Pioneer Exchange

DECEMBER 2016
Emad Zidan, brother of Orleans Pioneer Retailer George Zidan, is all smiles after the conversion of the location’s convenience store to On the Run.
On the Run has arrived!
The Pioneer location in Orleans near
Ottawa is the first to offer customers
On the Run convenience, with a wide
range of new products. Retailer George
Zidan says his customers and staff are
excited about the “beautiful” new look
and offerings that include coffee and
pastries, sandwiches and more.
Details on page 8.
The exterior reflects a much cleaner look to welcome customers into
our convenience offering of the future.

7THINGS
YOU NEED TO
DO TO GET TO
THE
$ $
Retail guru Kevin Graff,
focusing on the Pioneer Fast
Five Program as a way to drive
retail sales, shared his sevenstep
program for success at the
Ready for Business conference.
1. Elevate the shopping
experience beyond the
mundane.
“Somebody took the time to actually come
in rather than pay at the pump. Now the
expectation is that you and your staff will provide
some element of a shopping experience that will
elevate it beyond the mundane. Fast Five is a
fundamental component of being able to do that.
I’m going to establish a rapport, I’m going to try
to attach a little bit of loyalty through the Bonus
Bucks card, and give some opportunities to save
some money and make their life a little bit better
through the current promotions and upselling
them. At the end, I’ll send them out with a big
smile on their faces, I’m gonna thank them and let
them know I appreciate their business and make
them want to come back again.”
2. Have a goal and
talk about it all day long.
Kevin offered up a $5 challenge to Pioneer
Retailers, after asking how many have a
conversion rate target for their stores.
The challenge goes like this – I call your store,
talk to whoever answers the phone and ask
them what the conversion rate is for the store.
How many think the person would know what
the conversion rate is without looking it up.
After only one hand was raised, Kevin posed
a question: What’s the point in having a target
if nobody knows what it is? Putting a target in
place doesn’t improve skills, he noted, but it
does improve a person’s effort level.
3. Track your results...
by shift, by day, by person.
“I’d have a big poster in the back of my store that
shows where we are at every single day. If people
can see they are falling short of expectations they
will try harder. You don’t have to do much, people
will find it’s more important.”
4. Merchandise the
cash desk to support
Fast Five promotions.
Kevin Graff employs whitewater rafting images to demonstrate
the power of teams working together.
“You’ve got to merchandise cash desk to
support whatever you are trying to upsell. If
you don’t make it easy for cash attendants,
you don’t make it easy for the customer. It’s an
opportunity (for the customer) to save money
because the features are on special, and
everyone loves to save money. Make it easy.”
5. Train your staff
on how to succeed.
“The fastest way for Retailers to train staff is to
model it. If you get behind the cash, you’ve got
to follow the Fast Five. The trick to training is the
ongoing nature of it. It has to happen all the time.
Daily dialogue, talk about something good that
happened, remind staff about the features and
how you’re going to promote them.”
6. Incentive contests.
“How do you engage cash attendants to take
part in this? The contest doesn’t have to be
cash, it can be pizza, or a Tim Hortons card …
The thing is you have to make a difference in
the life of the cash attendant based on whether
he/she succeeds or not. Daily contests are the
best. And individual prizing is best.”
7. It’s got to be fun!
“It’s got to be fun for you, your staff, and your
customers. All of a sudden everyone is far more
engaged in wanting to play along with you.
Make Fast Five a fun thing that customers will
love. You’ll establish rapport, customers will
be more loyal, and you’ll see those customers
more often. Attendants get to know loyal
customers, and it’s more fun dealing with
people you know.”
PG. 2

Grow. Grow. Grow.
Building on the momentum of 2016
Ian White, above left, and Brian Kitchen, above right, address Pioneer Parkland East Retailers at the Ready for Business event in Hamilton.
What are you going to
do differently today to
grow your business?
That was the takeaway message for Parkland
Pioneer East Retailers as the Ready for
Business conference wrapped up on
November 16 in downtown Hamilton.
“We’ve all invested time here, the
management team has put forward thought
provoking ideas on things you can do to help
your business succeed,” said Pioneer Director
Ian White in closing the event. “At the end of
the day, it’s only as good as what you decide
to do differently with what you have today.”
The fastest way to get there is focusing on
conversion rate, he noted.
“Conversion rate is an easy one. We have
87 million transactions nationally. If just
five percent more of those folks bought
a non-fuel item, we’d blow it away. Don’t
overcomplicate it. How many customers are
walking away with something else? Sell them
something, and make it relevant.”
Ian told Retailers they had achieved
outstanding results in their first year as part of
the Parkland family, pushing same-store sales
ahead 12 percent.
“I can’t thank you and your retail team
enough for the commitment you have to
our business, and for the results you have
produced. I also want to thank the Retail
Relations Committee for ongoing dialogue
around real issues in the field.”
Ian also extended thanks to the Burlingtonbased
management team for its commitment
in producing outstanding results across the
Pioneer network.
Quotable Quotes
One out of 25 unhappy customers
complain, the rest just leave and never
come back. The absence of feedback
is not a sign of customer satisfaction.
76 percent of customers say the
customer experience is an indicator
of how much a company cares about
them. It takes 12 positive experiences
with a brand to make up for just one
unresolved bad experience. We all
need to be customer obsessed.
Anthony DiMaulo, Director Retail Marketing,
Customer Loyalty
It’s about gaining a share of the
customer, not just their wallet. Positive
experiences delivered consistently are
what make customers loyal.
Anthony DiMaulo
One of the things I want to reinforce
when I look at the size this organization
is becoming is that regardless of
size every single transaction counts.
Every customer counts. You win it one
customer at a time – every day, at
every location.
Ian White, Pioneer Director
We focus on three things. We need
a team with a strong desire and
willingness to win every day. We give
back to the communities in which
we serve. We are ambassadors or
our brands, saying thank you to our
customers for rewarding us with your
business. Finally you’ve got to have fun.
Ian White
Please see page 4
PG. 3

Continued from page 3
Things to watch
for in 2017
On the Run
A Parkland committee is working closely with
retail specialist Jackman Reinvent to update the
On the Run brand, which will be the convenience
offering nationally regardless of the fuel brand
out front. The design stage is expected to be
complete early in the New Year.
On the Run, acquired by Parkland in October,
is a convenience store brand developed
by ExxonMobil, used at Exxon and Mobil stations
in Canada and the United States, and at Esso and
Mobil stations internationally.
The name On the Run is used, untranslated,
around the world, except in the Quebec, where
it is known as Marché Express, and in Argentina,
where some gas stations have used the name
Tigermarket instead ESSO Shop or On the Run
since 2001.
POS promotional tablet
Results from a 10-store pilot test on a new
customer-facing tablet technology that
automatically prompts relevant promotions
or related products when a customer makes a
purchase. The test is to determine how effective
the technology will be in helping to boost
conversion rates.
Ready for Business
The new Ready for Business model launches in
January 2017 and includes scoring in three major
areas: Customer Service, Facility Management
and Business Results.
READY FOR BUSINESS 2016
PG. 4

PG. 5

BUILDING ON OUR MOMENTUM
Vendors urged to bring fresh excitement to the mix
More than 200 vendors were on hand for the second annual Parkland Vendor Summit, Come Grow With Us, at the Toronto
Congress Centre. Inset, from left: Pioneer Director Ian White; Parkland CEO Bob Espey; and Parkland VP Retail Peter Kiltie.
Parkland’s strong customer focus combined
with enthusiastic Retailer engagement
produced outstanding sales results over the
past year, Anthony DiMaulo, VP, Merchandising,
Loyalty and Marketing told vendors during a
Come Grow With Us presentation in early
October at the Toronto Congress Centre.
Vendors heard that overall store sales had
jumped 12 percent; same store sales were up
five percent; conversion rates climbed four
percent; and the average basket size increased
by seven percent.
“We want to build on our positive results and
momentum, and we need your help to take this
to the next level,” said Anthony, in thanking
vendors for their support, before stating
what Parkland is seeking in the coming year
including:
• Bring us new and innovative first-to-market
opportunities.
• Bring us exclusive programs and products
to create excitement at the site level and to
help turn customers into brand ambassadors.
• Margin-enhancement opportunities to make
Parkland stores even more productive.
• Category management captaincy support –
“We need your best people on our account
with the power to make decisions and to
provide category management support.”
• Support for new store/retrofit openings.
• Support for Grand Opening events – “Help
us make these exciting for customers,
Retailers and the community.”
• Share industry information and market trend
research.
• Think outside the box to support our
continued growth – “We’re listening, we’re
engaged, we’re willing to take some risks,
and will continue to deliver and invest in
those who invest in us.”
Parkland CEO Bob Espey announced that the
acquisition of On the Run, which closed the
day before the event, would be the company’s
flagship brand to roll out new programs. “This
makes us the third largest convenience retailer
in Canada with access (for vendors) to the
largest number of stores.”
“Pioneer is a strong
brand, people gravitate
toward it and it is valued
by our customers.
This will be help drive
organic growth in the
East for us.”
Peter Kiltie, VP, Retail, noted that in addition
to acquisitions Parkland is focusing on organic
growth, with a goal of three to five percent
growth annually. “It is exciting to know that we
can acquire quality businesses and grow them.”
PG. 6

GROWING SALES is top priority for
new Director of Retail Merchandising
Eli Mail:
“The merchandising
strategy won’t
be about me, it’s
always about the
customer”
Eli Mail is clear about his role as Parkland’s
Director of Merchandising, a new position that
was created this fall.
“My job quite simply is to grow sales through
our convenience store, car wash and propane
offerings,” says Eli, who is spending the lion’s
share of his time these days touring sites,
talking to Retailers and the operations team in
his search for opportunities to increase sales
and better serve our customers.
“I think of our business as a store selling things
to people who are literally ‘On The Run’. This can
be on the way to work, home, a party…anywhere
really. Working closely with teams across
Parkland, we will carry the right mix of products
and deliver a truly great customer experience
every time. Our customers want to come in to
our store, find what they need, perhaps find
something they didn’t come in for, and get out”.
“Every single store I have visited so far has
opportunities to increase sales. Maybe we’re
putting destination goods where impulse
products should be. That’s easy, just switch it. Or
maybe it’s as simple as moving some gondolas
around, or shifting merchandise to better suit the
traffic flow of the store.”
Eli says healthy partnerships with Territory
Managers, Retailers and vendors is the key to
reaching his goal of increasing sales – both with
what exists now, and with new programs to come.
“The new ‘Ready for Business’ program in the
East is huge,” he adds. “I love that program
– every single component is designed to
help our Retailers deliver the best possible
customer experience while maximizing sales.
It gives everyone in the organization an
anchor point – the customer.”
Eli comes to Parkland with diverse background
and experience that taught him the importance
of customer focus. From merchandising funeral
homes – “It was about making shopping
comfortable for families during a difficult time”
– to gas and retail positions at Canadian Tire
and senior management roles at CIBC, it has
always been about the customer.
“(Parkland CEO) Bob Espey talks about being
great to customers, and that resonates with
me. The merchandising strategy won’t be
about me, it’s always about the customer.”
As he works at building grassroots
relationships through Parkland, Eli is also
looking at ‘big picture’ initiatives that
will drive future sales. He talked with the
Exchange about some of his plans.
On the Run
Eli is currently involved with the core team in
designing the reinvented OTR of the future,
an OTR that is customer centric. “This is a
great project – and I’m excited by what I see.
We are looking at our entire network, coast
to coast, to get an understanding of where
the best opportunities lie for converting
existing stores to On the Run. Using a range
of criteria, we are narrowing down OTR
candidates, and then we will build a plan for
those sites. If we can’t get to those sites with
OTR package now, we will look at what we
can do to strengthen our retail offer.”
Merchandising Flexibility
Putting impulse purchase items close to cash
encourages increased sales and customer satisfaction.
“Retailers are saying we need some flexibility
in our merchandising assortment. I would
like to introduce a program that provides our
Retailers some flexibility – let’s say a certain
percentage of merchandise in a store will
be flexible - but only if it makes sense. The
decision about product assortment would have
to be a collaboration between my team, the
Retailer and operations. Flex space can be
used to carry the right product, appropriately
priced and merchandised in a manner that is
consistent with our standards”. Eli will soon
be visiting a site with a large customer base of
truckers. “Our Retailer, Lenny, wants to expand
the automotive section to include items that
this customer is looking for. We’re going to look
at what makes sense for that location. Again, it’s
all about the customer.”
Please see page 8
PG. 7

Continued from page 7
Merchandising Categories
Eli is looking at categories, and specific
products. “If we’re selling 10 units of an item
per store per year, I question the value of
carrying that product. I already have SKUs on
my watch list – we need to actively manage
our merchandise assortment and maximize the
value of our retail space.
We are also working with our beverage
vendors, talking about our coolers and looking
at opportunities to change the mix based on
market demands. What was hot last year may
have lost its luster this year and we always
want to stay relevant with our customers. On
the innovation front - I’m excited about some
of the new products I have seen for 2017. We
will work with our vendor partners to keep the
innovation pipeline as full as possible at all
times, and with Parkland’s Marketing team to
drive customers into our stores.”
Information Technology
“While we do have access to sales data, I am
excited about some of the IT initiatives focused
on improving Retail’s reporting capabilities.
At some point I want to have simple access
to reliable sales data nationally, regionally and
by store. Parkland has created a committee
focused on Parkland’s retail reporting systems,
and I’m pleased to be a participant.”
While he has lots on the go, Eli says building
strong cross-functional partnerships and
understanding what’s happening at site-level is
a top priority.
“I am very big on collaboration because I
know no one person can do it alone. When
I’m out in the field, I really am looking for
candid feedback. The big thing for me is trust
– Retailers will need to trust me, and I need to
trust them with an understanding that our goals
are aligned around the customer.”
Eli lives in Thornhill with his wife of 11 years and
seven-year-old son, spending much of his offwork
time in hockey arenas.
COVER STORY
Customers ‘awestruck’ with the transformation in Orleans
The interior and exterior (pictured before) are a stark contrast to the changes made during the refresh and conversion to On the Run
branding. The construction team designed the conversion for ease in implementing updates as the OTR brand is enhanced.
On the Run (OTR) has officially
arrived at Pioneer, and Orleans
Pioneer Retailer George Zidan
couldn’t be happier.
“It’s beautiful, we have so many new things in
the store I’m still trying to adjust,” says George,
whose site was the first to be converted to On
the Run since Parkland acquired the brand from
Imperial Oil in October.
“We have the same square footage, but a
much larger product range with more shelving
so it is much more organized. And when you
walk into the store, you can see everything we
offer. Before the conversion, our cash counter
was right inside the front door so all you could
see were chocolate bars.”
New to his store are coffee and pastries, a
f’real milkshake machine as well as a range
of sandwiches. “We are already seeing a big
difference in sales. The sandwich program is
very popular, as is the f’real machine. I’ve got
pastries displayed on the counter so customers
will see we have that along with coffee now.”
Territory Manager Rick Bairstow says customers
walking in since the renovation was completed
look awestruck when they come through
the door. “You hear things like ‘amazing’,
‘beautiful’. The transformation is stunning.”
The conversion included refresh-style treatment
to the gas canopy and islands to provide
vehicles for merchandising the new range of
products offerings.
Both Rick and George say the appearance of
On the Run at a Pioneer location has raised
questions. “Some customers are asking if this
means we will be changing to Esso. I just tell
them no, that we are going to remain Pioneer
and that Pioneer now owns On the Run. They
like that.”
George says he and his staff also enjoy the new
layout, which is easier to maintain. “I spend
more hours at the store than home now, which
my wife is not happy about. There’s more to do,
more to talk about with customers and we are
definitely going to make more money.
“The walk-in cooler looks much better than
before, with all the beverages in one place.
The LED lighting really makes it stand out and
people are drawn to it for sure.”
Although the store has only been open since
early December, sales are climbing steadily. “As
the community becomes more aware of what we
have, I know sales can only go up,” adds George.
As Rick puts it, the store has suddenly emerged
from the 1970s into the 21st century.
A second OTR conversion, this one in Orillia,
was completed just in time for Christmas.
Watch for details in the next edition of the
Pioneer Exchange.
PG. 8

Making OTR
#1 is the goal
Rob Geleynse:
“Over time you will see
a lot more OTRs under
us than had existed
under Imperial.”
Rob Geleynse pictures a time when On the Run
(OTR) will be the leading convenience retailer
across Canada.
He had been managing the franchise network
at Imperial Oil for almost four years when he
learned the business had been sold. That’s
when he decided to approach Parkland – which
operated 19 On the Run franchises – about
helping to lead the charge into a brighter future.
“It’s been great coming here because we
are managing the business with a different
mindset,” says Rob, who joined Parkland in July
as On the Run Franchise Program Manager. “At
Imperial, they had already decided it was not a
focus area so we were in administrative mode.
Here, we’re looking to expand.”
Starting from a base of 80 franchisees
who came to the Parkland family in the
acquisition, Rob will be reaching out to
potential franchisees with one of the strongest
convenience brands in the industry.
“I already have Territory Managers coming
to me with dealers who need a strong
convenience business to put in their backcourt.
These are people who know the fuels business,
but may not be as strong with convenience.
We give them everything they need – a trusted
brand, store design and layouts, merchandising
expertise and lots of support.”
He says growth of the brand will come both
through franchising, and conversion of existing
Parkland stores including Snack Express,
FasGas and Verve.
National network plan
key part of new role
Taha Hasan: “While
experience may have
served the business
well in the past, growth
on a national basis is
better managed by
looking at what the
numbers say.”
Taha Hasan is moving future site development
in a fresh direction as Manager, Network
Development and Construction.
“We are changing the way we do business
on this front,” says Taha, who joined Parkland
in July, bringing seven years’ experience at
Imperial Oil where he got to know the On
the Run business intimately in a variety of
expanding roles.
“Rather than looking at each project as a
one-off, we are creating national design
standards that will set the bar for all of our sites,
taking into consideration the layout, design
engineering, vendors, and most importantly the
customer experience.”
Taha is charged with managing the construction
group in Ontario as well as creating a multi-year
network plan that will guide capital spending.
This includes compiling data on sites needing
redevelopment, renovations and various levels
of maintenance.
“We’re reviewing a lot of data that is driving
what we are doing, rather than going on past
experience about what has or hasn’t worked.
While experience may have served the business
well in the past, growth on a national basis
is better managed by looking at what the
numbers say.”
His Imperial Oil OTR experience will be an asset
as Parkland rolls out the retail convenience
brand on a national basis. Taha’s team includes
Project Manager Logan Baker and project coordinator
Janet Paul.
Taha notes that his team is working on
a number of ongoing projects including
renovations, tank replacements and
maintenance. “We have two to three new
builds slated for spring, one demolish and
rebuild and many large renovations. In addition
we expect to be doing 25 OTR conversions
next year. We plan to double the volume of
work the following year.”
Taha began his career with Imperial Oil after
attaining an engineering degree from the
University of Waterloo and an MBA from Sir
Wilfrid Laurier University. He was married in
May and lives near High Park in Toronto.
New construction
manager on the run
Logan Baker:
“I know the job
from the contractor
perspective so that will
help me now that I’m
on the retailer side.”
Logan Baker has literally been on the run since
joining Parkland in October as Project Manager,
Construction.
With one On the Run (OTR) conversion already
underway in Orleans and a second about to
start in Orillia, Logan was launched into projects
that will set the tone for the year ahead.
“We will be very busy in the coming year with
a combination of OTR conversions, new site
builds, and renovations,” he says, noting that
each project is a team effort. “Taha (Manager,
Network Development/Construction) and
Janet (Project Manager, Development) have
been awesome in getting me involved right
away. I’ve also had contact with people
in marketing, merchandising, finance and
transport. Everyone’s been great, it’s a real team
atmosphere here.”
Logan had previously been working with
a general contractor specializing in retail
development for brands that included Bulk
Barn and A&W. “We were doing a lot of
conversions at KFCs, turning them into
Popeye’s Chicken, and that experience will be
helpful here.”
“I know the job from the contractor perspective
so that will help me now that I’m on the retailer
side,” adds Logan, who will be Parkland’s eyes
and ears making sure contractors complete
their work on time and within budget.
Logan takes control of a project once Janet has
completed the lead-up work including design
and permit approvals. “Once everything is set, I
go to tender, award the contract and work with
the contractor to keep everything on track.”
Logan, who lives in Mississauga but is house
hunting in Burlington, studied business
economics at Sir Wilfrid Laurier University.
PG. 9

Retailer Randy Horne with Assistant Manager Tracey Bilodeau –
the ‘morning show’ duo for Niagara commuters visiting their Fenwick site.
Hot dog and sausage combos are a
popular draw at the Fenwick site.
KING OF CONVERSION
Niagara Retailer and his team make upselling part of the conversation
Upselling is just part of the ongoing daily
banter for long-time Pioneer Retailer Randy
Horne and his customer service team.
Randy’s site in rural Niagara has numerous
facets and offers, including a separate diesel
area for large trucks, a coffee and baked
goods offer as well as a food service offer. This
provides lots of opportunity for execution of
The Fast 5 model.
“If you buy a doughnut, why wouldn’t you
want a coffee? Sandwich? How about a
drink,” Randy explains when asked about the
outstanding 6.01 conversion rate at his Pioneer
Snack Express location.
“I ask customers, ‘Did you know you can get
free merchandise with our Bonus Bucks card?
I’ll pull out the package, and say, ‘Let me get
the glue off the card for you so you can put it in
your wallet.’”
Each time a new Bonus Bucks customer returns
Randy reminds them to get the card registered.
“It’s doesn’t take long, and you can’t win that
free trip to Cuba until you register your card,”
he says with a wink to one of his regulars who
recently agreed to try out the loyalty program.
Assistant Manager Tracey Bilodeau adds: “We
develop a rapport with our regular customers.
If we have a promotion running, we want to tell
them about it. Everyone likes a bargain. We
couldn’t keep our cooler full enough during the
Monster promotion this summer. Customers
really appreciated hearing they could get a
second one for just a buck.”
Located at the crossroads of Highway 20
and Victoria Avenue in Niagara, commuters,
truckers and construction workers stopping
by on their way to work are treated to the
‘morning show’ of Randy and Tracy, whose
humour and light-hearted performances are
reminiscent of a radio show with give and take
between themselves and customers.
Shift workers stopping in overnight know their
preferred brand of cigarettes will be waiting on
the counter for them thanks to Candice.
“They definitely connect with their customers,”
says Territory Manager Julie Stinson. “It is not
an effort for them to upsell, it’s just part of
their approach to providing a great customer
experience.
“I admire the amount of training and the “lead
by example” mentorship that Randy provides
to all his staff. Training is ongoing regardless
how long an employee has been with him, this
is an important element of the business as it is
constantly evolving.”
Randy, who has been running the location for
more than 10 years, says the secret behind their
success is simple – it’s all about having fun.
“I always tell my staff if you’re not having fun,
you need to go somewhere else,” he adds,
noting Fast Five is a great way of solidifying
customer relationships. “We make a point
of greeting the customer the moment they
walk through the doors. That makes them feel
welcome right off the bat.”
Everyone on his team is also focused on
treating every customer as if he or she is
a Mystery Shopper. “If someone gets 100
percent on a Mystery Shop, I match the $100
bonus that Pioneer awards. It’s worth it to me
because it keeps everyone on their toes – who
doesn’t want an extra $200?”
Another important factor driving conversion
sales, adds Randy, is ensuring the store is
always fully merchandised. “We work hard
to keep our shelves full at all times, and we
count on our suppliers too. If we make sales,
they make sales. It’s important to have strong
relationships.”
In summer, for instance, that means stocking
extra skids Eska water on site. “We go through
skids and skids of water in the summer because
there are construction workers, and people
heading to campsites in the area. We never
want to say we’re out.”
Also popular is the hot dog and sausage
combo at $2.69. “We sell through hundreds
and hundreds of them. We wrap the buns in
foil, and they go into a warmer so each hot dog
is fresh and hot.”
Looking to the New Year, Randy is encouraging
his team to build on their successes. “I’ve
set a conversion target of 6.35 to keep the
momentum going.”
PG. 10

Bilal, 17, and younger brother Kaamraan, 14, try out Connor McDavid’s seat in the dressing room. At right, Kaamraan sips a Biosteel.
Biosteel winner scores with sons
Dr. Omar Islam had the perfect prescription
after winning a day at the Biosteel hockey
training camp this past summer in the Pioneer
swipe and win promotion that included a
chance to take to the ice with Edmonton Oilers
star Connor McDavid.
“When they called to tell me what I had won,
I told them I can’t skate,” recalls Dr. Islam, a
Kingston physician whose two teenaged sons are
avid hockey fans and players. “I asked if my sons
could take my place on the ice and they agreed.”
The trio arrived at St. Michael’s College hockey
arena in August for an excitement-filled day
with NHL stars and hopefuls who gather each
year for a three-day training camp.
After settling in, they spent some time
watching the players through a practice and
scrimmage before the two boys, Bilal, 17, and
Kaamraan,14, strapped on their skates for their
once-in-a-lifetime experience of skating with
superstar McDavid.
“When Connor asked them if they’d like to
practice breakaways with him, my younger son’s
draw dropped. My son told me he didn’t think
Connor was that fast, but I explained he was
making it easier for him to keep up.”
After a half hour on the ice, including their
share of goals scored off passes from McDavid,
Dr. Islam and the boys were taken to the locker
room to mix with the other players.
“This is something we are not going to
forget for a very long time,” adds Dr. Islam,
noting it’s also given him a different outlook
on his Bonus Bucks card.
“There’s a Pioneer gas station is 1,000m
from our house, and I’ve been a Bonus Bucks
member for years. But I never really thought
that swiping it would give me a chance to win
something like this. The only thing I’ve ever
won in a contest is a Tim Hortons doughnut.”
He adds that Biosteel is the drink of choice
on his sons’ curling teams, where there was
more than a little envy about what the two
had experienced.
PG. 11

The exchange is published monthly by Parkland Fuel Corporation and distributed electronically for the information
of Retailers and employees. To submit photos or story suggestions please email Editor Cheryl Stubbs