CSNC-Octane September 2026

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OCTANE

IS YOUR CAR WASH AI READY? INSURANCE ESSENTIALS AND MORE

LEADING WITH PURPOSE

GUIDED BY HEART: 2026 IMPACT AWARDS WINNERS

PERK UP COFFEE PROFITS OTC RELIEF THAT SELLS TAP INTO BEER AND CIDER PASSPORT PHOTO OPS WINNING WITH HUNGRY STUDENTS SEPTEMBER / OCTOBER 2026 CCentral.ca @CSNC_Octane

CONTENTS

MEET THE 2026

SEPTEMBER | OCTOBER 2026 VOLUME 9 | NUMBER 5

IMPACT AWARDS WINNERS

5

Editor Note

6

The Buzz

People, places, news and events

Feeding hungry minds: With “starving students” looking for budget-friendly eats, convenience stores have a prime opportunity to win lunch and beyond by investing in fresh, portable foodservice favourites

CSNC Impact Awards

39 Category Check

8

The power of positivity

Leading with purpose: Celebrating the 2026 winners

27 Special Report Brewing bigger profits: From freshness and flavour to

37 Consumer Corner

What a relief: When cold and flu symptoms hit, c-stores can come to the rescue by offering the right mix of over-thecounter medications for ailing customers

equipment and execution, here’s how convenience retailers can level up their coffee program this fall

OCTANE

31 BevAlc Feature

Harvesting growth with beer and cider: From curating the right selection to strategic in-store merchandising, beer and cider insiders share how c-stores can capitalize on shifting consumer preferences and format innovation to drive sales

35 What’s in Store?

Photo op: As convenience stores look for new revenue streams, passport and ID photo services offer a low-footprint opportunity to drive traffic and basket growth

COVER, SHUTTERSTOCK/AI GENERATED; SHOPPING BASKET, SHUTTERSTOCK/AI GENERATED

8

31 CSNC EDITORIAL ADVISORY BOARD

Comprised of leading retail executives and convenience operators, this volunteer group of industry champions offer advice, key insights and on-the-ground perspectives that serve as an invaluable resource to ensure content is relevant and meets the needs of the industry. Want to join? Reach out to Michelle Warren mwarren@ensembleiq.com Robbie Broda, Quickie Convenience Marc Goodman, 7-Eleven Canada Leslie Gordon, Circle K Laurie & Randy Ure, Ure’s Country Kitchen CCentral.ca

43 Charging Ahead

avigating the new fuel frontier: How forwardN thinking operators can leverage agility and innovation to drive growth amid market volatility

45 Tech Feature

How smart is your car wash? From streamlining staff management to predicting customer churn, AI-driven tools are helping operators manage daily operations, maximize efficiency and reimagine the customer journey Plus: The connected forecourt, p. 47

48 Feature

Insure your success: Don’t let unexpected losses wash away your profits. Learn how to conduct a proper risk assessment and tailor a policy that protects your car wash equipment, staff and bottom line

NEWSLETTERS

The latest news, information, category trends, expert insights and more delivered to your inbox. All Convenience: Mondays and Wednesdays All OCTANE: Monthly, third Thursday New on Shelf: Monthly, first Thursday

Don’t miss out! Sign up today at CCentral.ca/signup

Convenience Store News Canada + OCTANE September | October 2026 3

EDITOR’S MESSAGE 2300 Yonge Street, Suite 2900, Toronto, ON M4P 1E4 416-256-9908 | (877) 687-7321 | Fax (888) 889-9522 www.CCentral.ca BRAND MANAGEMENT

GROUP PUBLISHER/SVP, GROCERY & CONVENIENCE, CANADA Sandra Parente 416-271-4706 | sparente@ensembleiq.com EDITORIAL

VP OF CONTENT & EDITORIAL DIRECTOR, CONVENIENCE GROUP Michelle Warren mwarren@ensembleiq.com DIGITAL EDITOR Naomi Szeben nszeben@ensembleiq.com ADVERTISING SALES AND BUSINESS

SALES DIRECTOR Julia Sokolova 647-407-8236 | jsokolova@ensembleiq.com NATIONAL ACCOUNT MANAGER Roberta Thomson 416-843-5534 | rthomson@ensembleiq.com ACCOUNT EXECUTIVE Navneet Matharu 437-982-2718 | nmatharu@ensembleiq.com DESIGN | PRODUCTION | MARKETING

CREATIVE DIRECTOR Nancy Peterman npeterman@ensembleiq.com ART DIRECTOR Jackie Shipley jshipley@ensembleiq.com SENIOR PRODUCTION DIRECTOR Michael Kimpton mkimpton@ensembleiq.com MARKETING MANAGER Jakob Wodnicki jwodnicki@ensembleiq.com

CORPORATE OFFICERS

CHIEF EXECUTIVE OFFICER Jennifer Litterick CHIEF FINANCIAL OFFICER Jane Volland CHIEF OPERATING OFFICER Derek Estey CHIEF PEOPLE OFFICER Ann Jadown SUBSCRIPTION SERVICES Subscription Questions contactus@ccentral.ca Subscriptions: Print $82.00 per year, 2 year $151.00, Digital $47.00 per year, 2 year $88.00, Single copy $15.40 Outside Canada $126.00 per year, 2 year $233.00, Single copy $20.50, Groups $57.96 Email: csnc@ccentral.ca Phone: 1-877-687-7321, between 9 a.m. to 5 p.m. EST weekdays Fax: 1-888-520-3608 | Online: www.ccentral.ca/subscribe Convenience Store News Canada | Octane is published 6 times a year by Ensembleiq. Convenience Store News Canada | Octane is circulated to managers, buyers and professionals working in Canada’s convenience, gas and wash channel. Please direct inquiries to the editorial offices. Contributions of articles, photographs and industry information are welcome, but cannot be acknowledged or returned. ©2026 All rights reserved. No part of this publication may be reproduced in any form, including photocopying and electronic retrieval/retransmission, without the permission of the publisher. Printed in Canada by Transcontinental Printing | PM42940023 CHANNEL ALLIANCES: CCentral.ca

The power of positivity

CORPORATE SOCIAL RESPONSIBILITY (CSR) has never mattered more—or offered greater opportunity. In 2026, responsible business is no longer defined by a single environmental initiative or charitable donation. It is measured by the everyday decisions organizations make to strengthen their communities, reduce their impact, support their people and build authentic thriving businesses. Bain & Company reports that sustainability has become a strategic business driver, with customers increasingly choosing suppliers that demonstrate responsible practices. HSBC’s latest Sustainability Pulse Survey found that 95% of businesses see sustainability as a commercial opportunity, while nearly every company surveyed believes it will create competitive advantage in the years ahead. The conversation has moved beyond feel-good deeds to practical action and measurable results—a shift that is being led by organizations that integrate these values into their core identity. Here in Canada, that momentum is evident across the channel and in organizations of every size, from larger companies expanding CSR reporting and investment to small- and medium-sized businesses, including independent operators, who are making equally meaningful contributions. Together, our community is reducing waste, improving energy efficiency, supporting local charities, creating more inclusive workplaces and finding innovative ways to give back. At CSNC, the belief is that every organization has a role to play and every decision matters. It is this collective effort—the ripple effect of many small improvements—that ultimately benefits employees, customers, communities and the environment. We also believe the spirit of continuous improvement and intentional impact is worth celebrating! 2026 marks five years of the CSNC Impact Awards, which recognize organizations across the convenience, forecourt and car wash landscape that prove success is measured not only by financial performance, but a positive legacy. Find out how retailers, distributors, multi-national suppliers and local vendors across Canada are #MakingAnImpact (p. 8). Congratulations to the 2026 winners! Speaking of celebrating winners, we are ramping to honour the 2026 Star Women in Convenience winner on September 23rd: We hope you can join us! In addition, nominations just opened for the 2027 Future Leaders in Convenience + Car Wash Awards. Winners will be announced in the new year and celebrated at the Industry Dinner during The Convenience U CARWACS Show in March 2027. There is so much to celebrate in this industry—from the dedicated people and their bold innovations to the shared desire to do good for customers and communities. By highlighting these stories, the goal is to inspire businesses across Canada to recognize that meaningful change begins with one thoughtful idea, one committed team and one collective decision to do better. I look forward to connecting and celebrating with you in the coming weeks! CSNC

MICHELLE WARREN

VP of Content & Editorial Director, Convenience Group

BE A PART OF OUR COMMUNITY! | CCENTRAL.CA | CSNCOCTANE | @CSNC_OCTANE Convenience Store News Canada + OCTANE September | October 2026 5

THE BUZZ

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

SAY HELLO!

We are thrilled to welcome account executive Navneet Matharu to the Convenience Store News Canada + OCTANE team at EnsembleIQ! She is working on print, digital, awards and The Convenience U CARWACS Show. Reach out at nmatharu@ensembleiq.com.

O N L I N E E XC L U S I V E S

Digital column catch up

CICC CONNECTS

Meet Captain Car Wash

FOOD FOR THOUGHT

Convenience store foodservice sales in Canada are projected to surpass $4 billion in 2026, according to Ipsos Canada. Do you have a foodservice-related innovation or retail win to share? Reach out to editor Michelle Warren: mwarren@ensembleiq.com.

As the car wash industry evolves, so does the equipment. In this new digital series with the Canadian Carwash Association, Captain Car Wash connects with industry experts to answer your important questions about business operations, selecting the right equipment and more. To ask a question, suggest a topic or offer your expertise, email

by Sara MacIntyre, Convenience Industry Council of Canada:

“Working with Alberta Gaming Liquor and Cannabis is a model in collaboration”

OPERATIONAL EXCELLENCE by Wendy Kadlovski, Wise Strategic Management:

“What’s the most important SKU in your store? Hint: it’s not what you think”

captain@canadiancarwash.ca.

S AV E T H E D AT E

Star Women in Convenience Awards Event September 23, 2026

WORKPLACE WELLNESS

by Denise Lam, Workplace Safety & Prevention Services:

“It's not just the weather: Understanding heat stress at work”

CICC Summit

Future Leaders in Convenience + Car Wash Awards March 9, 2027

The Convenience U CARWACS Show March 9-10, 2027

6 September | October 2026 Convenience Store News Canada + OCTANE

THE SOAPBOX

by Craig Wood, CCA:

“Water reclaim: Is your car wash letting profits slip down the drain?” Read more! CCentral.ca

BURRITO, SHUTTERSTOCK, AI GENERATED

September 23-25, 2026

M OV I N G ON UP

Clifford Fong is promoted to senior category manager of fresh food and proprietary beverages at 7-Eleven Canada. The 2025 Future Leaders in Convenience + Car Wash winner joined the company in 2023 after more than 20 years with London Drugs.

Amanda Newell takes on the role of president of Adapt Media, where she helped triple the company's owned and operated advertising network. The 2025 Star Women in Convenience winner joined the business in 2021 as chief revenue officer.

Kevin Gouthro is the new managing director of Bacardi Canada after serving in several leadership roles since joining the family-owned business in 2018, following 12 years with PepsiCo.

Natalia Ochoa is now project manager of merchandising and dispensed beverages at Alimentation Couche-Tard. She joined Circle K in 2014 and most recently was category manager for packaged beverages.

Michelle Gupta joins Hershey Canada as head of marketing. She spent nine years with Procter & Gamble, most recently as brand director. Alex Jubinville joins Harnois Énergies as real estate development and leasing manager. He brings with him more than seven years of real estate experience. Kaleb Lingg is appointed director of direct sales– East at Mark VII. As part of Mark VII's commitment to supporting partners and customers across North America, Lingg’s territory will include Ontario.

Sandra Power takes on an expanded role with Calgary Co-op leading the convenience store merchandising team. She joined the Co-op in 2021 from Shell and has held several positions in the grocery channel with Sobeys, Safeway and Walmart. Shauna Robb joins 7-Eleven Canada as category manager, confectionery, packaged foods & automotive. The 2023 Star Women in Convenience winner spent more than eight years with Parkland before it was acquired by Sunoco.

to all women! Together, Proud partner of

LEADING WITH PURPOSE

Celebrating the 2026 CSNC Impact Awards winners BY F I N S M A R T

Across Canada, companies in the convenience, gas and car wash spaces—from national powerhouses to agile independents—are redefining corporate responsibility by leading with purpose. The 2026 Convenience Store News Canada Impact Awards celebrate these changemakers, highlighting how their efforts are driving meaningful progress by tackling community needs, employee well-being and environmental sustainability.

These organizations and their people are stepping up, standing out and smashing barriers. From revolutionary sustainability moves to deeply felt community initiatives, the 2026 winners are proving that leading with intention is the ultimate competitive advantage. They’re not just making policies or ticking boxes, they’re making a difference and changing lives. CSNC launched the Impact Awards in 2022 to ignite a movement, celebrating the inspiring work and the vibrant people fuelling it. Whether it’s leaning into diversity, equity, inclusion and belonging or building a greener, more resilient future, these actions—no matter the size—are driving the evolution of the channel.

Now in its fifth year, the CSNC Impact Awards continue to honour those who are raising the bar and defying expectations. Together, the 2026 winners are moving the needle on the issues that truly matter—and that’s the ultimate measure of success.

8 September | October 2026 Convenience Store News Canada + OCTANE

CCentral.ca

2026 IMPACT AWARDS

The British Columbia Lottery Corporation's mantra, "To generate win-wins for the greater good," defines how it is making an impact. BCLC recently partnered with local businesses to transform high-traffic lottery locations into community hubs

COMMUNITY SERVICE | LOCAL IMPACT | GIVING BACK British Columbia Lottery Corporation (BCLC)

The British Columbia Lottery Corporation’s (BCLC) guiding purpose, “To generate win-wins for the greater good,” serves as a strategic commitment to ensure provincial gaming revenue directly fuels British Columbia’s social and economic progress. In early 2025, BCLC accelerated this mandate across its network of over 3,000 retail partners, transforming high-traffic lottery locations into community-focused hubs. Central to this strategy is leveraging BCLC’s extensive commercial footprint to drive relevancy by partnering with local businesses. By forging deliberate co-marketing partnerships with small B.C.-owned businesses, such as Nimmo Bay, Wellness Travel BC and Vancity Original amongst others, BCLC grants these homegrown brands access to broad-scale marketing exposure. This integration elevates routine lottery transactions into meaningful customer touchpoints, connecting players directly with local brands while driving commercial value. This partnership-led model strengthens brand relevancy while proving that social purpose and commercial growth are mutually reinforcing. British Columbians increasingly value transparency, and BCLC reinforces this trust by educating both players and retailers with valuable information. For instance, 84 cents of CCentral.ca

every dollar generated by BCLC goes directly back to the province. By building resilient local business ecosystems, BCLC enhances network value for retail partners and solidifies its standing as a progressive corporate citizen driving sustainable economic impact across British Columbia.

BG Fuels | Waypoint Convenience

BG Fuels, which operates Waypoint Convenience, launched Waypoint Cares in 2022 with the goal of creating a lasting, positive impact in the communities where it operates. The Canadian company partnered with MusiCounts, Canada’s music education charity, with the mission to make sure all kids in Canada have access to music education. Seeing an opportunity to support youth, education and creativity across the country, Waypoint has contributed more than $69,000 to the MusiCounts Band Aid Program through a combination of corporate donations and in-store fundraising initiatives. In addition, several Waypoint stores are in small or rural communities where arts and music programs often face funding challenges. Music acts as a powerful educational tool, so by supporting MusiCounts, BG Fuels helps create inclusive communities where every child has the chance to thrive. Since 2024, the company has also made it a priority to visit Band Aid recipient classrooms to see the impact firsthand. Seeing the students engaging with music brings the mission to life and reinforces the importance of the partnership to employees and the community. Supported by coordinated digital content, including social media and video, the program

BG Fuels engages customers to help it support MusiCounts, ensuring all kids in Canada have access to music education

featured a $1 customer donation option across the store network. The campaign raised more than $17,000 through customer contributions alone, giving both retailers and their customers a meaningful way to support important causes together. Shoppers say they appreciate the chance to give back during their everyday visits and Waypoint staff feel proud to support such a meaningful cause. Music and community giving will continue to play a major role in Waypoint’s future. In July, the c-gas retailer brought back its pay-by-donation food truck activation as part of its first Community Day in North Bay, Ont., with all proceeds supporting MusiCounts. The goal is to continue growing Waypoint Cares into a program that is not only impactful, but also engaging, inspiring and deeply connected to brand identity.

Canadian Carwash Association

The Canadian Carwash Association (CCA), in partnership with the Canadian Spinal Research Organization (CSRO), launched the annual Car Wash for a Cure initiative in 2023 to unite the Canadian car wash industry around a meaningful national cause: funding spinal cord research and raising awareness about injury prevention. The initiative was created in recognition of the strong connection between road safety and spinal cord injuries, nearly half of which are caused by motor vehicle crashes. As the only association dedicated exclusively to Canada’s car wash industry, the CCA saw an opportunity to mobilize its members and strengthen industry collaboration, while giving back to the communities they serve.

Convenience Store News Canada + OCTANE September | October 2026 9

Helping our Local Communities Thrive

Delicious & Refreshing

Made by Canadians The trademarks that appear are the property of their respective trademark owners.

2026 IMPACT AWARDS Left: The Canadian Carwash Association’s Car Wash for a Cure is a two-day national event that raises funds for spinal cord research

Over a two-day national campaign in May, participating car washes engaged customers through fundraising activities, such as donating a portion of sales, collecting customer donations, hosting community events, inviting local leaders to participate and amplifying awareness through social media campaigns. The initiative has successfully increased community engagement, strengthened industry pride and generated support for CSRO’s mission to fund research aimed at curing paralysis caused by spinal cord injuries. Car wash associates, operators, customers and communities are actively involved through on-site events, promotional activities and educational outreach that creates both emotional connection and measurable impact. Moving forward, the CCA and CSRO aim to expand participation nationwide, grow corporate sponsorships and further increase awareness, while boosting fundraising for spinal cord injury prevention.

Below: Conagra employees build connections by eating together. They also focus on combating food insecurity through volunteerism

Coca-Cola Canada Bottling Limited

Coke Canada Bottling launched its national Canada’s Kindest Community program in 2024 to celebrate kindness and community-driven impact. Building on Coca-Cola’s tradition of the Holiday Caravan program, the initiative is supported by retailers, community partners and employee volunteers. In 2025, the program returned with an expanded reach. Canadians submitted nominations by scanning QR codes at caravan stops and select retail locations. The Canadian family-owned business also doubled the grand prize to $100,000. The donation is awarded in partnership with Community Foundations of Canada to a local foundation serving the winning community. That community also receives the official title of Canada’s Kindest Community and a dedicated stop on the following year’s Holiday Caravan tour. Participation nearly doubled in 2025, with more than 800 communities involved and thousands of applications submitted. Peachland, B.C. was crowned the winner, with the $100,000 grant directed to the Central Okanagan Foundation. A critical engine for this success was the support of Coke Canada’s retail customers— including convenience and gas—which served as high-traffic community hubs and helped connect the national contest with local residents. Margaret “Maggie” Fenton, manager of a Petro-Canada in West Kelowna, B.C., exemplified this retail mobilization. Knowing many of her regular commuters lived in nearby Peachland, Fenton and her team actively promoted CCentral.ca

Coke Canada Bottling celebrates Maggie Fenton, who mobilized her Petro-Canada team and customers to help Peachland, B.C. win Canada’s Kindest Community

the contest. Now a part of the broader Coca-Cola Holiday Caravan tour—which involved 200 local activations and 6,000 employee volunteer hours in 2025—the Canada’s Kindest Community program reinforces Coke Canada’s commitment to driving lasting community impact and moments of optimism coast-to-coast.

Conagra Brands Canada

From fighting food insecurity to supporting survivors of violence, Conagra Brands Canada’s employees are making a tangible difference in communities nationwide. The company’s approach to philanthropy goes beyond passive donations, leaning into active volunteerism and long-term partnerships. A cornerstone of this commitment is the company’s “Month of Service,” which now spans April and May each year. During this time, employees dedicate their time and talents to local organizations. This is complemented by the “United for Change” annual campaign, which encourages staff to contribute financially to partners like the United Way. Last year alone, those employee donations raised more than $44,000 for the organization’s community campaign.

The 2026 calendar has already seen a flurry of activity. Addressing the urgent need for food security, Conagra teams have partnered with the Seva Food Bank in Mississauga, Ont., as well as Food Banks Mississauga, Dresden Food Bank and Moisson Laurentides. These collaborations focus on providing critical meals and non-perishable items to families and seniors. The company’s impact extends to supporting vulnerable residents through other critical avenues. Conagra works closely with the Women’s Habitat of Etobicoke, assisting survivors of violence and poverty through various events, including preparing a special Mother’s Day lunch. Sports are also playing a role in the charitable strategy. This year, the company and its staff donated more than $19,000 to Hockey Helps the Homeless. The non-profit charity, which hosts Pro-am hockey tournaments, ensures 100% of net proceeds stay local to support more than 60 agencies across Canada dedicated to ending homelessness. By weaving financial support with bootson-the-ground volunteerism, Conagra Brands Canada continues to deepen its roots in the communities where its employees live and work.

Convenience Store News Canada + OCTANE September | October 2026 11

Through national initiatives and volunteering, JTI addresses urgent social needs, including food insecurity, shelter support, disaster relief and more The team at D’Ont Poke the Bear Wines champions anti-bullying efforts and vital youth mental health services nationwide

D’Ont Poke the Bear

Founded in 2017, D’Ont Poke the Bear Wines is more than just a brand; it is a deeply personal mission born from the co-founders’ own history with bullying and a steadfast commitment to supporting Kids Help Phone. The story starts with co-founders Andrew von Teichman and Allan Jackson, whose shared experiences with bullying shaped their professional journey. In the brand logo, the bear wears an eye patch inspired by a childhood experience where von Teichman had to wear a patch to help with a lazy eye and endured bullying for most of first grade due to being different. Similarly, Jackson encountered bullies at his Hamilton high school. These experiences inspired their shared goal to raise awareness for bullying prevention across Canada and turn their difficult memories into a force for change. To date, D’Ont Poke the Bear Wines has donated $250,000 to Kids Help Phone, supporting vital services for youth across the country, including 24/7 support and mental health e-services. In addition to crafting exceptional Canadian wine and craft cider, D’Ont Poke the Bear is a brand built on resilience, kindness and standing up for others. The co-founders’ ability to transform their experiences into motivation to help others is inspiring. It transforms a simple message into a reminder that everyone has a role to play in creating a more respectful, inclusive world.

JTI-Macdonald Corp.

Since 1999, JTI-Macdonald has championed community resilience across Canada, blending social responsibility with active environmental stewardship. The company’s focus on building stronger, healthier communities goes beyond financial contributions, recognizing a duty to uplift the people they serve and protect the earth. Through national initiatives like “Fill Up For A Cause” (FUFAC), JTI addresses urgent social needs, including food insecurity, shelter support, disaster relief and women’s economic empowerment. In 2025, the FUFAC initiative mobilized teams to provide 1,192,828 meals through collective giving and friendly competition. The company also supports programming that breaks systemic barriers to economic independence for women through mentoring and soft-skills training. JTI-Macdonald’s impact is amplified by a robust employee-engagement strategy. The company matches charitable donations up to $2,500 annually and provides $100 for every 10 volunteer hours. Through its “Force for Good” program, staff receive a paid volunteer day to support local community outreach, including food sorting and distribution. Simultaneously, the company prioritizes environmental restoration, planting 2,754 trees and organizing waste-removal campaigns over the past three years. By integrating social-impact programming with employee-led initiatives, JTI-Macdonald continues to deliver longterm, sustainable benefits to communities nationwide. Together, these continued actions extend long-term impact, reinforce commitment to social responsibility and sustainability, and help build stronger, more resilient communities across Canada.

12 September | October 2026 Convenience Store News Canada + OCTANE

In Sault Ste. Marie, Ont., McDougall Energy doubles the impact of Soo Greyhounds’ “Chuck-a-puck” events by matching funds

McDougall Energy

Since 1949, McDougall Energy has prioritized more than just fuel—it has focused on the people and communities it serves. Throughout 2025 and into 2026, the Sault Ste. Marie, Ont.-based company furthered that legacy by championing a wide range of charitable organizations. The company’s philanthropic efforts have spanned the province, with a particular focus on emergency services and healthcare. A combined $20,000 contribution was directed to hospitals and fire services across southwestern Ontario. The funding supported the St. Thomas Elgin General Hospital Foundation, the Bluewater Health Foundation, the St. Marys Memorial Hospital Foundation, the St. Marys Fire Fighters Association, Central Elgin Fire Rescue and Chatham-Kent Fire and Rescue. As the 2025 holiday season approached, the company expanded its reach, donating $75,000 to 23 charities province-wide to support youth, families and individuals facing hardship. The company has also taken a long-term approach to food security through a three-year partnership with Harvest Algoma. McDougall CCentral.ca

2026 IMPACT AWARDS In addition to volunteering, PepsiCo Canada employees are empowered to identify local charities that align with the company’s core pillars of food insecurity and workforce development

Energy has pledged $5,000 annually in fuel support to the regional food resource centre, which focuses on protecting the environment and reducing poverty by rescuing and distributing surplus food. In the sports arena, a high-energy collaboration with the OHL’s Soo Greyhounds has generated $38,000 to benefit schools, sports teams and charitable organizations in Sault Ste. Marie. The program brings fans together at the rink while creating meaningful opportunities to give back; funds raised through the team’s “Chuck-a-puck” events are matched by McDougall Energy, effectively doubling the donations received. Beyond financial support, the company is taking a hands-on approach to community engagement. Employees have committed their time to volunteer efforts, including preparing meals for those in need at local non-profit organizations, such as St. Vincent Place. By weaving together financial investment and grassroots volunteerism, McDougall Energy continues to strengthen the fabric of the communities where its employees live and work.

PepsiCo Canada

PepsiCo Canada is strengthening local communities through a dual-impact giving strategy that combines financial grants with employee volunteerism. The company’s community investment is driven by two key initiatives: the PepsiCo Foundation Community Impact Awards and the PepsiCo Canada Foundation’s employee-nominated grants program. Central to this approach is employee empowerment. As food insecurity and affordability challenges rise, PepsiCo recognizes that employees embedded in communities are uniquely positioned to identify credible organizations doing meaningful work. Associates CCentral.ca

are encouraged to identify and nominate local charities that align with the company’s core pillars of food insecurity and workforce development. In 2026, these programs directed approximately $335,000 to dozens of organizations across the country. The impact is felt in diverse regions through beneficiaries like the University of Guelph Student Food Market in Ontario, where funding helps provide affordable, fresh food to students facing food insecurity. In Western Canada, a grant to The Nick Project enabled the expansion of youth wellness and physical activity programming. Meanwhile, the Peterborough Newcomer Centre received support for career development initiatives, with PepsiCo volunteers providing speed interview mentorship and storytelling sessions to help newcomers build workplace readiness. Beyond financial support, the 2026 program introduced a volunteering component for the Community Impact Awards. This shift saw 150 volunteers participate in 15 events, deepening the connection between employees and the nonprofits they support. From sorting hampers at local food banks to mentoring youth, the initiatives pair capital with advocacy. By leveraging the local knowledge of its workforce, PepsiCo Canada ensures its investments reach credible organizations doing meaningful work. These groups benefit not only from funding, but also from sustained relationships and visibility within their communities through press releases, social media posts and PepsiCo Canada’s ongoing storytelling efforts. PepsiCo plans to continue these annual investments, focusing on long-term resilience and fostering a shared commitment to community wellbeing in the areas where its associates live and work.

The CareMakers Cup is a cornertone of the Petro-Canada CareMakers Foundation's fundraising and awareness efforts. The event raised over $277,000

Petro-Canada CareMakers Foundation

Established nearly six years ago, the PetroCanada CareMakers Foundation set out with a bold mission: to elevate the voices of family caregivers and build a national community of care. Since its inception, the foundation has awarded more than $15 million in grants to more than 300 charities, supporting vital programs ranging from respite services to caregiver training across the country. Recognizing the growing need for support, the company hosts annual Petro-Canada CareMakers Foundation golf tournaments in Calgary, Winnipeg and Montreal to raise funds and awareness. These events address a critical gap: while eight million Canadians provide an estimated 75% of all care in Canada, many face burnout, isolation and financial strain. Funds raised help meet the demand for mental health supports and caregiver education. The signature CareMakers Cup has become a cornerstone of these efforts. Recently moved to Calgary to be near the foundation’s base, the sold-out event at Heritage Pointe Golf Club saw nearly 250 golfers raise over $277,000. The tournament surpassed fundraising goals and stands as the foundation’s most successful

Convenience Store News Canada + OCTANE September | October 2026 13

in 2025

PROUD RECIPIENT

of The 2026 Convenience Store News Canada Impact Awards

AWAR D S

2026 IMPACT AWARDS event to date. Regional engagement remains equally robust. In Winnipeg, the annual tournament at Kingswood Golf Course raised a record $56,000, continuing a nearly 20-year tradition of community giving. In Montreal, a collaboration between Petro-Canada retailers and A&W franchisees raised over $17,000 each for the foundation and A&W’s charity of choice, MS Canada, strengthening regional awareness and internal dedication to the cause. The foundation’s impact is further amplified by associate-led in-store campaigns and vendor partnerships. From storytelling that brings the caregiver experience to life for customers to sponsorships and prizes from across the convenience retail network, these collaborations demonstrate the power of collective action. By building on this momentum, the PetroCanada CareMakers Foundation continues to unite communities, elevate the caregiver voice and ensure sustainable, long-term support for those who care for others.

Rabba Fine Foods

A staple in the Greater Toronto Area for nearly 60 years, Rabba Fine Foods has transitioned from a local grocer into a vital community partner. Through its Rabba Roots Community Giving Program, the company fulfills its “Here for You” promise by supporting vulnerable residents with food, healthcare and emergency services. Addressing food insecurity is a central pillar of Rabba Roots. A dedicated partnership with Second Harvest rescues and redistributes 25,000 pounds of surplus food annually. This effort is bolstered by a long-standing relationship with Food Banks Mississauga, ensuring local families receive a consistent supply of essential goods. Rabba also prioritizes dignity for Toronto’s most vulnerable. For over a decade, the company and its vendors have hosted a signature Super Bowl party at Good Shepherd Ministries. To mark the 10th anniversary, Rabba provided over 100 guests with a gourmet feast, creating a meaningful moment of connection for those experiencing homelessness. The company’s impact on healthcare is equally profound. A supporter of Trillium Health Partners Foundation (THPF) since 1995, Rabba recently solidified this legacy with a $250,000 pledge over 10 years to fund critical hospital departments and specialized services. Furthermore, Rabba directs 100% of proceeds from its 14 in-store Tim Hortons Smile Cookie campaigns to Toronto’s Hospital for Sick Children (SickKids). From distributing gift cards to front-line CCentral.ca

staff to supporting grassroots groups, Rabba Roots remains a reliable force for good. By weaving financial investment with compassionate care, Rabba Fine Foods continues to build a healthier, more resilient future for the diverse neighbourhoods it serves.

SRP Companies Canada

At SRP Canada, the mission is to “Exceed the expectations of on-the-go consumers” and to “Be your strategic retail partner.” However, the organization’s vision extends well beyond retail shelves. The company operates on the belief that true corporate partnership involves nurturing the communities it serves. Throughout 2025 and 2026, SRP Canada channeled its core values into a series of initiatives designed to spark meaningful change, with a focus on youth support, community engagement, environmental stewardship and small business advocacy. The company’s community impact began with efforts to support local youth and families. In July 2025, SRP Canada distributed more than 600 bags of Takis snacks to organizations, such as the Toronto City Mission and various local daycare centres, reaching children across the Greater Toronto Area. Recognizing that local economies thrive on

SRP Canada cultivates a culture of generosity that nurtures the communities it serves through a multi-layered approach

diversity, the company dedicated October 2025 to championing independent retailers through its corporate blog and LinkedIn platform, celebrating the entrepreneurs who anchor local neighbourhoods. The 2025 holiday season highlighted the charitable spirit of the SRP Canada workforce. Through an internal Christmas raffle and a Food & Toy Drive, employees raised vital funds for the SickKids Foundation and Autism Ontario, while delivering non-perishable food items and toys to area families through Richmond Hill Fire & Emergency Services. This culture of generosity extended internationally in March 2026, when the organization supported a humanitarian mission to Malawi, Africa, providing school supplies and toys to over 200 children in underserved communities. Commitment to the next generation continued in June 2026 at the Circle K Froster Active Kids Charity Golf Event. By supporting programs that foster confidence and inclusion through sports, SRP Canada helped empower youth to pursue healthy, active lifestyles. Looking forward, the company is planning a community clean-up for World Environment Day and is exploring partnerships with women’s shelters and the Toronto District School Board to provide essential tech-related accessories, such as phone chargers, and seasonal apparel to help support women during times of transition and need. As Sheryl Philip, people & culture manager, notes: “At SRP Canada, community service reflects who we are as an organization. Whether we are supporting children and families, promoting local businesses, fundraising for important causes or contributing to community initiatives, we believe meaningful impact starts with people who care. Our employees consistently demonstrate a willingness to give back and we are proud to foster a culture where community involvement is encouraged, valued and celebrated.”

From supporting local hospitals and food banks to hosting Super Bowl parties for vulnerable people, Rabba is a vital community partner across the Greater Toronto Area Convenience Store News Canada + OCTANE September | October 2026 15

DIVERSITY, EQUITY, INCLUSION & BELONGING Carlsberg Canada

At Carlsberg Canada, diversity, equity and inclusion (DEI) are foundational to a culture where everyone feels welcome, valued and empowered. This commitment extends beyond the workplace through strategic partnerships that create tangible opportunities for women, non-binary individuals and the 2SLGBTQ+ community. A cornerstone of these efforts is the partnership with Pink Boots Society Canada, which supports women and non-binary professionals in the fermentation industry through education and scholarships. For two consecutive years, Carlsberg’s Kitchener, Ont. facility has hosted International Women’s Day brewing events, uniting employees and industry peers to celebrate increased representation in the craft. Beyond awareness, Carlsberg matches intent with financial action: in 2025, the company donated 15% of proceeds from its special brew—totalling more than $2,000—to the Pink Boots scholarship program. Simultaneously, Carlsberg has championed 2SLGBTQ+ inclusion through Somersby’s collaboration with The Get Real Movement, a non-profit dedicated to combatting discrimination and bullying. By donating 10 cents from every participating Somersby can sold, the initiative funded vital educational programming across Ontario, British Columbia, Alberta and Saskatchewan. These contributions boosted the University Chapter Program, empowering students to lead advocacy campaigns, as well as the Steps of Pride speaker series, which amplifies 2SLGBTQ+

Carlsberg partners with Pink Boots Society Canada to empower women and non-binary fermentation professionals

voices for hundreds of thousands of students and educators nationwide. These initiatives succeed because they are powered by people. Carlsberg associates drive the impact through active participation in brewing and fundraising, while consumers are invited to make purpose-driven purchases that fuel real-world progress. By anchoring its DEI strategy in meaningful, transparent action, Carlsberg Canada is raising the bar for the industry and proving that its commitment to belonging is rooted in change that lasts.

Conagra Brands Canada

Conagra Brands Canada is deepening its commitment to an inclusive workforce, leveraging a strategic framework designed to ensure employees feel empowered to bring their authentic selves to work. Launched in June 2024, the Inclusion, Diversity & Belonging (ID&B) Council has become the foundation of this cultural transformation. The initiative is positioned to support both the company’s business priorities and the personal growth of its employees, creating spaces where staff can build leadership skills and support one another across all functions. The strategy goes beyond policy, relying on active participation from Employee Resource Groups (ERGs). These groups play a pivotal role in fostering connection by organizing events to celebrate diverse cultural backgrounds, including Lunar New Year, Diwali, Eid, Passover, Easter, Cinco de Mayo and Holi. To further promote cultural awareness, the company uses a weekly newsletter as a platform for employees to share their unique holiday traditions. The goal is to involve more employees in the

planning and execution of ID&B initiatives, while emphasizing a larger commitment to continuous learning and collaboration. To reinforce these values, Conagra has introduced a dedicated ID&B e-learning platform, ensuring inclusion remains a daily focus. Leadership development is also a priority. The “Sounding Board Leadership Labs” offer employees within ERGs specialized training in empathy, influence and effective communication. By providing meaningful, tangible support—including supplying company products tailored to cultural celebrations— Conagra is successfully bridging the gap between business objectives and deeper connections. As the program evolves, the company continues to place employees at the heart of ID&B initiatives, ensuring workplace culture reflects the diversity of its workforce.

Rabba Fine Foods

Open 24 hours a day, seven days a week, Rabba has the unique privilege of interacting with the full, vibrant spectrum of the Greater Toronto Area’s multicultural population via its 37 neighbourhood markets. Rather than treating diversity, equity and inclusion as a checklist of corporate policies, Rabba has embedded these principles into the very fabric of its daily culture, workplace operations and community partnerships. By purposefully recruiting from the local neighbourhoods each store serves, Rabba brings together an array of backgrounds, languages and lived experiences, fostering a workplace where every team member feels valued while strengthening genuine, empathetic connections with customers across the entire retail network.

Conagra Canada's Inclusion, Diversity & Belonging Council fosters connection by celebrating diverse cultural backgrounds and sharing traditions through events, including Lunar New Year, Diwali, Eid, Passover, Easter, Cinco de Mayo and Holi

16 September | October 2026 Convenience Store News Canada + OCTANE

CCentral.ca

2026 IMPACT AWARDS In addition, Rabba offers an extensive selection of products tailored to diverse cultural needs, including robust international and halal-certified items. To make checkout as seamless and welcoming as possible for international visitors and Chinese-speaking customers, Rabba introduced the AlphaPay platform, bringing WeChat Pay and Alipay capabilities to the majority of its locations. These specialized payment options ensure that language and familiar banking methods are never a barrier to accessing daily essentials, creating a truly inclusive environment from the front door to the cash register. In addition, the Rabba Roots Community Giving Program collaborates with local grassroots organizations and community initiatives to intentionally focus its resources on lifting up underserved and marginalized neighbourhoods. Whether funding critical healthcare access, supporting education or building robust food rescue programs to combat systemic food insecurity, Rabba works to bridge societal gaps and foster long-term equity.

SUPPORTING EMPLOYEES Carlsberg Canada

Following Carlsberg Canada’s acquisition of Waterloo Brewing in 2023, the organization recognized the importance of creating a unified culture that would bring together employees from both businesses, while preserving the strengths that made each company successful. To support integration and ensure employees felt engaged, valued and connected,

Carlsberg Canada conducted employee surveys and listening sessions to better understand employee needs and identify opportunities to strengthen workplace culture. In response, the company launched a series of employee-focused initiatives designed to foster engagement, celebrate achievements and strengthen connections across the organization. These initiatives reinforced the company's growth culture principles by encouraging employees to innovate, develop themselves and others, embrace inclusion and compassion, put consumers first and deliver with excellence. The Recognition Hub, including the High Five Club, encourages peer-to-peer recognition of everyday contributions and successes. The Elephant Awards provide monthly recognition for employees who exemplify company values through collaboration, innovation, inclusion, leadership and excellence. To improve cross-functional collaboration, the company established Engagement Ambassador Groups, employee-led teams that help strengthen communication, teamwork and culture across the business. Carlsberg Canada also introduced social and inclusion-focused initiatives such as DEI Potlucks and Monthly Hoppy Hours, creating opportunities for employees to connect, celebrate diverse backgrounds and build relationships beyond their day-to-day roles. Employee feedback directly shaped initiative program development and they were empowered not only to participate but also to help lead many of the initiatives themselves. Together, these efforts have strengthened employee engagement, supported integration, improved collaboration and fostered a more

Carlsberg builds community through social and inclusionfocused events, such as Monthly Hoppy Hours where employees connect and build relationships beyond their day-to-day roles CCentral.ca

connected and inclusive workplace. Carlsberg Canada understands that the benefits extend to customers and communities as well, as a more engaged workforce is better positioned to deliver exceptional service and build stronger relationships. The company will continue to seek employee feedback and evolve its programs to ensure they remain relevant, impactful and aligned with the needs of its people.

Conagra Brands Canada

At Conagra Brands Canada, the corporate culture is increasingly driven by those who know it best: the employees. Through a network of active Employee Resource Groups (ERGs), the organization is fostering a workspace where staff can shape their professional experience while supporting the causes and community initiatives that matter to them. These ERGs—which range from focus areas for young professionals to parents— have become the engine room for the company’s engagement strategy. By organizing everything from mentorship programs to community outreach, these groups ensure that Conagra’s workplace culture remains dynamic and inclusive. The Parents in Business ERG has been particularly active in bridging the gap between home and office life. Recent initiatives have included hosting “Take Your Kids to Work Day” for ninth graders, providing a firsthand look at the company’s operations, alongside holiday parties and special recognitions for Father’s Day and Mother’s Day. For those earlier in their careers, the “Young Professionals” ERG has launched a mentorship program for the second consecutive year. This initiative, open to all staff in Canada, is

At Conagra, the women’s ERG recently partnered with NextUp Toronto to mark International Women’s Day, hosting a keynote address by entrepreneur and investor Manjit Minha Convenience Store News Canada + OCTANE September | October 2026 17

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2026 IMPACT AWARDS designed to build lasting professional relationships and create clear development pathways within the company. Conagra’s commitment to community also shines through its ERG-led partnerships. The company’s focus on the Women’s Habitat of Etobicoke has been a standout success, earning Conagra the “2025 Boundless Generosity Award.” Staff efforts at the shelter have included organizing holiday hampers and preparing Mother’s Day meals. Furthermore, the women’s ERG recently partnered with NextUp Toronto to mark International Women’s Day, hosting a keynote address by entrepreneur and investor Manjit Minhas, who spoke about her journey as founder of Minhas Breweries & Distillery and as a dealmaker on Shark Tank. As Conagra looks ahead, the company plans to double down on these grassroots efforts. By prioritizing cultural celebrations and enhanced internal communication, the organization aims to ensure that its work environment continues to reflect the values and diverse interests of its workforce.

Express Auto Wash

Over the past 18 to 24 months, Express Auto Wash has made a deliberate and strategic investment in improving employee experience, training and overall workplace culture across its car wash operations. After identifying gaps in staff training, engagement and morale, the company launched a focused initiative aimed at strengthening internal capabilities, increasing accountability and building a more supportive and structured work environment. Recognizing that well-trained, engaged employees deliver better service, resolve issues faster and contribute to a more positive customer experience, Express Auto Wash leaders standardized training across locations, focusing on both technical competencies and customer service excellence. The business is currently developing and modernizing an internal application designed to track maintenance, streamline reporting and provide greater visibility into equipment performance. This ensures that teams are better equipped to manage site-level challenges proactively, oversee operations effectively and make data-driven decisions. In addition, a new Employee Assistance Program (EAP) supports employee well-being, providing access to confidential resources that address mental health, financial wellness and personal challenges. The initiative has resonated strongly with site teams. By actively involving employees in feedback loops, operational reviews and CCentral.ca

process improvements, management has boosted staff confidence and ensured tools are practical. This collaborative approach to problem-solving has increased buy-in among front-line workers, resulting in solutions that better support both employees and their communities.

Mondelēz Canada

Mondelēz Canada views employee support as a business imperative, driving both performance and culture. By prioritizing wellbeing, flexibility and professional growth, the organization has solidified its position as a top-performing business unit within its global operations. Strong engagement metrics reflect this commitment. Employees recently reported an engagement score of 83—a four-point yearover-year increase that sits seven points above the global benchmark and within the top 10% of highly engaged organizations worldwide. In addition, 86% of employees expressed pride in their workplace. The company provides comprehensive wellbeing and family support, including fertility and family-building reimbursement, adoption assistance up to $10,000 per child, flexible health benefits and enhanced mental health and financial wellness resources. To ensure staff are heard, Mondelēz utilizes a multi-faceted communication ecosystem. Quarterly town halls, leadership coffee chats, newsletters and platforms like Viva Engage allow employees to directly influence workplace decisions. Professional development is fuelled by structured performance management, internal mobility and the “Match & Grow” program, which enables cross-functional

experience. Additionally, the “Sweeten Your Space” and “Project Inspire” initiatives have transformed offices into collaborative hubs featuring ergonomic and employee-inspired design. These efforts have earned Mondelēz Canada “Great Place to Work” certification for five consecutive years. It has also been recognized as a “Best Workplace in Canada” and a “Best Workplace Led by Women,” highlighting a sustained commitment to an inclusive, supportive culture. By prioritizing the health, development and voice of its team, Mondelēz Canada continues to build a high-performing environment where people feel valued, empowered and inspired to contribute to shared success.

PepsiCo Canada

PepsiCo Canada’s “Rooted in Canada” initiative empowered employees to become confident “Made in Canada” ambassadors. This four‑phase program equipped teams with farming and manufacturing stories, as well as real‑world tools, so they could proudly share PepsiCo’s local impact with their customers and their communities. By spotlighting manufacturing, farming, and front-line teams, the program equipped employees across the food and beverage sectors to actively represent the origins of their products. This allowed them to build displays, engage with customers and share credible Canadian stories with newfound pride. At a time when local production matters more than ever, it is vital that employees feel confident and informed. Whether they are in stores with retail partners or at home with their families, they serve as the face of the PepsiCo story.

PepsiCo Canada’s “Rooted in Canada” initiative empowers employees with education and tools, transforming team members into confident ambassadors who proudly share the company's Made-in-Canada stories at a time when local matters more than ever Convenience Store News Canada + OCTANE September | October 2026 19

The company’s presence in Canada is deeply rooted in local expertise. Every day, more than 12,000 employees work to grow, make, move and sell products that Canadians recognize and trust. To support this, “Rooted in Canada” moved beyond abstract corporate claims, providing employees with tangible evidence of PepsiCo’s Canadian footprint. The “Top 5 Facts About PepsiCo in Canada” platform anchored the initiative. It translated complex operations into simple, repeatable narratives that employees could confidently use in real-world conversations with customers and retailers. To deepen understanding, PepsiCo hosted national roundtables and fireside chats. These events connected employees directly with leaders and Canadian farmers to discuss regenerative agriculture commitments. Through the “Rooted in Canada” series, farmers became visible ambassadors for the future of the country’s food system. Their voices created a trusted bridge between the company and the communities it serves. Looking ahead, PepsiCo aims to deepen collaboration with rural communities and agricultural partners, helping Canadians understand how their everyday purchases support the national food system.

Van Houtte Coffee Services | Keurig Dr Pepper Canada

In 2025 and 2026, Van Houtte Coffee Services (VHCS) deepened its partnership with &Back Coffee by sending employees to Ecuador on immersive &Origin trips. These journeys were designed to educate and inspire staff while highlighting the purpose behind the coffee. As &Back Coffee’s exclusive national distribution partner in Canada, VHCS has scaled

the brand’s reach from coast to coast. Through the &Origin experience, employees from sales, leadership and operations travel to Ecuador to witness the journey from bean to cup. Participants visit farms and farmers’ homes to learn about cultivation before spending time at Minga Lodge in the Amazon rainforest. The program shows how investments from VHCS and &Back support agricultural training and community-led initiatives, improving long-term opportunities for farmers. Activities such as community dinners build stronger relationships among colleagues, reinforcing their shared professional purpose. A key component is the &Back Coffee sales incentive program, launched in 2025, which rewards performance with these trips. VHCS also supports the &Back Ambassador Program, encouraging involvement through customer tastings and brand advocacy. More than 30 VHCS staff have participated and surveys show all would recommend the trip, citing its educational value and a strengthened connection to the employer. Many described it as “perspective-shifting” and returned as ambassadors to share these stories with customers, creating a powerful link with the communities behind the products. Experiencing coffee at its source enables staff to have authentic conversations about sustainability. This partnership is rooted in measurable results. To date, more than 201,000 pounds of &Back Coffee have been sold to over 600 customers in Canada. In 2025, more than 3.1 million cups of &Back Coffee were served, supporting initiatives such as the sponsorship of over 70,000 Melipona bees. At its heart, this initiative is about connection. VHCS continues to invest in its people through programs that inspire learning and a shared sense of purpose.

Van Houtte Coffee Services supports employee development by partnering with &BackCoffee for immersive &Origin trips to Ecuador. The marquee program is designed to educate and inspire staff while highlighting the purpose and stories behind the coffee 20 September | October 2026 Convenience Store News Canada + OCTANE

At Yellow Stores' annual meeting, managers were honoured with symbolic keys to recognize their vital contributions

Yellow Stores

For the independent convenience retail chain Yellow Stores, the key to scaling a business across British Columbia and Alberta isn’t just about logistics—it is about the people behind the counter. With a workforce exceeding 100 employees, the company has transformed its growth strategy into a vital support system for newcomers, students and first-time workers seeking stability in the Canadian market. The initiative, centred on creating inclusive workplaces, prioritizes long-term career arcs over entry-level turnover. By providing mentorship and operational training, Yellow Stores has seen numerous employees transition from front-line roles into supervisory and management positions. For those who reach leadership milestones, the company extends health benefits to their entire families, bridging the gap between employment and long-term community integration. “You are the key to our success” was the motto at the company’s recent annual general meeting, where store managers were recognized for their localized expertise. Each individual’s name was placed on a symbolic key to celebrate the important role they play in the company’s growth and success. Management maintains that front-line staff understand the customer base better than anyone, involving them directly in decision-making and operational improvements. The impact of these efforts is evident across the company with strong employee retention, successful internal promotions and highly engaged store teams. As the chain continues its expansion, the focus remains on internal promotion and diversity. By linking business success to employee well-being, Yellow Stores is proving that supporting the professional and personal health of newcomers is not just a corporate value—it is a competitive advantage in the retail landscape that strengthens company culture and the communities in which it operates. CCentral.ca

2026 IMPACT AWARDS SUSTAINABILITY

Food Waste | Ethical Sourcing | Energy Efficiency &Back Coffee

In 2025, &Back Coffee integrated its sustainability efforts through a comprehensive Annual Impact Reporting campaign. Central to this initiative is the belief that procurement practices should actively fulfill sustainability mandates, making impact data accessible to end consumers rather than buried in corporate reports. The company’s ImpactQRC platform is now embedded across its technology and products. By scanning a code, coffee drinkers access stories, videos and insights that connect them to the direct impact of their purchase. This transforms daily coffee moments into opportunities for education and engagement regarding environmental and social responsibility. During 2025, &Back released detailed annual and mid-year impact reports, providing partners and consumers with tangible data on the collective change created through their consumption. This reporting was supported by personalized customer emails, flagship impact videos and printable “Impact Snapshot” summaries that offered approachable, actionable storytelling. These resources highlighted key pillars, including women’s empowerment, responsible sourcing and reinvestment in coffee-growing communities. To amplify this message, &Back developed themed awareness campaigns for Fairtrade Month, Earth Month and Women’s Month. Operators received ready-to-use

digital assets and educational tools to help them engage employees and customers around shared sustainability goals. Leveraging an established national distribution network, &Back extended its educational outreach to diverse workplace audiences coast-to-coast in both English and French. Over the year, the initiative generated more than 5,700 targeted communications and distributed over 1,000 Impact Reports through direct outreach and partner amplification. These efforts have strengthened industry awareness of responsibly sourced coffee and provided businesses with meaningful ways to connect their stakeholders to ecological impact. Sustainability remains foundational to &Back’s model. By pairing everyday products with intentional storytelling, the company demonstrates how educational outreach can multiply positive environmental outcomes.

muffins, donuts, fruit salads, yogurts, milk, croissants, pastries or cookies—depending on what has sold throughout the day. The TGTG program helps 7-Eleven achieve its sustainability goals of preventing food waste, lowering CO2 emissions and enabling staff and customers to make a positive impact on the environment. The program also creates opportunities to increase store traffic and growing basket sizes. The program was initially piloted by 37 stores in British Columbia and Ontario and quickly expanded to over 440 7-Eleven stores across Canada. From the program’s inception, the TGTG program at 7-Eleven Canada stores saved more than 500,000 meals and helped mitigate 2.27M lbs of CO2 emissions. 7-Eleven customers are delighted with the quality of the Surprise Bags and the convenience giant looks forward to continuing its partnership with the Too Good To Go program–a win-win-win that reduces CO2 and food waste, while bringing value to customers.

Carlsberg Canada

Since partnering with TGTG, 7-Eleven helped save more than 500,000 meals and mitigated 2.27M lbs of CO2 emissions

Water is the most important ingredient in beer, accounting for more than 90% of every brew. Recognizing both the importance of water stewardship and the growing challenges associated with water scarcity, Carlsberg Canada embarked on a multi-year strategy to reduce water and utility consumption across its operations as part of its global Together Towards Zero and Beyond (TTZAB) sustainability ambitions. In 2024, Carlsberg Canada completed significant water efficiency upgrades at its Kitchener, Ont. production facility through a partnership with the Region of Waterloo’s Water Efficient Technology (WET) Program.

7-Eleven Canada

Founder Roxanne Joyal with one of the female coffee farmers who &Back Coffee works with and features in its resources CCentral.ca

A staggering 40% of global food goes to waste, which is responsible for 10% of greenhouse gas emissions, according to Too Good to Go (TGTG), the social impact company with the goal to fight food waste. In January 2023, 7-Eleven Canada partnered with TGTG to leverage its mobile app to help reduce food waste by offering customers affordable “Surprise Bags” with items nearing the best-before date at discounted prices. In the context of rising inflation, this partnership improves affordability and stretches the customer’s dollar, as well as minimizes food waste and diverts it from landfills. The TGTG app features products for about a third of the retail price, offering discounts on a wide variety of high-value items—wraps, sandwiches,

The Region of Waterloo honoured Carlsberg's sustainability upgrades with a Water Efficiency Excellence Award

Convenience Store News Canada + OCTANE September | October 2026 21

AT MONDELĒZ CANADA,

we believe that making the right snacks the right way means creating a more sustainable future for our business, our communities, and the planet. We’re proud to celebrate Marina Petrŭsić and her Impact Champion recognition with the Convenience Store News Canada Impact Award. Her leadership, passion, and commitment to advancing sustainability inspire meaningful change across our business and value chain, helping reduce our environmental footprint while creating lasting impact. This recognition reflects not only Marina’s dedication, but also our shared commitment to building a more sustainable future.

AT MONDELĒZ CANADA, we’re proud to have built a workplace where

our people are proud to work. That commitment has earned us the Convenience Store News Canada Impact Award for Supporting Employees, recognizing our unwavering focus on creating a culture where people feel valued, supported and empowered to grow. We believe that when our people thrive, our business thrives, and that belief is at the heart of everything we do—from fostering an inclusive workplace to investing in the development, wellbeing and success of our employees every day.

2026 WINNERS AWAR D S

2026 IMPACT AWARDS These investments were designed to improve visibility into water consumption, strengthen operational controls and drive meaningful reductions in resource use. In recognition of these efforts, Carlsberg Canada was honoured with the 2025 Annual Water Efficiency Excellence Award from the Region of Waterloo. TTZAB is Carlsberg’s response to global challenges, including climate change, water scarcity, packaging waste, carbon emissions, irresponsible drinking and societal well-being. Water stewardship is particularly meaningful in Waterloo Region, the largest community in Canada to rely primarily on groundwater as its drinking source. By reducing consumption, Carlsberg is not only lowering its environmental footprint, but also helping preserve a vital community resource. Through the collaboration, Carlsberg implemented several major water efficiency upgrades throughout its Kitchener facility, including elements enabling the team to establish accurate baseline consumption measurements, improve process monitoring, strengthen anomaly detection and drive excellence across operations. As a result, Carlsberg Canada reduced water consumption by 100,000 cubic metres between 2023 and 2024, the equivalent of supplying more than 450 homes with water for an entire year. The initiative was the largest water savings initiative ever undertaken through the WET Program. By continuing to identify efficiencies and implement innovative solutions, Carlsberg Canada is committed to create lasting environmental benefits for both the business and their surrounding communities.

Greenhouse

Greenhouse is demonstrating that environmental responsibility is not just a marketing claim, but a core business mandate. By rethinking its packaging from the ground up, the company is proving that healthy products can be delivered without environmental compromise, effectively aligning personal wellness with planetary health. Early in its expansion, Greenhouse identified a contradiction in the beverage industry: health-conscious products were frequently sold in environmentally harmful, single-use plastic. Recognizing an opportunity to lead, the organization committed to building a more sustainable model, regardless of the higher costs and logistical complexities involved in sourcing, transportation and production. Today, Greenhouse’s packaging is 99.9% plastic-free, primarily utilizing glass bottles sealed with aluminum caps. This shift was a CCentral.ca

KaleMart24

KaleMart24 is proving that “wellness meets convenience” is more than just a slogan; it is a blueprint for a greener, more inclusive retail future. The rapidly expanding retailer is transforming the traditional corner store into a hub for better-for-you products and urban eco-friendly practices. Founder Sam Saoudi’s vision of “urban sustainability” is etched into the brand’s DNA. The stores feature LED lighting, energy-efficient HVAC systems and sustainable materials, including reclaimed wood and steel. This commitment extends to the shelves, where KaleMart24 prioritizes local suppliers and brands that align with its values of ethical sourcing and eco-friendly packaging. By selecting products that “walk the talk,” the brand ensures its offerings reflect a dedication to the planet’s health.

Greenhouse co-founders Hana James, Anthony Green and Emma Knight prioritize sustainability by upgrading to glass bottles to reduce plastic waste

significant departure from industry norms but reflected the company’s “planet-first” philosophy. To ensure true accountability, the company also partnered with Repurpose Global, becoming certified plastic-neutral. This means Greenhouse funds the removal and recovery of as much plastic waste from the environment as it uses across its entire operations. This commitment to doing what is right has resonated deeply with values-driven customers who increasingly expect the brands they support to prioritize the environment. In fact, its customers regularly cite the company’s glass packaging and sustainability values as key reasons for choosing the brand over alternatives. The result is a mutually beneficial cycle: by reducing its plastic footprint, Greenhouse helps its customers make sustainable daily choices, while simultaneously strengthening brand loyalty and trust. Sustainability at Greenhouse is an ongoing journey, not a final milestone. The company continues to integrate these values into every facet of its business, from supply chain decision-making to retail execution. By proving that responsible business practices can drive commercial success, Greenhouse has positioned itself as a leader in the conscious consumer goods space, showing that a commitment to the bottom line need not come at the expense of the earth.

Founder Sam Saoudi’s vision of "urban sustainability" is etched into KaleMart24’s DNA, from store design to product selection and operations

Convenience Store News Canada + OCTANE September | October 2026 23

At its heart, the initiative is driven by community inclusion. By offering culturally relevant and nutritious food options at affordable prices, KaleMart24 bridges the gap for newcomers, students and busy families, who often face barriers to healthy eating. This neighbourhood-first approach is fuelled by continuous engagement; associates source products based on customer feedback, while shoppers help shape the assortment through their preferences and reviews. With plans to triple its footprint within a year, KaleMart24 continues to scale its impact through technology and delivery innovation. Looking ahead, the company is dedicated to expanding its assortment of healthy and better-for-you products, strengthening local partnerships, improving accessibility through technology and delivery innovation and helping more families make healthier choices without sacrificing convenience, affordability or cultural connection.

IMPACT CHAMPION

MARINA PETRUŠIĆ

Senior director, sustainability and HSE

Mondelēz International

Marina Petrušić is celebrated for building a proactive culture of sustainability

At Mondelēz International, Marina Petrušić is recognized for her individual contributions to redefining the intersection of operational excellence and environmental stewardship. She is a driving force behind initiatives that bolster operational resilience while advancing long-term growth and sustainability targets. Petrušić believes that responsible business practices and operational excellence must

go hand in hand. This philosophy drives her work, which is celebrated for fostering more sustainable manufacturing and supply chain operations that benefit employees, consumers and communities alike. By advancing energy optimization, carbon reduction and sustainable packaging solutions, she has simultaneously improved efficiency, scalability and environmental performance across production environments. Furthermore, her leadership supports a transition toward circular business practices aligned with Canadian regulations and future sustainability commitments. Beyond technical implementation, Petrušić has been instrumental in building a proactive culture of sustainability. By creating cross-functional partnerships across engineering, operations, HR and supply chain teams, she has ensured that safety and well-being are integrated into core business processes and strategic planning. By empowering employees through increased training, awareness campaigns, leadership visibility and participation in safety and sustainability initiatives, she helps create more proactive, engaged teams that understand the direct impact of their actions on workplace safety, operational efficiency and environmental outcomes. In addition, she is honoured as a mentor for the next generation of leaders in sustainability and beyond. Her work is recognized for helping strengthen trust with consumers, by demonstrating a commitment to sustainability that extends beyond products and into the broader operational footprint of the business. With more than 11 years of leadership experience in this space, Petrušić’s is a truly innovative sustainability champion whose valuable contributions elevate standards across the industry by demonstrating that sustainability, safety, employee wellbeing and business performance are not competing priorities—but essential components of longterm success.

PepsiCo Canada

PepsiCo’s “Rooted in Canada” platform has evolved from product-origin claims and education to a comprehensive spotlight on the people, partnerships and ethical sourcing practices behind its iconic snacks. By doubling its regenerative agriculture footprint, PepsiCo Canada is demonstrating tangible action that supports ethical supply chain resilience and empowers local farming communities. Moving beyond abstract sustainability goals, the company has elevated farmer-led storytelling to make its commitments to local sourcing and

24 September | October 2026 Convenience Store News Canada + OCTANE

PepsiCo Canada's regenerative agricultural program elevates farmers' voices to discuss environmental stewardship

energy-efficient land use both credible and grounded in real-world application. A cornerstone of this initiative was the 2025 expansion of PepsiCo’s regenerative agriculture program by 240,000 acres. This nearly doubles the footprint to more than 500,000 acres, utilizing practices designed to restore soil health, minimize food waste at the source and strengthen long-term agricultural resilience. As more growers across Western and Eastern Canada enroll, these programs illustrate how regenerative agriculture and supply-chain efficiency are intrinsically linked to environmental stewardship. PepsiCo has also partnered with the Toronto Star to create “Rooted in the Soil,” a farmer‑led content series explaining regenerative agriculture through real on‑farm experiences across Canada. Stories were told directly from growers’ fields and equipment, highlighting how they are improving soil health and building long‑term resilience. This regenerative agriculture storytelling reached nearly three million Canadians, who engaged with the series. PepsiCo Canada was positioned as a leader in sustainable agriculture by elevating farmers as innovators. By inviting farmers to become visible ambassadors for Canadian agriculture, regenerative farming and by stressing their importance in the country’s food system, the farmer voices have become a trusted bridge between PepsiCo and their consumers.

Rabba Fine Foods

Rabba Fine Foods weaves sustainability into the daily rhythm of its local operations, from storefronts to warehouses. By balancing energy efficiency with meaningful community partnerships, the company ensures its legacy of service supports a more resilient future. Beyond energy-conscious infrastructure, Rabba introduced an automated temperature monitoring solution from Rivercity Innovations to optimize its refrigeration systems. CCentral.ca

2026 IMPACT AWARDS

Building on its energy-conscious solar initiative, Rabba introduced an automated temperature monitoring solution

In just six months, these adjustments saved 107,905 kg of CO2—equivalent to powering 173 homes for a year or planting 2,500 trees. This efficiency builds on a major investment in renewable energy: a large-scale solar installation at Rabba’s Mississauga distribution centres and administrative offices. Featuring over 2,500 panels, these facilities generate 1.5 million kWh annually, offsetting approximately 992 metric tons of greenhouse gas emissions—the equivalent of removing more than 200 vehicles from Ontario roads. Community integration is equally vital. In collaboration with Second Harvest, Canada’s largest food rescue organization, Rabba safely redirects approximately 25,000 pounds of surplus food annually to families facing food insecurity across the GTA. This mindful approach extends to everyday retail choices; Rabba is proactively reducing single-use plastics by transitioning to recyclable and reusable packaging, with a long-term goal of total elimination. The company also manages green waste programs that convert used cooking oil into renewable fuel, repurposing resources that might otherwise be discarded. From smart technology on the sales floor to thoughtful waste management, Rabba Fine Foods demonstrates how a local, independent grocer can lead with heart. These steady, positive changes prove that operational efficiency and community care are powerful drivers for environmental progress.

Steam Whistle Brewing

At Steam Whistle Brewing, sustainability is considered in every action. Now, Toronto’s largest independent craft brewery is doubling down on its commitment to environmental responsibility, leveraging a suite of innovative technologies to reduce the industry’s ecological footprint. The brewery has evolved its operations over several years, positioning sustainability as a core pillar of its business CCentral.ca

Sustainability is at the core of Steam Whistle’s brand ethos, starting with its iconic green bottles. Engineered for more than 45 cycles of use (compared to the industry average of 12-15), bottles have painted labels, not paper with glue and chemical dyes

model and community engagement. At the forefront of its green initiatives is a specialized refillable bottle program. Unlike the industry average of 12 to 15 refills, Steam Whistle’s bottles are engineered for more than 45 cycles. This program is augmented by painted label technology, which eliminates the need for paper, glue and chemical dyes that often contaminate recycling streams. Water conservation remains a critical priority for the brewing process. The company has implemented automated Clean-in-Place systems and water-free can rinsing technology using deionized air and UV light. These measures, alongside water-efficient nozzles and timed rinse systems, significantly lower the volume of water required per hectolitre of beer produced. The brewery’s commitment extends into the agricultural supply chain. By prioritizing

sustainable sourcing, Steam Whistle utilizes hop varieties that can reduce carbon dioxide emissions by up to 59% compared to conventional alternatives. Furthermore, spent grain is diverted from landfills and repurposed as nutrient-rich cattle feed for local farmers, supporting a circular economy within the Ontario agricultural sector. Energy efficiency is managed through high-tech infrastructure, including Deep Lake Water Cooling and hybrid heat pumps. Looking ahead, the brewery plans to convert its vintage delivery fleet to electric power, further reducing its carbon output. By aligning operational efficiency with environmental stewardship, Steam Whistle aims to meet the growing consumer demand for transparent, responsible brands while ensuring the long-term preservation of the natural resources essential to the brewing craft. CSNC

Convenience Store News Canada + OCTANE September | October 2026 25

The next generation of industry leadership takes the stage. Will you put them there?

From independent store operators to executive strategists, Canada’s convenience, forecourt and car wash industry is powered by rising talent. The Future Leaders in Convenience + Car Wash Awards recognize individuals under the age of 40 who demonstrate leadership innovation and a commitment to our industry. Do you work alongside an up-and-coming leader making an impact? Give them the recognition they deserve.

Nominate today! Deadline October 16 Details at: events.ccentral.ca/csncflicc Scan to submit a nomination

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OCTANE

SPECIAL REPORT

BREWING BIGGER PROFITS

From freshness and flavour to equipment and execution, here’s how convenience retailers can level up their coffee program this fall BY LO U I S E L E G E R

SHUTTERSTOCK, AI-GENERATED

YOU MIGHT SAY IT’S A TALL ORDER.

Convenience store beverage programs have long competed on speed and value, but as Canadian hot beverage consumers have become more sophisticated, they’re demanding much more in terms of freshness, flavour options, customization and interactive experience. And still, it must be fast and affordable. “They want it all,” says Jeremy Poty, regional foodservice growth manager, Core-Mark Canada, a leading distributor to Canada’s convenience retail industry. “They don’t just want the creamers and the sugar, they want the syrups, they want variety. They want control, they want to Jeremy Poty push the button, they want to experiment, they want to make it their own.” Aron Bjornson, vice-president, marketing & foodservice, national accounts, at B.C.-headquartered Canterbury Coffee, puts it this way: “Consumers increasingly compare c-store coffee offerings with cafés and QSRs, raising expectations for both quality and variety,” he says. “Customers want coffee experiences they cannot easily replicate in their own kitchen.” Meanwhile, he says, away-from-home Aron Bjornson coffee consumption still has not recovered to pre-pandemic levels, so c-store operators must work harder to attract customers back. Clearly, simply setting out a few pots and stacks of cups is no longer going to cut it. So, what is? Along with meeting today’s consumer expectations, the key, according CCentral.ca

to experts, is gearing your beverage program precisely for your market and demographic—while avoiding key coffee-program pitfalls.

The opportunity

“Coffee’s the number one consumed beverage in Canada,” says Robert Carter, president of the Coffee Association of Canada (CAC). “So, focusing on a good coffee program should drive incremental traffic.” While cold brew is “hot,” especially among the younger demographic, and tea and hot chocolate are an important part of Robert Carter a complete hot-beverage lineup, traditional hot coffee remains the foundation of the hot beverage category, he notes. Eight in 10 cups of coffee consumed in Canada are hot, according to CAC’s 2025 Canadian Coffee Trends report. Customization is already an established part of Canadian coffee consumption. According to the report, 77% of coffee is consumed with an addition such as milk, cream, sweetener or flavouring. Speed also plays an important role, with 25% of Canadians identifying speed of service as a key factor when deciding where to buy coffee. But expectations continue to evolve: customers increasingly want beverages and experiences they cannot easily reproduce at home.

Know your market

For convenience retailers looking to build a coffee program, the most sophisticated equipment is not necessarily the best place to start. In-depth knowledge of their market, demographic, competition and traffic patterns is. “Stores first need to understand their location, their competition and the customers they serve,” says Poty. “A rural store with few nearby Convenience Store News Canada + OCTANE September | October 2026 27

SPECIAL REPORT coffee options may have a very different opportunity than an urban location surrounded by established cafés and quick-service chains—or across the street from an elementary school. Proximity to workplaces, highways, colleges and senior high schools can also influence demand.”

Start small

Retailers entering the category should therefore begin with a relatively simple offer, evaluate how customers respond and expand from there, he says. A basic program might include medium and dark roast coffee, supported by a machine offering cappuccino, latte and hot chocolate, along with a manageable selection of syrups and creamers. “There’s no sense in going from zero to 1,000, because you have no way of gauging what is going to be successful,” says Poty. “Starting off simple is the way to go.” Customers can then help shape the next stage of the program with their feedback on which blends, flavours or beverages they would like added. Retailers should watch sales closely and be prepared to adjust if the offer is not gaining traction. Bean-to-cup equipment can help stores meet today’s expectations. By grinding and brewing each drink on demand, the process gives customers a more visible and interactive freshness cue than coffee that has been held in a pot. “It’s momentarily a fun experience,” says Poty. “You get to hit the button and watch it do the whole grinding and brewing. It’s a little bit more interactive.”

Merchandising and promotion

However, the equipment alone will not turn coffee into a destination. Poty points to a Calgary store Core-Mark worked with that had been selling only two or three pots of coffee a day from a tired-looking drip program.

Coffee-program pitfalls

One of the biggest mistakes convenience retailers make is treating the coffee machine as the entire program. “The most successful coffee programs view equipment as just one part of a larger ecosystem that includes ingredients, maintenance and execution,” says Gage Johnston, market manager, Franke Coffee Systems Americas. “Long-term results are usually determined by operational discipline rather than the machine itself.” Another risk is offering too much. Gage Johnston Although today’s fully automatic machines can produce dozens of drinks, an extensive menu can slow decision-making and create unnecessary complexity. “A streamlined menu built around clear consumer preferences typically outperforms an overly complex assortment,” says Johnston. “The goal is to balance variety with simplicity so customers can order confidently and quickly.” At the same time, retailers also need equipment suited to the operational realities of the convenience channel. Labour shortages and high employee turnover have made ease-of-use increasingly important. Equipment should require minimal training and be easy to

28 September | October 2026 Convenience Store News Canada + OCTANE

After assessing its surrounding location, the retailer added new equipment, stronger signage, digital menu-board promotion and food-and-coffee combinations. The coffee station area was refreshed and repositioned as a visible destination rather than an old set-up, tucked into a corner. “They put the banners up, they put the signs up, they put the digital menu boards on their screens and it opened people’s eyes,” says Poty. “[Customers] now don’t see this little coffee pot in the corner anymore; they see a rewarding destination.” Within about three weeks, sales rose more than three-fold, he says. Over the following months, the store began selling hundreds of cups. The experience illustrates the importance of merchandising and promotion alongside an improved offering, he notes.

Delivering indulgence

Stores must also find the right balance between value and premium appeal, Bjornson says. “As consumers face escalating economic pressure, they are searching for places that they can get both a great price and find affordable luxuries.” Canterbury helped one convenience store build excitement around their upgraded coffee program by launching and promoting a limited-release holiday blend. The retailer supported the launch with seasonal cups, point-of-sale materials and an omnichannel marketing campaign designed to build awareness and drive store visits. “The holiday blend provided customers with a reason to visit the newly updated coffee station, while the improved experience encouraged repeat purchases throughout the promotion period,” Bjornson says. The campaign increased sales and visits, prompting the retailer to expand the program for the following holiday season. More importantly, the gains extended beyond the limited-time offer, with the retailer continuing to see year-over-year coffee sales growth.

maintain, while matching the store’s demographic and speedof-service requirements. According to Johnston, water quality is among the most frequently overlooked considerations. It affects both the flavour of the drink and the life of the equipment. Retailers may also underestimate the need for employee training, regular cleaning, preventive maintenance and ongoing oversight after installation. Ultimately, sophisticated equipment cannot overcome stale ingredients, machine downtime, inconsistent recipes or a confusing customer experience. “Repeat business is driven by delivering the same exceptional experience every time a customer visits,” adds Johnston.

Is the price right?

Another possible pitfall is price: If it’s too high, consumers may think they might as well go to a high-priced specialty coffee shop. But a too-low price is not good either. “The challenge with coffee is that, if your price point is too low, then there's a question around the quality aspect of it,” says Robert Carter, president of the Coffee Association of Canada. “Canadians understand that there is a certain price associated with a good quality coffee. So, I would be focusing more on the quality, the story, the innovation, the convenience—just making it very easy—and the excitement around that beverage brewing experience, before I would focus on price.” CCentral.ca

Meeting demand for values-driven product

Modern consumers are looking for more than just a caffeine fix; they increasingly prioritize high-quality coffee and demonstrate a strong desire to purchase products that are responsibly sourced. &Back Coffee (a 2026 Impact Awards winner. See profile p. 21) serves as a prime example of a brand meeting these expectations by focusing on transparency and sharing the human stories and purpose behind every cup. By providing retail partners with turn-key promotional messaging and assets—such as ready-to-use stories about supporting women farmers and protecting ecosystems—the brand makes it easy for convenience retailers to effectively amplify these values and communicate the measurable impact of the program to their customers.

Demographics, flavour, choice

Carter says while the older demographic is still relevant, a large focus should be on Gen Z and younger millennials, who will continue to grow the category in the future. “If you don't have a program that’s targeting these younger consumers, then that’s a huge miss,” he says. For older demographics, have that stable brewed coffee program, “focused on the quality, countries of origin, that sort of thing,” notes Carter. On the other hand, he says, “Younger Canadians want to make it their own. They expect multiple, different types of profiles, beverages and flavours. That doesn’t mean that you have to have 10 distinct different beverages. It can be espresso-based beverages that are served in several different styles, formats or with different additives, but the perception that there’s a wider selection of offerings and flavours is important.” Monin, a global supplier of flavouring syrups, concentrates and beverage solutions, tracks emerging tastes and how they are showing up across food and drink menus. For adventurous consumers, its 2026 Flavour Trends report points to coconut, ube, guava and dragon fruit; Mediterranean-inspired pistachio, rose, pomegranate and cardamom; naturally vivid matcha, hibiscus, turmeric and butterfly pea flower; and bolder sweet-savoury notes, such as hot honey, hickory smoke and oak barrel. For fall and winter, pumpkin spice, peppermint, cinnamon, apple cider and gingerbread remain dependable seasonal choices, says Poty. In addition, Carter says functional beverages “are going to see a lot of movement over the next five to seven years. As c-store operators know, energy drinks are doing really well. So, think functional coffee that talks about energy, health and wellness, and ‘good for you.’ There’s an opportunity to be a leader in that category.” And despite the cool-weather focus on hot beverages, retailers should not overlook cold coffee. Today’s Canadian coffee consumer loves ice, and 21% of the total coffee market was cold in 2025, according to CAC data. Some machines produce cold coffee, but ice is still needed on the side. “Cold coffee in particular continues to see strong growth as younger consumers embrace these beverages year-round,” says Carter. “I would recommend a complementary functional, energized-style cold-beverage program.”

Putting it all together

In today’s economic environment, winning and keeping hot-beverage customers can be challenging, particularly for c-stores that do not naturally benefit from heavy nearby traffic. But the winners will not necessarily be the stores with the biggest menus or most sophisticated machines. They will be the ones that understand their customers well enough to offer the right amount of choice, consistently provide a fresh, good-tasting drink in a clean, welcoming environment, and deliver value at a price customers find attractive. It’s a tall order—but one that can turn a routine coffee stop into a reason to return.

CCentral.ca

Are you equipped?

“There are two distinct markets to consider when launching a new or upgraded coffee program,” says Gage Johnston, market manager, Franke Coffee Systems Americas. The right solution depends on customer demand, menu strategy and the experience a retailer wants to deliver.

Brewed coffee: Bean-to-cup brewed technology offers freshness and reduces waste by brewing on demand. While batch brewing works for high-volume cafés, it can lead to 35 to 40% waste in c-stores. Bean-to-cup systems typically pay for themselves within the first year by elminiating waste and brewing labour. Specialty coffee: With 29% of Canadians selecting espresso-based coffee—including 50% of Gen Z consumers, 45% of whom prefer iced options (Canadian Coffee Association)— fully automatic systems allow operators to expand their menus without adding complexity. “The best decision starts with the desired beverage mix and profit objectives, not just equipment cost,” Johnston notes. Beyond machine selection, retailers must weigh peak-hour traffic and labour constraints. Equipment must handle high volume without compromising quality or requiring constant staff attention. In some locations, multiple medium-sized units may serve customers more effectively than a single large machine. “In self-service, consumers won’t wait for more than one person, so multiple points of service are needed,” Johnston adds. Modern systems further streamline operations through automated cleaning, touchscreen ordering, remote monitoring, and diagnostics—invisible technologies that ensure every cup meets expectations.

Machines in action

At 7-Eleven Canada’s Toronto Pearson location, four bean-to-cup machines were installed based on customer arrival patterns rather than just total volume. During a recent visit, Greg Alford, country manager Canada and director, global key accounts at Franke Coffee Systems Americas, saw the impact Greg Alford during a border officer shift change. “There were about 10 people in front of the machines, and I thought, ‘I’m in a hurry. I don’t know if this is going to work,’” recalls Alford. “I was in front of a machine about a minute later because there were four machines along the wall and everybody was getting served.” This illustrates why retailers must understand how customers enter their store. Locations near schools or workplaces may receive sudden surges, requiring multiple machines operating simultaneously, while a typical c-gas operator might see steadier traffic. “It’s about matching your customer arrival rate,” says Alford, noting that shoppers have little patience in self-serve environments and may abandon purchases if they see a queue. Multiple service points reassure customers that lines will move efficiently. Understanding these patterns also helps retailers plan their wider foodservice offering. Quality coffee draws customers inside, while well-positioned breakfast foods or snacks can turn that coffee visit into a larger transaction. “Once they’re in the store, the opportunity for attachment is very high,” says Alford. “The best retailers I see are doing combined food programs or sweet treats that combine with coffee.” CSNC Convenience Store News Canada + OCTANE September | October 2026 29

SCAN HE

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SCAN HER

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FEATURE

From curating the right selection to strategic in-store merchandising, beer and cider experts share how c-stores can capitalize on shifting consumer preferences and format innovation to drive sales B Y M I C H E L E S P O N A G L E BEER REMAINS CANADA’S largest alcohol category, generating $9.1 billion in retail sales and accounting for more than 35% of all alcohol sales nationwide, according to Statistics Canada. But while beer continues to anchor the category, cider is quietly gaining momentum, becoming the only major alcohol segment to increase its market share last year. With more convenience stores now able to sell beer, cider, wine and ready-to-drink coolers (RTDs), operators in select provinces have an unprecedented opportunity to grow beverage alcohol sales, especially if they can tap into changing consumer preferences. For retailers, success is no longer about stocking the most products. It’s about curating the right selection, strong in-store merchandising and collaborating with suppliers to keep pace with one of the fastest-evolving categories in convenience.

Understanding today’s beer shopper

One of the clearest trends emerging across the beer category is that consumers are no longer shopping with a single priority in mind. Value remains important, but it ranks high along with premiumization and flavour exploration. “We’re seeing a clear shift in Canada toward large, trusted brands, both local and international heritage,” says Rob Legate, senior vice-president of sales, Labatt Breweries of Canada. Brands such as Michelob Ultra, Busch and Corona attract loyal shoppers, while the non-alcohol segment Rob Legate is creating new opportunities for retailers to meet consumers’ changing lifestyles. Lindsay Wilson, general manager of Ontario sales at Molson Coors Beverage Company, notes that moderation and choice are becoming central to how Canadians gather, driving a mindful drinking evolution. “As consumers look for more flexibility in how they participate in those occasions, moderation and choice are becoming a bigger part of how people Lindsay Wilson gather,” says Wilson. This has led to trends CCentral.ca

like “zebra striping”—alternating between alcoholic and non-alcoholic drinks during an event—creating strong opportunities for brands such as Heineken 0.0, Coors Edge, Molson Excel and Blue Moon NA. According to Chris Gojmerac, national director of sales and marketing for Carlsberg Canada, consumers are buying brands that offer a clear reason to purchase. “Shoppers are balancing value with premiumization. Some are looking for trusted brands that deliver great value, while others are willing to trade up for a more distinctive experience.” Wilson emphasizes that premiumization is significantly shaping cooler strategies, as shoppers are often willing to pay more for products delivering perceived quality Chris Gojmerac or matching specific occasions. “What might surprise independent retailers is that shoppers aren't always chasing the lowest price point,” Wilson explains, while reinforcing that value brands remain vital for budget-conscious buyers, making a balanced assortment across price tiers essential. Premium international brands are gaining traction, particularly in urban markets, while value brands continue to resonate. Craft beer is evolving, too. Carly Howarth Ontario’s craft breweries are focusing on approachable styles with broader appeal. “Easy-drinking premium is winning,” says Carly Howarth, director of sales at Toronto’s Burdock Brewery. “People want premium flavour without intimidation.” That means crisp lagers, balanced pilsners and juicy IPAs that introduce shoppers craft without overwhelming them. Matt Giffen, founder and president of Bench Brewing in Beamsville, Ont., has also Matt Giffen seen consumers gravitate toward products Convenience Store News Canada + OCTANE September | October 2026 31

delivering both flavour and value. He says convenience stores are experiencing growing demand for higher-ABV offerings, while lower-sugar beverages and products made by Canadian companies with strong sustainability credentials are also gaining traction.

Cider finds new fans

Although beer remains the dominant category, cider continues to evolve beyond its traditional audience. While overall alcohol consumption has declined, cider remains a bright spot. Cider and coolers increased their share of total alcohol sales to 9.3% in 2024/25. Rich Fortin, VP of sales and marketing at Thornbury Craft Co., says premium, locally crafted cider is also gaining momentum as consumers increasingly seek authenticity and quality. “We’re seeing particularly strong demand for crisp, refreshing, apple-forward ciders that are approachable and easy to enjoy year-round,” he says. “Consumers increasingly want to support Ontario producers and cider offers something that is both familiar and refreshingly different from beer and ready-to-drink cocktails.” Consumers also want more flavour cider choices, says William Andriske, key account manager for grocery and convenience at Arterra Wines Canada. “While traditional apple cider remains a staple, consumers are increasingly seeking fruit-forward and non-apple flavour profiles that offer something new and refreshing.” Suppliers are responding with advenWilliam Andriske turous options, like citrus, tropical and pear flavours, while continuing to highlight classic apple styles. Andriske also points to another important shift. Shoppers are becoming increasingly value-conscious. “They’re actively looking for promotions, comparing brands and willing to try new products when they find a compelling reason.” Fortin notes today’s cider drinkers are also paying closer attention to ingredients and balance. “Consumers seek beverages made with recognizable ingredients, real fruit and a genuine sense of place,” he says. While classic apple cider remains the backbone of the category, interest continues to grow in unique flavour combinations and craft offerings. At the same time, he points out that consumers are gravitating toward less-sweet ciders that allow an apple’s natural characteristics to shine through. Cider continues to benefit from broader lifestyle trends. Fortin points out that because cider is made from apples rather than grains, it appeals to many consumers seeking a gluten-free alcoholic beverage. Also, shoppers looking for simple ingredient lists and more mindful drinking occasions are discovering cider as a refreshing alternative.

Stocking smarter

If there is one consistent message from suppliers, it’s that retailers should focus on offering a balanced mix that reflects how their local customers shop versus trying to carry every SKU available. That starts with stocking trusted national brands that shoppers expect to find. For Labatt, that includes core names such as Budweiser, Bud Light, Busch, Michelob Ultra, Corona and Stella Artois, alongside a growing range of alcohol-free options led by Corona Cero and Michelob Ultra Zero. Carlsberg recommends a similarly balanced approach built around value beer, premium imports, cider and alcohol-free choices. Gojmerac says shoppers increasingly expect to find familiar brands regardless of where they shop, making availability just as important as selection. Craft breweries, meanwhile, encourage retailers to reserve meaningful space for Ontario producers. “Keep Ontario craft cold and at eye level,” suggests Howarth. “The convenience shopper is impulsive, so visibility at the grab-and-go moment is everything.” 32 September | October 2026 Convenience Store News Canada + OCTANE

Giffen agrees, encouraging retailers to dedicate shelf space to local breweries while using new product introductions to encourage shoppers to explore beyond their usual purchase. While single sales dominate, companies report growing demand for six-packs and even 12-packs. When it comes to merchandising new and experimental products, Wilson cautions against creating a separate “new arrivals” section. Instead, innovation should be placed within its relevant category next to familiar brands. “A new RTD seltzer should sit with other RTDs and seltzers, a new craft IPA belongs with other craft beer and a non-alc beer should be merchandised with other non-alc options,” she says. “Placing innovation within its relevant category, right next to the familiar brands consumers already trust, is what drives trial.”

Innovation keeps the category fresh

Core brands may generate consistent volume, but innovation is what keeps shoppers engaged. New flavours, formats and styles give consumers a reason to look beyond their usual purchase while helping retailers create excitement in a category where impulse buying is common. One of the biggest trends is format innovation. At Burdock Brewery, Howarth says smaller cans are opening the category to new drinking occasions. Its 222 ml Pocket Pilsner, for example, appeals to shoppers looking for a premium beer in a smaller format. “You get a little treat without committing to a full-size can,” she says. At the other end of the spectrum, larger single cans continue to gain traction in convenience. Bromlyn Bethune, president of Steam Whistle Brewing and Beau’s Brewing Co., says consumers increasingly recognize the value proposition offered by larger formats such as 568 ml cans, particularly for immediate consumption. “Consumers are always looking for value,” she says. “If they can spend a little more and get a larger format, they’ll often Bromlyn Bethune make that choice.” Higher-alcohol products are also generating interest. Giffen says Bench has seen strong demand for products such as its Solar Flare Fruit Sour, reflecting a broader trend toward higher-ABV beverages in convenience stores. Cider is evolving just as quickly. Growers recently expanded its portfolio with Tropical Clementine Pineapple Cider, while refreshing one of its flagship products by moving Tart Granny Smith Apple into a 473 ml, 7% can. Both reflect the trend toward fruit-forward flavours and larger formats. Carlsberg is taking a similar approach with Somersby. Alongside a refreshed global brand identity, the company is expanding into both ends of the market with Somersby Zero for consumers seeking alcohol-free options and Somersby Dry 7% to meet growing demand for drier, higher-strength ciders. Thornbury Craft Co. is also investing in innovation with the recent launch of Wild Blueberry Elderflower Craft Cider into Ontario’s convenience channel. Combining juicy wild blueberries with subtle notes of elderflower, the cider reflects growing consumer demand for unique options.

Merchandising matters

Even the strongest assortment won’t perform if shoppers can’t find it. In every interview completed for this story, one recommendation surfaced repeatedly: keep products cold, visible and easy to purchase. As Legate emphasizes, “Nothing matters more than having the right product cold and in stock.” That may sound obvious, but it remains one of the biggest opportunities for convenience. Unlike grocery shoppers, c-store customers are CCentral.ca

often making purchases for immediate consumption. If the product they want isn’t chilled, they’ll choose something else. Visibility is equally important. Eye-level placement, clear shelf organization and easy-to-read pricing help customers make quick decisions. Suppliers also recommend grouping brands logically rather than scattering products throughout the cooler, making it easier for customers to compare styles and pack sizes. Craft beer deserves prominent placement as well. Howarth recommends giving Ontario craft brands dedicated space at eye level, which increases trial, particularly when single cans are merchandised near the front of the cooler. C-stores should also think beyond the cooler. Cross-merchandising beer and cider with salty snacks, barbecue essentials, prepared foods or pizza can increase basket size, while making it easier for shoppers to complete a purchase in one stop. Fortin says cider’s versatility creates additional merchandising opportunities. Its bright acidity and fruit-forward character pair well with many grab-and-go convenience foods, from salty snacks and pizza to sweet treats, making cider an easy add-on purchase for customers. Occasion-based merchandising is another effective strategy. Long weekends, big sporting events and holiday celebrations all create opportunities to build displays, adjust inventory and highlight featured products. “Beer isn’t just a beverage,” says Bethune. “It’s connected to some of life’s biggest occasions.”

designed specifically for the convenience channel. Bench Brewing places a strong emphasis on staff education, helping employees understand different beer styles so they can answer questions and confidently recommend products to customers. Arterra Wines Canada regularly shares category updates and seasonal ordering advice with convenience retailers, along with planogram recommendations that help operators make the most of limited cooler space. Thornbury Craft Co. is also expanding its convenience presence while supporting retailers through digital and social media campaigns, particularly during the fall season when consumer interest in Ontario apples and craft cider increases. Fortin says introducing distinctive flavours into the c-store channel helps create excitement and encourages shoppers to explore beyond traditional beer and RTD options. Steam Whistle and Beau’s support retailers through seasonal promotional programs and limited-edition packaging tied to key selling periods, while Carlsberg works with retailers on everything from temporary price promotions and point-of-sale materials to cooler signage and digital assets. Gojmerac says success comes from focusing on sell-through, not simply distribution. “Our goal isn't just to get products listed,” he says. “It’s to help retailers sell them.” That collaborative approach is becoming increasingly important as c-stores refine their alcohol assortment and adapt to changing shopper behaviour.

Tap into partner support

Final thought

As alcohol sales continue to evolve in convenience, suppliers are increasingly positioning themselves as category partners rather than simply product vendors. Many provide retailers with merchandising advice, sales data, educational resources and promotional support

Beer and cider remain key destination categories, but success depends on offering the right mix of trusted brands, innovation, value and local options. Retailers that focus on shopper needs rather than maximizing SKUs will be best positioned to grow sales and loyalty. CSNC

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As convenience stores look for new revenue streams, passport and ID photo services offer a low-footprint opportunity to drive traffic and basket growth

GETTING PASSPORT PHOTOS is a necessary errand for millions of Canadians—and one of the few times getting in front of the camera isn’t about finding the perfect angle or doing multiple takes. The process is standardized, with government requirements around elements such as lighting, framing and facial expression. For a service that’s quick, straightforward and requires an in-person visit, passport photos could be a strong convenience store offering. Yet, retailers may be overlooking the potential. According to the 2026 C-store IQ National Shopper Study, most shoppers regularly use at least one expanded service at c-stores, and 4% report using photo services. Steve Lim, CEO and partner of Markham, Ont.-based EZPassport Studio, notes that convenience stores are typically small and busy, with staff juggling multiple tasks. Many owners don’t think they have time to run a passport photo service until they realize the revenue opportunity. “Passport photos are one of the highest-margin services a convenience retailer can offer,” says Lim, whose company provides turnkey passport photo and ID Steve Lim solutions for retailers. “The average passport photo sells for about $20 a pair in Canada, while the consumable cost is only a very small portion of that.” Though demand fluctuates throughout the year, Lim says the market for passport photos is significant. Canada issues an average of 80,000 passports per week, or more than five million per year. Beyond Canadian passports, there is a similarly large market for other types of ID photos, such as visa, residency, citizenship and international passport photos, he adds. Vani’s Convenience in Brampton, Ont. is one retailer that’s tapping into demand. The store added passport photos to its wide range of extended services—which include money transfer services, internet access, parcel pickup and more—about three years ago. “Many customers were asking why we don’t have passport photos, and with tobacco sales declining, we are always on the lookout for new products and services that we can offer to customers,” says Manish Thakker, who owns Vani’s Convenience with his wife, Vani. “We thought, ‘why not give it a shot?’ Convenience stores are all about foot traffic, so the potential to bring in foot traffic is why we started offering Manish Thakker this service.” CCentral.ca

Thakker says convenience stores are well suited to passport photos because customers don’t have to make a special trip to a mall or plaza— they’re already coming to the store for their daily needs. Longer store hours also make the service more accessible than other photo locations. There’s also potential to increase basket size, as customers who come to a store for passport or ID photos will often make other purchases. “It’s a rare retail service that combines high margins, new foot traffic and a transaction that really only takes a couple of minutes,” Lim says. Thakker sees this firsthand. In addition to adding a new revenue stream, the service is helping customers discover new products while they wait. “Obviously, they’re going to pick up items like chocolates and drinks, but they also find other things they didn’t know we sell,” he says. “So, that has been a positive.”

Setting up shop

For retailers considering adding passport photo services, success starts with asking the right questions. At Toronto-based Pro Passport Photo, which provides passport photo solutions to businesses of all sizes, the first consideration is whether a retailer is permitted to offer the service. “If a convenience store is located inside a mall or plaza, the landlord may have a restriction on that,” Zed Wang says Zed Wang, marketing manager at Pro Passport Photo. “We always tell them to check first.” For Wang, another question is commitment. With convenience stores often changing hands every few years, Wang says owners have to take a hard look at how long they plan to stay in the business. “If you’re thinking about selling the store, I would suggest not to step into this because it’s a long-term commitment.” The next considerations are cost and setup. Turnkey providers Convenience Store News Canada + OCTANE September | October 2026 35

WHAT'S IN STORE CONTINUED

like EZPassport supply the equipment—including a camera, printer and lighting—as well as software, installation, training and ongoing support. A complete EZPassport Studio typically requires an investment of about $8,000. Lim says taking photos doesn’t require a large footprint—just wall space for a 32-in. by 48-in. backdrop and enough depth for the camera setup. At Vani’s Convenience, the owners selected a small, dedicated area across from the checkout counter, so employees don’t have to leave their workspace to take photos. “The idea is to keep it clean and compact, with proper lighting and the printer right there. It’s a nice little setup and the process flows properly,” says Thakker. Just as important is ensuring employees know how to take compliant photos. Lim says staff training is straightforward and no experience with photography is necessary. “With the right system software guides, employees get trained for positioning, sizing and government requirements,” he says. While the service is quick, retailers still need a plan for managing it when the store gets busy. “At times, it does become a challenge, but we have trained our employees to be polite and keep engaging with customers,” says Thakker. “We make eye contact and say, ‘we’ll be with you shortly’ and explain that we cannot do this in a rush—this is about your passport, your citizenship or your PR card. It’s to make sure the customer is not frustrated.”

4 tips for success

Accuracy is essential. Passport photos need to meet strict government requirements, leaving no room for error. “You have to get it 100% right, and if the photos don’t meet the standard, the customer will come back and ask for a refund,” says Pro Passport Photo’s Wang, adding that they may also leave a negative review online. Keep everything in its place. Thakker, from Vani's Convenience, says keeping the photo area organized is essential. “If a customer comes in, you don’t want to be looking for a camera, a cutter or a mouse that is lost somewhere,” he says. Lim from EZPassport adds that a sloppy space can also give customers the impression that their photo may not be done properly. Trust the experts. Thakker advises retailers to go with an established service provider. “They keep things simple in terms of what materials, equipment and software to use,” he says. This helps minimize refund requests stemming from rejected photos because the photos are done properly the first time. Get the word out. “Customers need to know that the service exists,” says Lim. “Exterior signage, counter signs, online listings, local advertising—these will all make a difference.” CSNC

26_009253_Convenience_Store_News_Canada_SEP_CN Mod: July 28, 2026 5:46 PM Print: 08/09/26 page 1 v2.5

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Feeding hungry minds

With “starving students” looking for budget-friendly eats, convenience stores have a prime opportunity to win lunch and beyond by investing in fresh, portable foodservice favourites

PIZZA, SHUTTERSTOCK/VERUSHKA; JUICE, SHUTTERSTOCK AI GENERATED

CANADIANS ARE IN their high-cost-ofliving era, and if there’s an upside for convenience stores, it’s in their ability to compete on value and convenience with quick-service restaurants (QSR). In fact, convenience stores are the fastest growing segment for foodservice spend in Canada, which includes spend on any fully prepared and immediately consumed foods and beverages. Spending on c-store foodservice hit $4.2 billion in the 12 months ending May 2026, as tracked by Ipsos Foodservice Monitor. In an economy where price is the most important deciding factor for Canadians, research shows customers are choosing c-stores over QSR for cheap n’ cheerful snacks and meals. There are few customers more price-conscious than the “starving student,” and it is the student class that is driving the fastest growth for convenience foodservice over the past few years. No one likes c-store eats more than this demographic, who are twice as likely to choose the channel than the average Canadian. Since 2023, when Canadians really settled into a new routine of higher prices, the convenience has tripled its share of foodservice visits from young consumers, taking mainly from QSR.

Unlocking the midday meal

The convenience student customer behaves somewhat differently than the average workforce customer. Afternoon snacking is the cornerstone occasion for both groups, but while customers in the workforce will visit more in the morning through lunch, the campus demographic will come later at night. There lies the opportunity for the next stage of growth with young consumers: lunch. Recent growth from students coming to the convenience channel for foodservice has primarily lifted evening snack occasions, which have a lower average transaction value. Lunch has generally been a source of growth for the sector, but students CCentral.ca

are lagging as they still hold true to QSR for their midday meal. While QSRs currently hold a perceived edge over c-stores for lunch, this advantage is largely driven by consumer impressions of food quality and social atmosphere. Many students associate QSRs with satisfying specific cravings, comfort, freshness and a more fun social environment. However, this is an area where c-stores can easily close the gap by refining their messaging and highlighting their own fresh offerings. By leaning into strengths like portability, energy boosts and thirst satisfaction, c-stores can directly challenge the notion that QSRs are the only viable option for a satisfying midday meal. Fortunately for the convenience channel, the fastest-growing foods for student lunches are in the wheelhouse. Sandwiches, pizza and hot dogs are growing at an even faster rate than burgers. These are all items with which c-stores are experienced and better equipped to compete. When it comes to the campus demographic, c-stores’ great variety of cold beverages is also a competitive advantage. Young consumers are less interested in coffee and carbonated soft drinks at lunch, instead choosing more juice, iced tea and energy drinks. The channel’s great variety of brands and flavours appeal to young students with more diverse tastes, though top QSR chains are expanding their cold beverage lineup in response.

Adapting to the demographic’s chaotic routines

The lunch occasion is a source of growth and an opportunity to become even more entrenched with young consumers. However, lunch is still a relatively small occasion, representing 19% of c-store traffic. Comparatively, post-lunch and

dinner snacking drives 46% of traffic. It stands to reason, fresh food innovations should also be considered against their flexibility for meal or snack occasions, and this is the case for a strong fresh food lineup. Student routines can be quite chaotic and growing consumption of savoury entrées is not limited to traditional meals or meal times, driving up sales at afternoon and evening snacks. As students move towards more fresh, savoury foods, the context of their consumption occasions is also changing. Portability has always been important to c-store visits, as items are most commonly being eaten on the go: in the car, walking or in transit. But with a move towards entrées, students are considering c-stores when they’re on their way home to eat or will even take advantage of seating in-store when available. In 2026, eating at home is nearly as popular as eating on the go for c-store takeout, changing the context and meaning of “convenience.”

Why now is the time to invest in foodservice

The convenience channel is capitalizing on Canadians’ growing need for more affordable fresh foodservice options: traffic growth has been sustained at an average of 11% a year for the past five years and driven primarily by a pivot from pre-packaged beverages and snacks to fresh prepared items. Cash-strapped students are a driving force of this growth as they’re the most willing to consider c-stores to replace a QSR occasion. However, this opportunity is nearly exclusively being executed against by two top chains. Now is the time for other holdouts to make the investment to share in the growth of fresh foodservice at convenience. CSNC Emma Balment is director, Ipsos, Market Strategy and Understanding, Food and Beverage Group. Leveraging a team of industry experts and powerful syndicated data sets such as the FIVE Consumption Tracker and the Foodservice Monitor, she specializes in uncovering growth opportunities for manufacturers, retailers and foodservice operators. emma.balment@ipsos.com

Convenience Store News Canada + OCTANE September | October 2026 37

CATEGORY CHECK BY M I C H E L E S P O N AG L E

What a relief

When cold and flu symptoms hit, c-stores can come to the rescue by offering the right mix of over-the-counter medications for ailing customers COLD AND FLU season is one of the biggest opportunities for convenience retailers. As respiratory illnesses return each fall, shoppers seek easy access to trusted remedies. With the right assortment, merchandising and placement, convenience stores can become the go-to destination for immediate relief.

SHUTTERSTOCK, AI-GENERATED

The c-store edge

As Steven Muzaic, co-founder of Big Brands Inc., points out, “When consumers want something to get some relief, they don’t care what it costs. I’ve always joked that you could charge $50 for Imodium because they need it.” Those feeling poorly demand convenience and easy access, which puts local c-stores in a dominant position. Steven Muzaic Muzaic’s company, which specializes in trial and travel sizes, is launching its Relief on the Go program starting with six SKUs in November. It has worked with brands like Tylenol and Advil to make convenience-sized packaging so consumers can purchase just a single or double dose. “We’ve put together six different display types designed for convenience stores,” explains Muzaic. “Convenience is about the unplanned need. Nobody drives to a convenience store to stock their medicine cabinet. They’re coming to buy something they need now.” With Big Brands’ regular programs, convenience and gas retailers can book what it calls a Medicine Cabinet Display—a floor shipper that holds 14 gravity packs of over-the-counter (OTC) medication—which sells very well every year. Muzaic advises operators not to approach OTC meds like a pharmacy. “Avoid too much SKU depth and buried placement. Don’t put them in an aisle without signage. Another mistake is underpricing. Convenience shoppers expect to pay for convenience, and c-stores may be leaving margin on the table.” CCentral.ca

Drive basket growth

In addition, retailers can maximize basket size by cross-merchandising complementary products, like bottled water to help customers swallow pills, as well as tissues, electrolyte drinks and other functional beverages, such as protein drinks and immune boosters, including Fiery Ginger shots from Greenhouse (a 2026 Impact Awards winner. See profile p. 23). “Consumers trust Greenhouse for functional beverages,” says Ryan Klein, vice-president of business development, who spoke to CSNC about the company’s foray into protein shakes. “Categorically, wellness shots is something we’re really well known for. Protein is another really key pillar, so it bodes well.” Secondary displays, seasonally relevant signage and strategic placement near checkout areas can also help capture impulse purchases when consumers seek immediate relief. Also consider featuring Ryan Klein travel-size products on clip strip displays.

Offer a well-curated selection

The convenience channel is important to Haleon Canada, according to Jorge Vidal, the company’s category lead for OTC. “With limited shelf space in the convenience channel, we focus on bringing the Haleon products to shelf that customers want most.” Top brands include Advil, Children’s Advil, Buckley’s, Centrum, Emergen-C, Tums and Sensodyne. “Perhaps not surprisingly, the Advil brand leads our convenience and gas sales,” he says. “Pain relief is an important category for retailers and consumers alike. Jorge Vidal Having cough, cold and flu (CCF) products Convenience Store News Canada + OCTANE September | October 2026 39

CATEGORY CHECK CONTINUED

available for consumers provides a reliable option for when other retail channels may be unavailable.” Haleon’s roster of new products includes Buckley’s Cough & Mucus Relief Extra Strength 100 ml, launched in August 2026. Returning are top-selling 2025 CCF innovations—Buckley’s Lozenges Extra Strength, Buckley’s Nighttime Complete Extra Strength; and Buckley’s Nighttime Complete Extra Strength Plus Mucus Relief. In CCF adjacent category, Haleon offers three new products—Advil Migraine & Headache, a fast-acting liquid gel capsule; VoltaCare Cooling Cream to relieve muscle, joint and back pain with an instant cooling sensation on contact; and a new formulation of Centrum Adult 50+ Complete Multivitamin.

Consumer trends and motivations

Looking at the big picture, Vidal is seeing some interesting trends. “Canadians are looking for more value,” he says. “This is true across all categories, not only cough and cold. While consumers prioritize trusted, immediate relief when symptoms flare, broader economic trends indicate that they are increasingly value-conscious across their overall shopping basket, making it vital for retailers to balance convenience with clear value messaging. As well, they see cough and cold as an essential shop. It’s not considered discretionary spending. They’re also turning to multi-symptom or combination products to lessen the number of products purchased.” While consumers prioritize trusted, immediate relief when symptoms flare, broader economic trends indicate that they are increasingly value-conscious, making it vital for retailers to balance convenience with clear value messaging. Post-pandemic, Canadians’ buying behaviour has changed, which means treating coughs and colds sooner and stocking up on medications before symptoms strike. In January 2026, 56% of CCF sufferers said they buy cough, cold and flu products only when needed. Before the pandemic, it was 78%, demonstrating that people are buying ahead and preparing for future illnesses. However, last-minute and on-thegood needs always arise and that’s where c-stores come to the rescue. Who’s buying their OTC products at convenience? Vidal points to boomers and Gen X, citing this stat: 78% of cough and cold buyers at convenience are 60 years or older. Data also shows buyers are in higher income groups. “Anecdotally, there’s a cultural shift toward more mindful and intentional living, with Canadians viewing broader immune health as part of their wellness journey,” he says. “Many are turning to vitamins, minerals and supplements (VMS), food sources, teas, nasal rinses, home remedies and OTC medications to support them in their daily lives.” To promote sales, Vidal recommends anticipating the cough and cold seasonal peaks and stocking up ahead of time, so the product is on shelf when consumers need it. Seize impulse purchase opportunities, such as having an Advil 10 count at check-out and, for those offering delivery through apps like DoorDash or Skip, embrace e-commerce promotions and bundles.

40 September | October 2026 Convenience Store News Canada + OCTANE

Trust and loyalty

The key for c-stores, says Rob Sopov, chief customer officer, Kenvue Canada, is making a variety of SKUs available to balance different customer needs. “Whether it’s a parent looking for medicine late at night or someone trying to get through the workday, convenience stores play an important role in providing quick access to the right solution. Cold and flu symptoms Rob Sopov vary widely so offering a broad assortment of cold and flu products helps ensure shoppers can find what they need in the moment, while building trust and loyalty that brings them back long after they've recovered.” New from Kenvue is Tylenol Easy Dissolve, available in adult and pediatric formats for fever and pain relief on-the-go. It dissolves directly on the tongue without water, making it especially convenient away from home. The freshly launched Tylenol Cough & Sore Throat provides cough and sore throat relief in a convenient tablet format. Consumers have changed, Sopov says. “They are taking a more proactive approach to managing their health and wellness. We’re seeing increased interest in products that offer targeted symptom relief and help people feel better so they can return to their daily routines quickly.” Customers want products they trust to be effective, convenient and easy to find, he adds. “Brand trust remains a key driver of purchase decisions, particularly in the health category, where consumers want confidence that the products they choose are backed by decades of expertise and proven efficacy.”

Strategic merchandising

To maximize sales, visibility and accessibility are critical. Convenience stores can prominently feature cold and flu products, particularly during peak respiratory illness seasons. “Beyond traditional merchandising, convenience stores can position themselves as the destination for immediate relief,” Sopov explains. “Consumers don’t get sick on a schedule. They’re looking for a fast, trusted solution. Convenience retailers can make these moments easier by creating a dedicated ‘Feel Better Fast’ destination, bringing together symptom relief products and other wellness essentials.” He also points out that while convenience stores don’t need every SKU, they do need a thoughtfully curated assortment of trusted brands. Kenvue will support its brands with integrated marketing programs designed to drive awareness and educate consumers about managing cold and flu symptoms. This includes a mix of digital media, shopper marketing, social and engagement, retail partnerships and seasonal content reinforcing the role trusted brands can play in helping consumers feel better. As Sopov says, “Working with our convenience store partners is important to ensure consumers can easily find the products they need at the moments that matter most.”

CCentral.ca

7 key takeaways

1. Curate, don’t overstock: You don’t need every SKU on the market. Focus on a curated assortment of trusted, recognized brands that help shoppers quickly find the right solution without clutter.

6. Stock up early: Don’t wait until the sniffles start to fill your shelves. Anticipate seasonal peaks and stock up well ahead of time so your product is ready the moment the first respiratory wave hits.

2. Avoid "buried" placement: Never hide OTC medications in the back of an aisle. If products aren't visible, they aren’t selling. Use clear, seasonally relevant signage to draw attention to the category.

7. Leverage delivery apps: If you partner with delivery services like DoorDash or Skip, ensure your OTC products are available for purchase online. Create specific bundles (e.g., “Flu Fighter Kit”) to boost your e-commerce sales. CSNC

3. Price for convenience: Avoid underpricing your OTC products. Your customers are paying for the immediate access and convenience of buying it right when they need it, not searching for a discount. 4. Drive basket growth: Increase your average transaction size by cross-merchandising complementary items—such as bottled water, tissues, immune boosters or electrolyte drinks— next to your medication displays. 5. Create a "Feel Better Fast" destination: Instead of splitting up wellness products, group symptom-relief items and wellness essentials together in a dedicated, easy-to-shop zone.

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CHARGING AHEAD BY TO M V E N E T I S

Navigating the new fuel frontier

How forward-thinking operators can leverage agility and innovation to drive growth amid market volatility

IF YOU ARE a Canadian fuel retail operator, you are likely suffering from whiplash. One day, fuel prices push ever higher, only to be followed by a sudden drop, then another rapid increase. Customers respond by cutting back on gas purchases by driving less, then flooding into the forecourt when prices fall, only to disappear again when prices rise. According to the most recent Canadian fuel retail statistics, this year has seen a significant increase in sales driven by the Iran war—which shows no sign of ending soon—and the supply shocks resulting from it. Statistics Canada reported that March sales at gasoline stations and fuel vendors surged 12.4%, contributing to a total retail sales increase of 0.9% ($72.7 billion). As a result, competition among fuel retailers for Canadians’ fuel spend is intensifying. Studies tracking the North American fuel retail market consistently show that, to compete today, retailers must create a retail ecosystem that goes beyond simply selling fuel. Dover Fueling Solutions’ 2026 Fuel & Convenience Trends Report points to several ways retailers are working to stay competitive. Many are expanding their foodservice offerings, moving away from the traditional mix of fuel, snacks and tobacco—once called “smokes and cokes”—and adding more fresh food options and attractive grab‑and‑go selections. Major chains with fuel retail operations, including 7‑Eleven and Circle K, are opening larger locations with a focus on grab‑and‑go meals, coffee and fresh food. The goal is to be not just a destination for fuel, but a destination for breakfast, lunch and dinner shoppers (see p. 37 for strategies to drive

CCentral.ca

foodservice sales). With the opening of the beverage alcohol market in Ontario, a growing number of sites are adding VQA wines, RTDs, cider and beer to the mix (see p. 31 for a spotlight on beer and cider trends and innovations). Want something healthy? With the mainstreaming of GLP‑1 drugs for weight loss, fuel retailers are adding a range of healthier options, including higher‑protein snacks. Fuel retailers are also enhancing loyalty programs to deliver more personalized communications and drive sales. Some studies find that anywhere from 50 to 70% of sales at a fuel retailer are driven by loyalty programs. Dover Fueling found nearly half of the retailers it surveyed are working to strengthen their loyalty offerings to drive customers into the forecourt and then into the convenience store and car wash. Newer technologies will push out offers faster and with more precision, tying fuel or food promotions to a customer’s buying habits. Offers may even arrive before a customer reaches the pump. A discount may be automatically applied to a fuel purchase, followed by a thank‑you message for continuing to make that retailer their preferred place to buy fuel. In an era of value seeking and price sensitivity, active loyalty usage has increased significantly, according to CSNC’s 2026 C-store IQ National Shopper Study. Indeed, 60% of respondents told us the site they shop at most often offers a loyalty program: Among those actively enrolled, nearly two-thirds use a smartphone app to manage their rewards. That app usage is overwhelmingly driven by the younger demographic, with 75% of millennials and 67% of Gen Z users engaging through mobile apps, compared to 46% of boomers.

The type of rewards Canadians value is also evolving. While generalized cash-back rewards have historically been the top choice, that declined for the first time since CSNC launched the study in 2020: Immediate cost-relief options like gas discounts and free or discounted snack items surged in appeal. Nearly all major Canadian fuel retailers are enhancing their loyalty programs, allowing customers to earn more points, earn them faster and redeem them across a wider range of products and affiliates. Many are also using loyalty programs to encourage customers to purchase higher‑octane fuel. Another way fuel retailers are looking to compete is by adding EV chargers to their forecourts. While there is plenty of talk about the “death of EVs” in North America, that narrative is exaggerated. Adding electric vehicle chargers is a long‑game strategy. EVs will continue to be sold, more will be on the road in the coming years, and new players from China are expected to enter the Canadian market. All these vehicles will need places to charge, and adding chargers to the forecourt is a natural fit. Petro‑Canada and Canadian Tire sites have EV chargers and are expanding their networks. Others are doing the same. Tying EV charging to loyalty programs is also a natural fit and will help drive business into convenience store operations and even the car wash. While waiting for a charge to finish, customers can pop into the store and grab a fresh meal for breakfast, lunch or dinner; swing by the car wash afterward; or receive a free wash to use the next time they visit to charge. OCTANE Tom Venetis is an automotive business journalist and regular OCTANE contributor.

Convenience Store News Canada + OCTANE September | October 2026 43

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HOW SMART IS YOUR CAR WASH? From streamlining staff management to predicting customer churn, AI-driven tools are helping operators manage daily operations, maximize efficiency and reimagine the customer journey

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ARTIFICIAL INTELLIGENCE‑ENABLED technologies are becoming a growing presence across many industries, and the car wash and forecourt are no exception. OniLogic, a designer and manufacturer of industrial computers, wrote in its study The Car Wash of the Future that “artificial intelligence (AI) and automation are no longer futuristic concepts; they are the driving forces behind the next‑generation products and solutions, impacting everything from operational efficiency and customer experience to sustainability and profitability.” AI

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technologies, the study added, will “enhance quality, reduce costs, personalize services and promote sustainability. These technologies are enabling car wash businesses to not only survive but also flourish in an increasingly competitive market.”

The automated edge

Sergio DiMonte, president of Crosstown Car Wash, says the most immediate impact of AI in a car wash operation is in staff management. Tasks that once required a person can now be handled by an

Convenience Store News Canada + OCTANE September | October 2026 45

FEATURE AI‑enabled system. One example he gives is managing customer calls. A large car wash operation would typically hire a full‑time staffer to handle inquiries, bookings and complaints, or rotate staff away from their main duties to answer calls during their shifts—taking time away from assisting customers. Last year, Rinsed launched Support Agent, an AI‑powered automated phone support system designed to handle common customer inquiries, including questions about services offered across multiple locations, hours of operation and detailing or interior cleaning packages. Rinsed Support Agent can also answer questions about a customer’s membership status, process upgrades and update customer information. Hello Wash offers a similar AI‑powered agent that can take customer calls, resolve common issues automatically and create tickets for staff when needed. Bill Barber, president of WashLinks, says it will soon be commonplace for customers to interact with an AI agent when calling a car wash, as the technology is evolving to the point where it is as good as—or better than—a human attendant. “An AI agent now can answer the phone and have actual discussions with a customer, thereby replacing the need for a human attendant,” says Barber. “Regardless of whether you have a single car wash location or 500 locations, an AI service and agent can likely handle the same volume of phone calls that a human attendant would handle at each location.”

'Regardless of whether you have a single car wash location or 500 locations, an AI service and agent can likely handle the same volume of phone calls that a human attendant would handle at each location'

Data-driven customer solutions

While AI can free up staff to focus on customer service, it can also help manage overall car wash operations, including customer management. “Operators are practical. They’re not asking for AI for AI’s sake. They’re asking for better results, and increasingly, AI is one of the best ways to get there,” says David Kuchenski, director, solution consulting and innovation at DRB. “The outcomes we hear most often are faster throughput, better use of staff time and stronger membership performance.” Kuchenski sees the greatest benefit when AI is integrated into a car wash’s point‑of‑sale (POS) system, helping manage the customer journey and improving staff interactions. AI acts as a support layer within the POS, functioning as “an intelligence layer across the entire platform, not as a standalone feature. Identification, transactions, tunnel operations and business analytics all become more effective when they’re connected and sharing data,” he says. For example, DRB’s NoPileups application uses AI to combine customer membership information, car wash transactions and operational data to generate business and customer insights that improve performance and satisfaction. “We also see AI playing an increasingly important role in helping operators make better business decisions,” Kuchenski adds. AI tools can mine large amounts of sales and customer data in real time to better understand what is happening at the wash and use that information to drive membership growth, offers and other business decisions. “As more data becomes connected across the wash, AI can

identify trends, surface opportunities and provide recommendations that help operators optimize staffing, pricing, marketing and customer retention efforts,” says Kuchenski. “In terms of customer retention, we can monitor every car that goes through the wash and see if a member who once came in four times a month is now coming only twice a month. Might that be because of a concern they have? Are they going to cancel their membership? Now you can catch them, see what the issue is, talk with them and find out what the problem may be,” adds Barber. This becomes even more efficient when AI is paired with licence‑plate readers, matching a plate to a customer’s membership information and history. “Every AI‑powered identification event, whether it’s a licence‑plate read or an RFID validation, enriches the customer record,” says Kuchenski. “That gives operators something the industry hasn’t traditionally had: an accurate, automatically updated view of customer behaviour at the individual level. From there, AI can spot patterns that would be nearly impossible to identify manually, such as a member whose visit frequency is starting to decline or a retail customer who’s behaving like an ideal membership candidate.” OCTANE

46 September | October 2026 Convenience Store News Canada + OCTANE

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The connected forecourt

As with today’s c‑store and car wash operations, fuel retailers are looking to build comprehensive profiles of their customers to drive fuel and c‑store sales. AI tools are helping them do that—from optimizing c‑store offerings based on buying habits to personalizing membership programs with targeted offers and promotions. Even the fuel pump is being optimized with AI. Retailers can now push personalized offers to pump‑side screens based on a customer’s membership profile and previous purchases recorded in the c‑store’s POS system that uses AI to sift through the customer information. “From a retail perspective, we are seeing increased focus on loyalty programs and value‑added services like media at the pump driving c‑store Mike MacKay purchases, car washes and general advertising revenue,” says Mike MacKay, EV charging specialist with National Energy Equipment (NEE). “We are also seeing additional fuel sources like EV charging being integrated at these locations. This new market is an opportunity for brands to attract new repeat customers by integrating their loyalty programs and providing reliable charging stops with convenient amenities.” Fuel customers are increasingly looking for EV charging options, and fuel retailers are responding by adding chargers and systems to monitor them, reducing downtime and ensuring consistent service. “There has been a push for quicker charging, especially in ‘corridor’ locations,” MacKay says. “Vehicles and chargers have progressed significantly over the past couple of years, and one or two 50‑kW ports per location are no longer sufficient. Most new locations are looking for modular, multi‑port systems that allow for dynamic power sharing between vehicles to get the most out of their available grid connection capacity.” As a service provider partnered with many different customers and vendors, NEE uses various technologies to maintain charging systems across the country, adds MacKay. “Some of the more advanced manufacturers provide us with remote access through proprietary portals, enabling us to monitor and even repair some faults without having to roll a truck to site. Others that don’t provide these systems can usually be connected to third‑party solutions that allow owners to monitor their systems and set up alerts to watch for faults in this emerging industry.” OCTANE

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INSURE YOUR SUCCESS

Don’t let unexpected losses wash away your profits. Learn how to conduct a proper risk assessment and tailor a policy that protects your car wash equipment, staff and bottom line BY TO M V E N E T I S

CAR WASH OPERATORS know that insurance for their operations is as critical as the equipment and staff needed to run their business successfully. While owners and operators will spend a significant amount of time researching equipment, technologies and chemicals, as well as interviewing persons to fill key roles, insurance is sometimes not given the same attention. Rob de Pruis, national director, consumer and industry relations with the Insurance Bureau of Canada (IBC), says while insurance is sometimes

Rob de Pruis

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treated as an afterthought—not hard to understand as so much work has to be devoted to starting and then growing the business—finding out what insurance is needed is not something that should feel or is overwhelming. He adds that the first step is a simple one: conducting an in-depth risk assessment of the car wash operation. During a recent presentation to members of the Canadian Carwash Association, Ward Henderson, a manager with the Calgary-based Wawanesa Mutual

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Insurance Company, said a typical risk assessment for a car wash operation will help the operator identify, evaluate and then mitigate potential hazards that can impact employees, customers. Ideally it will include the operation’s equipment and the physical premises and surroundings. This deep dive will include specific risks, such as slip and fall hazards both inside the car wash and outside; exposure to chemicals, soaps and other products; the physical equipment; and the potential for injury to persons working at the car wash, as well as vehicle damage and collision risks. Henderson said with today’s complex systems and wireless and internet interconnectivity, cyber risks also need to be looked at as part of a risk assessment; as does theft if the car wash is using coin collection for payment or even tap payment systems. IBC’s de Pruis says when putting together a risk assessment, it is best to do this in partnership with an insurance provider, as many owners and operators have enough on their plates operating the business to do the risk assessment on their own and they do so in a systematic way to capture all the risk possibilities. “As a business owner, you are typically wearing many different hats,” he explains. “You might be the accountant one day and the next sweeping the floors and now you are asking to be the risk manager and insurance expert. But on the insurance side, that is where you need an insurance professional who understands your business and will help you identify risk, potential losses that could threaten your business and then help you focus on the coverage needed.”

Identifying and mitigating against risks

When it comes to risk, Wawanesa’s Henderson said car wash owners and operators need to first understand the difference between a risk and a hazard, plus the difference between risk management and risk. In insurance, a risk is defined as a situation that has a potential for loss or damage. A hazard is a specific condition or factor that increases the likelihood of that loss occurring. At the more concrete level, a risk includes such events as an injury occurring on the property, damage to a property or even a legal liability—all of which can create a potential for a monetary loss to a business. A hazard is a situation that elevates a risk occurring. Henderson further broke down likely hazards to include wet floors, which creates slip and fall risks caused by wet surfaces, poor drainage and even improper footwear used by staff; electrical equipment that has the potential for a shock risk; exposure and issues around the storage and handling of car wash chemicals; mechanical components; and fire hazards that can come from electrical equipment and heating and process equipment. “Risk management starts with looking for those hazards and risks,” Henderson said. “Risk mitigation starts by identifying risk and hazards that are inherent and exist within any business and its operations and then implementing proactive measures to reduce the likelihood or the severity of those risks. . . [and] ways to eliminate hazards or an activity that could put the operation at risk and knowing what the risks are and being prepared to manage the consequences.” Focusing for the moment on wet floors, managing and mitigating the hazards may include: anti-slip floor coverings and

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finishes; proper draining to lessen or even prevent pooling of water; regular daily inspections and cleaning of floors to clear out water; mandating all employees wear proper footwear to prevent or lessen the chances of slipping; and adding clearly visible signs warning of slip and fall hazards. For electrical equipment, Henderson added mitigating hazards and risks would involve ensuring all such equipment is properly installed and regularly inspected (consider all switches and fixtures, especially those in wet areas) and ensure that mechanical rooms are designed for a car wash so the equipment inside is secure, protected from water and other hazards and staff are safe when inside the rooms. Storage rooms will need to be inspected to ensure proper security—that chemicals, solvents and other materials are properly stored, clearly marked and secured so nothing is obstructing doorways. It’s essential to montor that no materials are left out that could potentially cause an injury to staff, from inadvertent exposure to a chemical to anything that could potentially result in tripping or falling.

Protecting premises and people

IBC’s de Pruis adds once risks and hazards are noted and covered, insurance will also be needed for the physical premises of the car wash, its equipment and people, including staff and customers. The insurance needed will first depend on the kind of car wash, whether a tunnel wash system, in-bay automatic car wash, self-service or full-service car wash operation. This may include commercial property insurance that protects the physical aspects of the car wash, such as the building and equipment inside; general liability coverage, covering such things as lawsuits and claims made for injuries or damage to a vehicle; theft insurance; and insurance to cover equipment breakdowns that is separate from the car wash’s property insurance.

What operators often forget

De Pruis says one critical piece of insurance sometimes overlooked is business interruption insurance. “In the unfortunate event that something happens to your business and you have to shut down, you need business interruption insurance to cover your lost income and your ongoing expenses during that time,” he emphasizes. “Finally, a major consideration is pollution liability or environmental cleanup coverage. A car wash involves a lot of wastewaters, a lot of chemicals, soaps and cleaners. If your business causes some type of pollution, it may have to pay for things like soil remediation or if your wastewater or contaminants seep into the ground or waterways.” Once deciding upon the insurance coverages needed, de Pruis strongly recommends the owner or operator do a yearly review of the coverage with the insurance provider. “Even if your operations haven’t changed, the insurance industry is evolving, developing new and innovative products—there are more insurance options available today than ever before. Some of those new products and coverage can be helpful for your business, so doing an annual review of your insurance will allow your insurance representative to suggest new options and new ways to identify and then reduce or eliminate risk.”

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ASK THE EXPERT

Insurance 101: A Q&A with Tony Ferro, vice-president of commercial lines at Youngs Insurance Brokers What kind of insurance is needed by a car wash operator to cover damage to customer vehicles during the wash?

Ferro: A car wash operator needs a garage policy as part of a broader business insurance package. The garage policy is the piece that covers physical damage to a customer’s vehicle while it’s in the operator’s care, custody and control during the wash. That principle is why this coverage matters no matter how you run the operation— automatic, full-service, tunnel or self-service. In all of them, you’re taking temporary control of a vehicle that belongs to someone else, so if it's damaged on your watch, you can be held responsible. The package also protects the operator’s own property alongside that liability. How do you help a car wash put together the proper coverage for their equipment, especially to consider situations where there may be mechanical, electrical and electronic failures? Should such coverage include business interruption coverage as well, to account for any equipment breakdowns that may temporarily shut down the car wash?

Ferro: Putting together the right coverage starts with a comprehensive insurance package because a car wash faces many different exposures at once. At Youngs Insurance Brokers, we’ve built a program specifically for car wash operators that covers the broad range of things that can go wrong. It protects the operator’s building, equipment and stock and it’s written on a broad form basis with replacement cost on damaged property. To the heart of your question—yes, the program covers the breakdown of mechanical, electrical and electronic systems, which is exactly the kind of failure that can take a wash offline. And because that downtime costs money, it also includes Business Interruption, so the operator is indemnified for lost income while the damaged property is being repaired or replaced after an insurable incident. Beyond equipment, the program protects against loss of money from a range of criminal acts—employee dishonesty, theft, robbery, forgery and fraud, including cyber-attacks. And last but most important, it includes Commercial General Liability to cover third-party bodily injury and property damage claims.

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With changing municipal and provincial rules around protections for watersheds and wastewater, do car wash operators need to consider insurance for water reclamation and recovery, or even remediation of the property the car wash operates on?

Ferro: Yes, this is an area car wash operators should pay close attention to. Operators should always be prudent about finding ways to recycle and reuse water in line with the municipal and provincial laws protecting our watersheds. But beyond compliance, there’s a real risk exposure here: if contaminants or pollutants are accidentally discharged and cause environmental damage, property loss, or third-party bodily injury, that’s a serious liability. To manage that risk, we can offer a Pollution Liability policy designed to respond to exactly these situations. How can an insurance provider help a car wash conduct a proper risk management assessment of their operations and why is it important that a car wash operator does such an assessment?

Ferro: We’ve partnered with Wawanesa Insurance, which offers professional Risk Management Services to their clients. Through that partnership, we help operators identify, assess and prioritize potential hazards before they turn into losses—and educating clients on that process is essential. The reason it matters is simple: claims aren’t good for anyone. Making every effort to prevent a claim from happening in the first place protects the business from financial loss, legal issues and operational disruptions—and it protects the operator’s reputation, too. A proper risk assessment is what gets you ahead of those problems instead of reacting to them after the fact. How often should a car wash operator review their coverage and why is it important to do regular reviews?

Ferro: A car wash operator should review their coverage at least once a year, any time there’s a change in their operation and any time there’s a regulatory change that could affect their coverage— like the Ontario accident benefit changes that took effect July 1st. Operators must understand that any change in operation or any change to the coverages or limits on a policy needs to be reported to their broker right away. The insurance company has to be aware of every change made to the policy, because in the event of a loss, that’s what ensures the proper coverages and limits are in place to indemnify the insured. Put simply, a policy only protects you accurately if it reflects what your business actually looks like today—so regular reviews keep your coverage matched to your operation. OCTANE

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SEPTEMBER 2026 BOARD OF DIRECTORS - 2026 PRESIDENT: Michael Saunders - Mark VII Equipment TREASURER: Matt Verity - Matt Verity Consulting VICE PRESIDENT: Jeremy Enns - Enns Wash and Shine VICE PRESIDENT: Rudy van Woerkom - BTS Carwash Systems Ltd. PAST PRESIDENT: Karen Smith - Valet Car Wash Sonia Beaudoin - Sunoco LP Mike Brideau - Petro Service Limited Sergio DiMonte - Crosstown Car Wash Steve Hebb - Kilworth Car Wash Michael Howe - WashLinks Katarina Popovic - Suncor Energy Inc. NATIONAL OFFICE Heidi Loney Executive Director Brynne Wrigley Director of Events Constance Wrigley-Thomas, CAE Director of Operations Contact Info 3228 South Service Road, Suite 109 Burlington, ON L7N 3H8 (905) 331-1768 office@canadiancarwash.ca

CUSMA Compliance 101: What Every Car Wash Operator and Supplier Should Know About Tariff Exposure Could your supplier invoices be costing you more than you realize? Join the Canadian Carwash Association for a practical webinar on CUSMA compliance and tariff exposure. Learn how to spot common red flags, including misclassified HS codes, incomplete Certificates of Origin and non-qualifying content that can lead to unexpected duties, surcharges and other costs. Speaker: Jack Jackson, Founder of J44 Group, will share real-world insights from decades of experience in the vehicle wash industry and Canada-U.S. trade. Attendees will leave with practical tips for reviewing invoices and supplier documents and knowing the right questions to ask. Date: Tuesday, October 20, 2026 Time: 12:00–12:45 p.m. EST | Zoom Fees: CCA Members: FREE | NonMembers: $25

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