How has 2023 been for Maxol overall and how has it compared to the previous 12 months?

“The Maxol business performed stronger than ever in 2023, with solid growth in our convenience, coffee and fresh food categories, which are critical to our repositioning as fuel becomes a smaller part of our business as new forms of mobility grow in importance” said Brian.

“2023 was the first year since the pandemic that we were able to experience more normal trading and working patterns in all of our five core areas of business – Retail Fuels, Wholesale Fuels, Retail Convenience, Fuel Cards and Lubricants.  However, the onset of higher inflation, tight labour markets and rising interest rates both at home and globally created new challenges not just for our business but the wider economy too. But consumer sentiment rebounded and customers continued to shop locally more frequently and, with the average transactional spend at Maxol stores higher than previous years, this suggests our convenience offer is the right one. The Covid boost and retention of new customers prevailed and indeed continues to grow. Hybrid working is another factor that is supporting this new trend and our stores have benefitted from the corresponding change in customer behaviour.”

2023 milestones

“2023 was an incredibly exciting year for Maxol that saw the business mark several significant milestones on our journey to becoming best known for our convenience led retail offer.

“Maxol invested €20m in the business, which included the acquisition and retrofit of Killeen’s service station in Wexford and the redevelopment of six other stores in ROI including Lucan, Greenhills, Templeogue in Dublin and Clonakilty, Ballincollig and Skehard Road in Cork ,   extending both our product and value range for customers.

“In Northern Ireland we completed both large and smaller scale developments at Marino in Holywood, Braid River in Ballymena along with Townparks and Portrush in County Antrim.

“These investments are primarily focused on enhancing our food and convenience retail offer with larger brighter stores, more car parking and using technology to create a brilliant customer experience such as installing more self-service checkouts and Pay at Pump technology for ease of fuelling, and convenience shopping.

“Working alongside our partners such as BWG and Bewley’s, we provided and continue to provide our customers with quality food solutions throughout the day, whether that’s a grab-and-go breakfast and lunch, freshly brewed ROSA Coffee as well as our extensive grocery offer including fresh fruit, vegetables, dairy and frozen food ranges. With the right offer in place to meet our customers’ needs we saw an uplift in shop sales of +21% last year.

Retail Conference

“Our first Retail Conference in more than five years, which we hosted at The K Club saw more than 200 Maxol retailers get together for knowledge sharing and to reflect on landmark moments from the past five years, which included an investment of more than €100M in the business, the acquisition and opening of 25 new service stations and the completion of 70 refurbishments.

“More importantly we looked ahead to the next five years and announced our future growth plans, which are central to our 2023-2027 strategy that will see the business invest a further €100m across our service station network and future proof the business for generations to come.

Homegrown at Maxol

“Continuing the busy streak, last year we launched a programme to support Ireland’s small and medium sized food and drinks producers to help them grow and scale up their business. Homegrown at Maxol invited all SMEs in food and drink to submit their products to the programme for an opportunity to win shelf space across around 70 Maxol stores, expert mentorship and €10,000 in marketing support. Homegrown at Maxol is about giving a hand-up to the many exciting SMEs and start-ups we have in Ireland by championing our local producers and while we initially we set out to support four, such was the interest and the calibre of entry that six winners were selected for the inaugural programme. The phenomenal response from our retailers, customers and the winners has encouraged us to develop the programme further and we are gearing up for 2024 in an effort to support even more small producers. Supporting local has always been a priority for our business – it’s one of the reasons we joined the Champion Green programme.

BAGS MORE

“It didn’t stop there! In August we launched Bags More, a new multi-platform campaign and our first TV ad in over seven years that highlights the convenience, value and wide range of grocery products Maxol offers customers every day beyond fuel. The all-Ireland campaign ran across TV, Radio, Outdoor, Digital and instore, and marked an important strategic milestone for Maxol. It set out our ambition to be a leading convenience retailer across the island of Ireland. Developed with Havas Dublin, the humorous ad resonated well with audiences, and we plan to double our media investment for the campaign in 2024.

NEW CHARITY PARTNERSHIP 

“In November we announced a new charity partnership with Irish Guide Dogs for the Blind and Guide Dogs NI to support visually impaired people and people with autism. Having met with and spoken to several guide dog owners, the business fully appreciates the life-changing impact these highly trained and intuitive dogs can have. These special dogs give their owners confidence but crucially independence too.

“Throughout our two-year partnership we will support the charity by increasing the awareness and impact of the charity’s work. And we’re committed to funding the training of at least six assistance dogs across the island of Ireland, each of which costs €53,000

Stellar Year

“All of these factors have contributed to what was another stellar year for The Maxol Group in 2023, with strong revenue growth.  The momentum is being brought through to 2024 and we will have more exciting plans to announce in the coming weeks and months, as we invest even further in our network.

“The cost-of-living crisis remains a challenge for very many households. We saw grocery price inflation peak at 16.8% in mid-2023 (Kantar) and while inflation is now on a downward trend and interest rates have eased, the fact is that prices remain higher now than they were two years ago, and household budgets remain under pressure.  But as a family-owned and run business, we are recognised for the every-day value we offer our customers.  This means regular price promotions and in-store discounts.  Our loyalty app has been key in rewarding and retaining customers and bringing a new dimension to their experience with Maxol and has been particularly well received.

“We are still operating in a tight labour market and labour costs will continue to grow across the economy following the introduction of the minimum wage and the impending pensions auto-enrolment programme, alongside statutory sick pay and various other regulatory measures to support Ireland’s workers.

“Inflation is still an issue in the construction industry and while materials and labour costs have stabilised somewhat in recent months, they are still at a much higher level today than pre-2020.  This has a direct impact on our redevelopment and retrofit projects, but we do make provision for rising costs and are undeterred as we continue to develop and grow the business.

“Fluctuating fuel prices remained a challenge for much of the year as wholesale prices continued to be impacted by global events including Russia’s war in Ukraine and recent events in Gaza.

“While volatility in the market wasn’t on the same scale as 2022, it was a tricky time as we kept track of movements – both up and down – but fortunately we are seeing prices coming back and we work hard to deliver competitively priced fuel for our forecourt customers.

“Dealing with challenges is part of every business operation and while those challenges might change from year to year, we have a very clear strategy, backed by significant investment and support from our board that ensures we can achieve our objectives for the benefit of the business, and for our customers.

With a particular focus on ROI – there have been some significant developments and expansions in the last year – how important have these been for the company?

INVESTMENT

“Our five-year strategic plan will continue to evolve our business mix, further reducing our reliance on traditional fuels and increasing our non-fuel revenues. We will do this by focusing on key categories such as coffee, food to go and grocery, while taking a leadership role in quality advanced fuels and new energies for mobility, including electric charging hubs under Maxol Recharge.

Maxol Recharge EV HUB ROLL OUT

“I have referenced our significant €20M spend last year and how the redevelopment of key sites in our network are helping to drive growth. But, as we gear up for future mobility, one of our most important programme has been the development of our Ultra Rapid EV Charging hubs, two of which will open in ROI in the coming weeks at destination stores in Maxol Newbridge and Maxol Ballycoolin at a cost of almost €3m.

“Each will feature six high speed 200kw chargers offering a 15 minute charge time and Maxol is committed to supporting the move to EV with state-of-the-art destination service stations that fulfil all customer needs.

“This is a landmark move for Maxol in ROI and the next phase in our EV mobility roll out following the launch in December 2022 of Northern Ireland’s first dedicated Ultra Rapid EV hub in Kinnegar, Co Down and Maxol Braid River, Ballymena at the end of last year.

“When it comes to EV mobility, while our strategy is to offer EV charging in areas where we see greatest demand, the speed at which we can roll out our EV transition programme is hugely frustrating.  Access to power capacity and the time it takes to connect to the grid are ongoing challenges with no improvements in sight. The process is not aided by the high costs for substation and connection fees to establish these much-needed hubs both in ROI and NI.

“In developing our Ultra Rapid EV hubs we take a 360 degree approach using technology to create a measurably different service station, reducing the site’s existing carbon footprint by up to 40%. This includes the introduction of photovoltaic (solar) panels, low energy CO2 refrigeration systems; exhaust air-heat pump technology to reduce heating loads and an energy management system to monitor and control the overall energy usage on the site.

“More widely, technology is playing an increasing role in our stores and on our forecourts as we strive to give our customers speedy payment solutions. On the forecourt, Pay at Pump technology is more widely available to ensure greater convenience for customers during busy trading periods and Maxol loyalty app customers can pay for Fuel using the Fuel Pay feature in app. In selected stores in NI, self-service checkouts are now an integral part of our digital strategy and are proving popular with customers.

HVO ROLL-OUT FOR MAXOL FUEL CARD CUSTOMERS

“For our growing commercial customer base, since January Maxol has been providing Hydrotreated Vegetable Oil (HVO) at nine sites across the country including three in ROI, with plans to introduce HVO at even more sites during the year. Maxol’s HVO Pro is a low emissions biodiesel, meaning it has up to 90% lower carbon emissions when compared with regular diesel, resulting in cleaner air. It is compatible with most diesel engines and supports our commitment to providing more sustainable fuel options, with a focus on fleet and fuel card customers.

What initiatives have the company taken to help retailers with rising business costs and pressures?

“With rising operating costs a real concern for all businesses, we will continue to invest in labour saving technologies such as self-check outs, electronic shelf edge labelling and also contactless payments for car washing, all of which are designed to help manage rising labour costs. In addition, our energy management system enables our retailers to monitor and control the overall energy usage on the site and we have been helping our retailers on ways to minimise their energy usage throughout the year and will continue to work closely with them on initiatives to help manage business costs.

And in conclusion?

“I believe that Maxol is one of Ireland’s great Irish family-owned businesses and will remain so for a long time to come.”

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As Ireland’s market leader, IF&CR asks what makes Circle K the special K among the Irish forecourt family.

As we enter a brand New Year, on the heels of COP 28, IF&R asked what is the short, medium and long term outlook for Circle K as Ireland’s largest forecourt and convenience store company?

“We have a clear global sustainability plan mapped out until 2030, and we adapt that to our own localities,” said Paul Dixon. “There are three clear parts to this plan– planet, people and prosperity”.

People

“Our people are at the core of our sustainability commitments. We have a zero-harm policy and we take the safety and security of our teams very seriously.

“For example, we now use a closed cash, Safe Pay system. Our store teams have no access to cash and this helps keep them safe. This investment has been really valued by our store teams. In 2024 we’re excited to continue the rollout of our Anti-Aggression system in stores which allows remote monitoring of our store teams for two-way communication and direct contact into the Gardai, ensuring our teams always feel safe.”

Prosperity

Prosperity isn’t just in respect of the company and its employees, but the local communities as well.

“We work closely with all our local communities. Last year, we raised €180,000 for the Jack and Jill Children’s Foundation. These funds equate to 10,350 hours of in-home nursing care and respite support for families which is just incredible. Circle K has formed a real partnership with the charity, often volunteering at the Jack & Jill Centre in Portlaoise. Before Christmas, I was up there myself painting and packing. It’s a proper partnership, and a charity very close to all our hearts,” Paul continued.

Planet

“COP28 was about global sustainability plans. A lot has been done but there’s a lot more to do, how do we reduce energy production for the planet’s sake and what role do we have as a business have to play in that? How do we reduce energy production?”

He explained that by 2030, 30% of the Circle K stores will be carbon neutral. “We are reducing energy consumption on site, all lighting is LED, or lighting back of house is on sensors. We have reduced lighting in stores and replaced old equipment with energy efficient fridges. Something as simple as installing fridges with doors has led to a 9% reduction in energy use – the fridge doesn’t need to work as hard to chill the products.”

Alternative Fuels

Circle K became the first fuel retailer in Ireland to power its national fleet of delivery vehicles with hydrotreated vegetable oil (HVO) renewable diesel, made from waste and by-products from the food industry.

“The big commitment from COP 28 is around fuel credentials. As a provider of fossil fuel, we have a big commitment. We are moving towards more sustainable fuels to a product called HVO100. For heavy goods vehicles and fleets this has reduced emissions by 90% and we are now supplying HVO to businesses across the country including Musgraves, Facebook and Brennan’s. 100% of our own fleet runs on HVO.

“We now have HVO at six sites and will introduce it to seven more sites this calendar year.”

“We are also investing in CNG – Compressed Natural Gas. We have four sites now in key motorway areas: Cashel, Dublin Port, Ballysimon in Limerick and Clonshaugh.

EV

Last year, Circle K announced a new range of own brand electric vehicle (EV) chargers to be installed across its network over the next two years and is committed to enhance its existing network of EV chargers, which is already the most extensive across the Irish forecourt and convenience retail industry.

“We are committed to improving the customer experience for EV drivers. We are investing €7m to add 30 brand new fast chargers. We have EV charging at 44 stores now and will have 25% network connectivity. Circle K will continue to invest and innovate in this space to ensure we meet the needs of our current and future EV customers.”

Global company

As a successful part of a global company, Ireland would appear to ‘punch above its weight’ when it comes to forecourt and convenience store retailing. Why do you think that might be?

“We have a very successful business in Circle K Ireland. It is something of a role model, a benchmark when it comes to other countries,” says Paul Dixon.

Circle K has around 20 locations in every county.

“We are proud of the fact that we serve 1.5 million customers each week in Ireland.

“We are lucky to have so many synergies, we can gather insights and draw on the experiences of the global Circle K market” explained Paul. “There are many good things happening globally, for example the EV hubs in Norway, other exciting developments in Europe and while we are happy with our place in Ireland, we are always keen to learn.

Global corporation

What can Ireland teach the global corporation and vice versa –  what can Ireland learn from elsewhere?

“We share information. The company has a great global culture and we can adopt and improve and take learnings from the global business culture. As I mentioned, the EV hubs in Norway are a great example. Close to my heart is seeing how we run our own stores with a “Make It Easy” mission, how we can simplify what we already have, to enable the best customer experience. We have made our learning more customer focused – and learned a lot from Europe.” said Paul.

“On the flip side, we are trusted in Ireland to lead and influence. A couple of examples that we have incorporated into stores are new technologies. Lift – an upsell screen attached to the till. Lift will learn what the customer is buying and make suggestions based on that. If the customer has bought a coffee, it might suggest a pastry to go with that. With fuel, it might offer a car wash. We are piloting this in Ireland with the intent to roll it out around the company. The Lift system is aligned with the till system and will react, based on the transaction.

“Another example we are proud of implementing in Ireland is the Easy Office initiative. In the six and a half years I’ve been with Circle K, I noticed that too much of the managers’ time was spent on admin. We’ve been working to reduce that admin time and burden for a few years now to get to a level that allowed us to move managers on to the shop floor. They have iPads and laptops for ordering by the tills. They have more time for interacting with customers and not stuck in a back office doing admin all the time. We have made managers who are leading from the front – I’m super proud of this.”

Customer habits

With the move away from fossil fuels and new forms of energy moving centre stage, how will Circle K adapt its offering in the future?

“We are adapting our offering and products as customers’ habits will change. Even fast EV chargers take around 20 minutes depending on the journey.

“During my time with Circle K I’ve seen a lot of change, and this will continue with future global expectations. EV penetration in Norway means we are taking customer learning back to Ireland. The aim is to make it as frictionless for the customer as possible. Whether fuel or electric, we will continue with developments and investment in-store.

“Our customers want a great coffee, and we are driving this forward through continued investment in our K Coffee machines as well as constantly improving and evolving our Fresh Food Fast range to provide high quality food. While the focus is on the Circle K range, we are also looking at partnerships with Subway and SuperMacs.

Improvements

“Basic improvements will include improving seating facilities instore for those customers waiting for their electric vehicle to charge, better toilets and other facilities. We will continue to do what we do well. Long journeys mean thirst so more beverages to go with food on-the-go. We have used some of the data from Norway – such as for food offerings. One of the sites has a complete seating area upstairs for ‘dwell time’ and to enhance the overall experience.”

Circle K stand alone stores

IF&CR asked Paul about the stand alone Circle K convenience stores – will we see more of this in Ireland in the future – perhaps in a 24 hour format?

“Circle K has had stand-alone convenience stores in Ireland since 2021. We acquired nine convenience stores – six in the city centre of Dublin and three in the outskirts of Dublin. This was a strategic acquisition to engage and attract new customers in a different market. For us, we are very comfortable in this space. There’s no fuel or fuel card business so a lot of learning from the forecourts in terms of the product, and the flip side is we can take that learning to the service stations. In short, it complements our core business well and we are very happy with this. On a personal note, as a Dub, I’m delighted to see it and take pride in these Dublin convenience stores.”

Regional differences – and similarities

Ireland is comprised of four provinces – Ulster, Munter, Leinster and Connaught – are there regional differences across the country in retail and operations terms – for example, do you notice regional variations, preferences, retail patters – that sort of thing?

“We are across the four provinces, and we trade in all counties, and we are there to serve local communities. We have 169 company owned stores, consistently offering value. Whether that’s in Bantry or Ballina, we aim to offer a similar experience. There will be local products side by side – for example local newspapers or products, but the experience would be very similar to what you’d see in any of the stores. It’s about simplification of the offer while fully understanding different markets and communities,” said Paul.

Definite evidence

Is there evidence that people are moving away from fossil fuels towards alternative – for example, the SIMI (Society of the Irish Motor Industry) figures for 2023 show sales of electric vehicles up 45%?

“With regard to EVs there is definitely evidence of increased demand. We see it in our own EV usage per site. Unleaded is starting to grow, as that’s what’s required for hybrid vehicles.

“Hybrid is increasing, we will see the move towards electric vehicles in stages and more hybrid vehicles before people decide to make the big switch to EV, but yet they can still feel they are doing their part.

“We are very ambitious in the EV sector and plan to spend over 7 million in the next 18 months, growing our site numbers with EV chargers to over 30.  We see this as a key part of our future offering to our customers and will offer the best-in-class high speed EV charging facilities.”

Community hubs

Will forecourts become community hubs – providing a whole range of local services, while supporting the needs of passing motorists?

“We will definitely see more community hubs – more seating around facilities creating social space, and parking. I do believe Circle K will be a key part of communities throughout Ireland, whether dealer or company owned.

“We play a huge part in local community football clubs through our partnership with the FAI – Football Association of Ireland – for grass roots football. We have given over €100,000 euro to seven clubs and supporting local competitions and players. This has been very influential in local communities, and helps with access, availability – key parts of community in Ireland.

“We are also moving towards providing night-time services for people who work the night shifts – such as taxi drivers, emergency workers and healthcare staff. These stores will be Open Doors 24/7 and provide much needed services within communities. This was something we learned from Denmark.

“From February night shift workers will be able to come in, get a coffee, browse the shop. Our customers aren’t just 7 to 11 but 24 hours and there is a thriving night-time economy. Now we can offer a better customer experience through the night.”

Surrounded by good people

How did Paul come to be  Circle K’s Senior Director Retail Sales and Operations?

“I’ve worked for 20 years in retail, more than half of my life. I progressed through Marks & Spencer for 14 years and joined Circle K six and a half years ago in a retail support role.

“Over four years ago, I was promoted to retail director, having joined the brand just before it re-branded from Topaz.  For me, I’ve been lucky enough to be given this opportunity – we have 2,200 people working in our stores.

“I was only with the company a few years when Covid-19 hit, and there is no textbook for dealing with that, but I’m proud of some of the fantastic initiatives we worked on, such as Easy Office and the stand alone stores in Dublin.

“I’m proud of that, and to work for a company that gives genuine opportunities to people and there are plenty of opportunities for internal progress.

“I am surrounded by good people. There is a great culture at Circle K. It’s agile and has a fantastic culture. I can’t stress that enough – Circle K is a fantastic place to work. We have won awards globally for that such as with Gallup and we are in the IBEC Top 100 for our wellbeing initiatives and people engagement.

“People literally like working for Circle K – we attract a good balance of people across genders and nationalities.”

Remarkable opportunities

“The opportunities that Circle K gives its staff are remarkable. Out of 12 Sales Market Managers, seven were working initially in stores when I started as a Retail Director. In the last four years, they have become senior leaders – there are excellent opportunities for people to develop. Circle K genuinely put people at the heart of the company and support staff through tougher economic times as well as providing free lunches and free coffees. Circle K deserves credit for how good a company it is, and the progress and opportunities it gives to its people.”

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It was a soft opening on a green field site at Liffey Valley shopping centre. Between B&Q and Tesco, the forecourt of the future gently opened to the public – no fanfare needed. Confidence in its format, the brand new Certa site came to fruition just 13 weeks after work commenced.

Step one – a plot of land was secured, now a 24 hour pay@pump forecourt is thriving – and initial feedback has been extremely positive – especially as there was clearly high demand amidst the busy outer-city retail hub.

Certa’s Head of Retail Operations Grace Cunningham explained the thinking behind the new format – and why it’s set to be the shape of things to come across Ireland.

The focus is on HVO as an available, affordable alternative fuel – although petrol and diesel are still also available.

Grace explained “It’s the first fully fledged HVO forecourt for Certa. There’s signage to let customers know that HVO is available and is given equal status to petrol and diesel.”

Any diesel car can use HVO – there’s no need for any adjustments to the car – just pull up, fill up, pay and go.

Cashless

The site is 100% cashless too – entirely contactless or bank card operated.

The new forecourt is the first of its kind in Ireland – open to all types of vehicles – trucks, vans to cars. Many haulage brands are already using HVO – and Certa’s own fleet is 100% HVO.

“Our aim is to have a pool of similar sites around Dublin. We also plan to grow the HVO offering across the network, to give customers the option,” explained Grace.

“We have a supply of HVO ready and available.”

Purely Pay@Pump

The new Liffey Valley site has three pumps – HVO, petrol and diesel – with HVO having equal billing.

“There are two fast EV chargers – our first for the network,” said Grace “There’s also a rollover carwash and jet wash, air, vac and water services on site.

“There are 66 solar panels on the canopy – using PV power and adding to the green credentials of the site – even the car wash has partial reclaim system’’

“Anything we could do to reduce emissions and make the running of the site as green as possible has been done.”

Prototype

Certa Liffey Valley is a flagship prototype for Certa’s aims and ambitions across the country. This brings the number of Certa pay @ pump sites to 42.

Certa is completely focused on driving forward the green agenda – all its own vehicles run on HVO. It’s a viable, smart alternative to diesel for people who want to do their bit towards reducing emissions.

“It’s a middle ground for those who don’t have an EV – now they have the option to go HVO, and it will be rolled out around the country to our other Certa sites.”

With a thirteen week window to complete the site – most of the hard work was behind the scenes in the planning and pre-planning before work actually began.

“The majority of work was done underground – we had to get the infrastructure in place first. The planning process was quite long – but once we got underway, it took thirteen weeks to bring to fruition. Meeting safety requirements was an important part of the tendering process too, and all construction activity on site was also fuelled by HVO exclusively”

The site was opened on 19^th September – and feedback from customers in the area has been outstandingly positive.

“Customers were crying out for this at Liffey Valley – there was nothing like it available in the vicinity. The site is close to the M50 – where there are few fast chargers.

Location, location

The location is perfect – a shopping centre facility, high motorist throughput, a major motorway adjacent (at Junction 7), and on the outskirts of the main city.

The focus is also on convenience – making the time on the forecourt as swift as possible, with no queues due to people spending time in store.

“There’s nothing quite like it in the area, so it’s precisely what customers are looking for. All the retail options are available from the shopping centre where there is a large Tesco and so on – so here, people want to fuel and move forward, fast.”

Certa has a long standing relationship with Tesco and that’s set to continue.

“The Tesco loyalty scheme is linked, so people can get their Tesco Clubcard points every time they use the forecourt. We know that’s important to customers.

“The loyalty card scheme has been working very well for both businesses since 2021, and we recently extended offering Clubcard points to all of our home heating customers as well. The extra savings matter a lot to people – as well as convenience.”

Confidence

Confidence is increasing in HVO – and it’s about getting the message out there. Certa will continue to make its sites as energy efficient as possible – with solar panels planned elsewhere.

“When people use the pink pump for HVO, the pink label – it means they are reducing their carbon emissions by up to 90%. That’s an important message we want to get across,” explained Grace.

On-site host

“There is a host on site at Liffey Valley, answering people’s questions – or they can be re-directed to the website to see the FAQs on HVO. For example, the EV chargers are not linked to any particular app – so it’s open to all cashless customers.

“Their role is two fold – to make sure all customers are safe, and that everything is working as it should be.”

“There’s an educational piece of work to be done, and that’s already underway.”

It all aligns with the Irish government’s Climate Action Plan – and Certa has its own targets as the company is part of the DCC family.

Flagship

Certa Liffey Valley is the flagship forecourt of the future – and the concept will now be rolled out across other sites. It’s an accomplishment to be proud of and has given Grace Cunningham an important project management role.

Grace joined the company in 2021 – in the midst of Covid – following completion of the parent company DCC’s graduate placement programme and taking a permanent position in Certa’s UK facility. A graduate of commerce from UCD and a Masters in Marketing from the Michael Smurfit Institute, she was ideally placed to grasp the opportunity that the position at Certa in Ireland afforded. Just two years on, she’s trailblazing the new format for Certa, as part of the company’s wider team.

The Certa Liffey Valley site is the first of many – and will be pivotal in getting the message out there – that HVO is a viable alternative fuel for Ireland – a fuel for the future.

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“It’s been a very eventful three years. Our independent retailer model is unique, our retailers are at the heart of communities” Ian said.

“I think what I am most proud of is the way our retailers and colleagues went above and beyond to serve our customers during the COVID-19 pandemic. Our values as a family business at the heart of the community shone brightly.  It was a time of great uncertainty our retailers and colleagues immediately showed huge passion and commitment to serve their communities, ensuring that the most vulnerable were taken care of. I have so many amazing examples and stories of the lengths our stores and colleagues went to in order to support our customers across every community in Ireland.

Supply chain

“Every supply chain around the world was hugely disrupted during the pandemic, our robust supply chain made it possible for our stores to be replenished every day.  Our fleet of 500 trucks and 10 distribution Centres were on full steam. With each challenge over the last number of decades, pandemic, Brexit, storms etc we have seen our supply chain develop into an agile, robust and high performing operation” he explained.

“The level of service during the pandemic was a great example of the community ethos that underpins SuperValu and Centra – our independent retail partners, who own and operate SuperValu and Centra stores, are deeply embedded in their communities.

Immensely proud

“Without doubt I am immensely proud of our retailers and colleagues from the shop floor to the warehouse and how they worked with total focus on the community they served throughout the pandemic.

“During lockdown, for a lot of people living alone or more vulnerable, the only person they would see in any one day or week was the local SuperValu or Centra colleague who was delivering their food. And so it wasn’t just about delivering the food, in many cases those colleagues – stayed chatting for hours and therefore brought a sense of connection and social interaction that was so vital for all of those people who were isolated and lonely during the very difficult lockdown period.

Transformation

“We are transforming the shopper experience across both SuperValu and Centra. I am very happy with the progress we are making here. We are working with our retailers in revamping our network of stores. The new store design aims to give the best ‘food experience’ to our shoppers underpinned by great value and great quality.

“By the end of 2023 we will see another 25 SuperValu stores revamped showcasing wonderful butchers and fishmongers, artisan and vegan fresh food, fruit and veg including loose products, and providing access to a wide range of local and Irish products.

Centra Revamp Programme

“Our Centra revamp programme is based on an award-winning store design proving to be hugely successful with our customers. By the end of 2023, 38 more stores will be revamped. Centra is all about offering shoppers convenience, and we are the leaders in this space, whether that’s through convenient meal solutions, grab-and-go favourites like our snacks or deli products, our very popular and growing Frank and Honest coffee range, or introducing new technology to make the in-store experience even more convenient. More to announce here in the future.

Frank & Honest

“I’m also proud of the success of Frank & Honest which had a record year last year and is the leading on-the-go coffee brand in Ireland, delivering quality and consistency across over 700 SuperValu and Centra stores nationwide. 23 million cups were sold in 2022, and we are currently rolling out an enhanced customer experience with our new machines which offer an extended range of drinks, all designed to deliver the very best bean-to-cup coffee.

“And I’m proud of the changes we are making to bring a more sustainable offering to our customers. Operating sustainably is at the heart of what we do, and it is increasingly important to our SuperValu and Centra customers. In the last 12 months, together with our SuperValu and Centra retailers, we delivered a 9% reduction in carbon emissions across all our stores with a target of 12% reduction in carbon emissions by 2024.

Future Plans

As MD, what plans does Ian have for the next 3-5 years (short-term) for both SuperValu and Centra?

“At SuperValu we want to be recognised as the most sustainable food retailer in Ireland. We have a very ambitious target on reaching Net Zero, packaging and food waste reduction, and supporting agri-food producers to reduce their impact on the environment. We can only achieve these targets by working with our retailer partners, suppliers and colleagues and key stakeholders. We are making changes now right throughout the business that will be increasingly visible over the next few years in our stores and communities.

“At SuperValu we will continue to develop our leading-edge shopping experience and revamp our stores, to better serve our existing shoppers, connect more with younger shoppers and give them the modern food and shopping experience they expect. That means increasing the range of healthier and more sustainable products that we offer, while also continuing to provide the high-level of quality for which SuperValu is renowned across fresh food, bakery, fruit and veg and beyond.

Healthier Options

“At Centra, one of our big areas of focus is that we recognise consumers are looking for healthier options on the go for breakfast, lunch, snacking and on-the-go beverages.  We will bring new, high-quality healthier options across all of these areas.

“Technology will be a big part of everything we do, and we will continue to invest in online and in-store technology to give consumers as seamless a shopping experience as we can. The idea is to make sure that consumers have a range of channels through which they can purchase from us, with each of those channels being as user-friendly as possible.

Brand Differentials

What’s the difference between SuperValu and Centra? How does Ian view the differentials of each brand?

“SuperValu and Centra are all about community. Our independent retailers are at the heart of communities across Ireland, which means they are committed to offering the best-quality , value, service, and food experience.

“SuperValu is passionate about supporting local and Irish suppliers and investing in communities through initiatives like SuperValu TidyTowns. We’re also known for the high-quality we deliver, with a firm focus on fresh produce and great service, butcher counters, fishmongers and more. Alongside that, it’s really important to us that we deliver the best possible value for customers, which is particularly important at the moment with household budgets stretched.

Leader in Convenience

“Centra is Ireland’s leader in convenience, with a range of store formats providing quick and convenient shopping options right across the country from classic deli-favourites to high-quality meals. The offer is resonating very strongly with customers. We have almost 500 stores across Ireland, serving customers who want to ‘grab and go’. Delivery and collection is an increasing focus for us as well, as part of our mission to make things as convenient as possible for shoppers.

Community retailers

Both SuperValu and Centra are brands at the heart of the nation – at the core of everyday life and the lifeblood of local communities – how important is ethos to your everyday operations?

“We are community retailers. Our unique model is built around making the communities we operate in better places to work, live and play and being close to our customer.  Our SuperValu retailers are deeply embedded in communities and get to know our customers and help us better anticipate customer needs.

“A big part of our success over the years is down to the agility and innovation we have shown in meeting changes in customer preferences. Without our retailers on the ground, we would not be able to meet such customer preferences in the timeframe we do.

“The closeness of our retail partners to their communities has also helped inform the development and expansion of our own-brand range in recent times, as we aim to help shoppers make savings.

Supporting local charities and clubs

SuperValu and Centra are both great supporters of local charities and sports clubs – how important is that?

“It’s vital because it’s fundamental to our community ethos. We want to contribute to the communities we operate in, to help make them thrive. And our retail partners are doing that, making significant financial contributions through employment, sponsorships and supports to a number of charities.

“For example, Centra has supported the Irish Cancer Society’s Breast Cancer awareness month for 13 years, with last year’s appeal raising €57,492. Our Daffodil Day appeal raised €43,000.

“SuperValu has been a proud sponsor of the GAA All-Ireland Football Championship for over 14 years. Our local retailers also support the GAA at a grassroots level, funding and sponsoring local GAA clubs all over the country. Over 1,000 local GAA clubs are supported every year.

“Centra has been a sponsor of the GAA All-Ireland Hurling Championship since 2010 and that partnership continues to go from strength to strength, with local Centra retailers similarly providing support at grassroots level all over the country.

“Local Centra stores play a very active role in their communities and make a significant financial contribution through employment but also the various sponsorships and support for numerous charities. A recent economic impact report we carried out highlights the financial contribution of Centra stores is valued at an estimated €646.7 million. Direct employment by Centra creates approximately €38 million in employment taxes and generates a total net wage of €160.4 million, which is injected into local economies.  In 2021, Centra stores spent €2.1 million on local sponsorships and payments to a wide array of local and national charities.

Local producers

SuperValu and Centra are also known to be active supporters of locally produced food – in particular of young, vibrant, indigenous companies (such as Happy Pear for example) – can you tell me more about what that means to both brands and to the local economy?

“Well SuperValu supports over 1,800 Irish suppliers. All of our fresh meat and dairy is 100% Irish and Bord Bia approved. Our commitment to local and Irish sourcing runs right the way through our business.

“We are huge supporters of local producers. Our customers want to support local, and we constantly review our product range, looking for opportunities to put new offerings from Irish producers on shelves. For many of  our local producers and suppliers SuperValu and/or Centra provided the first opportunity on shelf for their products and supported their growth to become regional/national brands. w in their local store.

Food Academy Programme

“A good example of what we are doing to support younger businesses is our Food Academy programme, which this year is celebrating its 10^th year. €230m of Food Academy product has been sold in SuperValu stores over the last decade, and more than 300 Food Academy producers are regularly stocked in SuperValu stores across the country, all year round.

“Food Academy provides mentorship and a range of dedicated workshops to local Irish producers, across areas like food safety, market research, branding, marketing, finance, sustainability, and business development.

“And I think what this does, alongside the other initiatives we have in this area like our Taste of Local campaigns, is really demonstrate to consumers that supporting local and Irish suppliers is embedded in SuperValu and Centra. Through us, shoppers have an opportunity so support these businesses themselves.”

Cost of Living Crisis

The ‘cost of living’ crisis has hit all households – the grip on the weekly shop may be tighter than it was before, and inflation has had an impact on all aspects of life – what are SuperValu and Centra doing to assist Irish households to navigate the cost of their shopping trolley/baskets? Has it changed buying patterns?

“Well obviously, we’re very well aware of the impact inflation has had on everybody. We’re still seeing elevated input costs in a lot of areas. We are working hard with our suppliers to pass on savings to consumers wherever and whenever we can, and we’ve just done that at SuperValu for example through a price cut campaign with reductions on over 1,000 every day items .

“Another way we have sought to help people save money is through a large investment in our own-brand range. Across SuperValu and Centra we have over 6,000 own brand products. The range has resonated really strongly, and we’ve seen a big increase in demand for it – that shift to own brand is probably the biggest change we’ve seen in shopping patterns.

“We are seeing an increase in demand for good quality convenient ready to cook and ready to heat and eat meals across SuperValu and Centra Own Brand ranges, The Happy Pear and Donnybrook Fair meals.  Savvy shoppers want convenience and no waste.

Combating Climate Change

Combating climate change and environmental issues are becoming increasingly crucial to this generation and the next – some say we’re passed the point of no return. What has SuperValu and Centra done to address their own climate change/environmental responsibilities – and what will you do in the future?

“As Sustainable Development Goal Champions since 2019, SuperValu and Centra recognise the important role they play in the climate crisis, in their own business, but also with suppliers and customers. Not only do we want to help shoppers make more sustainable choices but sustainability is a priority throughout our business and we are committed to reducing our carbon emissions to be Net Zero carbon by 2040. our own and retailer operations by 2040.

“Sustainability is important as it serves as a guiding principle for responsible decision-making, ensuring a balance between human needs, environmental preservation, and the well-being of future generations. By acting sustainably, we can create a better world for ourselves and leave a positive legacy for those who come after us.

“With the growing impacts of climate change, resource depletion, loss of biodiversity, and pollution, there is an urgent need to adopt sustainable practices to protect the environment and preserve natural resources for future generations.

Reviewing and redefining

“We can always do more as a business and we are constantly reviewing and redefining processes to ensure best practice in our day-to-day business. It’s about progression, not perfection. This is a journey for us and our customers, but we hope they will join us in making Ireland a better place.

“Our strategy is focused on reducing our emissions to reach net zero carbon by  is it 2050 and we are on track to achieve that.”

Sustainability Fund

“Our retailers have invested and also benefited from a dedicated €25m sustainability fund, that Musgrave put in place to help achieve this target.

“The fund covers initiatives like upgrading freezers and refrigeration units, LED lighting retrofits, solar panels, and electronic shelf edge labels. Between June of last year and June of this year, SuperValu and Centra retailers have achieved a carbon reduction of 9%.

“While we know we have a responsibility to make sure our practices and processes are sustainable we know our customers want to make changes too but sometimes it can seem overwhelming. That’s why we have launched the new SuperValu Take Local Action, Make Global Impact campaign – to help customers make small changes in their daily lives that will have a global impact. It’s a journey we are on and we want to help our customers join us. The campaign gives idea, tips, tools on food waste, recycling, product choice etc. It really is how we live and work together in local communities is central to a more sustainable future.

Major employer

As a major employer, with responsibility for hundreds of stores across Ireland – do you carry the weight of that responsibility as MD – how do you manage all those spinning plates?

“The key to it really is having a good team around you, and I’m in the very fortunate position to have exactly that. The team here is very highly-skilled, dedicated and passionate about the business. And that goes for everybody – whether it’s the close colleagues who help me “spin the plates”, our retailers who work so hard to deliver for our customers, or the in-store staff who served our communities so admirably during the pandemic.”

Experience

Ian Allen has over 35 years working in the food industry. “Before working for Musgrave, I had a number of roles in the food industry from management roles across the supply base to store management.

“Since joining Musgrave in 1997, my career has spanned – supply chain, our buying/trading department leading a number of portfolios across Fresh and Chilled categories as well as strategy development roles.”

In 2011 Ian was appointed Sales Director for Centra – leading the delivery of the brand store format proposition resulting in Centra being the No.1 convenience brand in the country with almost €2bn turnover now. He also led the development of the Frank & Honest coffee brand in 2016 to now be the no.1 coffee brand in the country.

In 2018 Ian was appointed SuperValu Sales Director – leading the Brand Development of before and during the pandemic, the results of which are now being brought to life in stores and communities around the country .

Aspirations

With such a broad resume, what aspirations does Mr Allen have for SuperValu and Centra in the longer term?

“I think we will experience a significant pace of change over the next 15 years. The consumer landscape will be impacted by factors such as technological advancements, changing patterns of personal consumption and the changing profile of the shopper.

“We are already witnessing huge change in Ireland. We have a rapidly changing demographic and an increasingly diverse country. The changing nature of Ireland, population, diversity, how people life and shop, work and commute etc will bring many opportunities for our brands, retailers and our business and that is what I look forward to.

“ My long-term ambition is to embrace the change and enable our retailer to flourish and grow through this change. I am passionate about the role our retailers play in the development of the grocery retail offering. Together with our retailers we will drive standards and the food experience to a new level.

“We want to build a world-class convenience brand with clear leadership across the island of Ireland, and we’re going to do that by continuing to make it easier for people to shop with us, building out even more flexibility with collection and delivery options to meet our customers’ preferences.”

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Emo Retail is part of Certa, which is a DCC plc company, a global supplier of energy with operations across Ireland, the UK and mainland Europe – making Emo one of the most trusted brands on the road in Ireland. We talk to Orla Stevens about refreshing the Emo brand, energy transition, and the values that make Emo such a trusted brand amongst dealers.

Why is the brand being ‘refreshed’ in 2023?

“The first thing to say is that brand is very much staying as Emo,” explained Orla. “It’s a widely recognised and trusted brand – so it’s getting a refresh as the brand continues to evolve. As with any brand, we want to evolve and modernise, and that is what we are doing here.

Trusted Values

The Emo brand will retain all its trusted values?

“The Emo brand values will remain intact,” said Orla. “Emo has a strong heritage in communities up and down the country. The strength of the Emo brand is in the relationship side –we have a uniquely Irish connection , and we intend to build on that. It is an all-Ireland brand with customers across the island – and we are certainly looking for opportunities for future developments.”

Effectively, it’s evolution not revolution?

“Yes, there will be no shock to the changes. We’re not making any changes to the Emo logo, but we have refreshed all the elements that go with it, so that means you will start to see a more modern Emo brand on our website, social media, and on our canopies and signage. We will have a fresh new website launching in August that has some new features in the pipeline.”  ”

Where does the Emo brand sit within the over-arching Certa ‘brand family’?

Certa is based in Portlaoise, owned and operated by DCC Plc which also has operations in Northern Ireland where it maintains the Emo brand. The Certa brand was introduced in September 2022 out of the amalgamation of the former Irish brands, Jones Oil, Emo Oil, Campus Oil, CC Lubricants and Source Lubrication Solutions.

Orla expands “Emo is a core part of Certa, and is also the largest network within the Certa family – effectively reaching over 150 dealers across the country, so it is very much a focus point for us, and we have some strong growth plans over the next 5 years. “

There are 127 Emo branded forecourts across Ireland

Successful dealerships

For over four decades, Emo has helped generations of Irish forecourts build successful dealerships through the quality, reliability and competitiveness. Will these qualities still be inherent in the new branding – will the ‘Emo’ logo continue to be instantly recognisable as a trusted brand for motorists?

“Absolutely – it’s all about the personal touch. We make connections locally – but also understand the wider market. Being part of DCC Plc gives us real strength in terms of buying power, global insight and expertise, which we can then distil down into local knowledge when working with our dealers.

“Anything that’s required, our dealers know they can turn to us – that personal touch is so important. Its our core value.” Added Orla.

Emo supplies 127 branded dealer sites across Ireland. Are you planning to build on that?

“Definitely! We have big ambitions for the Emo brand across Ireland. In this year alone, sixteen new sites are being developed – three of those will open in the next few months, so the Business Development Team has a busy time ahead.”

Business Development Team

Orla’s background in retail gives her lived experience – a range of skills that she brings to the team.

What would she say are the benefits for a dealership of the Emo brand in Ireland?

“Definitely the personal touch, and the Business Development Team is core to this.

“Our account managers are very hands on. Even at weekends, we are only a phone call away. I’m proud of the way we really look after our dealers. The expertise we bring – advising on market changes, DSA licensing and so on – it’s all just part and parcel of the service we provide.

“Dealers are at the centre of our retail business and our dealer service is very-much customer focused with experienced team members available, through all areas of the business, to answer questions and assist customers.

Particularly attractive

“This is particularly attractive to new operators who are fully supported through the process of joining our network. Many of our dealers are family run businesses and have been customers for many years. Family run forecourts are a particularly good match for our personal customer service; we value their business and are attentive to their needs.

We have dedicated Regional Managers across the country. “For example, Richard Irvine runs our Northern Ireland region. He is very much open to opportunities. He knows the business inside out, has a strong fuels background, and is an expert in his field, always looking for growth.

“We have a very strong team in the south too, led by Yvonne Hargroves, our Head of Retail & Fuel Card, and Sean Kelly with excellent industry expertise, both having been with the company for a long time, as well as some new, talented young BDMs in Cormac Malee and Anthony Byrne .

Branding refresh

What does the branding refresh mean to dealers?

“The first thing you will notice is the website refresh, so we can let our dealers know what’s happening on the technology side and what’s in the pipeline.”

Apart from that, they may not notice too much of a change straight away. As new sites come along, they’ll get the refresh. It’s not going to be a ‘big bang.’ We will roll the refresh out to our dealers over time, starting in September.

What difference will their customers see?

Customer perspective

“It will be a gradual rollout, so as mentioned our new sites coming on board from September onwards will all be taking on the new canopy design, they will have the new brand signage and marketing materials, and then of course the website will be live shortly, and that will have plenty new functionality coming down the tracks for both customers and dealers. “

“When Yvonne Hargroves moved into the role of Head of Retail late last year, she set in train some big plans for the retail side” said Orla. “Yvonne has been working hard with the Marketing team on the refresh, ensuring that the Emo heritage is retained.

Take me through the steps of the Emo brand refreshment – what does it entail?

“It’s been almost a year since we started the process. We didn’t want a massive overhaul, but to move forward slowly. The font will change. The re-signing piece has been in the pipeline for a while now. We had the Certa brand launch this time last year, and now in September 2023 we felt it was the right time to give Emo a similar refresh.

Energy Transition

The next five to ten years will see energy transition, in support of DCC’s ambitious low carbon objectives

“We know we need to move towards lower carbon options. We recently acquired a solar business, Alternative Energy Ireland (AEI), and we have been doing a lot of work this year with regard to HVO* as an alternative to diesel – a lot of our large commercial customers are opting for this low carbon alternative and we have plans to offer this to our Retail and Domestic customers.  We are particularly keen to bring our new solar offering to our Retail partners– so there are lots of different solutions.

“We understand that a lot of customers will continue to need traditional fuel for some time to come, and we are here to provide that and support their needs. Our legacy will be moving towards alternative energy sources for a more sustainable future. We are very much on that transition journey, and want to give customers  the opportunity to use renewable alternatives.”

*Hydrotreated Vegetable Oil

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