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7-Eleven Canada gives back



Across Canada, 7-Eleven Canada is offering more than 1.3 million face masks and 77,000 bottles of hand sanitizer in the five provinces where it does business: British Columbia, Alberta, Saskatchewan, Manitoba and Ontario.

7-Eleven Canada has donated masks and sanitizers to schools in Alberta, Saskatchewan and Manitoba. In a statement, the company said it’s part of efforts to keep “students, teachers, and other front-line staff safe and to help prevent the spread of COVID-19.”

500,000 masks and 28,000 bottles of hand sanitizer were shipped to Alberta Education last month.

“7-Eleven Canada is proud to support Alberta students, educators, front-line staff and school boards with additional face masks and hand sanitizer to keep them safe,” Norman Hower, VP and general manager, 7-Eleven Canada, said in a release. “As a leading convenience industry employer, we welcome the opportunity to do our part and contribute to the communities we serve.”

In addition, 7-Eleven Canada has donated 125,000 masks and 7,000 bottles of hand sanitizer each to the Governments of Manitoba and Saskatchewan for use in schools and other high-priority areas.

7-Eleven stores are a destination for young people, which makes the school-focused outreach a good fit for the brand.

Since the beginning of the pandemic, 7-Eleven Canada says it has taken steps to enhance store safety for its customers and staff: “To create a safer shopping experience, enhanced health and safety measures have been implemented at all 634 corporate-run locations from B.C. through to Ontario, that are compliant with and exceed all provincial health and safety standards.”

In addition, 7-Eleven Canada has also donated approximately 350,000 meals since January to Food Banks Canada and continues to work toward its goal of 500,000 meals.

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Insights from the Star Women Leadership Panel

The Star Women Leadership Panel set the tone at the 2020 Star Women in Convenience Awards on November 4, 2020. They spoke candidly with CSNC editor, Michelle Warren, sharing their experiences in a changing industry, strategies for building strong teams and the importance of mentorship for career and business growth.

Plus, the women talk about the projects their most proud of and share insights into what helps keep them motivated during the pandemic.



The panel features:

Hélène Drolet: Vice-president, operations, Western Canada Division, Circle K

Leslie Gordon: Category portfolio manager convenience retail, Suncor Energy/Petro-Canada

Robbie Mulder: District manager, Little Short Stop Stores

Olga Pigeon: Director of marketing and strategy, BG Fuels

Laurie Smith: Marketing and communications lead, Canada, 7-Eleven Canada Inc.


Stylish promo for 7-Eleven

7‑Eleven, Inc. is partnering with Forever 21 for a fashion-oriented program made for social media and F21_7E_8.13.2020__003__1404953661_9915social distancing.

After teasing the exclusive 7‑Eleven merchandise on social media July 11 – the company’s official birthday – Forever 21 debuted the limited-time collection of #F21X7ELEVEN collection on the Forever 21 app and at It is available online-only, not in stores.

“For over 90 years, 7‑Eleven has been an integral part of American life,” Forever 21 global creative director, Joanna Choo, said in a release. “It is a modern breathing brand, but also a nostalgic phenomenon for many. Forever 21 echoes this mindset by presenting a collab for its customers that pays homage to everyone’s favorite memory of being out, but staying close to home, heading out for a quick snack run with friends, and finding comfort in the little things. During this time, it makes sense to create a capsule that’s about being cozy but stylish. Both of our brands play a big part in day to day lifestyle, then and now.”

Instagram and TikTok are being used to promote the 7‑Eleven collection with a dance challenge, polls, games and sweepstakes for free stuff.

The colourful 16-piece capsule includes multiple ways to make a “Big Gulp” statement with cropped and regular t-shirts and hoodies, as well as fleece for fall. The collection features a vintage vibe, with renditions of the convenience retailer’s most iconic logos on backgrounds of tie-dyed colours, pastels, brights and whites.

“When 2020 turned everyone’s summer plans on its head, including our free Slurpee drink birthday celebration, we were thrilled to add some sizzle to the summer through our collaboration with Forever 21,” said 7‑Eleven chief marketing officer and SVP Marissa Jarratt. “Now, fans can sport their favorite F21-styled 7‑Eleven looks when going out for a physically distanced Slurpee drink run, or while simply hanging at home awaiting their 7‑Eleven faves via 7NOW delivery.”

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7-Eleven expands footprint with major acquisition

Speedway Exterior_Sm_0_1031197‑Eleven Inc. has entered into an agreement to acquire U.S.-based convenience store chain Speedway from Marathon Petroleum Corp. The deal involves  approximately 3,900 Speedway stores located in 35 states, for $21 billion in cash.

“This acquisition is the largest in our company’s history and will allow us to continue to grow and diversify our presence in the U.S., particularly in the Midwest and East Coast,” Joe DePinto, president and CEO of 7‑Eleven, said in a statement. “By adding these quality locations to our portfolio, 7‑Eleven will have the opportunity to bring convenience to more customers than ever before.” 

7‑Eleven currently has more than 9,800 stores in the United States and Canada. The company says Speedway and 7‑Eleven have complementary geographic footprints with little overlap.Following the transaction, 7‑Eleven will have a presence in 47 of the top 50 most populated metro areas in the U.S.

7-Eleven plans to form an integrated steering committee as it welcomes Speedway’s 40,000 team members. The move will explore synergies and support best practices from both companies.

Highlights from the deal:

  • Speedway, with annual pre-synergy run-rate EBITDA of approximately $1.5 billion prior to the acquisition, offers significant opportunities for future growth.
  • 7‑Eleven expects to achieve $475 million to $575 million of run-rate synergies through the third year following closing, while maintaining financial flexibility and a strong balance sheet. The company says it will be even better positioned to continue to pursue profitable growth opportunities.
  • 7‑Eleven and Speedway will share best practices to deliver products and promotions. The combined company will be well-positioned to maximize efficiencies and optimize relationships with vendors and business partners.
  • 7‑Eleven is reaffirming its commitment to environmental priorities. Together, the combined company will set mutual and shared 2027 targets to reduce CO2 emissions, to utilize more eco-friendly packaging and sustainable food supplies, and to drive reduction in plastic usage.

Following the transaction, which is expected to be complete Q1 2021, 7-Eleven will operate about 14,000 stores in the U.S. and Canada.


7-Eleven adds pick-up service to 7NOW delivery app

7_Eleven_Pick_Up_2_1404953661_3759As frictionless experiences become the new norm, 7-Eleven is embracing the trend – the company’s proprietary 7NOW delivery app is now giving U.S. customers the option to order and pay for items ahead of time, thereby minimizing time spent in stores.

“As people struggle to adapt to new routines in response to the COVID-19 pandemic, 7‑Eleven is committed to helping customers get what they need — when, where and how they need it,” 7‑Eleven COO Chris Tanco said in a statement. “The new pickup option on our 7NOW delivery app is an example of how we’re meeting customer’s needs to be in and out of stores quickly with minimal touchpoints and increased physical distancing, while also making life a little easier.”

Users can place a pickup order on the app at a participating neighbourhood 7‑Eleven store, walk in, bypass the line, and retrieve the order during the “order ready” time specified on their app. Items include the full range of products, from groceries to hot and cold foods, alcohol (in select markets), household items, pantry needs and over-the-counter medicines, as well as Slurpee and Big Gulp drinks.

To use the service, customers:

  1. Download the 7NOW app via the Apple App Store or the Google Play Store.
  2. Enter their location in the top left corner, then select “Pickup” instead of delivery.
  3. Add items to the cart and pay in the app.
  4. Track the entire order process through picked, packed and ready for pickup.
  5. Head to the store, show the store associate the 4-digit code on their 7NOW app and receive their items.

In addition, 7-Eleven is doubling its delivery footprint. Delivery and pick up will soon be available to more than 60 million households in 1,300 cities across nearly 2,000 stores.

This is part of the retailer’s ongoing response of the pandemic, which continues to rage in the United States. There, 7‑Eleven has enhanced its standards and procedures for hygiene, handwashing, sanitation, food handling and preparation in stores, including increased frequency of cleaning high-touch surfaces. The company is “encouraging our corporate store associates to wear masks and gloves when serving customers and asking our independent Franchise owners to do the same in their stores. Customers now have access to disposable gloves, tissues and sanitizer stations while shopping in stores.”

7-Eleven has also enhanced its sanitation protocols here in Canada.


7-Eleven shares best practices for dealing with COVID-19 crisis

Canadian convenience, car wash and gas businesses have worked hard to keep employees and customers safe during COVID-19. Behind the effort was a reliance on best practices from workers and their companies.

UnknownA good case in point is 7-Eleven Canada, a community retailer with 636 convenience locations across British Columbia, Alberta, Saskatchewan, Manitoba, and Ontario, of which more than half offer fuel and 99 of those feature car washes. Throughout the pandemic, 7-Eleven Canada has provided safe access to essential fuel, food and convenience products to meet the needs of its customers.

7-Eleven Canada was quick to put together a leadership task force to deal with the impacts of COVID-19 – meeting daily and learning from 7-Eleven teams in other countries, who were experiencing the impacts of the pandemic before Canada. Daily communication was activated with field and store leaders – with real-time direct print capabilities to immediately shift as changes and new regulations were enacted regionally. 7-Eleven’s Team Canada moved quickly to activate COVID-19 controls and prevention measures, while working together with its industry partners to secure the essential service designation for the channel.

Norman Hower, 7-Eleven

Norman Hower, 7-Eleven

“The safety of our customers and employees is always our top priority,” says Norman Hower, 7-Eleven Canada vice-president and general manager. “As an essential service, we’ve followed the direction of public health authorities; and we also took a leadership position by being first movers in activating non-mandatory safety measures, such as face masks and body temperature checks of team members, to enhance the health and safety of our customers and team members, whilst providing our customers with the convenience they know and love.”

Some of 7-Eleven Canada’s prevention measures include, engineering controls like plexiglass sneeze guards at the sales counter and providing personal protective equipment (PPE) to employees. Hand sanitizer is available in-store, and employees are required to change gloves when switching from handling general merchandise to prepared foods. Occupancy limits, floor decals inside the stores and on the outdoor apron, as well as directional arrows control customer traffic and regulate social distancing. Customers paying with cash are encouraged to place their payment on the counter to avoid hand contact.

Protocols to address any positive COVID cases among store employees were developed to include store closures, close communication with team members self-isolating with pay, community notifications, and customer guidance to manage personal health.

At the fuel pumps, POP encourages physical distancing and the use of hand sanitizer and paper towels at the dispenser to cover the nozzle handle when pumping fuel. There is also a push to encourage contactless payment methods at the fuel pumps and in-store to limit person-to-person contact. Currently, many car wash sites in Canada feature a pay kiosk. Sites without offer systems for key-in entry to the wash.

None of this would be possible without the brand’s front-line employees, says Hower. “We are very proud of our store teams who are committed to serving our customers and our communities safely during these challenging times.  Their efforts inspire us all. We’ll continue to ensure the necessary controls and measures are in place, and our store teams are well taken care of.” 

 Kelly Gray can be reached at

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7-Eleven teams up with Skip the Dishes for delivery

Slurpee® and more now delivered from 7-ElevenJust in time for summer Slurpee cravings, 7-Eleven Canada is expanding its at-home delivery options by partnering with Skip the Dishes.

The move comes just weeks after Foodora pulled out of Canada, leaving retailers and restaurants with fewer third-party deliver options.


The food delivery app closed its Canadian operations on May 11, just months after a key labour board decision laid the groundwork for the company’s workers to push for unionization. Foodora has operated in 10 Canadian cities over the last five years and boasted 3,000 clients on the platform.

The move left many c-store operators, from independents to Couche-Tard and 7-Eleven, in a quandary at a time when demand for delivery is through the roof.

As consumers embrace at-home delivery, c-stores are upping their game.

In Canada, 7-Eleven customers will be able to order a variety of hot foods, from pizza to wedges and wings, as well as cool treats. The company also partners with UberEats for its #HereInTheNeighbourhood delivery program.

In the U.S., 7-Eleven recently announced that in addition to its proprietary 7NOW delivery app, it was partnering with national delivery platforms Postmates, DoorDash and Favor to delivery from 7-Eleven stores available to as many customers as possible. The company says the partnerships enables it to expand on-demand ordering in more than 90% of participating U.S.


7-Eleven partners with CP ALL to open franchise stores in Cambodia

Unknown7‑Eleven  has signed a master franchise agreement with CP ALL to develop and operate 7‑Eleven stores in Cambodia.

The first Cambodian 7‑Eleven-branded convenience store is expected to open in Phnom Penh in 2021. The master franchisee plans to construct stores, modernizing the small-retail environment for consumers.

In 1988, CP ALL was established to operate 7‑Eleven stores in Thailand under an exclusive licensing agreement with 7‑Eleven, Inc. The first Thailand 7‑Eleven store opened in Bangkok in 1989, and CP ALL now operates close to 12,000 stores in the country, second only to Japan in the world.

Internationally popular products, beverages, snacks and immediately consumable fresh foods with recipes developed for regional tastes will be part of the convenience offerings for Cambodian shoppers.

“In the past several years Cambodia’s economy has experienced dramatic growth, and in 2019 was projected to become the fastest-growing economy in the Association of Southeast Asian Nations (ASEAN). CP ALL has done a tremendous job growing the 7‑Eleven brand in Thailand, and I can think of no one better to bring our brand of convenience to consumers in Cambodia,” 7‑Eleven president and CEO Joe DePinto said in a release. “This relationship also promises to bring additional jobs and economic opportunities throughout Cambodia.”

CP ALL has successfully operated 7‑Eleven stores in Thailand for over 30 years, and the brand has become part of popular Thai culture. The stores offer one-stop destinations for beverages, snacks, ready-to-eat meals, financial services (banking and bill payment), digital technology and delivery – all which the company plans to replicate for Cambodian customers.

Cambodia will be the 19th country where 7‑Eleven stores operate. Other countries and/or regions include the United States, Canada, Mexico, Japan, Thailand, South Korea, Taiwan, China (including Hong Kong), the Philippines, Australia, Singapore, Malaysia, Viet Nam, United Arab Emirates, Norway, Sweden, Denmark and India. 7-Eleven operates more than 70,000 stores worldwide,


7-Eleven partners with delivery platforms to expand reach across the U.S.

7_eleven_log_cmyk_1404953661_5482In addition to its proprietary 7NOW delivery app, 7‑Eleven, in the has joined with national delivery platforms Postmates and DoorDash, in addition to Google, to make delivery available to as many customers in the United States as possible. Texas customers also can use Favor Delivery.

As stay-at-home and shelter-in-place orders are extended, many people are unable to run to the store for basic necessities or even a treat.

“7‑Eleven wants to better serve those needs by expanding on-demand delivery providers, giving customers convenient access to hundreds of products. With this expansion, 7‑Eleven and delivery companies offer on-demand ordering in more than 90% of participating U.S. 7‑Eleven stores. For added peace of mind, customers can request contactless delivery for their orders, and they will be left at the door.

“How convenience is defined is completely different today than it was just a month ago,” 7-Elevent COO Chris Tanco said in a release. “Our customers are now looking for more convenient shopping solutions at home. Every day, 7‑Eleven is working hard to come up with new ways to ensure that people can still get the products they need and want in the most convenient way for them.”

“7‑Eleven customers crave convenience and that’s what we’re here for, especially now when more customers are looking to get what they need without leaving their house,” said Raghu Mahadevan, 7‑Eleven VP of digital and head of delivery. “Expanding the marketplace beyond our stores has been a strategic goal, and these extraordinary times have accelerated our efforts to get the products our customers want and need to them as safely as possible.”

In Canada, 7-Eleven offers delivery via as part of its #HomeInTheNeighbourhood program. It uses third-party delivery services, including Uber Eats and Foodora (although Foodora announced that it is pulling out of Canada this month).


Foodora to pull out of Canada, leaving c-stores with fewer delivery options

Screen Shot 2020-04-28 at 12.55.09 PMFood delivery app Foodora is closing its Canadian operations in May, just months after a key labour board decision laid the groundwork for the company’s workers to push for unionization.

The move leaves many c-store operators, from independents to Couche-Tard and 7-Eleven, in a quandary at a time when demand for delivery is through the roof.

The subsidiary of Berlin-based Delivery Hero SE said Monday that it has not been able to reach a level of profitability in Canada that’s sustainable enough to continue operations, so it filed a notice of intention and will exit the country on May 11.

“We’re faced with strong competition in the Canadian market, and operate a business that requires a high volume of transactions to turn a profit,” said David Albert, Foodora Canada’s managing director, in a release.

“We’ve been unable to get to a position which would allow us to continue to operate without having to continually absorb losses.”

Foodora has operated in 10 Canadian cities over the last five years and has racked up 3,000 restaurants on the platform, even in a “highly-saturated market” with stiff competition from Uber Eats, SkipTheDishes and DoorDash.

The announcement was a blow for couriers who have been busy dealing with surges in orders amid COVID-19 and grappling with new policies around no-contract delivery.

“It’s devastating,” said Jennifer Scott, who has worked as a Foodora bike courier for two-and-a-half years in Toronto.

“We are in the midst of a global pandemic and this job is how we make a living wage. It’s how we survive, and it’s just gone, which is very scary for many of us.”

She expects she will be able to make up her Foodora losses with work from Uber Eats and DoorDash, which she already does deliveries for, but isn’t sure others will be so lucky.

Before the closure, couriers were already fretting because they don’t qualify for some of the federal government’s recently-announced relief measures, she said.

“I’ve been a courier a long time and I’ve been able to figure out how to make it work for me no matter what’s going on…but I’m not so certain about many of my co-workers who are only working for Foodora, Scott said.

“I don’t know what they will do.”

The shutdown news was extra tough for couriers like Scott because they had been part of Foodsters United, which had long been fighting for rights and protections for Foodora couriers and other gig economy workers.

They alleged that the company was using the independent contractor model to avoid giving workers health and safety supports.

Foodsters wanted fair compensation for the work completed by couriers because it said the pay-per-order model meant that during slow periods workers receive wages lower than minimum wage, while still covering costs like gas, phones and vehicle or bike repairs.

Foodora long boasted about its app offering flexibility so people just trying to earn some extra cash or between jobs could easily make money, but Foodora workers said that flexibility bred instability and left them with little protection.

Foodsters garnered attention in February following an Ontario Labour Relations Board ruling that decided Foodora couriers are dependent contractors of the food-delivery company because they more closely resemble employees than independent contractors.

The ruling was considered a massive hurdle to clear that could have helped the couriers unionize and give growing numbers of gig economy workers the inspiration to follow suit.

Jan Simpson, the national president of the Canadian Union of Postal Workers, called the two-weeks’ notice that has been provided to Foodora workers “grossly unfair and unreasonable” and said the union was reviewing its legal options.

“Foodora and Delivery Hero must be held accountable to the workers,” said Simpson, in an email to The Canadian Press. “Couriers have made millions for this company and deserve to be treated with dignity and fairness. In the middle of the COVID-19 pandemic, they are considering numbers over human lives.”

Despite the closure news, Foodsters’ efforts still have merit, said Scott.

“There’s no way that this could be fruitless,” she said. “The win that we celebrated at the labour board is precedent setting and has the ability to pave the way for other workers in other gig economy type jobs to begin the unionization process.”

Meanwhile, Foodora said it is working on devising a proposal to provide additional help to employees and other creditors.

Albert said, “I thank them for the continued support over the last five years. Supporting them during this transition phase is our main priority.”

In Canada, Foodora partnered with Couche-Tard on a pilot project to deliver select products to customers in Montreal. 7-Eleven also offers delivery through the Foodora app, as well as Uber Eats.

  • with files from Michelle Warren