CStoreDecisions
HOW C-STORES ARE
TAMING TURNOVER IN 2025
Despite ongoing labor challenges, many c-store retailers are improving staffing by focusing on employee retention and selective hiring, among other strategies. p.16
Nathan Graham, director of HR, TXB, is being recognized with an HR Award for improving training, benefits and recruiting. p. 12
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EDITORIAL
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EDITORIAL ADVISORY BOARD
Nate Brazier, President and Chief Operating Officer
Stinker Stores • Boise, Idaho
Robert Buhler, President and CEO
Open Pantry Food Marts • Pleasant Prairie, Wis.
Herb Hargraves, Chief Operating Officer
Sprint Mart • Ridgeland, Miss.
Bill Kent, President and CEO
The Kent Cos. Inc. • Midland, Texas
Bill Weigel, CEO Weigel’s Inc. • Knoxville, Tenn.
Dyson Williams, Vice President Dandy Mini Marts. • Sayre, Pa.
NATIONAL ADVISORY GROUP (NAG) BOARD (RETAILERS)
Greg Ehrlich, (Board Chairman) President Beck Suppliers Inc. • Fremont, Ohio
Joy Almekies, Senior Director of Food Services Global Partners • Waltham, Mass.
Jeff Carpenter, Director of Education and Training Cliff’s Local Market • Marcy, N.Y.
Richard Cashion, Chief Operating Officer Curby’s Express Market • Lubbock, Texas
Megan Chmura, Director of Center Store
GetGo • Pittsburgh
Ryan Faville, Director of Purchasing
Stewart’s Shops Corp. • Saratoga Springs, N.Y.
Cole Fountain, Director of Merchandise
Gate Petroleum Co. • Jacksonville, Fla.
Kalen Frese, Director of Merchandising
Warrenton Oil Inc. • Warrenton, Mo.
Derek Gaskins, Chief Marketing Officer
Yesway • Des Moines, Iowa
Joe Hamza, Chief Operating Officer
Nouria Energy Corp. • Worcester, Mass.
Beth Hoffer, Vice President
Weigel’s • Powell, Tenn.
David Land II, Director of Marketing The Kent Cos. Inc. • Midland, Texas
Brent Mouton, President and CEO Hit-N-Run Food Stores • Lafayette, La.
Lenny Smith, Vice President Crosby’s • Lockport, N.Y.
Dyson Williams, Vice President
Dandy Mini Marts • Sayre, Pa.
Hussein Yatim, Vice President YATCO • Marlborough, Mass.
Vernon Young, President and CEO
Young Oil Co. • Piedmont, Ala.
Supplier Members Kyle May, Director External Relations
Reynolds Marketing Services Co. • Winston-Salem, N.C.
Todd Verhoven, Vice President of Sales
Hunt Brothers Pizza • Nashville, Tenn.
Steve Yawn, Director of Sales McLane Company Inc. • Temple, Texas
CStore Decisions is a three-time winner of the Neal Award,
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Bridging Insights and Inspiration
I just returned from the CStore Connections conference in Charlotte, N.C., an event dedicated to fostering meaningful connections. Not only was it rewarding to reconnect with familiar faces in the industry and meet new ones, but the energy and enthusiasm in the room were truly contagious. It was inspiring to hear one up-and-coming retailer attending the event for the first time note that he felt the conference paid for itself within the first hour because of a valuable connection he made with a veteran retailer upon arrival. Many retailers shared that this is their favorite event due to the genuine relationship building, information sharing and industry camaraderie they experience at CStore Connections. From our ample networking events and educational sessions to our breakout sessions where retailers discuss key topics with peers facing similar challenges, the conference is designed to help retailers enhance their business and learn from each other. Mark your calendars now for CStore Connections 2026, taking place April 19-22 in Jacksonville, Fla.
REFINING OUR VOICE
As we continue to prioritize connections as an organization, you’ll start to see our magazine voice begin to progress toward highlighting the human element in our stories as we work to both inspire and inform our readership.
It’s been two full years since I stepped into the role of editor-in-chief at CStore Decisions and 16 years since I wrote my first article for the brand as an associate editor. After decades of prioritizing a hard-news approach to our articles, you’ll begin to notice more of a storytelling voice that helps our articles remain focused on what truly matters — the firsthand experiences of retailers in the trenches. What does this mean? Well, moving forward, you’ll see more anecdotes woven into our content as we continue delivering expert-level industry insights. Our stories will blend high-level information you can trust with aspirational accounts from retailers. Of course, we’ll continue to provide the key trends, actionable solutions and in-depth analysis that support strategic decision-making that you’re accustomed to reading in our publication.
As it has for 35 years, CStore Decisions remains the trusted platform for convenience store decision makers. Our promise to you is that we’ll never talk down to our readers, who know this business inside and out. Our coverage will continue to meet your expertise with high-level insights and analysis. By prioritizing feature articles and reports that showcase strategic insights from c-store retailers regarding their challenges and solutions — rather than focusing on product pitches — our readers can rely on us for honest, expert coverage they won’t find anywhere else. We’ll customize our content to address the unique needs of convenience store chains ranging from small-chain operators to midsized regional and family-owned chains to national players with thousands of stores. Our audience remains focused on growth within the channel, and we aim to provide the insights they need to succeed.
DIGITAL EVOLUTION
We’re also evolving digitally. While we’ll continue to serve our audience with our best-in-class monthly print edition, you can also read this magazine online. Looking ahead, CStore Decisions is prioritizing more timely digital content on breaking news topics at CStoreDecisions.com. Be sure to check out our redesigned website, which offers improved navigation, making it easier to find key feature articles and special reports right from the homepage. If you haven’t already, sign up for our daily newsletter or explore our specialty newsletters on new products, foodservice and technology at Cstoredecisions.com/csd-email-newsletter-subscribe/. At its core, everything we do — from our events to our editorial approach across digital and print — is designed to build connections that empower convenience store retailers. By sharing firsthand accounts and insights to creating opportunities to collaborate, we aspire to strengthen this industry and help c-store retailers thrive.
QUICKBITES
FOSTERING THE FRONT LINE
In addition to encouraging an employee’s training, retailers must account for multiple methods to grow satisfaction and engagement of front-line staff.
VALUING RECOGNITION
Front-line workers responded less favorably than desk workers across four different items measuring recognition and support sentiment in a Perceptyx study, which surveyed more than 21,000 employees across industries.
Accomplishments are recognized
Feel adequately supported with difficult customers
Believe contributions are valued equally
Feel their organization understands unique front-line challenges
Source: Warman, Zachary; Perceptyx’s Center for Workforce Transformation; “The Forgotten Frontline: Closing the Gap in Engagement and Support;” February 2025
DEI IN THE WORKPLACE
Forty-one percent of Americans support diversity, equity and inclusion initiatives, while 22% are neutral and 37% oppose, according to a CivicScience survey. Respondents were then asked, “How much more or less likely are you to do business with a company that takes a strong public stance on diversity and social justice issues?”
More likely
No effect on likelihood
Less
EMPLOYEE ENGAGEMENT
REPUTABLE RESTROOMS
One aspect of a c-store employee’s training includes proper restroom maintenance, and ensuring employees understand the importance of this task is key. According to Bradley Co.’s annual Healthy Handwashing Survey: 71% of respondents say they are more likely to return and even spend more at a business with clean, maintained bathrooms.
52% of respondents say a clean and pleasant restroom makes them feel more favorable toward the business or establishment.
84% of respondents report that an unclean or unpleasant restroom at a business or establishment has a negative impact on their overall impression.
Source: Bradley Co., “Healthy Handwashing Survey,” February 2025
SUPPORTING THE FRONT LINE
Nearly seven in 10 front-line workers reported feeling motivated by their work. Still, according to Perceptyx, there are four main areas organizations should focus on to better support this workforce:
• Recognition and career development
• Communication and leadership support
• Equitable benefits and working conditions
• Resilience and organizational support
When asked, “Have you implemented any of the following strategies for hiring, retention or employee engagement?” foodservice operators said:
Start hourly wages above minimum wage
Restructure scheduling to make shifts more predictable
Offer or subsidize health insurance to hourly staff
Offer educational benefits
Offer performance or retention bonuses to hourly staff
Targeted non-English speakers
Work with a staffing agency
Restructure paid sick leave policies
Recruit employees from marginalized communities
Offer a signing bonus to hourly staff
Invest in labor-saving technology or automation
Source: Datassential, “Labor Keynote Preview Report,” 2025
Source: Warman, Zachary; Perceptyx’s Center for Workforce Transformation; “The Forgotten Frontline: Closing the Gap in Engagement and Support;” February 2025
Graham Cultivates Growth at TXB
As director of human resources, Nathan Graham dedicates himself to helping employees succeed and solving problems at TXB.
Emily Boes • Senior Editor
While operating a successful human resources (HR) program in a convenience store involves many factors, TXB Director of Human Resources (HR) Nathan Graham especially takes pride in prioritizing employee development.
“Watching people grow in their roles while knowing that you had a hand in their training brings so much pride to my life,” said Graham. “There are always people I shout out when asked, ‘Who helped you along the way?’ I want to use my position and be that person for somebody else. I want to see others win.”
Graham has been leading the HR department at 53-store chain TXB in Texas and Oklahoma for the last seven years, overseeing the employee cycle from start to finish as well as driving operational
HR support, partnering with executive leaders, and ensuring compliance and labor law regulations. He also assists with unexpected problem solving.
CStore Decisions is recognizing Graham with an HR Award for his dedication to TXB employees, belief in the brand and ability to pinpoint how he can best help others.
PATH TO HR
Graham became TXB’s director of HR seven years ago, and he hasn’t looked back since.
“Leaders at TXB pulled me aside and presented this position, and I knew it was my chance to make a difference in the lives of the people around me,” said Graham. “The deal was that I would take on
the job for six months, and if I didn’t like it, I would go back to my management role ... that was seven years ago.”
But he first began working at TXB when he was only a senior in high school.
“When I first began working for TXB, people around me had the convenience store stigma in their minds, questioning why a high school senior would want to work there,” he said. “Today, I am proud to loudly tell people where I work. I am over the moon to tell others what I do and where.”
Graham initially decided to pursue an accounting career, but in 2009, he found his way back to TXB as a store manager, which was his first experience managing others in a professional environment. He was promoted to area manager after two
Nathan Graham, director of human resources at TXB, has helped rebuild a training program from the ground up, worked to provide early pay access for employees, established a new internal recruiting department and more.
years and oversaw groups of stores.
“This was my first step into the world of human resources,” he said.
He was eventually offered the role of director of HR after the HR department was developed and restructured. Oneand-a-half years into his role, he received an HR certification.
“Today, I enjoy working in HR and am thankful the company saw something in me. Although we think we know ourselves best, it’s important to listen to other people who see potential in us that we cannot. I’m happy to be now able to present opportunities like the one I was given to others,” Graham said.
PLANS AND PROJECTS
Graham has certainly made his mark at TXB. A few years ago, for instance, he helped rebuild a new training program from the ground up. The program was designed to showcase TXB and the people who work there to new employees.
“The videos were filmed on location using our own employees,” Graham said. “You can find everyone from the CEO to the cashier in the segments focusing on our values and mission as a company.”
Additionally, Graham worked with TXB’s chief financial officer to adopt DailyPay, which provides early pay access to TXB employees.
TXB has a 68% adoption rate of the
program across the company. Graham also received vocal feedback about how the new program affected users’ lives, noting there was an “overwhelming amount of positive feedback.”
Graham is always looking for ways to improve the HR department. He worked to adopt an improved human resources information system, a better benefits package for employees and a new internal recruiting department.
This year, TXB’s HR team is focusing on addressing turnover and retention.
It’s a significant challenge, he noted. To do so, TXB is instituting manager-intraining programs, ambassador programs for safety, and continuing training for staff and management.
“We want to make sure we’re providing our employees with the skills to succeed in their roles,” he said. “Great training initiatives lead to great retention and turnover rates.”
Graham is also aware of the constant need to keep pace with the legal landscape. He knows HR managers must make sure to follow all changes to compliance and labor law regulations as they come.
TXB PRIDE
Graham noted “every single person” goes the extra mile, not only for each other, but for the company as a whole.
“The reason I am able to be successful in my role is because of the people around me,” said Graham.
One of Graham’s personal joys of the job is helping others, which he acknowledged means understanding problems are not “simply black and white.”
“Being able to analyze a situation based on the facts is imperative to decision making in this department, and you have to accept that there will always be gray areas that require a real commitment to being fair and seeing both sides,” he said.
On a larger scale, Graham is committed to TXB’s focus on continued growth, and with this comes expanded recruitment and training programs.
“I truly believe that our work on continuing education is what helps make every TXB location exceed the typical convenience store experience. We take pride in our managers and people who are creating this environment for our customers,” he said.
Top: Nathan Graham with fellow co-workers. Right: Nathan Graham dedicates himself to the TXB brand and community initiatives.
Dabboussi Directs Progress at Yatco
Yasmin Dabboussi streamlines Yatco’s operations and develops the chain’s talent as director of HR at Yatco.
Emily Boes • Senior Editor
YASMIN DABBOUSSI, director of human resources (HR) and operations at Yatco, has spent the last 13 years watching the chain’s front-line employees take ownership of their stores and connect with each of their customers.
“For me, it’s always great when you’ve hired great staff, and we’ve watched them grow from being a sales associate to the manager role and just watched their skills increase year over year,” she said. “It used to be just about pumping the gas. It’s not that anymore. Every station is like
a showpiece.”
Dabboussi has been with Yatco in her current role since May 2012, where she has been responsible for all HR functions — recruiting, compensation and benefits, payroll, and compliance — in addition to IT and the wholesale distribution business.
Yatco currently operates 15 stores with an additional six that are dealer operated. Two more sites have planned openings within the next few months.
CStore Decisions is recognizing Dabboussi with an HR Award for her longtime
commitment to Yatco and its employees, drive to keep the chain’s processes up to date and assistance in employee growth and participation.
BEGINNINGS
When Dabboussi came aboard the Yatco team, she helped open the first office and begin the wholesale distribution business as well as institute any needed HR functions. Yatco was not her first foray into HR, however.
While she started her college degree in finance, she transitioned to HR halfway through the process to be better able to work with people.
She began her career at an IT staffing company that provided businesses with talent for temporary and permanent assignments. She focused primarily on 401k plans before adding other benefits to her responsibilities, and after 15 years, she left the company as director of benefits.
Now with Yatco, Dabboussi has found herself enjoying working with the team, and helping them solve problems and develop their skills.
“Watching (store associates and managers) take so much pride and run that store like it’s their own store is what I’ve really loved seeing over the last 10-12 years,” said Dabboussi. “And they’ve grown to now be looking at their numbers and managing their hours and cutting down all their expenses and making recommendations as to how
Yasmin Dabboussi is committed to overall employee growth and sense of store pride as well as to Yatco’s expanding operations. In the coming months, the chain is set to open another two stores.
we can improve the business. I love just watching them grow and increase their input and participation.”
ATTRACTING TALENT
One of Yatco’s largest challenges is recruitment and retention. Fortunately, many managers have been with the team for over 10 years, but hiring for sales associate positions can be difficult, particularly for 24-hour locations.
Dabboussi has used multiple resources to help, including Indeed, website posts, on-site postings, QR codes, and implementing hiring and referral bonuses.
“Hiring is definitely a struggle in this industry, especially having a 24-hour store, and I think that’s always going to be an issue for us as an industry as a whole,” she said. “We need to do what we can to make it more attractive for somebody that comes into the industry, make it exciting for them, to want them
to stay and hopefully grow them into assistant manager and manager roles. Ultimately, that’s the goal.”
In addition to this agenda, Dabboussi plans to focus her time on automation in order to streamline responsibilities for current employees.
Yatco has several legacy processes such as time and attendance as well as onboarding that can be made more efficient in the near future.
“We want to be able to give the store managers back time for them to focus on running the business and reduce the administrative tasks that they need to
deal with,” Dabboussi said.
Onboarding still being done via paperwork, for example, will be done automatically through ADP.
As Yatco continues to grow, Dabboussi is committed to the further advancement of both Yatco’s employees and the chain’s various operations.
“As corporate, you always have what you want the store to look like and how you want it to be managed, but ultimately, it’s really your managers and the sales associates with their feet on the ground that are implementing (any decisions or changes),” she said.
Top: Yatco hosts a celebration for its 30th anniversary. Right: Yatco team members attend a career fair at a local high school.
How C-Stores Are Taming Turnover in 2025
Despite ongoing labor challenges, many c-store retailers are improving staffing by focusing on employee retention and selective hiring, among other strategies.
Erin Del Conte • Editor-in-Chief
WHILE STAFFING HAS LONG BEEN a challenge for convenience stores, many c-store retailers are seeing improvements in staffing trends in 2025 compared to recent years. This is especially true for companies that are focused on retention and investing in their team members.
“Staffing for all retail businesses has its ebbs and flows, but when looking at 2025, we see a continued strength in the quality and quantity of candidates,” said Nathan Arnold, director of marketing for Englefield Oil, which operates 117 Duchess c-stores in Ohio and West Virginia.
Calloway Oil Co., which operates 24 EZ Stop c-stores in Tennessee, also saw positive staffing trends in 2024 and isn’t expecting staffing to be a challenge for the chain in 2025.
“In fact, I would say at this moment we are overstaffed, which is a wonderful problem to have,” said Melanie Disney, head of human resources (HR) for Calloway Oil and H&L Transport Inc. “We are already staffed and prepared to take on the busy summer season and can focus on training and career growth instead of staffing.”
Ever since she joined EZ Stop in 2024, Disney has prioritized understanding the company culture and building strong relationships with both employees and leadership. She emphasized that investing the time up front to listen and align HR initiatives with employee needs
allows her to “offer solutions that feel relevant and supportive rather than imposed.”
This proactive approach, she said, helps prevent misunderstandings or resistance to change and creates a solid foundation for long-term HR success.
Family Express, which operates 81 locations in Indiana, also takes a strategic approach to staffing. Alex Olympidis, president of operations for Family Express, noted that while staffing itself “isn’t problematic at all,” finding high-quality employees remains a challenge across the industry. To address this, Family Express has adopted a highly selective hiring process.
“Only one in 50 applicants are admitted, and they are often selected in advance of anticipated attrition,” Olympidis said. “The selection process can be daunting, but in the end, we believe we have the right person long-term for the position.”
RaceTrac has experienced a surge in applicants for most roles, but it is still seeing a tight labor market for highly skilled workers, particularly in IT and finance, according to Linda Sutton, director of recruitment for RaceTrac, which operates more than 800 stores across 13 states.
“While some companies push for a
Melanie Disney, head of human resources for Calloway Oil and H&L Transport Inc., has prioritized understanding the company culture and building strong relationships with the chain’s employees and leadership.
return to the office, flexible work arrangements remain highly valued by employees. RaceTrac continues to offer hybrid options, which allows us a competitive advantage,” Sutton noted.
She added that today’s employees are looking for a positive work culture with opportunities for growth. “If organizations do not continuously invest in their employees, they will likely see an uptick in turnover,” she warned.
Madison Welden,
leader, was recently recognized for going above and beyond via EZ
shift
Stop’s GoHappy “EZ Talk” platform.
While many companies are feeling some relief from the staffing shortages of the past several years, some remain concerned about labor headwinds.
Steve Seymour, director of personnel for Country Fair, which operates 73 store locations in Pennsylvania, New York and Ohio, sees a structural problem occurring in the U.S. when it comes to the workforce population.
The U.S. Chamber of Commerce pointed out in February that there are 8 million job openings in the U.S., but only 6.8 million unemployed workers.
“As we see the baby boomers retiring at a pace of 11,000 per day, along with
fewer people entering the job market, there is certainly cause for concern,” Seymour said. “This does not appear to be a cycle — it is structural. Companies must put considerable focus on having the right ‘offering’ that allows them to retain current employees, along with recruiting new ones.”
Sutton predicted that retention will remain the biggest trend across companies in 2025. “Maintaining employee engagement and satisfaction in a rapidly changing work environment will be crucial,” she said.
HIRING & RECRUITING
When it comes to recruitment, Duchess takes a comprehensive approach, using grassroots events, traditional job posting websites, social media and word of mouth, Arnold pointed out.
“Utilizing social media has helped our team members, especially store managers, interact with potential candidates and showcase the culture of Duchess. Everyone wants to have an inside look into what their job culture may be, and we hope to showcase this in all of the forms of recruitment we do,” Arnold said.
At EZ Stop, the company’s biggest recruiting assets are word of mouth about its “excellent culture and working environment” along with employee referrals, Disney said.
“We use all the job boards like
Top: Alex Olympidis, president of operations for Family Express, noted turnover decreased in the last year. Left: Family Express’ “Shine Team” focuses on detail cleaning, allowing store teams to focus on building relationships with guests.
everyone else but when someone speaks highly of their job and recommends it, then that goes a lot farther than any advertising that we can do,” she said. “Having a strong brand certainly makes recruiting easy.”
The biggest challenge for EZ Stop has been shifting out of the “fast and furious hire” mindset, because in today’s job market, hiring too quickly or hiring just anyone who applies is no longer necessary, Disney explained. Now, EZ Stop approaches hiring by slowing down the process and selecting the best high-quality candidate who aligns with the company’s culture and team of “nice people.”
Similarly, Country Fair has seen about a 10% increase in applications over the last year. Like EZ Stop, the company is looking to slow down its hiring process to ensure it makes high-quality hires.
“The challenge is maintaining our standard,” Seymour said. “When we vet, interview, reference check and assess properly, we make better hires. Better hires lead to lower turnover, higher retention and ultimately more profitability.”
Seymour noted he hears a lot of talk in the industry about speeding up the application process by making applicant tracking easier, but there can be pitfalls with this approach.
“We will not fall into this trap,” Seymour said. “Our jobs are difficult. They take care for and focus on the customer.
Steve Seymour, director of personnel for Country Fair, sees a structural problem ocurring in the U.S. when it comes to workforce population.
If a potential applicant can’t take proper time and care to complete an application to our standard, we don’t believe they will do the job to our standard.”
Additionally, Seymour has some concerns regarding artificial intelligence (AI) having the potential to oversimplify the recruiting process.
“Just because an applicant lists 200 keywords on their resume and an AI bot advances that resume to an interview stage, it doesn’t mean the applicant is qualified for a job,” he cautioned. “When you allow your recruiters to become lazy and depend on things such as ‘keyword matches’ to secure interviews, you are not working in the best interest of your company.”
He stressed that hiring the right people for the correct roles requires hard work and attention. That said, Seymour isn’t saying recruiters need to
RaceTrac has maintained a personalized recruiting experience. Once a job offer is accepted, RaceTrac offers open communication and support immediately all the way through to the first day of work.
forgo AI entirely.
“Just be careful not to unintentionally lower your standard by becoming over dependent on AI,” he said.
RaceTrac looks to strike a balance with AI. It has strategically added AI tools while maintaining its “high-touch, personalized recruiting and interview experience,” Sutton said. Streamlining parts of its interview process, such
as automating low-value tasks like reminders and scheduling, has helped it manage an uptick in applicant volume by allowing recruiters to focus on more important aspects such as “in-depth candidate evaluation and faster time-tohire for top talent,” Sutton added.
While some c-store retailers are focused on slowing down, RaceTrac has found that applicants’ tolerance for
RaceTrac strives to create a warm and welcoming atmosphere through its interactive, live New Hire Orientation, where it shares the company’s history and future vision. The chain plans to prioritize employee engagement initiatives in 2025 that are designed to cultivate a collaborative and connected work environment.
a long drawn-out interview process is “exceptionally low.”
“In today’s market, speed is paramount for acquiring top talent. Given our commitment to a personalized, high-touch hiring approach, we’re focusing on educating and collaborating with our hiring managers. We’re balancing the need for their confidence in the process with the urgency of securing talent efficiently,” Sutton explained.
Once a candidate accepts a job offer, RaceTrac ensures a smooth transition by offering comprehensive support that begins immediately after acceptance and continues through to the first day of work.
“We maintain open communication to help them plan and complete any pre-employment tasks with ease,” Sutton said. “We also strive to create a warm and welcoming environment through our interactive, live New Hire Orientation, where we share our rich history and future vision. We emphasize how each department contributes to our overall strategy and culture, fostering a sense of connection and purpose.”
Family Express takes a different approach to recruitment.
“We have zero recruiting strategies, only retention strategies,” Olympidis said. “We believe that a vigorous selection process coupled with intensive training and support for our current teams is the best method of recruiting new star associates when we grow our headcount by means of new locations or adding Cravin’s To Order kitchens.”
Family Express has a large growth trajectory planned in terms of new-toindustry stores scheduled to open in 2025 and beyond. “We communicate that anticipated growth to our workforce so they can see the career opportunities ahead,” Olympidis said.
IMPROVING RETENTION
Overall, retailers reported that turnover is flat to down, largely due to increased efforts on the retention front, proof that strategic investments in employee engagement, training and workplace culture can and do pay off.
At Family Express, turnover “dramatically decreased” in the last year, which Olympidis attributed to “a soup-to-nuts upgrade of all things HR,” including a more structured career development program as well as “a clear and achievable path to high wages based on tenure.”
“We’ve found that many employees leave when they feel there are limited growth opportunities, so providing clearer career paths and staff dedicated to nothing but mentorship programs has been critical,” Olympidis said. “Additionally, we’ve enhanced our employee recognition programs to highlight spectacular effort through an internal social media network based on public recognition.”
Turnover was also lower at Country Fair in 2024.
“It was a year where we put emphasis on the first 90 days of employment,” Seymour said, noting that approximately half of the c-store chain’s turnover comes from employees with less than 90 days of service.
The chain introduced an employee referral program, which rewards the
referring employee after the new hire completes 90 days of service. What’s more, the new employees have their first evaluation and raise after 120 days of service. Seymour believes these changes have helped to boost retention. “At 90 days, new employees begin to anticipate that 120 review,” he added.
At Duchess, turnover has remained “relatively flat with periods of reduction,” Arnold said. The chain leverages wage increases, paid time off and other benefits, along with its loyalty program, to support retention.
“Years ago, we were one of the first convenience store chains to implement an employee tier to our loyalty program. This provides extra benefits, discounts, giveaways and more that only current employees can enjoy,” Arnold said.
“This is also a selling tool to candidates because they can see additional benefits to working for Duchess.”
Its efforts have paid off: some 50% of Duchess team members have been with the chain for more than a year with a significant percentage having worked there for over five years. Recently, several team members have celebrated 35-, 39-, 42and 45-year anniversaries with the chain.
“Retention is key to our business,” Arnold said. “We’re focusing on onboarding and retention in 2025 and beyond to continue to cultivate a culture of longevity and quality team members.”
However, Arnold noted that research shows generational trends are shifting, with younger workers less inclined to stay with one company for decades. “But we still strive to provide an atmosphere that all generations feel connected to in hopes to continue the tenure we have seen since being founded in 1961,” he said.
Turnover was also flat for EZ Stop in 2024.
“We still face challenges with what has become known as the job-hopping culture with workers that won’t hesitate to change jobs for any number of reasons,” Disney said.
Like most retailers, EZ stop sees the highest rate of turnover within an employee’s first 30 days. To combat this trend, EZ Stop slowed down the onboarding and training process to give hires more time to familiarize themselves with the business and acclimate to their new role. This includes more time to shadow team members, learn and connect before being placed at the register, Disney explained.
To further aid retention, EZ Stop provides reviews and raises after an employee is on the job for six months and then annually after that, and it also offers flexible scheduling and career growth opportunities.
EZ Stop “recognizes that life outside of work comes with challenges that can impact employees daily,” Disney said. “To provide support, we have introduced the Corporate Chaplains Program, offering our teams 24/7 access to chaplains and resources to help navigate personal struggles.”
The chaplains regularly visit all EZ Stop locations so they can meet with employees one-on-one to provide “guidance, encouragement and a compassionate presence,” Disney said.
The chain is also set to roll out a new retention and recognition program in the second quarter of 2025 called the Pillars of N-I-C-E Recognition Program. “It aligns with our mission of “Nice People, Good Stuff,” Disney said.
Turnover has also decreased at RaceTrac, which has been focused on enhancing employee retention, a move that has strengthened the organization,
Sutton said. “This positive trend reflects our holistic approach to creating a workplace where employees feel supported and valued,” she added.
In 2025, the chain plans to build on this foundation “by prioritizing employee engagement initiatives designed to cultivate a collaborative and connected work environment,” Sutton said.
NEW HR LAUNCHES
As convenience store chains prioritize retention efforts, many of them are rolling out new programs that benefit their team members.
Country Fair, for instance, began providing employees with earned wage access about a year and a half ago in partnership with ZayZoon.
“Earned wage access has been a winner for us,” Seymour said. “Our employees absolutely love it. Last data check, turnover rates for employees using the program are approximately 20% less than those who do not.”
To participate in the program, employees just have to sign up. An employee’s rate of pay and average hours per week are used to create weekly estimated wages, Seymour explained. Employees can then access 50% of their weekly pay up to a defined dollar amount.
They can opt to receive their earned wages via a bank account deposit (for a fee), a gift card (no fee) or via a ZayZoon credit card (no fee). The gift card option comes with a bonus.
“For example, Walmart might be advertising a 10% bonus on gift card purchases this month. Therefore, you buy a $100 card and receive $110,” Seymour said.
In a situation where an employee quits and ends up owing ZayZoon money, they handle it directly with the employee, and there is no cost to Country Fair.
EZ Stop launched a partnership with GoHappy, a texting platform that provides direct communication with all front-line employees, and branded the platform “EZ Talk.”
“Through EZ Talk, we send a series of messages, highlighting all the great benefits EZ Stop offers to new employees during their first 30 days,” Disney said. “Additionally, we conduct pulse surveys at 30, 60 and 90 days to check in with new team members and ensure they have the support they need.”
EZ Stop initially envisioned EZ Talk as a way to communicate company news and upcoming events such as benefits open enrollment. But the chain quickly saw that EZ Talk was an ideal way to offer
EZ Stop found its EZ Talk platform worked well for recognizing employees companywide.
employee recognition.
“We started sending out company announcements of newly promoted employees and providing shoutouts to outstanding performers,” Disney said. “It has become a platform where leaders can recognize their employees companywide and has been well received by our teams.”
Similarly, Duchess has made strides in strengthening its communication strategy with team members over the past year. It found through its surveys that employees wanted more frequent communication.
how its workforce is feeling. “The texts make it easy for a majority of our coworkers to respond,” Olympidis said.
Operations then meets with HR weekly to integrate employee feedback and develop targeted strategies to address any challenges.
While many c-store chains collect employee input, the true differentiator for retention lies in how that feedback is acted upon — a practice in which Family Express excels.
personalized, evidence-based mental health programs,” Olympidis said.
Olympidis pointed to a recent study, titled “Mental Health Benefits: Barriers to Access,” that found that 65% of Gen Z and 60% of millennial workers consider it “very important” for employers to provide mental health benefits.
The chain also has a dedicated “Shine Team” that has a special knack for and focus on detail cleaning, allowing store teams to prioritize building relationships with guests.
“Using texting and other communication software, we’re able to send messages to congratulate on anniversaries and accomplishments and send reminders,” Arnold said.
Family Express has also placed an emphasis on supporting its employees’ well-being by introducing Calm Health, a digital mental health platform, not only for employees, but for their family and friends as well, if they choose.
Family Express has also prioritized communication by introducing regular pulse surveys via text message to gauge
“Calm Health aims to bridge the gap between mental and physical health care, guiding users to the appropriate level of support and helping them stay engaged in their mental health journey by offering
As some of these initiatives show, a successful retention strategy goes beyond simply holding onto employees; it’s about creating a culture where team members feel valued, engaged and motivated to grow with the company. By investing in employee development, engagement and recognition, retailers can transform retention into a powerful competitive advantage. CSD
Betting on the Backbar
C-stores amp up pouch presence and promotions amidst changing regulatory attitudes and evolving customer preferences.
Anne Baye Ericksen • Contributing Editor
THE CURRENT TRUMP ADMINISTRATION continues delivering rapid changes to the Food & Drug Administration’s (FDA) Center for Tobacco Products (CTP). First, the proposal to ban menthol for cigarettes and characterizing flavors in cigars was withdrawn. Then the call to lower maximum nicotine levels was deprioritized, although the agency continues to accept public comments on the proposed rule change. And by late February, approximately 100 CTP staffers received layoff notifications.
“As the new administration looks for federal government efficiencies, the hope is that Premarket Tobacco Product
Application (PMTA) review delays are addressed, as the FDA has consistently failed to comply with the Congressionally imposed six-month deadline to review a PMTA and issue a final order either authorizing or denying the marketing of a tobacco product,” said David Spross, executive director for the National Association of Tobacco Outlets (NATO).
However, some news outlets reported that the layoffs included individuals tasked to review PMTAs. Of course, state and local regulations impact c-stores, too, and Spross said many lawmakers have tobacco on their agendas again this year.
“So far there are approximately 15
states that are considering increased tobacco taxes, including large-market states such as Ohio, Michigan and Indiana. In addition, Northeast governors from Maine, Rhode Island and Massachusetts included nicotine taxes in their state budget proposals,” he said.
The adoption of state-level registries identifying FDA market approvals or products qualified to remain on sale while PMTAs are under review continues — Kentucky, Virginia and Wisconsin initiated registries this year. Plus, the perennial topic of flavor bans is back on the legislative table.
“State flavor bans on all tobacco
BACKBAR BREAKOUTS
A few subcategories stand out while others slip.
Source: Circana OmniMarket Total Store View; Total U.S. Convenience; Latest 52 weeks ending Jan. 26, 2025, received Feb. 26, 2025
products continue to be considered, particularly since the new White House administration withdrew the ban on menthol cigarettes and flavored cigars. States actively considering legislation include New York, Washington, Oregon and Hawaii,” said Spross.
REAL-TIME REACTIONS
Outside of political wrangling, the tobacco/nicotine category keeps trending toward modern oral nicotine and away from cigarettes. Data from Chicago-based market research firm Circana shows cigarettes still pulled in
the largest dollar amounts in the U.S. c-store channel for the 52 weeks ending Jan. 26, more than $51 billion, but sales fell by nearly 4%. Unit sales dropped even more by 8.4%. During the same period, spitless tobacco products grew by almost 57% in sales and slightly more than 41% in units. The chewing tobacco alternative segment also gained 42% in dollar sales and 31% in units. Electronic smoking devices, including vaping products and vaping accessories, slipped by double digits for both measurements.
“Other tobacco products (OTP) and modern oral products are still going
FAST FACTS:
• Cigarettes pulled in more than $51 billion in the U.S. convenience store channel.
• Spitless tobacco grew by more than 41% in unit sales.
• Approximately 15 states are considering increasing tobacco taxes.
strong. We’ve seen a lot of growth in that category while combustible cigarettes have had double-digit declines,” said Bailey Lydon, VP of retail for True North Energy. Based in Brecksville, Ohio, the company owns and operates 193 retail and fuel sites in Ohio, Michigan, Illinois and Wisconsin.
The shift, however, isn’t as clear cut as smokers switching to OTP. Rather, Lydon said there’s more interplay within the category, an observation frequently echoed by category managers across the country.
“We’re seeing a lot of dual use and crossover between moist snuff, ecigarettes and combustible cigarettes,” Lydon explained.
“We also notice customers who purchase modern oral are more willing to try other products, especially if they’re on sale,” he continued.
Lydon tries to capture that curiosity through the company’s truerewards loyalty program.
“It’s a way to promote new product entries and drive trials,” he said, adding that the strategy was particularly effective when experiencing pouch stock shortages last year. “We also are dedicating more backbar space to modern oral nicotine products and alternatives and less to combustible cigarettes.”
Indeed, despite regulatory ups and downs, a diverse offering of OTP engages customers who appreciate options. CSD
Training: The Secret Ingredient
C-store foodservice programs need strong employee training strategies to deliver consistent, high-quality eats.
Erin Del Conte • Editor-in-Chief
AS CONVENIENCE STORES
INCREASINGLY invest in their foodservice programs to compete with quickservice restaurants (QSR), they face the challenge of equipping employees with the expertise needed to deliver high-quality, consistent offerings while navigating an industry known for its high employee turnover. In this environment, c-store retailers are finding the training programs they implement can make or break the success of their food program.
“Quality and consistency are essential in foodservice,” said Jeff Carpenter, director, Cliff’s Local Market, which operates 22 locations in central New York. “With a labor-intense operation in a high-turnover industry, you have to ensure you have the right people in place — team members must be supported, enjoy what they do, and believe in and be proud of the food they prepare and sell.”
Domino Food & Fuel, which operates 23 locations in Oklahoma, began the delicate balancing act of building foodservice excellence and ensuring employees are well trained amid turnover by first making foodservice “its own entity and a complete priority,” said Dustin Kreizenbeck, director of operations for Domino.
The majority of Domino convenience stores feature proprietary food offerings, which include items like fresh-breaded chicken strips, chicken club sandwiches and even whole chickens. Two locations feature a proprietary diner offering called Double Six Diner, which provides a full diner menu, including smoked barbecue, fried-onion burgers and fresh cut fries. It also has two Subway franchises and two Papa John’s.
As the company shifted its focus toward foodservice, it overhauled its training program for foodservice employees. Now, the chain has foodservice
district managers that identify “foodservice champions” at each store, who then oversee the training of foodservice team members at that location. To become a foodservice champion, employees must first meet the requirements on a readiness checklist.
“This ensures uniformity across the network of our stores so customers can get that same great experience at any of our locations. Our focus has been to drill down versus take it as a whole-chain approach,” said Kreizenbeck.
The foodservice champion oversees a team lead server, who is responsible for the presentation of the food. There is also a kitchen lead, who is responsible for preparing the foods to make sure they are presentable for the customer. The chain has a big focus on its hot cases, so it has someone dedicated to managing that area as well.
The foodservice champion handles the
majority of training “hand in hand, side by side,” Kreizenbeck said. “We found that just to be more effective.”
Then, the trainee is expected to demonstrate to the trainer that they have retained the information on how to create the item, etc.
Rather than having employees switch back and forth from the retail side to the food counter, Domino found it more effective to hire dedicated employees that predominantly handle food.
“Turnover being a challenge, you do have to blend a little bit, but we have found that if they come in daily knowing they’re going to own that task in the food area, it raises the bar and quality of our foodservice tremendously,” Kreizenbeck said.
During the hiring process, Domino asks a series of questions it calls the “Core Five” to determine if a potential hire would do well in the foodservice area of
the store. That includes asking about previous foodservice experience and their likes and dislikes in the food area.
BETTER TRAINING THROUGH AI
Now in 2025, Domino is going even further to elevate both its food program and the training behind it. Four months ago, the company partnered with InStore.ai, a move that allows it to leverage artificial intelligence for deeper analysis. The partnership has already helped the chain locate areas where additional training was needed as well as where employees were going above and beyond, allowing Domino to celebrate their achievements.
“We’ve been able to streamline a lot of the training pieces in our food category with InStore.ai on the other side of it,” Kreizenbeck said.
For example, the partnership allowed the chain to create an algorithm to
recognize out-of-stock food items — especially when it came to top sellers — with insights available daily and weekly, rather than having to wait for a monthly report. That meant that if the chain’s fresh chicken club sandwiches saw a sales surge, the chain could react quickly by ensuring the right amount of ingredients were available at the correct times.
“Or, if the tool was reporting numerous out-of-stocks at peak meal times, we would probably need to do some training,” Kreizenbeck noted, “and say, ‘Hey, we understand you’re nailing your waste goal, but the data is saying we can increase certain food items,’” in order to offer more product during high demand times.
The tool also identified places where additional team members were needed to meet goals.
“For example, if the chain is out of stock on an item, perhaps it’s because
the foodservice champion needed an extra hand on the server line,” Kreizenbeck said. “So InStore.ai is saying, ‘You need another team member to help your kitchen champion because they’re not able to do those tasks and service customer expectations.’”
All in all, the chain can now see clearly the areas where they need more labor management to meet goals or to grow the program. At the same time, Domino is striving to better recognize and reward foodservice team members as it prioritizes retention efforts.
“We have been able to meticulously monitor the metrics for ‘above and beyond,’ which is what we’re calling it,” Kreizenbeck said.
The convenience store chain can add keywords into the algorithm to notice an outstanding job by team members and then provide recognition. Using this ability, the chain has launched a program called Domino Ace, where it reviews the metrics of a certain employee who is standing out and then celebrates them through a quarterly award program.
Employees are being recognized for things like upselling food or selling the
most chicken sandwiches.
Domino also has a big push right now to drive customers to its Domino Rewards App, so it is now offering a recognition for team members who are most successful in getting customers to engage with the food program via the loyalty app.
OPTIMIZING EFFICIENCY
Training foodservice employees to deliver consistency and high quality is also a top priority at Ankeny, Iowa-based Casey’s, which is not only the nation’s third-largest convenience store retailer, but also the fifth-largest pizza chain in the U.S. In fact, every Casey’s team member in the kitchen learns “pizzamaking craftsmanship,” explained Brad Haga, senior vice president of prepared food and dispensed beverage for Casey’s, which operates 2,900 stores in 20 states.
“We pride ourselves on offering delicious, restaurant-quality food in a convenience store setting, using premium ingredients delivered directly from our company-owned and -operated distribution centers. Our stores feature
full restaurant-style kitchens, where a fully trained team crafts our handmade pizza and other freshly prepared menu items,” Haga said. “From preparing our worldfamous dough in-store to serving each pizza to our loyal guests with a smile and a ‘have a great day,’ we take pride in delivering a high-quality experience at every step.”
In order to deliver that high-quality experience, Casey’s regularly conducts satisfaction studies with customers, develops new items and refines its core assortment while benchmarking itself against best-in-class foodservice operators in fast-casual restaurants, QSRs and convenience. Kitchen team members receive ongoing training throughout the year. That includes training on new products, guidelines for food preparation, product quality, food safety and proper cooking techniques, Haga explained.
“Each location has a kitchen manager to provide consistent, focused leadership and ensure our high standards for quality and consistency are met in every store and with every bite,” Haga said.
Over the past few years, Casey’s has introduced a wide range of kitchen
Domino Food & Fuel mostly features proprietary food offerings, and it also operates two Subway franchises and two Papa John’s. With a shift in focus toward foodservice, the company’s training program was overhauled. Now, foodservice champions oversee the foodservice training of employees at their location.
Domino leverages artificial intelligence to streamline the training aspects of foodservice, to determine where additional team members are needed, and to identify and celebrate successes, among other goals.
optimizations that streamline operations, making it easier for kitchen team members to perform their jobs and to help ensure they can deliver highquality menu items consistently. Those optimizations have included things like better cooking smallware and equipment; production planning and tracking technology to help Casey’s better deliver on guests’ demands throughout the day; and a kitchen-prep shift similar to what you’d find in a restaurant, Haga noted.
Casey’s also launched an “Easy for You” initiative, which was created to enhance operational efficiency and simplify the store experience for team members, Haga said.
Through the initiative, Casey’s has been standardizing kitchen processes.
“This initiative has reduced operational complexity, improved food quality, increased our kitchen capacity and enabled faster service for our guests,” he added.
When hiring foodservice employees, Casey’s looks for team members who share its commitment to “service and community, taking pride in every meal served and every guest’s experience,” Haga said. “We value qualities like a strong work ethic, a willingness to learn and a love for our iconic pizza. Our best team members embody Casey’s CARES values — putting service first, delivering quality and convenience, and making an impact in our communities.”
LEADERSHIP MATTERS
Like Casey’s and Domino, Cliff’s Local Market understands that foodservice cannot be an afterthought in today’s competitive landscape, “especially given the critical nature of food safety,” Carpenter said.
Cliff’s features a made-to-order deli that is customer facing, so shoppers can watch their food being prepared. Carpenter noted this allows customers to “be involved in the experience and see the care, quality and cleanliness committed to our process.”
Because foodservice employees have a lot of interaction with customers, Cliff’s seeks to hire “attentive, friendly, outgoing and lively individuals” given the level of interaction foodservice employees have with customers.
Once hired, team members are crosstrained in both foodservice and retail, although their roles are usually dedicated to one area or another on a regular basis, he explained.
“In addition to store managers, Cliff’s locations also have dedicated food managers with focused field support,“ Carpenter said. “When featuring new products, managers are invited to inperson product trainings and rollouts to build engagement and expertise and, most importantly, get a taste of the exciting items on the horizon to build additional excitement prior to launch.”
Every role at Cliff’s has specific
training requirements. The chain prefers to promote from within as much as possible and requires that training tasks are completed before a promotion so transitions are smooth.
The stores use recipe books that include detailed step-by-step instructions with pictures on how to make foodservice items.
“When adding limited-time offers or new items to the menu, we also rely on in-person launch meetings with managers and expect them to return to their stores and share what they learned,” Carpenter said. “Typically, they are sent back to their stores with a kit that may include those instructions, smallwares, samples and other items related to the launch.”
Carpenter pointed out that selfreflection and performance assessment are both important components of any training program.
“Managers must adopt the customer’s perspective, evaluating product quality, presentation, cleanliness and service speed with a critical eye. They should consistently provide constructive feedback, fostering a culture of growth and accountability,” he said, adding that a successful food operation requires strong, active leadership.
“With great leadership comes a commitment to training, continuous improvement and the highest standards of quality, safety and customer service,” Carpenter said. CSD
Tech Tools: Reshaping Recruitment
C-store operators are taking advantage of technology advancements to streamline the onboarding and hiring process at their stores.
Emily Boes • Senior Editor
Year after year, hiring and retention remain two of the largest hurdles c-store retailers must overcome. With advancing technology altering the retail sector and the c-store space more quickly with each new innovation, recruitment and onboarding processes have been given a shake-up over the last decade, and it’s only going to continue.
Amarillo, Texas-based Pak-A-Sak, with 25 stores in the state, relied on paper applications and manual scheduling in the past, which led to delays in processing potential candidates.
“Many applicants would lose interest before completing the hiring process, and store managers were overwhelmed with paperwork,” noted Mylissa
Breitling, human resources (HR) director for Pak-A-Sak.
With new technology implementation, the time from application to hire dropped to three days from 10-plus, as candidates were able to instantly apply and schedule an interview.
While technology can streamline the hiring and onboarding process, as it has
Pak-a-Sak uses QR codes on pumps, receipts and store signage to let candidates link directly to job applications from their phones.
for Pak-A-Sak, it also has the potential to create its own difficulties.
Cliff’s Local Market, for instance, with 22 stores in New York, has found that applicants tend to “click to apply” on many job boards, allowing them a simple way to apply to an online posting.
“What I’ve found interesting,” said Jeff Carpenter, director of education and training at Cliff’s, “is that sometimes upon reaching out to candidates, they’ve applied to so many positions, they don’t necessarily know who you are or where you’re calling from, or that they’ve applied.”
HIRING STRATEGIES
Pak-A-Sak implemented the digital platform TalentReef to allow for mobilefriendly recruiting and short message service (SMS)-based communication for interview reminders and status updates.
Prior to digital use, Pak-A-Sak relied on in-store signage for recruitment as well as local newspaper ads. Stores now leverage job boards and social media to attract candidates.
“Facebook Jobs and Instagram have become major hiring channels, as many job seekers follow local businesses online,” said Breitling.
And, like Cliff’s, Pak-A-Sak uses a “quick apply” feature to allow candidates an application option with minimal steps. QR codes on pumps, receipts and store signage let candidates link directly to job applications from their phones.
The rise of artificial intelligence (AI), too, has made an impact in the hiring process, as AI-powered applicant tracking systems (ATS) automatically post jobs on multiple platforms and then filter the
top candidates.
A R E Y O U O U R N E W E S T
Team Member?
Pak-A-Sak also leverages data analytics to make decisions that will optimize sourcing, screening, onboarding and time-to-hire.
“TalentReef provides real-time dashboards to track recruitment. Customizable reports help analyze hiring trends, applicant flow and onboarding completion,” said Breitling.
To encourage potential employees to apply, the Texas chain showcases team culture during the recruitment process. To do so, it offers employee testimonials, day-in-the-life videos and behind-thescenes content.
Cliff’s, too, makes use of digital options for recruitment, such as an ATS. Most applicants are sourced from an electronic mobile device, with the use of QR codes in-store directing to easy-to-use links.
The chain also monitors turnover rates organizationally and by site.
“Applicants have choices today with where they want to work, so ensuring a frictionless experience is important,” said
Carpenter. “Once they apply, you must also be quick to respond. Good applicants have alway s been in high demand, but today it is even more competitive.”
OPTIMIZING ONBOARDING
Of course, technology has played a role in recent years to not only streamline hiring, but also for onboarding.
Cliff’s uses an ATS/onboarding platform that’s tied into its human resources information system, which also feeds into its learning management system.
“Being in a high-turnover industry, e-learning ensures consistent messaging and additionally allows for easy trackability of completion,” said Carpenter. “What has to be managed carefully is how that training is deployed. Considering that we are in what could be considered a highly regulated industry (at least those of us in New York), we find mandated training requirements and refreshers being added on the regular.”
At Cliff’s, hours of training are needed for a new hire, and Carpenter noted
to get a new hire started on the sales floor,” continued Carpenter, “but it is
important to invest in your new team member and ensure a proper training plan is utilized in the spirit of understanding and retention through a culturally welcoming environment. Breaking up e-learning with on-the-job training that supports e-learning material is key.”
Pak-A-Sak also uses digital solutions to onboard employees, which has proven to streamline the process from hiring to “day-one readiness,” noted Breitling.
TalentReef helps the chain simplify new-hire paperwork, background checks and compliance tracking. In addition, the chain has made use of e-signature solutions to complete documents quicker and automated workflows for tax forms.
Although some long-time managers are resistant to change and can be reluctant to adopt new systems, Pak-ASak has provided comprehensive training on new technology and offered hands-on demonstrations.
As innovation continues, and particularly as AI-based solutions and automation advance, technology will shape the many facets of c-store operations, including hiring and onboarding. Each chain must choose how new technology fits with their processes.
“The biggest benefit of using technology in the hiring and onboarding process is increased efficiency and speed, leading to faster hires and improved employee retention,” said Breitling. CSD
How Dash In Cultivated Its People-First Culture
The retailer offers numerous employee-driven initiatives and programs from tuition reimbursement and employee resource groups to paid time off and talent referral programs in an effort to support internal growth and retention.
Kevin McIntyre • Associate Editor
As c-store retailers deal with inflation, economic uncertainty and an alwayschanging regulatory landscape, it is now more important than ever to hire and retain employees they can rely on. Doing so, however, is no small feat. It takes work to build a culture in which employees feel valued, supported and motivated. One c-store operator that can serve as a shining example is Dash In, owned by the Wills Group.
The La Plata, Md.-based chain currently operates 57 locations across Delaware, Maryland and Virginia. Dash In puts great emphasis on its culture, a sentiment that manifests in many different ways.
“Culture at Dash In has many facets — from the way we work as a team, learn and grow to how we exercise our benefits and engage with each other, our customers and our communities,” said Rayma Alexander, director of corporate communications and diversity, equity and inclusion (DEI) for the Wills Group. “Dash In has a people-focused culture, and we aim to pull that through in everything we do.”
Employee engagement is key for the culture at Dash In, with Alexander noting that listening and learning from team members is a top priority from the top to the bottom of the company. And the results are clear — Dash In has been recognized on the Great Place to Work Index Survey four years in a row, in addition to
being ranked as the No. 9 company on Fortune’s Best Workplace in Retail 2024 for the small/medium business category.
Alexander believes this recognition comes as a direct result of the company’s “commitment to building a strong company culture through employee engagement.”
“We also believe that informal feedback and inclusive touch points, including employee focus groups, quick pulse surveys, regular team meetings and huddles, give our Dash In team members opportunities to share their voices and
ideas, which leads to greater productivity and innovation,” she said.
SIGNATURE PROGRAMS
Alexander pointed to three key programs that are aimed at employee retention and engagement: Nourishing Children and Families, Reimagining Outdoor Spaces and Advancing Waterways and Watersheds.
Employees are invited to participate in community leadership teams that manage and oversee these community engagement programs, she said, to
Employee engagement is key for the culture at Dash In. Listening and learning from team members is a top priority from the top to the bottom of the company. Team members are given many opportunities to share their voices and ideas.
foster a collaborative workplace where employees take the lead on programs that are important to them.
The company also sponsors corporate volunteer events throughout the year and offers paid time off for employees serving the community.
“Diversity, equity and inclusion is important to us at Dash In. It’s meaningful for our employees to reflect our customer base and communities across the Mid-Atlantic region,” Alexander said. “The diversity of our teams gives us organic affinity and enables us to relate
to our communities and guests.
To support its DEI mission, Dash In formed several Employee Resource Groups (ERG), which help team members lead activities and programs that support business growth. The three ERGs focus on supporting women, understanding and supporting families, and raising awareness of opportunities to work with and support veterans.
DEVELOPING FROM WITHIN
Alexander emphasized that career and professional development is another point of emphasis for the company.
“We embrace the ‘lattice’ approach in addition to the ‘ladder’ approach to provide even more professional growth opportunities throughout our company,” she said. “We have had much success exploring and developing new career paths across business units and functions — store managers moving to corporate roles, corporate employees moving to franchise operations, interns taking on full-time roles, etc.”
Dash In specifically focuses on promoting employees from first-level supervisors and assistant managers to store manager roles. To further develop its employees’ skills, the company offers a General Education Development program, a talent referral program and
an internship program.
“These programs have become staples in our benefits offerings due to the success we’ve had with them,” continued Alexander. “We believe that our team members are our best ambassadors for these programs, and we encourage them to take advantage of them.”
Additionally, the retailer recently finished recruiting for its 2025 Rising Talent Internship Program, a 10-week, paid internship that creates opportunities for college students and recent graduates to work on real-world projects alongside full-time Dash In employees.
“Our Dash In interns participate in workshops on professional skills, meet over lunch with our president and CEO Blackie Wills, engage in one-on-one mentorship, and participate in community engagement opportunities. … Our teams love engaging with the interns. It’s a win-win for everyone,” said Alexander.
Dash In also offers a value-priced medical plan designed solely for store associates, profit-sharing perks and starting pay rates above local market averages.
“We are pleased with the investments we have made in our people,” continued Alexander. “Our goal is to be best in class, and we are well on our way thanks to the creativity, commitment and dedication of our teams.” CSD
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Hestia is committed to excellence, working directly with its farmers to ensure superior craftsmanship and quality in every leaf. Its exclusive collaboration with Greenbutts exemplifies this commitment, as Hestia proudly offers biodegradable filters that decompose in just days rather than decades. This innovative partnership significantly reduces plastic waste while maintaining the high standards of Hestia’s products. Crafted from natural fibers and zero plastics, Greenbutts filters offer a refined smoking experience while remaining environmentally conscious. Together, Hestia and Greenbutts create a harmonious blend of premium tobacco and sustainability, paving the way for a more responsible future. Choose Hestia — where quality and environmental stewardship unite.
Hestia Tobacco www.hestiatobacco.com
Updated Lighter Design and Colors
North American Bancard Outsert 866.481.4604 / www.nynab.com NRS Petro 19 888.260.0112 / www.nrspetro.com Premier Manufacturing, Inc. 5 www.gopremier.com Swedish Match 800.367.3677 / customer.service@smna.com www.zyn.com 9 www.gamecigars.com 2, 27 www.whiteowlcigar.com 21, 37
/ www.swisher.com
XCaliber International 11 888.4.XCALIBER www.xcaliberinternational.com
Calico Brands Inc. is proud to announce an exciting update to its Scripto Ultima Pocket Lighter, designed to keep pace with current market trends. The Scripto Ultima Pocket Lighter has been refreshed with stylish new colors and an updated design, enhancing both form and function. The colors have transitioned from the previous selections of Pink, Teal Green, Red, Blue and Black to vibrant new shades: Lavender, Lemon Lime Yellow, Direct Red, Ocean Blue and Soft Gray. Additionally, the lighter now features the newly designed Scripto oval logo and a rubber thumb lever for a more comfortable lighting experience. The Scripto Ultima Pocket Lighter is available in many configurations, each tailored to specific merchandising needs.
Calico Brands Inc. www.calicobrands.com
wednesday, august 6
1:00 - 1:30 PM
1:30 - 2:00 PM
CStore Momentum: Kickoff & Connections
Welcome to Weigel’s
2:15 - 3:45 PM Momentum Mixer: Meet the Allieds
4:30 - 6:00 PM
Welcome Reception
thursday, august 7
9:00 - 10:00 AM Flavors of the Future: Innovating C-Store Cuisine Ryan Blevins | Weigel’s
10:00 - 11:00 AM
august 6-8, 2025
Knoxville, TN
Game-Changing Marketing: NIL, Loyalty & the Weigel’s Playbook
Nick Triantafellou | Weigel’s
11:15 - 12:15 PM The Operational Edge: Best Practices from the Best in the Business
1:00 - 2:00 PM
Burning Issues Exchanges: Round Table Discussions 2:30 - 4:00 PM It’s Your Business – Make it Extraordinary David McClaskey | McClaskey Excellence Institute 4:30 - 6:00 PM Cocktail Reception
friday, august 8
9:00 - 1:30 PM Weigel’s Facility Tour and Lunch
REGISTER NOW
CStoreMomentum is an exclusive event tailored for young leaders in the dynamic world of convenience retail. This unique gathering is a transformative experience designed to propel emerging leaders to new heights of excellence. Immerse yourself in engaging sessions, interactive workshops, and networking opportunities that will not only expand your industry knowledge but also cultivate the skills needed to thrive in a fast-paced environment. CStoreMomentum is more than just an event; it’s a catalyst for personal and professional acceleration, where young leaders converge to shape the future of convenience retail. To learn more or to check your membership status, please contact NAG Executive Director Allison Dean | adean@wtwhmedia.com
Effecting Employee Engagement
Fostering active employee participation can lead to higher retention rates and further business success.
Emily Boes • Senior Editor
DRIVING EMPLOYEE ENGAGEMENT
is critical to building strong teams and reducing turnover. CStore Decisions reached out to Matthew Mathison, a seasoned entrepreneur, investor and co-founder of MBL Partners — with new book “Leadership Orbit” out now — for insights on retaining effective employees and improving employee engagement.
{CStore Decisions/CSD} How can store managers take part in boosting morale and creating a positive environment?
{Matthew Mathison/MM} Store managers play a crucial role in shaping the work environment and setting the tone for employee morale. To truly boost engagement and foster a positive atmosphere, they need to be empowered — not just with authority, but with real opportunities for growth, skill expansion and meaningful rewards. … Managers should feel like they are not just overseeing a store but leading a team as if they were the business owner. Creating a culture where their success is directly tied to the store’s success fosters a deeper level of investment and accountability. Encourage them to take ownership by involving them in decision-making, goal setting and operational improvements. Additionally, managers need the right tools and support to lead effectively. This includes access to leadership training, clear performance metrics and real-time feedback from both employees and upper management. They should also be equipped with strategies for recognizing and motivating their teams. … A well-supported, engaged manager leads by example. When they are motivated and feel valued, that energy cascades down to frontline employees, creating a workplace
where people feel proud to contribute and stay committed for the long run.
{CSD} How can high-turnover industries such as c-stores best facilitate communication and feedback?
{MM} Make it matter to them. Effective leadership isn’t about what benefits the owner or manager — it’s about showing employees how their contributions lead to their own success, which in turn drives the success of the business. … If they feel valued and see the direct impact of their efforts, they will be more engaged and motivated. Equally important is ensuring that feedback flows both ways. Are owners and managers truly listening? Are good ideas being acknowledged and implemented when they make sense? Employees need to see that their input matters, or they will stop offering it. Finally, don’t let negativity dominate the workplace. A toxic employee — no matter how difficult they may be to replace — can do far more damage to the store’s culture and morale than an empty position ever could. …
{CSD} What are examples of recognition and reward incentives that might work to boost engagement in a convenience store setting?
{MM} Compensation is the most straightforward and frequently used reward, but true engagement comes from a mix of financial, professional and personal incentives. … Beyond financial rewards, offering growth opportunities can significantly boost engagement. Consider incentives like educational programs, specialized training, mentorship or leadership development courses. Employees should feel that doing a great
job isn’t just about earning a paycheck — it’s a pathway to greater opportunities and career advancement.
Recognition should be meaningful and tied directly to performance. Instead of generic programs like “Employee of the Month,” focus on real, tangible achievements. Call out employees who hit key goals, improve customer satisfaction or take initiative to improve store operations. Recognition doesn’t always have to be public — sometimes, a direct and personal acknowledgment from a manager is even more impactful. Small but thoughtful incentives, such as extra paid breaks, flexible scheduling or even a choice in shifts, can reinforce that good work is noticed and appreciated. The key is making sure employees see a direct link between their efforts and the rewards they receive.
{CSD} What advice do you have for cstore retailers for turning engagement into better retention rates?
{MM} Your employees — whether they’re long-term staff or short-term hourly workers — are the backbone of your business. They keep your stores running, ensure cleanliness and safety, and directly impact the customer experience. If you want to improve retention, you must engage with them in a way that makes them feel valued and invested in their work. The key is to help employees see that their jobs matter. When people believe they are part of something bigger — a culture of service, efficiency and excellence — they are more likely to stay committed. Show them how their daily tasks contribute to meaningful outcomes, whether it’s improving customer satisfaction, increasing sales or maintaining a store environment that customers trust.
