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WWW. PETROLWORLD .COM OUTLOOK 2021 Issue 44 2021
OUTLOOK 2021
Future of Fuel Retail Part 2
Country Profiles: UK & Ireland
Maxol Group 100 Years
Petros – Malaysia’s
New Fuel Retail Brand
WOCASS –
Digital Technology & AI
INFORMING AND SERVING THE FUEL INDUSTRY GLOBALLY
There’s nothing we can’t see. Seriously. Not a thing. We don’t want to brag, but our fuel management service is next level. Offering a multitude of enhanced features and capabilities, it gives unprecendented visibility over your fuel business. Let us show you. www.doverfuelingsolutions.com © 2020 Dover Fueling Solutions. All rights reserved. DOVER, the DOVER D Design, DOVER FUELING SOLUTIONS, and other trademarks referenced herein are trademarks of Delaware Capital Formation, Inc./Dover Corporation, Dover Fueling Solutions UK Ltd. and their affiliated entities, registered in the United States and various other countries. 17-DEC-20
Thank you for
100 years of support
We canʼt quite believe it ourselves.
Weʼve been at the heart of Irish communities since 1920.
And as we look forward to exciting times ahead,
weʼd like to thank all Maxol staff and customers
for your continuing support.
2
+ CONTENTS
06 FUELWORLD
OUTLOOK 2021
SECTION 1: FEATURES
04 WORLD VIEW
Key stories from around the world
06 FUELWORLD OUTLOOK 2021
11 THE FUTURE OF FUEL RETAIL — PART 2
14 COUNTRY PROFILE UK
19 COUNTRY PROFILE IRELAND
21 FEATURE: MAXOL GROUP 100 YEARS
SECTION 2: NEWS INDEX
OIL COMPANY AND RETAIL BRAND NEWS
24 EUROPE
27 AFRICA & MIDDLE EAST
29 ASIA
31 FEATURE: PETROS SARAWAK 11 THE FUTURE OF FUEL
RETAIL — PART 2
32 LATIN AMERICA
34 NORTH AMERICA
SECTION 3: PRODUCTS & SUPPLIERS
36 PRODUCT AND SUPPLIER NEWS
40 FEATURE: SCHEIDT & BACHMANN
41 FEATURE: ISTOBAL
SECTION 4: WORLD OF CONVENIENCE AT THE SERVICE STATION
42 WORLD OF CONVENIENCE AT THE SERVICE STATION
43 CONVENIENCE NEWS FROM AROUND THE WORLD 21 MAXOL GROUP
100 YEARS
47 FEATURE: TECHNICHE
SECTION 5: INDUSTRY INFORMATION
50 PEOPLE ON THE MOVE
FUELWORLD Magazine online
WWW.PETROLWORLD.NET
47 TECHNICHE: DIGITAL
TRANSFORMATION
WITH SMART AI
FUELWORLD OUTLOOK 2021 Issue 44 2021
3
+ CONTACTS + EDITOR'S LETTER
International Editor
David Egan
Contributors
Shehryar Ahmad
Giuseppe Bonaccorsi
Tom Caldwell
Hein Christina
Brian Donaldson
Stefan Forster
Don Frieden
Perez Genoves Lucia
Francesco Masci
Kevin McPartlan
Ian Pearson Welcome to a special full packed Issue 44!
Rod Prowse While most of the world remains in the grip of the Covid
Mike Rubeis pandemic, the roll out of the vaccinations gives everybody
Denis Tan
hope. As far as international stability in business is concerned,
Art Director the arrival of the Biden administration also gives hope.
Anja Coyne After a ‘Marathon’ (speedway) year of acquisitions, mergers
and partnerships, the trend is set to continue in 2021.
Advertising Enquiries For some its survival and for others consolidation; it is also
info@petrolworld.com
for the current and future opportunities that exist in the
advertising@petrolworld.com
transition of the world of convenience at the service station.
Accounts Enquiries The Future of Fuel Retail Part 2 follows the ‘Outlook 2021’
info@petrolworld.com feature on page 6 from Boston Consulting Group. Country
profiles of the UK and Ireland follow on page 14. FuelWorld
Subscriptions
subscriptions@petrolworld.com is delighted to highlight Maxol Group Ireland 100 year’s
celebration on page 21. As promised, we have some unique
Press Release / Editorial photos and update on Petros Sarawak in Malaysia on page 31.
pr@petrolworld.com
Our regular items include fuel retail and convenience
or newsdesk@petrolworld.com
news from around the world as well as international
Print product and supplier news. Also watch out for the “Digital
Walsh Colour Print, Ireland transformation with smart AI” article on page 47.
Finally, I have to report that due to the disruption of covid
Published quarterly (four times a year) both the FuelWorld and the world we currently live in, the publication of
including World of Convenience at the Service Station, are FuelWorld is being suspended till the end of 2021. Instead
circulated to all key purchasing decision makers within the
fuel value chain from Logistics (distribution), through retail PW Media International has organised its resource and
marketing to C-Store/G-Store across the globe. Additionally efforts to produce market intelligence and news via its
the vast majority of key personnel within companies supplying
to these retail brands are recipients. main website.
All material © 2021. No part of these publications or any This gives me the opportunity to thank all those concerned
other PetrolWorld material may be reproduced, stored in a
retrieval system or transmitted in any form or by any means with PW Media International for their efforts to date during
without the prior written consent of the Publisher. Opinions these surreal times. We will be making announcements
and comments expressed herein are not necessarily those of
the Publisher. All rates are correct at time of going to print later this year for 2022 and this will also cover events.
but are subject to change. Whilst every effort has been made We expect a return to a new normal after September 2021.
to ensure that all information contained in these publications
is factual and correct at time of going to press, PetrolWorld
cannot be held responsible for any inadvertent errors or David Egan
omissions contained herein. International Editor
Published by:
PETROLWORLD.COM
Paid Subscription
Required from
April 2021
PETROLWORLD
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Ireland Email: info@petrolworld.com
Issue 44 2021 OUTLOOK 2021 FUELWORLD
4 Section 1 Feature > World View
WORLD VIEW
Snapshot stories from around the world
Gulf Brand Expands in Philippines
Gulf Centro, Santiago City Philippines: The Gulf
brand has been steadily expanding its fuel retail
network in South East Asia.
Currently the Gulf brand is developing a fuel retail email: marygrace@gulfoilphilippines.com The operations of
network of 33 sites within the Philippines. For more details the Gulf Brand in Region 2 of the Philippines is managed by
on Gulf Philippines, contact Mary Grace Bartolome on the DMaya Group which is owned by Lacerna family. 091020
Torre YPF Argentina HQ Valued US$400m For Sale
The decision is part of the strategy of the oil company to
raise funds and reduce costs in the new reality imposed
by the global pandemic. There is also the practical reality
that the heaadquarter building is no longer functional for
current and fututre management operations. There are
now more employees workign remotely than there is in
the building.
YPF’s corporate headquarters is a building of 33 floors
and 160 meters high, inaugurated in 2008 by the then
Repsol-YPF, and had been designed to house some
2,000 employees.
The work commissioned by the architect from Tucumán
who died in July 2019 – also the author of buildings such
Torre YPF HQ, the work of iconic architect Cessar Pelli, is to be as the Petronas Towers in Malaysia or the new Museum
sold by its owners YPF oil company. It has been reported by local of Modern Art in New York – highlighted its outline on the
sources that eh company is expecting to sell the building for Puerto Madero skyline with an unprecedented eucalyptus
us$400m. The Torre YPF building is situated in the Puerto Madero garden planted inside the 26th to 31st floor that could be
district of Buenos Aires on Boulevard Macacha Guemes street. seen from the street. 050121
FUELWORLD OUTLOOK 2021 Issue 44 2021
Feature > World View Section 1 5
EG Group Acquires OMV Fuel Retail Business in Germany
OMV and EG Group reach agreement for EG Group to acquire the
OMV fuel retail business in Germany. The transaction is subject
to required regulatory approvals and closing is expected in 2021.
OMV, the international, integrated oil, gas and petrochemicals
company head-quartered in Vienna, Austria, and EG Group, a
leading global independent petrol forecourt convenience retail
operator, announced the agreement for EG group to acquire the
OMV filling station business in Germany. Optimizing your fuel business
The purchase price amounts to €485m. As part of the agreement, to the last drop!
EG Group will assume outstanding lease liabilities resulting in a
total enterprise value for the Business of approximately €614 mn.
The purchase price is subject to customary net working capital
and net debt adjustments. Full control of the fuel flow, from
The agreement encompasses 285 fuel service stations located the refinery to the end customer.
in Bavaria and Baden Württemberg in the south of Germany. Zero undetected leakage, thefts,
“We are delighted about the level of interest in our fuel retail overdispensings or short deliveries.
business in Germany and to have reached an agreement with EG
Group. This marks a further step in our previously announced
2-billion-Euro divestment program and this transaction will
reduce OMV’s debt by approximately half a billion euros at the
time of closing”, said Rainer Seele, Chairman of the Executive
www.fuelprime.com
Board and CEO of OMV.
Mohsin Issa CBE and Zuber Issa CBE, co-Founders and co-CEOs
of EG Group, commented: “We are very pleased to be welcoming
the OMV Deutschland fuel retail sbusiness into EG Group. This
attractive portfolio of service stations with significant retail and
foodservice operations is an exciting opportunity to expand EG’s
footprint in Germany, a key European market where we see
significant growth potential for our Group.” 141220
Issue 44 2021 OUTLOOK 2021 FUELWORLD
6 Section 1 Feature > OUTLOOK 2021
COVER STORY
FuelWorld Outlook 2021
Introduction by David Egan
The role of the global fuel retail network is transforming itself Consumers and motorist changing their daily schedules
into to a consumer lifestyle in the ‘World of Convenience at the had a huge impact on service station visits and product
Service Station.’ This is and will continue to be the enduring purchase. Loyalty programmes and apps took on new
appeal of fuel retail. importance. Food services expanded and developed quickly
and will continue to do so in 2021. Tailoring the needs of
The above sentence was my final sentence in last year’s Outlook
the consumer in the locality of the service station is crucial
for 2020. At the time, we were unaware of the impending Covid
in 2021.
pandemic. In fact, it was late January, when I took note of what
was happening in Wuhan. At that time, I was concerned about Fuel retailers with good operational practice, well trained
our event planned for Singapore, which was subsequently staff and strong leadership will stand to benefit the most
postponed and then cancelled. during and after this pandemic. We are all aware now of
the importance of technology, innovation, footfall, data for
While the coronavirus remains, the roll out of the vaccination
decision making, mobile ordering, online sales, delivery
around the world will remain in the headlines for a great part of
and pick up, drive thru, partnership with third parties and
this year. It is also the solution to allow a ‘new normal’ return to the
new product and service offering. All these items have been
world. As stated in my recent editorials on our main news website,
news items on our PetrolWorld.
the third quarter should be pivotal for international business.
The second half of the year should see a return to a new normal. Acquisitions and consolidation of the different sectors within
fuel retail has been a major feature of 2020 and will continue
For fuel retail, the pandemic has hastened the transition of
in 2021. This subject is too big to be covered here, but is a key
the service station into a consumer lifestyle in the ‘World of
subject that will feature in our digital information services.
Convenience at the Service Station,’ driven by the dramatic
change in consumer behavior as a consequence of the However it is the quality and experience of staff and
pandemic. Lower fuel sales have been replaced with rising management combined with a system of organization that will
sales of ancillary services and goods. determine the results for all players in the market.
The consumer experience changed at the service station, initially The opportunity continues for all service station retailers in
with regards to health and safety issues. This included the 2021 to continue and enhance their role in their community.
direction signs, keeping your distance and washing your hands. Knowing your customers and footfall has never been so
Health and safety issues will linger on after the pandemic. important.
FUELWORLD OUTLOOK 2021 Issue 44 2021
Improve the customer journey
with SIQMA solutions
/ Smart checkout - SIQMA Smoove
/ Integrated EV charging - SIQMA Charge.Connect
www.siqma.de
8 Section 1 Feature > OUTLOOK 2021
Stefan Forster Kevin McPartlan
CEO CEO
Hectronic Fuels for Ireland
Bonndorf,
Germany
Blessing in disguise is probably the best description They say there is no education like adversity, and what adversity
of Hectronic’s business year 2020. Despite COVID-19 we bore in 2020. Governments, citizens, researchers and
we are looking back at an overall successful year in the international bodies recognised that Covid-19 posed a very
area of petrol station management. After a significant grave threat and worked together to meet the global challenge
drop in sales in April/May the situation normalized in late and to protect humanity. As inoculation programmes (hopefully)
summer. The decrease of the price for crude oil (and thus begin to enable a return to normal life, it is essential that we
the temporarily increased margin) compensated the lower learn the valuable lessons taught.
sales at the petrol stations.
We must coordinate efforts across the public and private sector,
One development in recent months that COVID-19 has with NGOs and policy makers, at local, national and global levels,
certainly accelerated was interesting: The topic of to address the climate emergency with practical, coordinated
digitization has obviously experienced a boost - not only and evidence-based programmes. As fuel providers, we have
in Germany, but in many other countries where Hectronic very particular responsibilities. In Fuels for Ireland we have
is present. The customers have recognized the need for committed to carbon neutrality by 2050, but we recognise another
this progress and put the digitization of their business at concomitant responsibility - to continue to fuel transport, heating,
the top of the agenda. Innovative products such as our agriculture, aviation, industry, maritime and logistics to and
payment app easy2fuel or the management of fleet cards beyond that date.
have profited from this development. Apart from that,
The route to this destination is, frankly, uncharted. We really
there was a growing demand for contactless payment.
cannot be certain on what technologies, to what degrees and
Still: Even for digital products - usually requiring in which applications we will rely in coming decades. The
explanation - analog channels, i.e. face-to-face meetings on network of EV charging points on forecourts will of course
site, are helpful and necessary to convince customers of the continue to grow, but we are also increasing the ratio of
solutions. Video conferences, webinars and product videos carbon-free biofuels which will be blended into petroleum
are certainly valuable but only partially replace the personal stock for transport fuels, exploring the potential of hydrogen to
sales meeting. fuel heavy vehicles, monitoring international efforts to develop
sustainable aviation fuels and thinking how they might impact
We have a positive outlook on the year to come, even
on a market were 40% of homes rely on kerosene for heating.
though the second wave of COVID-19 and the related
second lockdown have made the economic situation Last year, Fuels for Ireland launched a vision document –
more difficult towards the end of the year. The aftermath ‘Powering Today and Tomorrow’ in which we expressed our
will certainly be noticeable in the first months of 2021 commitment to carbon neutrality. We have invited Irish people
until things will hopefully normalize again. Even so, I am and stakeholders to hold us to account and to check progress
convinced that we will remain very well positioned with toward meeting our goals so we can expect to be asked some
our products, in particular with our digital offers. We will tough questions in 2021 and beyond. We will be challenged to
concentrate on a variety of further developments with go on, go further and go faster on the route to our ultimate
respect to a user-friendly combination of fuel terminal objective, and so the year ahead will be an interesting one.
and smartphone as well as on cloud-based solutions and
We will work with Government, our colleagues in FuelsEurope,
conventional management tools. We are looking forward
stakeholders and most importantly, Fuels for Ireland members
to 2021!
to continue to power Ireland as it recovers from the public health
and economic impact of Covid-19 while striving to reduce, and
plot a route to neutralise, carbon emissions.
FUELWORLD OUTLOOK 2021 Issue 44 2021Feature > OUTLOOK 2021 Section 1 9
Don Frieden Brian Donaldson
President & CEO CEO
P97 Maxol
P97 Networks provides secure, cloud-based mobile commerce, Given the year we have just had, predictions of any kind might
connected car and digital marketing solutions for quick not be prudent! But, despite the many challenges presented by
service industries including gas stations, convenience stores, 2020, the outlook is one of cautious optimism.
carwashes and fast-food restaurants. Our PetroZone® Last year Maxol marked 100 years in business, a landmark
Mobility as a Service (MaaS) platform enables secure payment moment for the fourth-generation family business founded by the
processing, identity management and targeted digital offers McMullans in 1920. Sadly, but understandably, with the exception
across millions of individual devices, connected cars and retail of a wonderful tome, Maxol 1920–2020: Celebrating the First
locations so marketers can create truly unique consumer Hundred Years of an Irish Family Company, celebrations
experiences. The key concept behind our MaaS vision is to were put on hold. However, many other business initiatives are
offer consumers mobility solutions and services based on their continuing at pace.
individual needs and wants.
Since 2012, Maxol has invested €200M in new sites and the
Although the COVID-19 crisis slowed our business down in the redevelopment of our existing network and a further €17M
first half of 2020, the conditions created by the pandemic led investment is planned for 2021. In addition to its physical
to a pronounced increase in demand for the services rendered infrastructure, Maxol continues to invest heavily in technology,
by our platform in the second half of the year. Specifically, the which is playing a huge part in the evolution of the business and its
virus accelerated the global adoption of contactless payments, 237 forecourts. Pay-at-pump facilities are becoming increasingly
mobile commerce, and digital marketing solutions by several important and we are trialling mobile payment technology,
years. Interestingly, the largest shifts are also the most likely removing the need for traditional card readers. We have exciting
to stick after the pandemic, including working from home and plans for a new loyalty programme app in early 2021, rewarding
a pronounced consumer preference for online purchasing and customers with special discounts and incentives.
touchless transactions. Perhaps most relevant to P97, major
The company is also diversifying its fuel offering. Our newly
oil companies facing declining revenues because of the crisis
launched Premium fuel has fewer pollutants and offers
experienced a mindset shift on digital consumer engagement.
improved vehicle performance, while reducing engine deposits.
Recently, on a NACS panel with other industry experts, we Premium fuels will be available across 40 sites over the next
shared empirical evidence from our platform of this consumer 12 months and for each litre of premium fuel sold, Maxol offsets
shift in the convenience and fuel retailing vertical. Users, tailpipe carbon emissions with renewable energy projects.
transactions, and fuel gallons purchased on P97’s mobile Maxol is transitioning from being a fuel brand selling convenience
platform grew 3x since the March lockdowns, even as gasoline products to a convenience food service brand selling fuel and
consumption in the United States fell 12% below 2019 levels. new energies. Last year our ratio of fuel to food was at 60:40
Going forward, whether from liquid fuels or electric, privately and over the next two years we will see this ratio reversed.
owned or shared vehicles, or from people-driven or autonomous Diversification is central to Maxol’s future. Maxol moved into the
vehicles, achieving our vision means consumers benefit from green electricity sector last summer with the launch of bright,
seamless customized experiences at every step of their journey. a 100% green energy company in partnership with energy
For businesses, operating in the MaaS ecosystem means not just entrepreneurs Ciaran and Stephen Devine.
navigating but integrating with a labyrinth of non-standardized While Maxol has gone through many changes over the past
technologies, systems and functions: Mobile apps and tech 100 years there is one thing that will never change. Maxol’s
support, connected car programs, digital marketing and loyalty success is predicated on its position in local communities.
programs, mobile payment aggregation, settlement, and Our service stations are run by local people for local people,
integration with merchant’s point of sale and site systems. employing local people; that has been our business model for
100 years. We look forward to the next 100.
Issue 44 2021 OUTLOOK 2021 FUELWORLD10 Section 1 Feature > OUTLOOK 2021
Shehryar Ahmad Tom Caldwell
General Manager CTO
Corporate Techniche
Communications
BYCO Petroleum
Pakistan Ltd
In the wake of the Covid-19 pandemic, Byco immediately As the world remains in the grip of Covid-19, fuel retailers
sprung to action by supporting local struggling communities and their suppliers continue to search for new ways to
in villages near its refinery in Hub, Balochistan, during the operate throughout 2021, often having to reinvent how they
lockdowns by distributing rations, masks hand sanitizers. Byco do business. New Covid-secure working practices have
instituted social distancing SOP’s and other precautionary imposed additional costs on the industry and these will not
measures at all its offices retail outlets and other installations. be going away. Minimising risk for staff and customers, social
To combat climate change, Byco is Pakistan’s first oil company distancing measures, sanitisation and additional cleaning are
to declare its intention of becoming carbon neutral by the all part of the new cost of doing business.
year 2030. Byco’s major initiative in this goal is to plant trees
To remain competitive in 2021, retailers are looking for ways
using the Miyawaki Method developed by renowned Japanese
to offset this unplanned expenditure, by re-examining where
botanist Dr Akira Miyawaki, using his theory of Potential
incremental savings can be achieved in other parts of the
Natural Vegetation (PNV). Supporting the United Nations
business – what can be done more efficiently? With around
Sustainable Development Goals towards water conservation,
8% of fuel retail total expenses allocated to repairs and
Byco has begun installing reverse osmosis plants to recycle
maintenance, driving this number down is an ever more vital
water at its retail outlet car washes.
mission for retailers around the globe.
Byco Petroleum is Pakistan’s only vertically integrated oil
company. Byco is poised for success as Pakistan’s economy Techniche has been at the forefront of maintaining the critical
grows. Representing 37% of Pakistan’s total petroleum assets of global fuel retailers for over 20 years, at over
refining capacity of 156,000 barrels per day, Byco produces 40,000 sites in 39 countries. This year we are working with
a wide range of refined products. Founded in 1995 with the customers on new and innovative ways to either fine-tune or
vision to make Pakistan self-sufficient in energy production, reinvent asset maintenance strategies to cut maintenance
Byco today satisfies more than a quarter of Pakistan’s total costs further. By applying technology to manage, monitor
petroleum demand. and analyse critical assets more effectively, the performance
of assets is optimised. Predictive maintenance, advanced
To maximize sales of its refinery products, Byco developed its
analytics and automation will all be playing an increasingly
own retail network, now among the top six in the country in
vital role in this quest for maximum ROI.
terms of presence. Byco Petroleum owns and operates 408
retail service stations across Pakistan. Byco has similarly During 2021, retailers also need to examine the maturity of
launched a full range of automotive lubricants under the their maintenance operations overall. Many are still relying on
brands CNERGY (for gasoline engines), INTELU (for diesel out-dated spreadsheets and remaining in a purely ‘reactive’
engines), and BYKER 4T (for motorcycle engines). asset management mode, or don’t have an accurate inventory
Byco has also exhibited its farsightedness recently by of critical assets so can’t see what they’re meant to be
preparing to launch an aromatics plant in response to the protecting. For example, is your ATG (Automated Fuel Gauge)
need to modernize and diversify its business operations. accessible from the Internet? A very scary thought. Recent
In 2020, amidst the challenging situation of the Covid-19 projects by Techniche have revealed that many operators’
pandemic and extreme price volatility in international forecourts are vulnerable and exposed to the Internet and they
petroleum prices, Byco announced ambitious upgrade plans to didn’t even realise.
install a DHDS (diesel hydro de-sulphurising) unit and a fluid By managing and maintaining assets better in 2021 and
catalytic cracking (FCC) unit. Despite a challenging year in beyond, fuel retailers will not only offset the unexpected costs
2020, Byco has shown tremendous resilience and is poised to of Covid-19 but also drive growth and increase sales through
rise strongly as Pakistan and its economy scale new heights. maximum asset uptime and a better customer experience.
FUELWORLD OUTLOOK 2021 Issue 44 2021Feature > The Future of Fuel Retail — Part 2 Section 1 11
The Future of Fuel Retail – Part 2 COVER STORY
For Big Oil, Retail
Is the New Black
By Mirko Rubeis, Managing Director and Partner at Boston Consulting Group (BCG),
Giuseppe Bonaccorsi, Managing Director and Partner at Boston Consulting Group (BCG) &
Francesco Masci, Principal at Boston Consulting Group (BCG)
The oil and gas (O&G) industry has never volatility and possible decline of their Fuel retailers have increasingly
faced a more challenging business traditional businesses. Fuel retail will be a focused on building out their nonfuel
environment than it does today. As key growth vector for oil companies in the offerings, using daily touchpoints to
COVID-19 shakes fossil fuel demand and coming years, complementing their other address B2C and B2B customer needs.
accelerates the transition to alternative diversification and sustainability efforts. Digital solutions enable retailers to
forms of energy, many O&G companies further monetize these millions of daily
have endured their most unprofitable The benefits to players that have moved touchpoints, transforming fuel retail from
year in decades. Gasoline demand has early in these areas confirm the value a vehicle-centric model to a customer-
dropped significantly in recent months available in fuel retail, even during a centric model and expanding their
as a result of restrictions on movement pandemic. International oil companies accessible value pools. (See Exhibit 1.)
and as more people work from home with a large fuel retail footprint have
In addition, fuel retailers can use their
and rely more heavily on e-commerce. recorded very good financial results
sites to pursue strategic real estate
Demand in Q2 and Q3 of 2020 in OECD in recent quarters in their marketing
plays. For example, they can exploit
countries was 19% lower than in the divisions, thanks to increasing their
these sites as logistic hubs for last-mile
corresponding quarters of 2019 for margins during a period of declining
delivery, leveraging the proximity of their
gasoline, and 11% lower for diesel, oil prices, and to successfully
network to B2C customers—both for
where a surge in logistical activities repositioning their C-store concept
their C-stores and in partnership with
linked to e-commerce partially sustained as a safer neighborhood shopping
e-commerce platforms—to grow their
demand. As demand has fallen, so has option (often complementing online
offering of instant deliveries, which are
foot traffic in service station convenience purchases), thereby increasing nonfuel
possible only through a well-distributed
stores (C-stores) in most markets. revenues. Overall, the return on capital
network of micro-hubs. For B2B
employed by oil companies that have
customers, fuel retailers can leverage
One thing is certain: the competitive invested substantially in fuel retail
data accumulated from years of serving
landscape for service stations is exceeds 20%.
commercial fleets to offer insights into
changing even more rapidly than
utilization and maintenance, offering
industry observers had previously Benefits of Investing in new added-value services and cross-
expected, and the risk for players Fuel Retail selling other products (their own, such
that don’t adopt innovative business
Players that invest in the future of fuel as lubricants, or from third parties).
models is even greater now than it was
retail will be able to reap the benefits
when we discussed the situation in our Expanding into new value pools will
along four key dimensions.
previous report “Is There a Future for significantly increase the nonfuel
Service Stations?” Tap into new B2C and B2B value pools. component of retailers’ income and
Fuel retail is the only O&G business that reduce the volatility that is typical of the
Counterintuitively, that’s why this is a has direct access to end customers— O&G business, allowing companies to
critical time for O&G companies to invest both B2C and B2B—and therefore is the diversify away from hydrocarbons.
even more in fuel retail. By exploiting only O&G business with an enormous
nonfuel value pools, bolstering the amount of customer data. In times when Bolster energy transition efforts.
transition to different forms of energy, oil demand is uncertain, companies can Companies should take this opportunity to
and pursuing new avenues of growth, fuel use this data to identify adjacent spaces invest in the alternative fuel ecosystem
retailers can help themselves diversify to generate more value for customers shaped by electric vehicles (EVs),
away from hydrocarbons and offset the and provide new revenue streams. shared mobility, and other emerging
Issue 44 2021 OUTLOOK 2021 FUELWORLD12 Section 1 Feature > The Future of Fuel Retail — Part 2
global size of a company’s retail network, as measured by the
number of service stations, and brand value, as determined by
independent agencies. (See Exhibit 2.)
Oil companies are considering repositioning their brand
as broader energy companies that have global net-zero
emissions aspirations. In this context, an extensive retail
network can provide the visibility and brand equity to
communicate new brand attributes quickly and effectively.
This repositioning, in combination with a redesign of the
product portfolio, may help attract business partners,
investors, and talent. It may also help improve employee
satisfaction and retention.
How to Win
Investing in fuel retail can be an attractive opportunity, but
it’s not for the faint of heart because it requires transforming
the business model and developing capabilities that most fuel
retailers have not yet mastered.
Today, the traditional business model for service stations is at
risk because of lower transportation fuel demand and because
of substitution risk from alternative fuels and alternative
mobility models. In order to succeed, fuel retailers must
transform their business model in three dimensions:
green transportation solutions. Fuel retailers can leverage • Offering. Leveraging their deep customer understanding,
their network presence and their direct knowledge companies need to reposition themselves as mobility,
logistics, and even real estate companies that offer a
of customers to win in these new mobility value pools. Besides
broader range of products and services, exploiting their data
the obvious value of diversification, investing in alternative
and network locations as sources of competitive advantage.
fuels supports the company’s broader energy transition They also need to play a key role in alternative fuels (EVs,
efforts, which accelerated during the pandemic. hydrogen, and biofuels), even outside the service station.
Fuel retailers can provide a range of new green offerings— Leading companies have already begun to do this.
from EV charging to hydrogen and biofuels—in line with their • Asset Portfolio and Network. Players must reassess their
pledge to support decarbonization. Companies that invest in service station networks in light of anticipated future
energy transition upstream, such as hydrogen production or mobility trends. Doing so will enable them to buy and sell
biofuels, can place their output in their retail outlets. Energy assets proactively, purchasing today the sites that will
transition can also help companies expand beyond the service become mobility hubs tomorrow and divesting the sites
stations. For example, players such as BP and Total are that are high performing today but may become marginal
tomorrow (for example, fuel-only urban sites that EVs will
planning to build many new EV charging points, which will
challenge). Companies can also reassess and optimize their
eventually greatly outnumber their fuel retail sites.
mix of company- and dealer-owned stations, using the same
logic.
Support placement of refined products and trading activities.
The International Energy Agency warns that, by 2030, some • Organization and Capabilities. Fuel retailers should
14% of today's refining capacity in advanced economies will be start preparing the organization to cope with the new
at risk of lower utilization or closure. At a time when demand challenges—from holistically managing data among
for refined products is increasingly challenged, oil companies loyalty programs and different payment systems and
may find it important to have their service stations create an lines of business to building new capabilities in digital
and alternative fuels. Five or ten years from now, the
internal demand for diesel and gasoline. In addition, selling
organization of fuel retailers will look significantly different
nonfuel items and other services will add value to the volumes
from the way it looks today, and building capabilities in new
of refined products sold through the fuel retail network. For areas can take time, so companies should start to hire talent
companies with a strong trading arm, these “shorts” of refined and review their key processes today.
products from the fuel retailers can be very valuable in trades,
complementing their long positions from refineries and In the years to come, fuel retail will be less focused on
providing great opportunities for arbitrage in terms of quality, gasoline and diesel, and more focused on a holistic mobility
time, or geography. play, alternative fuels, and a much broader nonfuel offering.
Fuel retailers that successfully make this transformation
Boost brand and enterprise value. Fuel retail is a brand will reap the benefits of securing new nonfuel value pools,
builder for oil companies. It reinforces the brand and has accelerating their energy transition efforts, strengthening their
marketing synergies with other business lines such as brand, and securing a profitable channel for their remaining
lubricants. Our analysis finds a direct correlation between the refined products.
FUELWORLD OUTLOOK 2021 Issue 44 202114 Section 1 Feature > Country Profile UK
COVER STORY
Country Profile –
UK Competitive Landscape
By Rod Prowse
These changes were but a modest
UK- Market Profile prelude to what the 2000’s would herald.
In several respects, the competitive
UK Population Size SqKm Motor Vehicles* Service Stations** landscape is now much changed from
that which was in place 25 years ago.
England 56,286,961 130,309 29,605,870 6411
Scotland 5,463,300 77,911 2,760,252 845 Key trends that can be summarised
as ‘take-aways’ from the changing
Wales 3,152,879 20,736 1,721,329 535
landscape are:
North Ireland 1,893,667 13,793 1,080,589 561
1. The ‘Majors’ have retreated from their
*35,168,040 (2019) as at April 2020 total motor vehecies was 40.4m
** 8390 Total no. of service stations as at January 2020
former dominant position prevailing
in the second half of the 20th century,
The downstream competitive landscape by Bayford & Co. Save Group itself when they supplied circa 55-60% of the
in the UK displayed remarkable stability went in to liquidation in 2001, the inland market- an exception being in the
in the 25-30 years up to the 1990’s. The administrators divesting of the sites. aviation fuel sector, where they continue
first change came in 1990 with the sale to dominate at the country’s two main
This was followed, in 1997, with the airports, Heathrow and Gatwick.
by US company, Amoco, of its refining
BP acquisition of Mobil’s European
and distribution/ marketing interests 2. The refinery network has diminished in
downstream assets and, in the same
to French company, Elf- who had first size from 12 facilities in 1990 to 6 now.
year, by Shell acquiring Gulf Oil’s refining
entered the market in 1975 with the
and distribution/marketing interests on 3. The middle ‘tier’ of the landscape
purchase of Isherwoods’ Petroleum VIP
the latter’s market exit. has seen a significant ‘shrinkage’
business from Oxy.
in the number of participants, from
Also, during this decade, three refineries
In 1995 the Burmah retail network nine 25 years ago to a current five,
closed- Shell Teesport and Shellhaven
was acquired by Save Group and its as a result of withdrawals, take-overs
and Gulf, Milford Haven.
commercial/wholesale fuels’ business and consolidation.
FUELWORLD OUTLOOK 2021 Issue 44 2021Feature > Country Profile UK Section 1 15
4. The market position of the wholesalers/ Retail Sector: have been around 36 billion litres over
importers has substantially grown from Stability has been a key feature of the the past 5 years, now comprising 55%
around a 7% share at the start of the forecourt sector over the past decade, diesel: 45% petrol. The small declines
millennium to between 35-40% now- in terms of site numbers and overall in petrol over 2015- 2018 seem to have
and even higher in ground transport fuels’ volumes. In particular, the sharp, reversed (+0.5%) last year; by the same
fuels (circa 45%). Two companies have progressive decline in outlet numbers token, diesel demand, which peaked in
featured especially prominently: witnessed over prior decades has 2018, showed a modest (1.5%) reduction
slowed markedly, as follows: last year; as a percentage of the total
Greenergy, which started in 1992, new model sales, diesel cars have
is now the market leader, with 1980 = 25,527 fallen from a peak of 48% in 2015 to 26%
national distribution coverage and 1990 = 19,465 in 2019.
a particularly strong position in the 2000 = 13,043 At the end of 2019 there were 257
supply of products to supermarkets, 2010 = 8,892 unmanned sites, of which 159 are at
especially Tesco & Sainsbury. 2019 = 8,400 Asda supermarkets. As a percentage of
Supermarkets as a group now supply
the total network(3%), this is far below
around 45% of the road fuels’ market The ‘profile’ of the sector, as it was at
levels in some mainland European
( vs. around 6% in 1990). Greenergy the end of2019, can be summarised in
countries e.g. Benelux (30-40%) and
is now majority( 85%) owned by the following table:
Scandinavia (50%+).
Canadian infrastructure fund,
Market leader is Tesco, with around 16%,
Brookfield Business Partners. Just under 90% of the forecourt network
followed in short order by BP (15%),
have shops, which retail £4.1 bln/
Shell (14%), Esso (12%) and Sainsbury
Certas Energy is a wholly owned year- equivalent to circa £550,000 per
(10%). Total forecourt fuel volumes
subsidiary of Dublin based FTSE100 outlet; C-stores, which account for 30%
company, DCC, which entered
the market in 2001 by buying BP Average
Ownership Outlet Numbers Fuel volume Market Share
equity distributor, Scottish Oils, (Million litres/year)
and then, over the ensuing 15
years, embarked on an ambitious Supermarkets 1,588 10.2 45%
distributor acquisition programme,
Independent
which included the equity distributor Dealers 5,454 2.4 37%
businesses of Shell (Shell Direct),
Oil company 1,358 4.9 18%
Texaco and Total (TotalButler).
Issue 44 2021 OUTLOOK 2021 FUELWORLD16 Section 1 Feature > Country Profile UK
of the ‘shop estate’, generate by far the shows a cumulative rise of 38% over the At the end of 2019 there were 25,702
highest average turnover, at an average past 5 years. In addition, each of the past electric charging points at 9,529
of £1.1 mln/year, which accounts for two years have seen the addition of just locations- of which there were 1,083
almost 60% of total forecourt shop sales. over 30 new build sites. points on 441 devices located at 334
Spar is significantly the largest ‘symbol forecourts. Pressure to improve and
group’, represented at 15% of outlets and One of the noteworthy developments expand the charging infrastructure
accounting for 17% of shop sales. There in the sector over recent years has has been growing and this is expected
are still just under 800 sites (9%) with been the continued expansion of large to intensify. The Government has
no shop and 189 (2%) with kiosk only, of dealer groups, defined as those with set an ambitious target for the
which 80% are independent dealer outlets. networks in excess of 100 sites. This development of a public charging
can be clearly illustrated in the two network, promoting the concept
While fuel margins have recently been
tables below, which compare the of ‘destination charging’ e.g at
buoyant, earnings from non-fuels’
position in 2015 with the current one. supermarkets, hotels, gyms, car
activities now generally comprise the
parks, etc.; with this in mind, Tesco
lion’s share of forecourt totals.
These sites comprised 22% (18%) of the plans to install 2,400 charging points
Continued confidence in the sector is total UK site network, 33% ( 27%) of the at 600 of its stores. The expectation is
evident from the 3% increase in average independent dealer sites and supply that eventually most charging will be
site value in 2019, according to the Barber circa 21% (18%) of overall forecourt fuel done at home/in residential localities/
Wardlow Property Value Index; this index volumes (2015 figures in brackets). streets/roads.
2015 END 2019
GROUP SITE Nos. GROUP SITE Nos.
Malthurst Retail Motor Fuel Group
463 904
Holdings (MRH) (MFG)
Motor Fuel Group 385 EuroGarages (EG) 360
(MFG)
EuroGarages (EG) 354 Rontec/Snax 24 245
Rontec/Snax 24 214 Applegreen (1) 163
Co-op 146 Co-op 145
TOTAL 1,562 TOTAL 1,817
Note (1) Includes 35 Welcome Break MSA sites.
FUELWORLD OUTLOOK 2021 Issue 44 2021Feature > Country Profile UK Section 1 17
UK Fuel Retail Network as Jan 2020
No of No of
Brand Sites Sites Coco Company Area(s) of operation
BP 1223 1231 328 BP Oil UK Ltd UK
ESSO 1218 1184 198 Esso Petroleum UK & Channel Islands
Company Ltd.
SHELL 1085 1053 564 Shell UK Oil Products UK
TEXACO 716 713 Valero Energy England, Wales,
Northern Ireland
GULF 438 455 65 Certas Energy England, Wales and
Scotland
JET 311 326 9 Phillips66 Ltd England, Wales and
Scotland
MURCO 180 182 3 Motor Fuels Group England , Wales and
Scotland
PACE 139 146 5 Certas Energy England, Wales and
Scotland
"Various"* 105 110 1 Certas Energy UK
MAXOL 97 96 30 Maxol Oil Ltd. Northern Ireland
APPLEGREEN/LOW PRICES ALWAYS 106 102 106 Applegreen plc. England,
Wales,Northern
Ireland
SOLO 62 63 1 Solo Petroleum Northern Ireland
HARVEST ENERGY/BREEZE/TOTAL 82 79 14 Harvest Energy England, Scotland
GLEANER 53 55 12 Gleaner Oils Ltd Scotland
CIRCLE K (Formerly TOPAZ - 36 sites 47 48 1 Circle K Northern Ireland
still branded TOPAZ)
ESSAR 73 65 Essar Oil England and Wales
STAR 37 37 1 Nicholl Fuel Oils Ltd Northern Ireland
UK 25 30 Certas Energy England and Wales
RIX 22 28 Rix Petroleum Ltd. Scotland and Northern
England
THAMES 28 28 1 Thames Petroleum Scotland and Northern
(Scotland) Ltd England
GO 23 23 10 LCC Oil Northern Ireland
OIL4WALES/OLEW DROS GYMRU 19 19 3 Oil4Wales Ltd. Wales
LOCAL FUELS/PRICEWATCH POWER 10 7 10 Pricewatch Limited Sussex
DRAGON 10 10 NWF Fuels Ltd., Wales
EVF 9 9 1 Ellan Vannin Fuels Isle of Man
BWOC 9 9 B.W.O.C. Ltd. West of England
HIGHLAND FUELS 13 13 1 Highland Fuels Scotland
MANX 8 8 Manx Petroleum Isle of Man
NWF 6 6 NWF Fuels Ltd., England
OAK PETROLEUM 4 6 Oakley's Fuel Oils Ltd. England and Wales
HELTOR 6 7 Heltor Ltd Devon and Cornwall
FLARE 4 5 Flare (1980) Ltd England
UNBRANDED/OTHER 613 710 15
Total 6781 6863 1379
Source: Experian Catalist
Issue 44 2021 OUTLOOK 2021 FUELWORLD18 Section 1 Feature > Country Profile UK
Where will this leave the forecourt sector?
Clearly, it will have a key , continuing role
in ‘en-route’ charging; with this in mind,
both BP and Shell have ambitious plans
Rod Prowse
for charging points on their networks.
Rod Prowse has worked
The established ‘modus vivendi’ of the
for 30 years across the full
forecourt sector will probably not change
spectrum of the downstream
markedly for another 10 or so years -
oil sector, in both the UK
but will doubtless be faced with static to
and internationally. This
gradually declining fossil fuels’ sales.
has included leadership
A major conundrum is how this will
positions in both the retail
impact other forecourt revenue streams
and wholesale fuels’
(shop/c-store/ car wash, etc.) i.e. how
businesses. Rod has been
closely are these correlated? This will be
an associate consultant for
driven by factors such as location, local
KBC Technology and has
footfall and alternative provision. The
been involved in projects
sector could have a key role in providing
with companies based
locations to supply alternative (e.g.
in a number of different
hydrogen) or e-fuels. The key challenge
countries including Australia
will be to remain ‘relevant’ by ensuring
Argentina, Benelux, Bosnia,
that it has/develops a sustainable
Malaysia, Portugal, South
business model.
Africa , and USA.
Those who prosper will be the ones who
most successfully adapt to and navigate Rod has also served as
the ‘energy transition’ by positioning non- executive director on
themselves to take best advantage of a number of companies
the opportunities it offers AND, where including Delek Petroleum.
necessary, to pursue and develop entirely
new/ different revenue streams.
FUELWORLD OUTLOOK 2021 Issue 44 2021Feature > Country Profile IRELAND Section 1 19
COVER STORY
Country Profile – Ireland
Fuel Retail
Introduction from David Egan
European Union and dividing Ireland into
IRELAND Market Profile two, Northern Ireland being part of the UK.
Population 4,921,500 Apart from Brexit and Covid, Ireland
has also seen the Irish Petroleum
Size 70,273
Industry Association transition into
Motor Vehicles 3,087,195 “Fuels For Ireland”.
Service Stations 1797 Fuels for Ireland - the organisation
representing companies which provide
energy for transport, heating, business,
Every 5 years, I have completed a market comparable to the large markets agriculture, maritime and aviation -
country profile on the UK and Ireland. of Europe. The Celtic countries has set out its plans for the industry to
were not just smaller but had the become carbon neutral by 2050.
Three of these have been published
same demography and distribution
internationally. Before the UK left the The organisation’s ambitious plans
characteristics.
European Union, I divided the profile as are contained in a new strategy called
the Celtic Countries and England. Compiling the country profile this time, ‘Powering today and tomorrow.’ This
I have had to revert to the traditional outlines how forecourt operators,
In business terms, this made sense,
politic borders, separating UK from the home heating suppliers and other fuel
as England is a key international
Issue 44 2021 OUTLOOK 2021 FUELWORLD20 Section 1 Feature > Country Profile IRELAND
of biofuels, however. Emissions-free
DCC Energy (Certa Brand) acquired hydrogen-fuelled vehicles are likely to
all Tesco sites in Ireland in 2020 play a big role, and plans are in place
to establish up to 80 hydrogen fuel
stations by 2030. Other exciting new
fuel technologies are also going to
present major opportunities for fuelling
transport while slashing emissions,
including compressed natural gas (CNG)
and e-fuels.
Transport is not the only area where
major changes are afoot. When it comes
to our home heating needs, Ireland
remains highly dependent on oil, with
almost 700,000 homes being heated
using kerosene-fired heating systems.
To help boost efficiency and bring about
emissions reductions, 20,000 boiler
upgrades are carried out every year
which deliver an average CO2 reductions
of almost 20%. Given that 400,000
older and less efficient oil boilers are
in service nationwide, large-scale
reductions in emissions are possible
in the coming years, and technological
providers are changing how they do According to the Sustainable Energy
improvements will likely lead to
business to become more sustainable, Authority of Ireland, 97% of Ireland’s
significant changes in the liquid fuels
while continuing to play a crucial role in transport energy needs in 2018 were
mix in the coming decades.
powering Irish life. met using oil-based products.
Kevin McPartlan said that Fuels for
These transformational changes mean To meet the needs of Irish motorists,
Ireland welcomes the new coalition’s
that by 2050, the products which Fuels more and more forecourt operators
commitment to achieving major
for Ireland provides will be carbon are now supporting electric vehicle
emissions reductions and energy
neutral, with the industry playing a key charging. The total number of EV
efficiency gains over the next decade, and
role in the objective of making Ireland charging points has increased by 50% in
he called on the Government to enter into
carbon neutral. the last five years and plans are in place
dialogue with industry stakeholders to
to expand this significantly.
“Fossil fuels cannot be the basis of ensure that they succeed.
Ireland’s long-term energy plans, or Liquid fuels are being progressively
“Everyone realises that the country
the basis of our industry’s long-term transformed as the amount of biofuel
cannot change overnight given the
business strategy,” said Kevin McPartlan, which can be added to motor fuel
essential role that our members’
CEO of Fuels for Ireland. “This document increases, 330,000 tonnes of carbon
products currently play in sustaining
is about setting out our vision for how emissions are already prevented annually
our economy and supporting our
our members can support Ireland’s by blending zero-carbon biofuels into
way of life. But the technological
efforts to become carbon neutral by 2050. petrol and diesel. To accelerate this
improvements and innovations already
process, Fuels for Ireland is calling on
“The liquid fuels we provide are being underway are transforming liquid fuels,
the new Government to mandate the
transformed. With the right supports, and the pace of change is going to
doubling of ethanol in petrol sold in
Fuels for Ireland can play a leading role in accelerate. Working together, we will
Ireland as a matter of urgency.
making Ireland’s energy transition a reality. become carbon neutral by 2050 while
Remarkable improvements in engine The current E5 blend means that continuing to provide Irish people with
technology and efficiency have already ethanol makes up 5% of the petrol which the fuel they need.
transformed how we use fuels, now the is used in Ireland’s cars. Doubling the
“To bring this positive change about
challenge will be how to change our overall amount of ethanol used by switching to
as quickly as possible, we want all
fuel mix to dramatically cut and ultimately E10 would result in an annual reduction
solutions to be on the table, because we
eliminate greenhouse gas emissions.” in CO2 emissions of 90,000 tonnes:
want all our citizens to have the fuels
which would be the equivalent of taking
The strategy, ‘Powering today and they need for the lives they lead: now and
50,000 cars off the road.
tomorrow,’ sets out what this challenge long into the future,” he concluded.
will involve, given Ireland’s current The transformation of liquid fuels
reliance on oil and other fossil fuels. goes far beyond the greater utilisation Website: www.fuelsforireland.ie
FUELWORLD OUTLOOK 2021 Issue 44 2021Feature > MAXOL Group 100 Years Section 1 21
COVER STORY
MAXOL Ireland
Celebrates 100 Years
100% Irish, 100% family-owned and celebrating 100 years in business
Ireland. Moreover, it remains a 100% critical to his success. However, it was
family-owned Irish company of some his tenacity and business savvy that
22 shareholders, 21 of whom are third drove him to turn luck and good fortune
and fourth generation McMullans and into opportunity. After the First World
one who is married to a McMullan. How War petrol was rationed in Ireland but he
many other Irish family companies have discovered that, with a bit of adaptation,
managed to celebrate their centenary? Benzol could be used as fuel for motor
The list is a short one. cars. He bought a supply and shipped it
back to Belfast, much to the delight of
As businessmen, William and JG achieved people whose cars had been off the road
unparalleled success; William left for years because of the war.
school at 12 to work in a pharmacy
It all started 100 years ago when selling domestic household oils. In his In 1920 with the business prospering,
two brothers, William and James late teens, he moved to London to work William spotted the potential of oil
Gowan (JG) McMullan exercised for a chemist in Putney and lived with rather than just paraffin. He travelled by
their pioneering vision and today, JG, who worked for the Post Office. boat to London and began doorstepping
Maxol has retained its title as one major oil companies. One of them was
of the most forward-thinking and William had a knack of being in the right the Anglo-Mexican Petroleum Company
innovative companies of its kind in place at the right time, and this proved where his persistence in organising a
Issue 44 2021 OUTLOOK 2021 FUELWORLD22 Section 1 Feature > MAXOL Group 100 Years
meeting with the head honcho paid off, Maxol’s environmental journey has player Jacob Stockdale, Maxol’s first-
and the McMullans secured the exclusive evolved over many years as the ever brand ambassador.
rights to sell Mex petrol in Ireland. company continuously looks to reduce
its environmental footprint and make Investment
In 1936, William secured the exclusive the greener option the easier option for Since 2012, the company has invested
rights to sell and distribute Calor its customers. It was one of the first almost €200M in both new sites and the
Gas across the island of Ireland, retailers to offer 100% compostable redevelopment of its existing network.
securing his legacy as the person cups and lids, discounts are provided Despite the ongoing pandemic, last year
who introduced liquefied petroleum to customers who use a reusable saw a company investment of almost
gas to Ireland. The business grew cup when purchasing hot drinks, €20M across 16 sites including Dolphins
fast, particularly in areas where and the company has been installing Barn, Ballinteer, Dooradoyle, Ardbrae
there was no electricity and people compostable and recyclable bins and Newbridge.
were still dependent on candles and across its service stations to support
open fires. Always enterprising, the customers’ recycling efforts. Maxol’s first greenfield location
company was not only selling the since 2016 was opened at Rathnew
gas, but the cookers too. During Last October, Maxol announced a
in Wicklow following an investment
the 1960s, the McMullans sold their new carbon offsetting programme in
of €3.75M, creating 20 new jobs. A
interest in the gas business in what association with Greenprint, that aims
further €14M investment is planned
would become the first of several to offset 100% of carbon emissions with
for this year.
high-profile diversifications for the its new premium fuel range – another
company the most recent of which exciting step towards greener motoring. Fuel V food?
was announced last summer. In July At the core of Maxol’s business model
2020, the company entered the green A sporting chance
is its transition from being a fuel brand
energy market with the establishment Sport has played a central role in
selling convenience products to a
of bright, which now supplies 100% Maxol’s rich history stretching back
convenience food service brand selling
green electricity to households across to the 1920s when it sponsored the
fuel and new energies for mobility. Last
Ireland. Bright is a joint venture Ards TT, the fastest race in Britain
year its ratio of fuel to food shifted from
with Evermore Energy, a renewable and Ireland and the Irish Grand Prix.
60:40 to nearer to 50:50 and a further
energy company founded by energy Amateur boxing, rally driving and
shift in favour of food is anticipated over
entrepreneurs Ciaran and Stephen the GAA have all benefited from
the next 12 months.
Devine. The partnership between the Maxol’s patronage and for almost
two family-owned companies supports, 30 years, the company has sponsored Maxol works with respected brands to
and drives, Maxol’s sustainability and the Irish Universities Rugby Union’s deliver high quality food products and
diversification strategies. The formation series of multi-grade competitions. offerings and is a strong supporter
of bright is only the second joint venture Maxol’s long association with rugby of other Irish companies with 63% of
in Maxol’s 100-year history – the first continues to this day, including its its bakery and deli goods supplied by
being with Kosangas in 1954. collaboration with professional rugby indigenous producers.
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