelves are stocked with products that reflect what our customers actually want, ensuring a personalised shopping experience.”
– Maher Magableh, CEO and Founder, EzyMart
Building success
From a single store in Bondi to a nationwide network of over 490 locations, EzyMart is redefining convenience retail in Australia through innovation, community focus, and global vision.
FROM HUMBLE BEGINNINGS in a small Bondi milk bar 24 years ago, EzyMart has grown into one of Australia’s largest and most recognisable convenience store chains – boasting over 490 stores nationwide.
At the heart of this transformation is Maher Magableh, CEO and Founder of EzyMart, whose vision and relentless focus on customer service have shaped the brand’s remarkable journey.
“When I first came to Australia, I started with a small milk bar in Bondi which I transformed into a convenience store that the locals really loved and supported,” said Magableh. “Our focus was on consistently improving services and products for customers, which allowed the business to grow at an exponential rate.”
A key differentiator for EzyMart has been its innovative product offering. Early on, Magableh sought to carve out a unique selling proposition by importing products from overseas and giving Australian consumers access to international snacks and beverages not found in typical stores.
“We love introducing new and exciting products to the Australian market – often making globally popular items accessible here before anyone else,” he said.
That global perspective is balanced by a deep local focus. Each store is carefully tailored to suit the preferences of its neighbourhood.
“Our shelves are stocked with products that reflect what our customers actually want, ensuring a personalised shopping experience.”
Strategic expansion has also played a major role in the company’s success. Investments in a national distribution centre and the launch of a sub-brand product line have allowed the company to streamline operations and grow efficiently.
EzyMart Distribution now supplies around 2,200 stores across the country.
“We’re investing in smarter logistics and expanding our chilled and fresh product capabilities to meet changing consumer needs.”
Despite global challenges, including supply chain disruptions, rising costs, and economic uncertainty, EzyMart has remained resilient. Magableh attributes this to strong supplier relationships, smart forecasting, and investment in technology.
Looking to the future, EzyMart is focused on continuing its expansion while staying ahead of emerging trends through data analytics and a hyper-local strategy.
“We’re positioning EzyMart to lead the convenience sector into the future while maintaining the personal touch that’s made us successful.”
Beyond the boardroom, Magableh is also committed to giving back. As Council Member for World Taekwondo and Director of Operations for Taekwondo Humanitarian Foundation, he is passionate about youth development through sport globally, as well as supporting refugees and displaced communities through sport.
“This dual focus on business excellence and social impact reflects the values at the heart of our company.” ■
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bp adds EV charging to bp Plus for fleet customers
bp HAS EXPANDED its bp Plus platform to include electric vehicle (EV) charging, allowing fleet customers to use one card to refuel, recharge or make in-store purchases.
The update is aimed at helping businesses manage mixed fleets of internal combustion engine (ICE) and electric vehicles. It also enables improved account management, with features like combined tracking of fuel and EV usage, invoicing, and payments.
Paul Augé, Senior Vice President, bp Australia and New Zealand, said as the number of EVs grow in fleets they want to make sure their customers’ experience at bp is easy.
“Mobility is changing and we’re supporting our customers wherever we can.
“Every fleet is different. We’re seeing some customers who have transitioned most of their fleet vehicles to EVs and others who are just getting started.”
Antoine Denis, General Manager of bp Pulse Australia, said the move would simplify EV charging for businesses.
“With bp Plus now including EV charging for our fleet customers we’re looking forward to seeing more EVs in fleets. Since 2022, we’ve been rolling out EV charging at key bp sites across Australia so our customers can recharge and get back on the road.”
bp Pulse has installed more than 220 EV charge points across New South Wales, Victoria, Queensland, Tasmania, Western Australia and the ACT.
7-Eleven Australia relaunches its fuel card
7-ELEVEN AUSTRALIA has re-launched its Fuel Card, offering eligible businesses 10 cents per litre off fuel for six months when they sign up by 30 June 2025.
Available at over 640 7-Eleven fuel stores across Victoria, New South Wales, the Australian Capital Territory, Queensland and Western Australia, the card is designed to help businesses manage fuel spending with added security and flexibility.
Jason Tran, General Manager of Fuel & Mobility at 7-Eleven Australia, said the company aims to provide businesses with better control over fuel expenses.
“Fuel is one of the biggest operating costs for many businesses, and we’re committed to helping them manage those costs with greater control and simplicity.
“The 7-Eleven Fuel Card is purpose-built for businesses looking for an in-network solution that delivers value and efficiency.”
The card comes with no monthly fees and includes features such as purchase limits, custom security controls, online account management, and dedicated support. Businesses are only charged per transaction.
The card is available to businesses of all sizes, from small teams to larger fleets.
Chevron appoints Tim Rankin as GM of Australia Downstream
CHEVRON HAS APPOINTED Tim Rankin as General Manager of its Australia Downstream business, effective 1 July.
Rankin, who started his career in the industry at age 16 working at a service station in Brisbane, will oversee the company’s national fuels operations and lead the continued growth of the Caltex brand across Australia.
Rankin will be based in Brisbane and succeeds Lorne Chambers, who is retiring after 31 years with Chevron. His career included leadership roles across Chevron’s retail operations in the western United States and Canada, and as General Manager of Corporate Affairs for Chevron’s global downstream business.
Currently, Rankin is the National Retail Fuels Manager for Chevron Australia
Viva
Downstream, leading the Downstream business to re-introduce the Caltex brand and grow the retail network nationally.
Prior to this, he was with Puma Energy, working in retail, operations, sales support and management roles including
Energy backs Indigenous ownership in the NT
VIVA ENERGY HAS announced new initiatives in the Northern Territory aimed at supporting Indigenous ownership and improving healthcare access in remote communities.
In May, Scott Wyatt, CEO of Viva Energy, joined Tiwi leaders and government officials at the launch of Tiwi Port Marine to mark the handover of port and fuel assets to local Indigenous ownership.
Under the new partnership, Tiwi Port Marine owns the fuel facility, while Viva Energy operates it. A share of the revenue will be returned to the Tiwi organisation after certain capacity milestones are achieved.
“Viva Energy is proud to have supported this unique partnership that returns control of vital infrastructure to the Tiwi community. It
expatriate experience in Myanmar where he was responsible for establishing a new retail business as the country opened its door to international business.
His previous experience includes roles in retail, operations, marketing, pricing, and sales, both in Australia and internationally. While at Puma Energy, he held various management positions, including in Myanmar, where he led the establishment of a new retail business.
Rankin holds an MBA from the Australian Institute of Business and additional qualifications from the University of Queensland, the Australian Institute of Company Directors, HEC, and INSEAD. He is currently a Director and Vice Chair of the Australian Association of Convenience Stores (AACS).
reflects our belief in creating shared value, combining commercial success with community empowerment.”
Wyatt also announced a three-year extension of the company’s national partnership with CareFlight, committing an additional $3 million. Since 2022, Viva Energy has supported over 400 CareFlight helicopter missions and funded training for more than 700 people in the Northern Territory, including scholarships and traineeships aimed at increasing First Nations participation in healthcare.
The renewed partnership will continue to support the Darwinbased helicopter rescue service and expand community education programs. It will also include consultations on Melville Island to explore a potential on-country CareFlight role.
Tim Rankin, new General Manager of Australia Downstream, Chevron
17 & 18 March 2026 ICC Sydney
Co-located with
CONNECT 26
In its 35th year, the Convenience & Impulse Expo continues to be the most powerful networking and product launchpad event in Australian C-retailing.
In 2026 we embark on an exciting new era of collaboration with the Australian Association of Convenience Stores.
C&I Expo is the only Convenience show to welcome exhibitors and retailers from all groups and brands. Our visitors travel from across Australia and Asia Pacific to discover the latest trends in C-retailing products, technology and equipment that will attract more customers and improve their bottom line.
Next year, C&I Expo will be co-located with AACS Connect, the industry’s pre-eminent educational members-only Summit and Awards evening. By aligning the two biggest events in the Convenience calendar, we’re providing an unparalleled platform for success with three full days of knowledge sharing, exploration and networking.
Showcase your brand at the biggest event of 2026!
Tuesday, 17 March • C&I Expo Day 1
Wednesday, 18 March • C&I Expo Day 2
Thursday,
AACS’ vision is to champion convenience to enable its members to thrive.
AACS is the peak industry association representing convenience retailers and suppliers across the Australian Fuel & Convenience industry. With more than 100 supplier members and representing retailers that manage more than 6800 stores, AACS continues to be the leading voice for convenience.
The AACS Connect annual Summit and Black Tie Gala offers a full day of education, followed by the industry’s night of nights – truly the party of the year! Find out more at aacs.org.au
