Alimentation Couche-Tard Inc.

Good morning, my name is Joelle and I will be your conference operator today. Bonjour, je m'appelle Joelle et je serai votre opératrice pour la conférence aujourd'hui. I will now introduce Mr. Mathieu Brunet, Vice-President, Investor Relations and Treasury at Alimentation Couche-Tard. Je vais maintenant passer la parole à Mr. Mathieu Brunet, Vice-Président, Relations Investor et Trésorerie pour Alimentation Couche-Tard.

English will follow. Bonjour. J'aimerais d'abord vous souhaiter la bienvenue à la téléconférence qui porte sur la diffusion des résultats financiers du premier trimestre de l'exercice 20-27 d'alimentation Couche-Tard. Toutes les lignes seront placées en mode discrétion afin d'éviter tout bruit inutile. À la suite de la présentation, nous répondrons aux questions des analystes. Nous souhaitons vous rappeler que cette webdiffusion sera disponible sur notre site Internet pour une période de 90 jours. Good morning. I would like to welcome everyone to this web conference presenting Animentation Couche-Tard financial results for the first quarter of fiscal year 2027. All lines will be kept on mute to prevent any background noise. After the presentation, we will answer questions from analysts during the web conference. We would like to remind everyone that this webcast presentation will be available on our website for a 90-day period. Also, please remember that some of the issues discussed during this webcast might be forward-looking statements, which are provided by the corporation with its usual caveat. These caveats or risks and uncertainties are outlined in our financial reporting. Therefore, our future results could differ from the information discussed today. Our financial results will be presented by Mr. Alex Miller, President and Chief Executive Officer, and Mr. Filipe Da Silva, Chief Financial Officer. Alex, you may begin your conference.

Thank you, Mathieu, and good morning, everyone. Thank you for joining us to discuss our first quarter results. We're encouraged by the start to fiscal 2027 and we're seeing evidence that our strategy is resonating with customers and strengthening the business for the long term. Our performance reflects the resilience and diversity of our business with our markets, capabilities and growth platforms coming together across our unique global footprint to drive the business forward. Over the summer, we activated some of our best promotional campaigns across the network such as our America 250 campaign and Fuel Day events. Delivering compelling value offers for our customers while helping expand our loyalty base for the long term. As I visited stores, I saw firsthand how our teams brought these campaigns to life while remaining focused on being customer ready. This is translating into deeper engagement and continued growth in loyalty, which I'll come back to in just a moment. Before I discuss the quarter, I want to touch on the most significant development of the summer. Our recent agreement to acquire a controlling stake in the Jopka Group. Jopka is one of Europe's most dynamic convenience retailers, with significant scale in Central and Eastern Europe, best-in-class capabilities in food and digital, and a talented entrepreneurial team we deeply admire. This acquisition accelerates our Core Plus More strategy, expands our global footprint, and adds complementary strengths in food, private brands, supply chain capabilities, Digital Engagement, Loyalty, and Personalization, while supporting our organic growth ambitions. We look forward to welcoming the Jopka team into the Couche-Tard family as we work toward closing, which we expect to be completed by the end of this calendar year. With that in mind, let's dive into our results. I'll start with convenience before walking through the quarter using the same lens that guides our Core Plus More strategies. Merchandise same-store sales increased 1.6% across the network, led by 1.7% growth in the United States, marking our fifth consecutive quarter of positive same-store sales growth. What we are seeing today is a consumer who is increasingly intentional about where they spend, and we are leveraging our strengths to adapt to those changes in behavior. Consistent with broader industry trends, elevated living costs and fuel prices continue to weigh on discretionary spending in certain markets. However, when the proposition is compelling, customers continue to engage. We see that come through in energy, other nicotine products, food offers, and loyalty-driven promotions. That shift in selective spending behavior is also reshaping the category mix. Packaged carbonated soft drinks, as well as traditional center store categories such as salty snacks and packaged sweets, remain softer than historical levels as consumers become more deliberate in what they put in their baskets. Excluding those categories, underlying merchandising performance would have been around the midpoint of our same-store sales growth algorithm. At the same time, we are seeing growth in areas where we have been investing, including functional, protein-rich, and better-for-you categories. Our teams are actively reallocating space, refining assortments, and tailoring promotions to ensure we are meeting customers where demand is moving. As Filipe will discuss, we are also being purposeful on pricing decisions in categories facing volume pressure, balancing profitability with customer relevance and long-term loyalty. More importantly, traffic improved as the quarter progressed, reinforcing our view that customers will engage and spend when the proposition is right. In Canada, same-store sales were stable. as continued strength and thirst helped offset regulatory pressure in nicotine. While the quarter finished flat overall, sales trends improved materially over the course of the quarter and turned positive in the final period. In Europe and other regions, same-store sales increased 1.2%. Despite softer trends in Asia, Europe delivered growth across key geographies and categories, particularly beverages and next-generation nicotine products. Turning to our core categories and starting with fuel, we saw mixed volume trends across our regions. Same-store fuel volumes were down 1.6% in the United States and 4.3% in Europe. Canada extended its positive trend to eight consecutive quarters of growth with volumes up 1.1% in the quarter. Importantly, every business unit across North America posted positive four-quart traffic during the quarter. Although customers purchased fewer gallons on average, They continued to choose our network, reinforcing the relevance of our value proposition and customer offer as our fuel business continued to generate attractive gross profit. Despite softer demand, our U.S. same-store volumes outperformed most peers, and our fuel margins remained well ahead of our competitive set. Market volatility and favorable supply conditions certainly contributed during the quarter. But these results are also a reflection of the fuel platform we've built over many years across sourcing, supply, pricing, and network management. That platform helped us gain sequential market share in the U.S. and deliver fuel profitability across the network. Beyond retail fuel, B2B continued to build momentum. Mobile payment adoption in Europe increased roughly 40% year over year, while our Circle K Pro car drove another quarter of growth with fleet operators in North America contributing to a 20% increase in B2B volumes. Together, these initiatives are extending the reach of our fuel platform and creating additional avenues for growth. Turning to Thirst, one of our most impactful traffic drivers and a category where we continue to gain share across the network. Energy was once again the standout, delivering double-digit growth in the U.S. and roughly 70% of the category's gains. Protein beverages and enhanced hydration also grew meaningfully, reflecting rising consumer demand for functional and wellness-oriented products. Carbonated soft drinks were pressured in part by changes to SNAP eligibility in certain markets. We continue to respond by focusing on value, leveraging our loyalty platform, and driving engagement across adjacent beverage, food, and convenience categories where we're seeing stronger customer demand. In Canada, energy delivered high single-digit growth, with similar performance across energy and functional beverages in Europe, highlighting the attractiveness of the category and the relevance of our customer offer. Turning to nicotine, in the U.S., other nicotine products delivered one of their best quarters in recent years, posting double-digit same-store sales growth led by pouches, significantly outpacing the broader market. In cigarettes, same-store sales increased for a third consecutive quarter. While growth moderated from the strong performance we saw in Q4, we still outperformed industry volume trends by roughly 400 basis points, reflecting the effectiveness of our pricing, promotional, and loyalty strategies. In Canada, the category remained broadly consistent with recent quarters. The illicit market and evolving regulatory environment continued to pressure legal volumes. which were partly offset by disciplined pricing and a targeted customer offer. In Europe, results benefited from growing adoption of next generation nicotine products alongside a stable cigarette business. Pouches remained a key contributor to growth with several markets, particularly across our legacy European network, delivering solid high single digit same store sales growth. Our assortment, digital capabilities, and engagement with age verified customers position us well as the category continues to evolve. Now let me turn to the more part of our strategy, where food remains our single biggest growth opportunity. If you look at our latest annual report published earlier this summer, you'll see the progress we're making reflected in our mix, with food now representing 13.2% of merchandise sales. In North America, value continues to anchor the food story through our meal deals, We sold nearly 14 million meal deal bundles during the quarter, up nearly 20% from last year, demonstrating the continued appeal of a compelling value proposition. We are also working closely with our vendor partners to keep the offer fresh and give customers new reasons to engage. A recent example in the U.S. is our Flamin' Hot Boneless Wings launch, our first hot food collaboration with PepsiCo and Frito-Lay. Following a successful rollout across our fresh food network, the product is now selling more than 40,000 units per week and helping drive larger food baskets. More broadly, we're seeing customers increasingly trade up into higher value prepared food offerings, with hot food mix increasing since launch, demonstrating our ability to pair everyday value with attractive premium offerings. We're also finding opportunities to further optimize our core assortment. Using data and consumer insights to refine menus at both the national and regional levels. Beyond the U.S., we're seeing progress across the network. In Canada, food sales and unit growth improved year over year, supported by value-focused offers, stronger food conversion, and continued engagement with our meal deal platforms. In Europe, food performance benefited from customers increasingly choosing larger and more satisfying meal options. Growth was led by burgers, while larger formats including extra-large kebabs and double burgers continued to resonate with consumers. Underpinning all of this is execution. We remain focused on improving availability across our hero items, refining our meal deal platforms, and simplifying operations to improve sell-through and reduce shrink. Food represents a significant opportunity for us, and we're continuing to build the capabilities needed to capture it. Turning to our network, during the quarter we added 26 sites across North America and Europe and today have approximately 42 stores under construction. We expect to open more than 100 stores in fiscal 2027 and continue to expand our development pipeline. While permitting and entitlement timelines remain longer in certain markets, we expect to supplement our new build program with a growing pipeline of single site acquisitions and remain on track toward our long-term target of 750 new stores by 2030. Our new stores continue to meaningfully outperform the broader network, with food sales 120% above the network average, while merchandise sales and basket size are 20% higher, demonstrating the strength of our site selection and customer offer. Moving back outside the store, e-mobility remains a good example of how we're building for the future while leveraging the strengths of our existing network. In Europe, our charging network now exceeds 4,900 charge points, up 32% from last year. Customer adoption continues to grow, with charging transactions increasing more than 40% and utilization moving higher across the network. Those results reflect the advantages of our model, prime locations, a reliable charging experience, and the ability to combine charging with food, beverages and other convenience purchases. As adoption continues to grow, we're well positioned to capture that opportunity. Finally, digital and loyalty continue to be increasingly important drivers of customer engagement across our network and are among the key enablers that power our 4 Plus More strategy. In the U.S., we added more than 1 million Inner Circle members during the quarter. bringing the program to nearly 16 million members. Nearly one in three transactions now comes from a loyalty member, while traffic attributable to Inner Circle increased 30% versus last year. We recently launched Inner Circle 2.0, enabling members to earn rewards across more of their purchases while unlocking personalized offers and challenges. This month, Inner Circle will be live in all U.S. business units with the expansion of the program into our northern tier business units. In Europe, Extra 2.0 is driving a 13% increase in traffic across our legacy markets. We also recently brought our EV and loyalty experiences into a single app, helping drive a 19% increase in EV traffic among app members and creating a simpler, more connected experience for customers. With that, I'll turn it over to Filipe.

Thank you, Alex. Good morning, everyone. The first quarter demonstrated the balance we are achieving across the business, delivering adjusted EBITDA growth of 10.5% and adjusted diluted earnings per share growth of 15.4%, while maintaining normalized expense growth well below inflation. At the same time, we continue to invest in customer value and traffic driving initiatives, advancing our strategic priorities and focusing on delivering sustainable long-term earnings growth. More importantly, these results demonstrate the strength of our diversified operating model. You have heard Alex provide additional color on the quarter and the consumer environment. While pockets of pressure remain across parts of our network, the growth algorithm we outline at our business strategy update continues to deliver. The combination of our geographic diversification, category mix, and multiple earnings levels allows us to continue growing earnings while navigating different market conditions. Canada and Europe once again made meaningful contributions to our performance, reinforcing the benefits of a balanced business that is not dependent on any single geography, category or initiative. Before turning to the quarter, I would also like to briefly acknowledge the announced JAPCA transaction. This is a transformational investment for Couche-Tard and an important milestone in our journey. I could not be more enthusiastic about what this transaction brings to the organization, from the quality of the business and its capabilities to the opportunities it creates for the years ahead. I will now go over some key figures for the quarter. For more details, please refer to our MD&A available on our website. Net earnings attributable to shareholders stood at $829 million, or $0.90 per share on a diluted basis. Adjusted net earnings were approximately $827 million or $0.90 per share on an adjusted diluted basis, representing an increase of 15.4% compared to the corresponding quarter of last year. Now, let's review in detail each of our business segments on an ethics-adjusted basis. Adjusted EBDA for the first quarter of fiscal 2027, increased by approximately $165 million, or 10.2% year-over-year, driven by improved road transportation fuel growth margin, as well as by the contribution from acquisitions, which amounted to approximately $44 million, partly offset by inflationary pressure on our expenses, including our electronic payment fees from higher fuel retail prices. During the first quarter, merchandise and service revenues increased by approximately $186 million, or 4%, primarily attributable to the contribution from acquisition, which amounted to approximately $112 million in organic growth coming from our store performance. Merchandise and service growth profit increased by approximately $52 million, or 3.1%, primarily driven by approximately $38 million from acquisition, with additional contribution from organic growth across all regions. In the United States, merchandise margin declined by 50 basis points to 34.1%. This reflected several factors, including a shift in category mix, increased pollage in certain food categories, as well as deliberate pricing disciplines designed to support compelling value for our customers. Let me take a moment to expand on merchandise margins. As you heard Alex discuss earlier, consumers continue to be thoughtful about how they spend, and we have been intentional in our pricing decisions to ensure our offer remains competitive, compelling, and relevant. While that supported traffic, customer engagement, and positive same-sources growth, it also contributed to some pressure on merchandise margins during the quarter. For example, the continued growth of InnerCircle is also driving greater participation in traffic-driving programs such as PolarPop and Mildews. These initiatives are delivering the intended customer response, including increased visit frequency and deeper engagement across the network. At the same time, Some of the categories that have traditionally contributed a disproportionate share of the merchandise gross profit remain softer than historical levels. As consumers place greater emphasis on value, we continue to see spending shift toward promotional and lower ticket purchases, with fewer discretionary items making their way into the basket. While these categories represent a relatively modest portion of sales, they tend to carry higher margin profiles and therefore have a greater impact on overall margin performance. That said, we continue to evaluate performance through the lens of gross profit dollars rather than any single quarter's margin rate. The balance between traffic, sales growth, and margin will naturally shift from period to period, but we remain confident in the underlying economics and long-term profitability of the business. We are also beginning to see tangible benefits from our distribution center network, with product availability and service level now outperforming our traditional wholesale model. While still early, the sourcing and procurement opportunities we are seeing reinforce our confidence that these capabilities will increasingly contribute to margin expansion over the coming quarters. In Canada, merchandise margins declined by 60 basis points to 33.3%, primarily reflecting category mix, continued competitive intensity in cigarettes, and shifts within beverage categories. While these factors weighted on margin rate during the quarter, they supported volume and customer engagement in some of our most important categories. In Europe and other regions, merchandise margin increased by 70 basis points to 39.6%, benefiting from favorable mix, including a lower relative contribution for cigarettes, and continued growth in higher margin categories and services. Our EV charging business continued to gain momentum in Europe, with gross profit increasing by nearly 40% compared with the same period last year. Moving on to the fuel. World transportation fuel gross margin was 52.61 cents per gallon in the United States, 16.79 Canadian cents per liter in Canada, and 11.34 US cents per liter in Europe and other regions. While fuel margins in Europe and other regions were below last year, this largely reflects change in market conditions during the quarter. We continue to view the region as healthy and remain confident in our ability to generate attractive fuel profitability over time. While market conditions remain supportive during the quarter, we believe the consistency of our fuel performance increasingly reflects capabilities that have been built over the last decade. Investment across sourcing, logistics, supply optimization, and trading continue to strengthen our ability to perform through different market environments and create value across our network. More broadly, fuel remains a critical component of our growth algorithm. The scale and profitability of our fuel platform support traffic, generate significant gross profit, and help fund the investment we are making across food, digital, and other long-term growth initiatives. Turning to SG&E, normalized expenses increased by 2.7% year-over-year, well below the weighted average inflation rate across our network. These results demonstrate an important point. Over the last several quarters, we have been making thoughtful investments across supply chain, technology, and store operations, while preserving the financial discipline that has always been central to how we operate the business. This quarter is another proof point that we can continue investing in the future while maintaining a lean cost structure today. Store labor hours per location declined 1.1% compared with last year, while overtime trends across North America continue to improve. This improvement reflects ongoing efforts to better align labor with demand, simplify execution, and support productivity at the store level. We are also making growth progress with RELAX. Since discussing the successful pilot last water, deployment has expanded from approximately 200 stores to more than 1,000 locations across North America. Product availability on RELAX managed items has improved by more than 5%, supported by stronger forecasting, replenishment, and space planning. Most U.S. business units are expected to be live during fiscal 2027, with Canada following in fiscal 2028. Over time, we expect these capabilities to improve availability, reduce complexity and spoilage, and further enhance productivity across the network. Turning to depreciation, we saw an increase of approximately $21 million, or 4%, compared with the first quarter of last year. Approximately $16 million of the increase was attributable to acquisition, with the balance largely reflecting ongoing investment in our network, equipment replacement, and other growth initiatives. Overall, depreciation continues to evolve largely in line with our expectations and consistent with the pace of investment across the business. From a tax perspective, the income tax rate for the first quarter of fiscal 2027 was 23.3%, compared with 23.2% for the corresponding quarter of fiscal 2026. As of July 19, 2026, returns on equity stood at 19.7%, while return on capital employees was 13.7%. Our balance sheet remains in a strong position. At quarter end, our leverage ratio stood at 1.77 times compared with 1.99 times at the end of fiscal 2026. We also maintain strong liquidity with approximately $3 billion in cash and an additional $3.5 billion available through our revolving and secure operating credit facility. During the quarter, we repurchased 0.4 million shares for approximately $26 million and repaid our €750 million denominated senior unsecured note at maturity. As part of our capital allocation framework, share repurchases are currently on pause as we prepare for the expected closing of the SHAP-CAD transaction. Following the launch of the voluntary tender offer process at the end of August, we continue to make progress while completing what we believe is a highly complementary and compelling addition to the Couche-Tard family. This will further enhance our leadership position in the convenience market. While the final ownership level will depend on shareholder participation in the offer, we currently expect leverage to move mostly above our stated comfortable range of 2 to 2.5 times closing. Even so, we remain confident in the strength of our balance sheet, our cash generation capabilities, and our ability to deliver efficiently following completion of the transactions. Turning to the VLAND, the Board of Directors declared yesterday a quarterly dividend of 21.5 cents Canadian per share for the first quarter of fiscal 2027 to shareholders on record as at September 11, 2026, and approved its payment effective September 25, 2026. In closing, I'm very pleased with our quarterly performance and remain committed to executing against the long-term profitable growth algorithm outlined at our business strategy update. While quarterly results will inevitably include some variability, our focus remains on the longer-term trajectory of the business. Across merchandise, fuel, customer engagement and operational efficiency, we continue to see evidence that the investment initiatives underway are moving in the right direction and strengthening the foundation of the business. We are investing in the areas that matter, improving the economics of our networks and expanding the advantages that continue to set us apart. As we look ahead, we feel good about where the business is headed. We are executing against a clear plan, building on a position of strength, and remain confident in our ability to create sustainable long-term value for shareholders. I thank you for your attention, and I will now turn the call back to Alex.

Thank you, Filipe. I'll leave you with a few final thoughts.

As I step back and look at the quarter, what stands out to me is the progress we're making across the business. were attracting more customers into our ecosystem, gaining share in key categories, and expanding engagement through loyalty. Quarter also highlights the strength of a business that is built on multiple geographies, categories, and initiatives, rather than any single driver of performance. As Filipe noted, progress in a business like ours is measured over years, not quarters, and the results we discuss today reinforce our conviction in the Core Plus More strategy and the long-term direction of the business. As we look ahead to the second quarter, it's still early, but we saw trends stabilize as we exited the first quarter and are beginning to see signs of improvement. While there remains some uncertainty in the consumer environment, the data we see today gives us optimism that there is a path towards sequential improvement and performance consistent with our long-term growth algorithm. My thanks once again to our colleagues around the world for everything they do to serve our customers. With that, operator, let's open the line for questions.

Thank you. Ladies and gentlemen, we will now begin the question and answer session. Should you have a question, please press star followed by the one on your touch-tone phone. You will hear a prompt that your hand has been raised. Should you wish to decline from the polling process, please press star followed by the two. If you are using a speakerphone, please lift the handset before pressing any key. One moment, please, for your first question. Your first question comes from Irene Nettel with RBC Capital Markets. Your line is now open.

Thanks and good morning everyone. I'd like to start the call just talking a little more color please around the U.S. same store sales number which came in just shy of your target but more specifically some of the categories that you described as being weak. I'm wondering how much of that is structural you know as consumer consumption changes spend Thank you.

Thanks for the question, Irene.

I think as you look at the quarter, right, we continue to see, you know, the items we've referenced as core and where we see strength, you continue to see real strength, right? We're delivering in nicotine. You know, you look at cigarettes, right? We were up, you know, I want to say 3-6 in Q4. We were up 1-8 in this quarter, so still very solid growth, but a fallback versus where we were in Q4. We obviously grew other nicotine by even a greater number and continue to capture material share in that growing instance, where our gross profit now is very similar in the U.S. from other nicotine to cigarettes, and it's actually higher, pretty significantly higher in Europe than cigarettes are. Energy drinks continue to perform. Like you heard in our commentary, right, we saw some real challenge in carbonated soft drinks that impacted our packaged beverage. I think with that said, energy drinks is now twice the size of CSD, where we're growing significantly, and we're also seeing changes, you know, really strong sales in hydration, functional beverages, protein beverages, and we are actively allocating more assortment to those areas. As you look at the center store, specifically confectionery, salty snacks, some of those categories that are long traditional categories in the C-store space, they have been under challenge for some time. I certainly think GLP-1 drugs are having an impact on those categories. And we did see they were softer in this quarter than they were the previous quarter. Is that transitory or not, candidly, Irene, I don't know. What I do know is we are changing assortment and we are putting in more protein, more functional bars and things in these categories, chips in these categories. You see the vendors actively reallocating space. So we remain optimistic as we make changes to our assortment that these can continue to be strong categories for us.

That's great. Thank you. I'll pass it along. Your next question comes from Corey Charlo with Jefferies. Your line is now open.

Great. Thank you and good morning. Alex, I wanted to ask about the test with the Flaming Hot Chicken Partnership with Pepsi and how that A has informed your ability to move into different categories beyond what the business currently exists in. And then B, as you think about what this might portend for the future, how this could unlock further scale for your food platform as we look forward. Thanks so much.

Yeah, I think, you know, we have great relationships with our big CPG partners, first of all, and Pepsi and Frito-Lay are one of those partners. We have great relationships with multiple other of our big CPG partners, and we continue to innovate and work with them and bring new products to market. And with our relationships and our scale, we're often able to do that with exclusive launches and bring unique products to markets. As I think about the Flamin' Hot launch, what gives us encouragement is we think about our food. We think about, you hear us talk to compelling value and our meal deals, and you clearly see those resonating with consumers as we grow those platforms. What also is finding midpoint price and more premium price items to bring into our mix that can help with margins and deliver additional sales growth beyond just the compelling value offers that I believe we've shown we have real capability in. Flamin' Hot Wings, the LTOs that we've launched with Guy Fieri, and what we have in line to do that, I think we see a path to hit at these different levels of food and contribute to our goal to grow three to four times food versus our core C-store. We grew food 5.2% in the U.S. We grew hot foods over 11% in the U.S. We grew food in Canada 4.3%. We grew food in Europe 3.6%. So we are growing food across the network. And we believe things like Flamin' Hot Wings and specifically having very targeted at value, midpoint, and premium will accelerate our growth to our goal of three to four times growth that we've shared with you that is our ultimate target.

Great, thanks so much and best of luck.

Your next question comes from Martin Landry with People. Your line is now open.

Hi, good morning. I would like to go back to the U.S. consumer. You know, your merchandise same-store sales were growing below your growth algorithm. and combined with the margin erosion this quarter versus last quarter, your growth was above your growth algorithm with a margin expansion. So can you discuss a little bit the health of the U.S. consumer? In Q4, you had mentioned consumer resilience and today I think you're pointing to a more discerning consumer spending. So have you seen a change in consumer behavior in the U.S. in Q1 versus Q4? I'd like to hear a little bit more details on that.

Yeah, I think, you know, the notion of inflation, it's been here with us for a while.

The notion of the, you know, the K-shaped economy or the stress on, you know, the lower income consumers, that's been a conversation for really multiple years now. I think when you stand back, the consumer... and many of the metricies, they've proven to be highly resilient, right? And that gives us optimism. They are outspending. They are just being more targeted, more direct, I think more thoughtful in their choices. And we need to play into that. And we are playing into that. You know, you hear retailers, you know, I think a lot of retailers have kind of signaled, hey, they're seeing some softness. But that's not the first time we've heard that. And that will never be a reason or an excuse inside a Couche-Tard. We are taking share. We need to take more share. That is about the assortment and having the things that they really want. And that is increasingly leveraging our digital platforms to communicate with them and provide them personalized offers that resonate with them and drive them to our stores more often and to purchase more when they're on our stores. We are having success in doing that. We continue to advance those programs, advance our capabilities around personalization, add age-restricted members to our platforms, and we believe we can continue to win and take share inside of the environment that we're operating in and ultimately deliver on our growth algorithm. You know, 15% EPS growth and 10% EBITDA growth, that's solid, right? That's solid. And yes, we slightly missed on our 2% to 3% same store, but we believe we can deliver in this environment against our growth algorithm, and I believe we're showing that we can.

Okay. Thank you for the comments.

Your next question comes from Chris Lee with Desjardins. Your line is now open.

Hi, good morning. I just have a very quick clarification and then a quick follow-up. First, Alex, I want just to confirm, did you say that Q2 today, U.S. merchandise, same-store sales, is trending roughly the same as Q1, about 1.7%, but you do see maybe a path for sequential improvement while maybe still a little bit early?

Yeah, I think

Our sales thus far in the quarter are very similar to what we just announced for Q1. I think we have seen some acceleration in the past couple weeks that gives us some optimism. Our fuel volume numbers are pretty similar to what we delivered in Q1. Our US CPG up to this point is high 40s. Our costs in P4 are absolutely under control, and we delivered nice margin capture in P4. So, yes, to answer your question that similar, but, you know, feel pretty good about our performance up to this stage of the quarter and have some optimism in the last couple weeks of data that we've seen.

And just to be on the next page, I think it's very important to go a bit beyond, you know, the quarter vision and we believe that, you know, customers are looking for value. We have been talking about that now since two quarters. We are seeing a very strong response there. We see, you know, when we look at loyalty, all the investment that we have done there, we see the traffic going up. Average visit is going up with the loyalty. So it's really amazing. It gives us, you know, and all the food, you know, things, initiatives that Alex had just mentioned, you know, earlier in the call. It's just showing us that we are on the right path. We are there for the customers. On the long run, there is no doubt that, you know, this growth algorithm that we have provided to you during the business update We'll get there. We just need to continue to do what we do and we are convinced that we are on the right path and the customer is responding well. So, yeah, a lot of confidence around that.

Perfect. And then just maybe a quick follow-up. Just on the fuel margins, as you know, the U.S. administration has been in talks with the refiners to try to lower gas prices. I know it's still very early and there aren't a lot of details, but just curious to know how you think this might potentially impact your business and fuel margins. If any at all.

You know, we really separate, right?

We have our supply chain, and our supply chain goal is to bring product to supply our stores rateably, constantly, and to do it at the lowest possible cost of goods. We then compete every minute of every day on the street with our competitive set. We remain in position and competitively priced Always. That is our motto. The rest of it rolls around us. I think we have said to you multiple times that in periods of volatility, they ultimately are good for us. And the platform we have built enables us to capture additional value. I think you see that in Q4. You see that in Q1 here. The environment remains volatile out there. and we continue to utilize our platform to capture value and deliver underlying hogs that is advantaged against our competitive set.

Your next question comes from Vishal Sridhar with National Bank. Your line is now open. Hi.

Thanks for taking my question. At Investor Day, Supply Chain was indicated to be an enabler for your strategy, and I know you had some DCs that have opened, and you talked to that a little bit. I was just hoping you could update us on where you are on your DCs and how many of the planned 1,600 stores have been onboarded, and when should we expect those benefits to become visible in merchandise, same-store sales growth, and gross margin and expenses?

Thank you. Thank you, Michel. Yeah, you're right. The supply chain and the merchant supply chain is one of the key initiatives that we have, you know, for within the complex model. And I think you should see that initiative as a multi-year journey. To build this supply chain, I will make a parallel on the fuel side, it takes years. So here we are very pleased actually by the three DCs that we have put in operation during Q4 of last year. And as I mentioned earlier in the call, it's already delivering tangible results. are already above the model that we have and the wholesale model that we have in other parts of the network in the U.S. So it's already delivering there. On the sourcing and the procurement, We are just starting. I think it will take some time. As I mentioned in the previous call, I think we will start to see some margin benefits at the end of this fiscal year and definitely continue to accelerate over the next coming years. But feeling good about where we are, the team are full speed on that. Again, it's a new capability for us. But we are definitely confident that, you know, we'll be talking about the mass supply chain as we are talking about the fuel supply chain today as a very strong differentiator and an enabler to margin expansion over the next coming years, Richard.

And Richard, I build on JAPCA. You know, one of, there's many things we find attractive about JAPCA, but certainly a primary one is their More than a decade of advancement of their own supply chain. So they have eight warehouses in Poland. They have two more under construction as we speak. They supply 99.8% of the goods to their nearly 13,000 sites in Poland. And we have 400 stores in Poland. We have 60% skew overlap and their cost of goods to deliver to their stores versus our cost of goods is more than 20% less. acquiring Javka, we will be able to service some of our European network with their existing footprint and we believe that will advance our capabilities and our speed in Europe on this journey and also the knowledge to our six warehouses and DCs here in North America.

Your next question comes from John Zamperro with Social Bank. Your line is now open.

Hi, thank you. Good morning. The question is about your vendor partnerships. in particular on other nicotine and energy. And I wonder if you can talk about the state of vendor support you're receiving to spur traffic and sales in those categories. In the past, you've spoken positively about this contributing to sales growth and also margin expansion because these categories carry above average margins. So I wonder how that has fared this quarter and what you expect the rest of the year given the current environment among consumers and for consumer spending.

Energy is an incredible story. Energy has been around for 25 years. It is a massive category today. It is twice the size of carbonated soft drinks. Yet it is still growing. High single digits. kind of industry-wide. And for us, we're outperforming that. And as I said, we've grown more than double digits, more than 10% in the U.S. this quarter. And we're growing in Canada. We're growing in Europe. As far as our vendor partners, I think we have great relationships with all those partners, Red Bull, Monster. Certainly, you have Pepsi in there with Canada. And what you see is the core continuing to do very well and then new products coming. You look at the new products such as Alani and Celsius and you see many more females entering the category and new products. So the run rate for energy, it's been an incredible story. It is not slowing down and we are well positioned both with our cooler space The Advancement of Cold Space in Our Stores Around Our Footprint and Our Relationship with Vendors and being on the cutting edge of getting the new products, bringing in the innovative products and leading with those products. So we feel great about the journey, about our relationships and where we're positioned and we over index. Energy and other nicotine are the two big drivers and we have great relationships in those spaces. and we over index heavily in those spaces.

Your next question comes from Derek Lessard with TD Cowan. Your line is now open.

Yeah, thanks and good morning everybody. So, another standout quarter in terms of your cost control. Just how should we think about your normalized SG&A growth? as you start lapping your strategic investments. And then just maybe a reminder on the timing of that lapping.

Yeah, thanks for the question. And yeah, you're right. The team is doing an amazing job here on the cost discipline. I have to say that that's something that, you know, it's across the operations, U.S., Canada, Canada, Europe are delivering a very strong discipline there, which allows us actually to invest. Because we know we have been talking about and we continue to talk about all these digital investments, supply chain investments, and it's possible because we are being disciplined and a lot of stuff happening in terms of productivity so we are seeing labor hours going down in the stores. We are seeing the GNFR procurement and leveraging our scale and getting concrete results and savings there through regional, national or global negotiations there. So think very good about where we are and we are very confident on this part of the financial growth algorithm that we'll be able to deliver the normalized expense below inflation on a sustainable way. Again, here, I want just to be cautious, you know, quarter over quarter. You may see some variation there, but, you know, we'll be there. We'll be delivering on the fiscal year this year. We'll be delivering over the couple of small, you know, strategy, you know, four years plan. And we are very confident. And thanks to the job that's been done by the team again.

Your next question comes from Bobby Griffin with Raymond James. Your line is now open.

Good morning. This is Alessandra Jimenez on for Bobby Griffin. Thank you for taking our questions. I wanted to follow up on the U.S. pricing investments. Could you provide some more detail on where those investments are concentrated by category, why you chose to make them now, and then what you've seen from competitors in response? And should we think about the pricing investments as a multi-quarter margin headwind?

Yeah, thank you for the question.

I'm not going to go into detailed category analysis on this call. I think, you know, what I would tell you is kind of two or three things. I think you've seen us grow margin expansion over the past two years. We have expanded margins. I view this quarter as somewhat of an anomaly. We knew we had heavy investment going into America 250, into the World Cup. We knew we had heavy investment going into our food platforms. and Meal Deals. And then on top of that, we had some timing impacts around rebates and placement fees. And so, you know, we fundamentally believe that we've shown we can expand margins over the cycle. And we believe we will continue to do that. And again, I think as you heard Filipe say, and you heard Filipe say about our cost, it's not always going to be clean quarter to quarter. but over the cycle, we fundamentally believe we will continue to expand margins and we believe we've been showing that over the past couple years.

Your next question comes from Tammy Chen with BMO Capital Markets. Your line is now open.

Hi, Alex. Hi, Filipe. Thanks for the question here. On the U.S. merchandising store sales, as I'm listening to you guys talk about the categories that have continued to grow well versus the categories that have been weak, it sounds like to further accelerate the merchandise comp, like is it largely a shelf allocation hurdle at this point? So just continuing to pivot more of your shelf space to those higher growth areas, the functional beverages and less in the CSD and confectionery. And that's when we'll see that acceleration in the comp. Thanks.

Yeah, I think the simple answer is yes. I think you've heard me discussing for multiple quarters, the changing consumer and the pace of that change. And, you know, our Our need to adjust and adjust rapidly. I think the positive thing is the tools we have and the capabilities we have enable that, and we are adjusting, and we need to continue and will continue to do that, and I think we're well positioned to do that. I also think through our digital platforms, we have the reach to reach consumers and let them know about these changes and come into our stores and invite them to try these new products that we're allocating assortment to.

And maybe an example, as we see this shift in terms of consumption and the consumer, we don't see that actually as a drag in our same-store sales because I will give you an example that we have done, you know, in terms of reallocation in space is nicotine. We have done that through, you know, the last few quarters and providing more space allocation to modern oral, you know, category versus cigarettes. and Alex mentioned that several times, we continue to grow in cigarettes. So it's really about, you know, being there for the consumer with the right, you know, customer value proposition in terms of assortment, in terms of price and since we continue to come.

Your next question comes from Luke Hannon with Canaccord Genuity. Your line is now open.

Thanks. Good morning. I want to dig in a little bit more into the Inner Circle program and specifically Alex, I think you talked about you're going to be rolling this out across your Northern Tier BU, or if not in the process already. So can you just frame up for us, I mean, the success of the program thus far, once you've rolled it out into the BU's that you had targeted previously, as far as the success of converting the folks who are visiting your store more frequently into members. Based on that, what is your prospects, I guess, or how are you thinking about the conversion of members across Northern Tier? and then maybe as a follow-up to that as well is you talked about the investments in price. How much of that is going to be showing up within, we'll call it the everyday assortment versus showing up behind the Inner Circle program or within the Inner Circle program moving forward? Thanks.

Yeah, thanks for, that was a lot in that question.

So I'll start with Northern Tier. Northern Tier is old holiday. That's our holiday acquisition that we did seven some odd years ago. Holiday had a pretty advanced loyalty platform. They had multiple partners. Cub Foods is an example in the greater Twin Cities. They had multiple partner programs. I think the great thing is the reason we're launching Northern Tier is we now have the capability to plug partners across our entire inner circle platform. I think you'll be hearing more from us over the coming quarters of how we are plugging partners both nationally and regionally to drive more engagement and more use of our platforms. And so we're excited about that. When you look at Inner Circle, just every quarter we're reporting to you more members, greater usage, higher baskets, and it's every quarter we are extremely pleased that what we are doing with consumers, it is resonating with them. We all know there's a lot of loyalty programs out there. It has to be relevant. It has to provide value. It has to be personalized. We have the capabilities to do that. So we are just leveraging down on that. And we're excited for our new visits-based program that we just launched. We think that will be a tool to be even more personal and to give offers and benefits for people recognizing how often they're visiting us and them seeing the direct rewards from that.

The next question comes from Mark Cardin with UVS. Your line is now open. Good morning. Thanks so much for taking the question.

So I wanted to dig a bit more into the consumers becoming more intentional in where they're spending. It sounds like You're still taking market share, but as you step back and look at the broader channel, are you seeing much in the way of incremental sales dollars shifting to mass and the club channel just given where fuel prices are at today? And then are you able to quantify how much of a merch comp had when you saw in the U.S. from Snap? Thanks.

I think when you look at the macro data, macro retail data, you certainly hear and see that there are fewer trips. There are increasing value direction, value perception, value looking for value. So I think, again, if you look at retail data, you continue to see those trends coming through. I think, you know, for us, we're actually growing traffic. You heard Filipe say, you know, we're growing traffic onto our lots. Last quarter, we were positive traffic both onto our lots and into our stores. This quarter, we were slightly negative into our stores. But we have more customers coming to visit us inside of the context of fewer trips, more targeted trips for value. I think that really shows well for us, and it's why we think we're continuing to take increasing amounts of market share across our categories. And as you've heard me talk about on this call, We think there's a lot of reasons of why that's happening, but that is compelling value in the spaces that we really can compete and really have strong vendor relationships with. That is our investments into food, and that is certainly our digital platforms and our means to talk to our customers.

The next question comes from Bonnie Herzog with Goldman Sachs. Your line is now open.

All right, thank you. Good morning, everyone. I was hoping you could touch on the durability of your new unit growth over the long term. I know you have a plan to add more than 750 stores by FY30. So could you just maybe update us on the pace of this growth and then how we should think about, you know, NTIs versus M&A and whether you see higher returns on NTIs or M&A? And with this, I guess I'm curious to hear how M&A multiples have trended recently considering the pressure on smaller operators. Thank you.

Thanks, Bonnie, for the question. Quite a bit there, too. You know, NTIs are great for us. Our real estate group continues to perform very strongly. Our pipeline is large and massive. We continue to funnel that pipeline. and we continue to believe and remain committed that we will deliver our 750 sites that we committed to in Core Plus More by 2030 or over the period. NTI economics for us are fantastic. I can tell you we have pretty disciplined hurdles around return rates. If you look at our NTI program over the last several years, we are in the high teens category. on average around return on capital in that program. So the returns are strong. Single site acquisitions, we separate that from M&A. When we talk M&A or things like Jopka, those are big, big things. But we believe there's an increasing opportunity to acquire one site, single sites, five sites, ten sites, and our real estate teams have organized that way now. So we are much more active on the ground pursuing those opportunities and we are starting to see more transactions in that space. And I think to have greater confidence, we will be able to acquire more assets at attractive valuations, meeting our return threshold in the financial discipline that we've always had. So, and then, you know, I got to talk about Jopka. You know, Jopka's plan for this year is to build 1,300 sites. And they are on track to deliver that. And there is a plan, their plan is to deliver another 6,000 to 7,000 sites in Poland and another 7,000 to 8,000 sites in Romania over the coming five years. They are a tremendous growth platform. that we're excited to bring into the family and that obviously our goal is to accelerate that growth of that unique platform.

Yeah, and just Bonil, on the M&A activity. We still see a good pipeline there. As mentioned by Alex, we have now a team looking at the single store acquisition, the small target as well. And there is a pipeline there. We will be active on that. We have the balance sheet for that as well. You know, independently of ZAPCA, definitely we continue to look at NNA and, of course, U.S. is one of the priorities looking to grow the network.

I will now turn the call over to Mr. Brunet for closing remarks.

Thank you, Alex and Filipe. That covers all of the questions for today's call. Thank you all for joining us and we wish you a great day and look forward to discussing your second results in November. Ladies and gentlemen, this concludes the conference call for today. We thank you for participating and ask that you please disconnect your lines.