Apr 23, 2020 Covid-19: Health and Safety Precautions for Fuel Station Owners ​ Dover Fueling Solutions® (DFS) would like to offer the following guidance for fuel station owners, in order to help prevent the spread of COVID-19 (novel coronavirus) and protect the health and safety of both on-site employees and customers. Practising a strict hygiene routine is important in proactively mitigating the possibility that the virus be transferred from person to person. ​ Most touched areas of the dispenser should be regularly sanitised using antibacterial wipes for disinfection. Alcohol solutions (typically solutions of 70% alcohol and 30% water) should be avoided as it can be harmful to some plastic surfaces and the painting protecting the metal panels. DFS do not recommend the use of bleach. Visibly dirty areas of the dispenser should be cleaned with soap and water prior to sanitisation. ​ Ensure that manufacturers instructions for all cleaning products used are followed accurately, and always make sure that there is sufficient ventilation when preparing any toxic solutions. Please refer to the dispenser user manual for the recommended cleaning procedure for the dispenser. Always check the expiration date of any product used. Out-of-date products may not be effective against killing the COVID-19 virus. After disinfecting, ensure that hands and wrists are washed for at least 20 seconds with soap and water, or use hand sanitiser if this is not available. ​ Make sure that your fuel site has clear, visible signage regarding safe practices for customers. Encourage them to use the gloves provided, avoid touching the dispenser unnecessarily, and make sure they sanitise their hands following use. Within the convenience store, make it clear that social distancing measures are in place, and should be adhered to at all times. Consider marking out safe distances between each person on the shop floor, if practical to do so. Regularly clean the payment terminal and encourage contactless card payments where possible. For more information about how to stay safe, please visit the World Health Organisation website. Uesful Links https://www.who.int/ https://www.youtube.com/watch?v=OWlGyu7uzvE Back to DFS Insights Speak to an Expert ​

June 20, 2022 How the Proposed National Electric Vehicle Charging Network Impacts Forecourts ​ We’ve known within the industry that electric vehicle (EV) charging needs and incentives are growing. This month, the Biden-Harris Administration announced further detailed plans to meet a goal of building the first-ever national network of EV chargers across the United States – part of a larger Bipartisan Infrastructure Law passed in November 2021. The claim: Standardizing the network is key to ensuring everyone has access regardless of location or vehicle type. The objective: Give Americans the ability to access public vehicle charging as easily as they do a gas station. What’s included in the national EV network plan States will receive a combined total of $7.5 billion in federal funds to install EV chargers along highways and interstates – with particular care given to include rural and under-resourced communities. Expectations from the Administration include placement of a charger within every 50 miles and no farther than one mile from high-use corridors, a minimum of 600kW of capacity, and ports for at least four cars (Wall Street Journal). Additionally, chargers must be accessible to the general public regardless of vehicle make/model and exclusive of any required membership. There remains a push on Congress for tax credits to make EVs more affordable for the average buyer. What the EV charging network means for gas station and c-store owners The target is an ambitious goal of 50% of vehicles sold in the U.S. being electric by 2030. In order to keep those vehicles running, a generous charging infrastructure is a must. If you’re thinking this government plan satisfies consumer needs alone, there’s a good chance it doesn’t. Excluding the 3.2 million home chargers expected to be installed over the next five years, IHS Markit assessed the number of charging stations afforded through federal funds against growing demand and found we’re likely to come up 600,000 units short by 2026. That gap creates an enormous opportunity for c-stores to build a strong foothold in the market while offering superior customer experiences. Consumers already relate to fueling stations and c-stores as the hubs that keep them moving – providing a seamless marketing transition. Moreover, whereas a fueling customer spends 3-4 minutes on the forecourt, EV drivers can be engaged for upwards of 10x that timeframe. The possibilities for building customer loyalty and increasing store transactions grow exponentially with those extended visits. While EV owners are looking first and foremost for fast charging, they also want the same convenience awarded traditional fueling customers, according to Brent Gruber of J.D. Power, as covered by convenience.org. Expanded food or service offerings give them an expedient place to rest and recharge. Safe, covered access, dispensers that communicate and connect to the c-store, even the same trash cans and squeegee stations provide the kind of value and convenience that attracts EV owners. How to get started in EV charging There isn’t a cut and dry approach to joining the ever-growing network of alternative fueling and EV charging solutions. It’s important to understand what local demand and laws dictate and to prepare for the capital and resource investments. NACS created a powerful calculator for budgeting costs against revenue potential (visit the link below). We also encourage seeking insights from businesses that have established EV charging stations as well as exploring the solutions and capabilities of various models. If EV chargers make sense for your business, know that it is possible to implement this sustainable practice on your forecourt, to retain and grow your customer base and to offer a superior charging alternative for drivers embracing EV. Partnering with ChargePoint, DFS offers the industry’s most reliable and sought-after EV charging solutions and stations. Forecourt owners are able to manage and configure stations remotely, saving time and cost and ensuring quality user service. ChargePoint screens make it easy to communicate with drivers and to promote other products and services. DFS is committed to being a leading provider of advanced technologies, services and solutions in fuel and convenience retail, including EV charging. DFS can help you integrate EV chargers with a complete fuel and convenience offering – keeping you at the forefront of customer needs and experiences whatever technological advances in fueling and convenience bring. Useful Links https://www.doverfuelingsolutions.com/evchargers https://www.convenience.org/Topics/EV-Charging-Business-Modeling Back to DFS Insights Speak to an Expert Wall Street Journal: https://www.wsj.com/articles/ev-charging-network-will-target-interstate-highways-11644487200 IHS Markit: https://ihsmarkit.com/research-analysis/us-infrastructure-bills-ev-charger-funding.html Convenience.org: https://www.convenience.org/Media/Daily/2021/Dec/8/3-How-Attract-and-Retain-Your-EV-Customers_Fuels

June 30, 2021 Hector Trabucco, DFS: “Latin America will be a late adopter of alternative fuels” ​ Industry veteran Hector Trabucco spoke to PetrolPlaza about his recent appointment as leader of the Dover Fueling Solutions® business in Latin America, regional trends and why compliance must be an unnegotiable priority. Born in Argentina, Hector Trabucco has over 20 years of experience in the fuel and convenience store industry. After serving as the CEO of Gilbarco Veeder-Root for Latin America, he spent three years outside of the industry. In September of 2020 he was appointed Vice President and General Manager for Latin America at DFS. ​ Q: You took over as Managing Director for Dover Fueling Solutions® in Latin America in the middle of the pandemic. How has this year been for you so far? A: It has actually been great. After three years out of the industry working with a different company it feels good to come back to my roots. It is a great opportunity to lead the DFS business in Latin America. It's been a crazy year – Covid has impacted the demand substantially. As a team, one of the biggest challenges we faced was how to work around the obstacles of the pandemic. It’s impact on demand and how to manage a business. Our factory in Rio de Janeiro has already been operating for 90 years. Brazil is one of our biggest markets due to our tradition in the country and its size. With 40,000 sites, it is the largest market in the region. We have also been working with major oil companies in the South America such as YPF, Axion Energy, Copec, Primax and Shell for decades now. Q: What do you identify as the most promising markets rights now? A: We have made some progress in countries with projects focused on the expanded portfolio, which includes solutions like payment, loyalty and fleet. We made progress in Peru, Ecuador, Colombia, Chile and Argentina. In the foreseeable future those will continue to be important. We want to continue to grow in our solutions segment as we are already really strong in terms of pumps. In Brazil we are also focusing on solutions such as automatic tank gauging (ATG). ​ Q: DFS signed an agreement with Alvic in August for the distribution of wetstock management products in Latin America. How do you see the development of this segment in the region? We have a very aggressive strategy to expand in the future in high value added services like wetstock management and pricing solutions. We recently launched the cloud-enabled connected solutions platform DFS DX on a global level – a solution that allows us to tie together all our offerings supported by data visibility. The system is also part of our offering in Latin America. Another growing part of our business is payment. We have a unique combination of outdoor payment terminals and pay-at-the-pump function that provides a seamless integration to our customers. That helps to accelerate the implementation. Different sites are more suited to either model. Q: In terms of fueling, what do you see as an important trend across the region? A: There is an increasing number of grades being offered. We have several grades for diesel depending on the sulphur content and the level of additives. More fuels being offered is a challenge for the sites as it has an impact on the infrastructure. We have a very unique solution that enables our customers to manage a wider range of grades at the site while minimizing the investment in tanks, pipes and other infrastructure. It's a pump that can actually mix the additives. The site doesn't need to have a dedicated tank for each of the grades. We are looking forward to some projects related to this in Latin America. There is also an increased demand for data management at the pump. We are working on the early stages of this evolution – having the pump as a tool to generate a richer amount of data and information about the site. Monitoring both the condition of the equipment and the behaviour of the consumer, which is helpful to make decisions around marketing. ​ Q: You have worked in the fuelling industry in Latin America for over two decades. How do you see the industry going forward? And what are some of your own goals as the MD of DFS? From a personal side, my goal is to continue to contribute to this industry as a whole. For me it's a privilege to have led the two major players in the fuel equipment market. The industry right now is working with the same basic rules of engagement. Compliance is an unnegotiable priority for all the big players in the market. That's very positive. It allows for sustainable growth. Latin America is probably going to be one of the late adopters of new technologies in alternative fuels, especially those related to hydrogen and electric vehicles. It will happen eventually but the region will be a late adopter. One, because of the availability of traditional fuels; and two, Latin America was an early adopter of some environmental friendly options like ethanol in Brazil. The biggest portion of the business will continue to be focused on liquid fuels with a high share of petroleum. [For technology companies], there will also be a transition to a wider portfolio of products including software, solutions and services. No company will be able to survive by just selling pumps. More and more, pumps are becoming a key technology component. Investment in new technologies will be key in the future. ​ Useful Links https://www.petrolplaza.com/news/27478 Back to DFS Insights Speak to an Expert ​

July 14, 2021 Are you ready for the upcoming E10 grade change? ​ In September of this year, the UK will transition from the current E5 unleaded “premium” fuel grade to a new E10 standard, which contains up to 10% renewable ethanol compared with the standard 5% in E5. Introduced to help to tackle climate change, this new blend will reduce CO2 emissions and is compatible with approximately 95% of petrol-powered vehicles on the road today. But what impact will this new grade have on fuel retailers? First, let’s talk about E10. E10 petrol is not new to the fuel retail market. It’s already being used widely around the world and has been the reference fuel against which new vehicles are tested for emissions output since 2016. But, given the increasing pressure on the UK government to tackle climate change, E10 will become the standard premium grade on all UK fuel sites. This higher ethanol content fuel means less fossil fuel is needed to power vehicles, which therefore reduces the negative environmental impact that results from its combustion. Whilst E5 fuel grades will still be sold as “super” fuels in order to support older vehicles that cannot run on E10, the introduction of this new legislation on UK forecourts later in the year will likely result in taking the equivalent of 350,000 cars off the road. As a fuel retailer, what do I need to be aware of? The majority of forecourts in the UK, according to a 2018 survey conducted by the Department for Transport, are configured to dispense up to two grades of petrol fuel only, meaning the introduction of the E10 blend will require changes to underground storage infrastructure – an exercise that can be both costly and time consuming for fuel retailers (Crown, 2020). As you consider adding E10, it is important to factor in whether you’ll have to close the business whilst any site work is taking place, the impact this downtime will have on your business and the best ways to mitigate the negative consequences of site closures. Furthermore, older sites that are more likely to operate with older equipment, such as ageing fuel tanks, are at a greater risk from the corrosive effects of E10, which can damage seals, plastics and metals (RAC, 2021). Ethanol itself is not particularly corrosive; however, when combined with water that can sometimes be present inside fuel tanks, the two liquids react to produce a bacteria called acetobacter, which excretes acetic acid, the latter of which is highly corrosive and places deteriorating or ageing site equipment at higher risk (Jackson, 2013). Blake, technical manager at the PRA, backs this up, noting there is evidence that the bio elements being added to fuel have, in some cases, accelerated the failures through internal corrosion of both tanks and pipework (Forecourt Trader, 2019). What actions should I take? Before making the change from E5 to E10, you should take the opportunity to have your site infrastructure fully analysed. For example, at Dover Fueling Solutions®, on-site service technicians are readily available to complete proactive maintenance as part of a routine site service – including tests that check the integrity of the fuel tank underground – so you can rest assured your equipment is fit to handle the potential destructive effects of the newer, more concentrated fuel. Technicians are also able to perform other standard equipment tests at the same time, such as pump measure checks, which are incidentally one of the most common causes of undetected fuel loss. Once you switch to E10, it is recommended you invest in a fuel monitoring service that continuously scans your site or network for signs of fuel leaks. Such services are also able to detect other issues, such as water ingress, which can be extremely damaging to motor vehicles if left undetected and may result in significant damage to your business reputation, as well as being costly to rectify. There are many monitoring services on the market today, so choose wisely. You might want to ask key questions like: • Can the provider give a full breakdown of what losses are occurring and how much it is costing me? • Am I expected to do a lot of data submission and delivery chasing work myself, or can the provider do this work for me? • Does the provider have a good reputation in the marketplace, and are they recognised as being the very best in class? • Does the provider work with every different type of equipment on my forecourt, or do they only work with certain bits of equipment? • If there is an action I need to take, will the provider guide me through this and reduce the workload I need to manage? Dover Fueling Solutions® offers a comprehensive, flexible fuel monitoring service that can be scaled depending on the needs of the retailer. This service includes analyst-led investigation management in the result of any issues on site and access to an online reporting suite, which means your site data is always readily available to view. It also offers a wide range of site services, including full site and equipment audits. Lastly, with just a few months to go until the change is implemented, be sure to have your E10 supplier lined up and, if you have not yet booked in any necessary site work, to do so quickly so that you are fully prepared come September. ​ Useful Links http://www.doverfuelingsolutions.com/wetstock-management https://www.doverfuelingsolutions.com/siteservices Back to DFS Insights Speak to an Expert The Department for Transport. “E10 Petrol and Consumer Protection: Response to 2018 Call for Evidence.” Crown, 2020. “Going Underground.” Forecourt Trader, 11 Jan. 2019, forecourttrader.co.uk/news/going-underground/642930.article. Jackson, Tom. “E-10 Alive: The Corrosive Damage Ethanol Gasoline Does to Your Fuel Pump.” Equipment World, 5 Aug. 2013, www.equipmentworld.com/equipment/article/14952223/e-10-alive-the-corrosive-damage-ethanol-gasoline-does-to-your-fuel-pump. RAC Drive. “What Is E10 Fuel and How Will It Affect You?” RAC, 6 May 2021, www.rac.co.uk/drive/advice/emissions/what-is-e10-fuel-and-how-could-it-affect-you/.

Feb 19, 2021 Interview with Matt Tormollen (DFS): “Technology creates an equal playing field” ​ Petrol Plaza talked to Matt Tormollen, VP and General Manager of DFS Solutions, about the launch of the new DFS DX™ connected solutions platform, the digital transformation of the fuel and c-store industry, and how technology can create an equal playing field for retailers. Matt Tormollen joined Dover Fueling Solutions® as Vice President and General Manager in 2020. With more than 20 years in strategic executive leadership roles, Tormollen has held positions leading global research and development for Avalara and serving as President and CEO of FuelQuest. ​ Q. WHAT IS THE ROLL-OUT SCHEDULE FOR THE NEW DFS DX CONNECTED SOLUTIONS PLATFORM? A. The platform has been under development over the last couple of years in conjunction with our partner Microsoft. In each of the specific solution areas, we build the products from the ground up on the platform. Every one of those products is in some use with an independent, third-party customer. Two of the five DFS DX™ solutions are available now, with the remaining three to follow soon. Each solution will be formally released every couple of weeks and have supporting webinars for our customers. It was very important to us that we build the platform to be local and international, particularly due to the footprint of DFS. It is difficult to build the products to all the global specifications from day one. Each of them have an initial region with a roadmap to expand them globally. ----- Q. HOW DOES THIS SOLUTION FIT INTO THE DIGITAL TRANSFORMATION OF THE FUELING AND RETAIL INDUSTRY? A: We believe it is really important to look at the entire site, both at the forecourt and in the store. Our multi-year approach is to look at two fundamental areas we think are critical. Firstly, looking at asset optimization – what our customers would call a “single panel of glass” view across the whole site. We want to create a general solution that can monitor all the important site assets. In a way, that is different than using IoT and platform as a service. The next part is looking at the overall consumer experience, making it as simple as possible for the consumer to fuel, but also integrating their experience inside and outside the store more seamlessly. ----- Q. INTEGRATING VARIOUS COMPANIES UNDER THE DOVER BANNER MUST HAVE BEEN A COMPLICATED PROCESS IN TERMS OF ORGANIZATIONAL AND BRAND COHESION. HAS THAT HELPED WHEN CREATING AN OPEN PLATFORM SUCH AS THIS? A. It is always a multi-year journey because technology is changing very quickly. We did have the benefit of integrating multiple companies and product lines together while we were conceiving the platform and the approach – that gave us more visibility into the diversity that we would see at the sites. If we want to do asset optimization, it can't just be at the dispensers. And if we want to create an overall solution, it can't just be Wayne® and Tokheim® dispensers. There are a lot of interesting opportunities from an IoT perspective for that monitoring to transcend inside the store. We have had requests to monitor the coffee pots inside, because it's a high margin piece of equipment, and the retailer wants to know it is always operational. ​ Q. IS IT NOW AS IMPORTANT FOR RETAILERS TO BE ON TOP OF THEIR WETSTOCK AS MUCH AS THE FOOD AND BEVERAGE INSIDE THE STORE? A SIGN OF THE TRANSITION WE ARE IN... A. From asset optimization, it comes down to which of those assets are critical from a margin-generation or compliance standpoint. You can think of refrigeration systems and food prep monitoring. We prioritize those areas where margins are higher. Or those in a compliance scenario. When the consumers drive up, the more we can know about their preferences through loyalty programs and mobile apps, and the more we can enhance their experience at the pump. From a promotion standpoint, we only want to promote items that they care about. It translates to experiences they have in other walks of life, such as Netflix, which remembers your preferences. The promotion that happens at the pump should carry forward into the store. It could be presenting a QR code with the offer they just saw. We are trying to make the experience for the consumer more seamless to make that site the preferred option for the customer. ----- Q. TALKING ABOUT THE PRESENCE OF MEDIA AT THE PUMP, DO YOU FEEL LIKE HAVING THAT PERSONALIZED INTERACTION WITH THE CUSTOMER IS WHAT WAS MISSING FOR A MORE WIDESPREAD ADOPTION? A. The situation at the pump also varies depending if it’s self-service or attended. That plays into the opportunities you have from a media standpoint. Something consistent in all the dialogue that we have, regardless of the set-up at the forecourt, is that our customers want more multimedia. In North America, we have rolled out the Anthem UX® – the 27-inch touch screen that allows for multiple elements such as stationary banners, active content and others. This is also part of our platform. We can look at other areas around the world to apply those concepts – a self-service kiosk, electronic advertisement, forecourts. We are having conversations about alternative screen formats and sizes for others parts of the world. ​ Q. WITH MEDIUM AND LARGE CHAINS APPLYING THESE CONNECTED SYSTEMS THAT INCREASE EFFICIENCY AND SALES, WILL SMALL PLAYERS FIND IT HARDER AND HARDER TO COMPETE? A. What we have seen with Covid is that smaller site operators benefit more from having remote connectivity and cloud-based solutions. The ability to observe from your laptop versus driving to the various sites, it becomes more important. It is early days, but we have seen that even single site owners (with the new platform) are getting the benefit of that preferential consumer awareness. One of our clients has been using our multimedia and promotional platform, and he says it is the single biggest thing that has happened to him in 25 years of business. It actually creates an equal playing field. From a technological adoption point, it comes down to how aggressive you are with the application of it. ----- Q. YOU SAY THAT THE PLATFORM HAS BEEN BUILT TO ENABLE THIRD PARTIES AND EASILY INTEGRATE THEM. WITH CONVENIENCE STORES AND GAS STATIONS ADDING MORE AND MORE SERVICES TO THEIR PREMISES (LOCKERS, EV CHARGING, PRODUCT DELIVERY), HOW CHALLENGING IS THAT? A. The idea of having this as an open solution was foundational for us. Technology is going to innovate very quickly, and it is difficult for any single provider to match all the innovations. That's why our partnership with Microsoft is so important. Their Azure IoT Group has a strong focus on convenience retail, looking at this as an open ecosystem. As Azure, as cloud-to-cloud and as cloud-to-edge integration, there are various ways of looking at this. The first is third parties that are partners and work together to stablish what are the integration points and use cases. That could be cloud-to-cloud with data, or it could be deploying a container into the Edge platform at the premise. We are exploring that today with partners. Then you have cloud-to-cloud, or cloud-to-edge integration with the customer. They want to make the most of data and applications. The third option is the furthest out – general open integration to the platform through a certification program for any interested party, more like a Google Store. First, we have to prove it with a smaller population before we can be generally available. Part of what we do with Microsoft is working with proof of concept ecosystems where we play on the art of the possible. We think about how to get a cutting-edge technology from the Azure world and apply it in the fueling and retailing context. We are always keeping an eye on the future. Interview by Oscar Smith Diamante Useful Links https://www.petrolplaza.com/news/26651 Back to DFS Insights Speak to an Expert ​

July 29, 2021 Automation vs Optimisation: How should I run my pricing? EdgePetrol EdgePetrol is a fuel pricing software used that replaces spreadsheets with live, actionable insight to help you make better pricing and procurement decisions. Whilst the number one goal is to optimise retail fuel strategies, station owners and operators often ask us about automation and how we can help drive efficiencies within their business. This insights article aims to help you uncover whether automation or optimisation is right for your business or whether it is possible to do both without sacrificing the quality of the other. What are automization and optimization? Merriam-Webster defines automation as the technique of making an apparatus, a process, or a system operate automatically. In other words, it is taking something you already do and making it happen automatically. More often than not, the reasons retailers choose to automate processes fall into one of two buckets: reducing the reliance on staff, or increasing the speed it takes to complete the process. Optimisation (again defined by Merriam-Webster) is an act, process, or methodology of making something as fully perfect, functional, or effective as possible. Whilst automation itself that can drive optimization, optimization is more focused on getting as much volume, margin and profit (depending on your objective) as possible out of your stations. In short, automation is reliant on rules and rules are reliant on inputs. Most retailers at one point or another will have used a spreadsheet for their pricing. This is a form of automation as the rules are leading to better data insight. However, the process itself is still manual, unlike some pricing software which allows for price changes to be implemented without human intervention. In this case, the more inputs into the rules the better you can automate and avoid manual intervention. The higher the quality of the inputs and the rules the better results you will get from automating your pricing process. The challenges of automation Whilst automation can save money and time, the rules that drive it can simplify the pricing process. The world of pricing isn’t simple as there are so many factors that go into an optimal decision, including (but not limited to): 1. Current volume, margin and profit situation 2. Competitor prices and offerings 3. Cost of product 4. Business objectives 5. Quality of shop offering 6. Time of day, week, month or year 7. Changing consumer behaviour 8. Local market conditions (weather, road works etc.) This makes optimising through automation very difficult, but not impossible! Einstein himself said that insanity is “doing the same thing over and over again and expecting different results.” Automating alone may only reduce the cost of doing things poorly. This is why you must keep optimization in mind when you automate. Based on EdgePetrol research, if you are still using replacement cost to price your fuel then you could be missing out on 18% profit or more. Retailers who are adding ATGs (automatic tank gauges) are a great example of how to automate and make improvements towards optimization. Having this equipment has opened them up to wetstock management and pricing tools such as EdgePetrol that help optimise sites profitability. Actionable Tips 1. Look for bottlenecks and failure points, but don’t automate them until you know how to optimize them. 2. Business benefit must prevail over efficiency and process perfections. 3. Cost-reducing automation rarely works out in the fuel industry, so focus on increasing profit. 4. Don’t ‘island automate’. In other words, make sure automation fits as part of the bigger picture. 5. You can optimise your staff without automating processes. The two complement each other but can be mutually exclusive. 6. Make sure you measure the impact of any changes you make and use this information to guide further change. In conclusion, automation and optimisation are already being rolled out across the fuel industry. If you are not thinking about investing in either, you are already falling behind. With market consolidation driving aggressive competition in a reduced volume market, it is imperative that you find ways to optimise to keep up and get ahead of the game. Useful Links http://www.doverfuelingsolutions.com/partners/edgepetrol http://www.doverfuelingsolutions.com/contact-us Back to DFS Insights Speak to an Expert ​

Jan 25, 2022 Dave Lacaille Examines the Value of Trade Shows in Podcast ​ Dave Lacaille, Dover Fueling Solutions® (DFS), joined Ed Kammerer, OPW Retail Fueling, in a podcast with marketing firm DeanHouston+ to discuss the value of live trade shows in the fueling industry. Both experts in fueling and convenience store solutions, Dave and Ed offered unique insights on the 2021 PEI Convention at the NACS Show, as well as the future of industry trade shows post-COVID. A Return to Greatness The PEI-NACS Show is widely regarded as the premier trade show event of the year, emphasized DeanHouston+’s Colton Stombaugh during the podcast. The show brings together the smallest companies, largest household names, international players and influential media pundits. The show floor is a popular place for striking deals with partners and distributors. After a nearly 2-year hiatus from this in-person event, people were itching to reconnect with colleagues and partners. Dave and Ed agreed: there is no virtual version of a trade show that can replicate the personal connections formed in-person during and after PEI. Despite predictions for lower show attendance, the energy at PEI in 2021 reached an all-time high. Dave observed a considerable jump in the number of C-suite leaders and decision makers in place of administrative or HR teams. This unexpected but positive turn offered higher quality leads and more time to engage with stakeholders. Dave and Ed enjoyed unparalleled media coverage and social media content creation opportunities at the PEI Show. Trade show organizers captured significant video footage of the show and documented much of the event for social media. PEI, NACS and media outlets conducted numerous interviews, delivering heightened media coverage for the exhibitors represented on the floor. Several international trade publications were present, offering a global perspective when many of the usual international attendees couldn’t be there. Dave’s determination to go all-out with new products created traction at the show that led to post-show results. Dave’s team leveraged the climate of elevated virtual presence. DFS representatives filmed inside the booth and interacted with attendees each day. He and the DFS team produced and published more social media content throughout the show than in past years. Dave and Ed said the work and energy never slowed down, even after show hours were over. They were grateful for the chance to nurture relationships both on and off the floor, and look forward to sharing the valuable content they gathered at the show. Future Looks Bright When considering how trade shows will look in years to come, Dave predicted that the administrative presence at shows like PEI might continue to drop while social and media coverage will grow. Moving forward, companies offering technical products and services can offer the same tactile, hands-on product experience on the show floor and delve into educational, interactive media and tools online for those who can’t be present. Video and livestream capabilities offer a unique opportunity to capture the magic of the physical display and duplicate it digitally. Dave and Ed closed the podcast with optimism, asserting that the return to PEI represents hope for the industry trade show – and a chance for growth. DFS has already embraced the many benefits and learning moments the show yielded, leaning into the chance to share solutions in-person and online. About the Podcast Speakers Dave Lacaille is Senior Director of North American Sales at DFS, having been with the company for 31 years and spending the last 15 largely on the commercial side of the business. Ed Kammerer is the Director of Marketing and Global Product Strategy for OPW Retail Fueling, a Dover® company. Colton Stombaugh is Vice President of Digital Innovation at DeanHouston+, a global marketing firm experienced in handling industrial corporate communications channels. ​ LISTEN TO THE PODCAST NOW! https://youtu.be/0WQFQs7Sv1Y Back to DFS Insights Speak to an Expert ​

April 26, 2024 An Interview with Marc Daft, Dover Fueling Solutions' Newest Sales Leader ​ New head of North America Sales, Marc Daft, has taken his fair share of risks opening new doors during his professional journey. Having recently stepped into leading one of DFS’ largest sales teams, Marc leans on his ability to build relationships and promote growth. We sat down with Marc to find out more on who he is as a leader, a peer, and what he’s excited about to come. Marc’s Path to DFS and What he Envisions Moving Forward Question: Why did you decide to join DFS, and what from your past experiences do you believe will help you most in navigating Sales leadership for DFS moving forward? Answer: I had mostly spent my career on the fuel side of the business, with stints at Irving Oil, BP and Circle K. When I heard of the opening at DFS, I felt it was a clear opportunity to move closer to the consumer experience. Fueling your vehicle is something that most everybody does at some point during the week – there’s not a lot of products you can say that about. We sell something that the majority of the population touches, which I think is pretty cool. Moreover, the DFS products tend to be more focused on the consumer experience side, making it more engaging to buy gas and honestly, less boring. We’re paving the way for store operators and owners to tap into a new avenue that was traditionally not very interesting. Coming to DFS, I’ve been super impressed with the wealth of knowledge the team has and the willingness to find solutions and collaborate. The combined experience is strong, and it shows. We talk a lot about “collaboration” but it’s not in a buzzwordy way, we really mean it. Question: What are you most looking forward to in 2024, within DFS as well as within our industry? Answer: Growth – we have a real opportunity to capture additional market share. It truly feels like the market is receptive to innovation, incorporating new ways to reach customers and connect. For me, in a new role, it’s making those connections and meeting all of our customers and getting to know their businesses. From an industry standpoint, I would say bringing the consumer fueling experience to be on par with the retail experience costumers expect in other areas. I heard a statistic the other day that 30 plus percent of Starbucks orders were purchased through their mobile app. Mobility is the future and we have this insane opportunity to merge our everyday lives and technology behavior into this industry. Career, Development and Industry Reflections Question: What’s a potentially underrated tool or resource that you’ve found helpful in your work? Answer: I wouldn’t call this underrated, but every day I’m surprised by the capability and knowledge of the customer that our channel partners have. We can’t do this alone and it’s the strong ecosystem of partners that make it all successful. Question: What surprises or intrigues you about fueling and convenience retail as an industry? Answer: I think I am most intrigued by the expanded offers our customers have been implementing to develop their brands and truly differentiate from one another. It’s really as competitive as you can get. They’re all trying to figure out their winning move and we’re here to help. Question: Name an event or experience that significantly impacted your career decisions and trajectory. Answer: This is a tough one! I would have to say, my first sales call. Probably one of the more memorable moments in my career. I was calling on direct dealer business in Boston and let’s just say it went awful – ha! But, it made me want to come back for more and do it right. I took the time to digest, process the mistakes and then think about how I could make it better in the future. Getting to Know Marc on a Personal Level We spent a few minutes on some rapid fire fun questions to get a sense of who Marc is as a colleague and person. Here’s what he had to say… Question: What has been your best c-store/fueling station experience? Answer: Any place with the DFS Anthem UX® 😉 Question: Tell us about your worst c-store/fueling station experience? Answer: I wouldn’t say there was one time in particular, but where people are just generally impolite. No words are fine, but when someone is just rude or unhappy to be there, it’s off-putting. I appreciate a good attitude or none at all. Question: Tell us about your first job. Answer: First job ever was on Wall Street, working in marketing. It’s sort of what you would assume - an entry level position that mostly consisted of getting coffee and sorting mail, but I was also responsible for content creation and generating prospectuses. It was a fantastic environment that was fun, loud and chaotic. Question: One thing you never head out on a business trip without? Answer: An iPad and AirPods. Always. Question: What is your favorite treat? Answer: Dunkin Donuts Iced Coffee. 1 milk, no sugar. Question: What is your favorite book or influencer? Answer: I have a few favorites but this past year, my favorite book would be Principles, by Ray Dalio. It’s taught me to define a set of principles for yourself and for the business, and use those as your guide post in all decision making. It helps to create a culture that you really want to be in. Question: What’s a ritual or tradition you’ve held onto for a long time? Answer: Carving out one hour per week, blocking time on the calendar to think or do focus work. Literally to just reflect and plan for the future. I go back to the principles we’ve laid out at the beginning of the year and sense-check current strategic priorities against them. ​ ​ Back to DFS Insights Speak to an Expert ​

November 08, 2022 Powering Progress Through Electrification ​ The fuel retail and convenience industry is changing. With energy diversification and decarbonization at the forefront of this transformation, drivers can expect to see a very different fuel station than the one they know and use today. This transformation should not be underestimated or overlooked as a “thing of the future”, as it will affect the entire fuel retail and convenience industry. Awareness of carbon footprints and our impact on the environment has been growing among consumers for some time, but now the industry has seen a real shift towards “greener choices”. This, alongside governments applying pressure on the transport industry to switch to zero emission vehicles and meet the EU’s climate neutrality objectives, means the primary focus is now on electric vehicles (EVs). 2021 saw a significant increase in the uptake of electric cars and vans in the EU-27¹. EV registrations for the year were close to 1,729,000 up from 1,061,000 in 2020 – that’s a 7.1% increase of total new car registrations in just 1 year. The uptake of electric vans also increased from 2.1% of total new registrations in 2020 to 3.1% in 2021. For fuel retailers, this means the traditional forecourt model is no longer sustainable or viable. In order to remain successful, they need to plan for this transition, finding ways to offer clean energy solutions alongside conventional fuels With cars running on electricity alongside clean fuels such as hydrogen (H2), and compressed natural gas (CNG), becoming increasingly available, consumers now have more choices available to them and it’s these choices they want and expect to see when they pull up to a forecourt. The EV Opportunity EV markets are expanding quickly, with electric car sales accounting for 9% of the global new car market in 2021² – four times their market share in 2019. From this, it’s clear to see that EV will have a huge impact on the industry but realistically, it’s not going to happen overnight. It’s going to take time. The reason behind this? In most countries it takes more than 10 years to convert the population of existing cars from ICE engines to EV, and many countries still require significant investment in EV infrastructure and there needs to be sufficient power, via National Grid’s, to meet demand. But this doesn’t mean forecourts shouldn’t be prepared now, for what the future will bring. Although there is a lot of work to be done regarding mainstream EV implementation and adoption, there are still large groups of EV drivers already on the road, particularly across Europe. These are groups that hold a lot of potential and present valuable opportunities for fuel retailers; however, they are not currently being adequately catered for. If these groups are not considered “essential” to support at fuel sites now, why would they look to refuel at those same locations in the future? Globally, there is a gap in EV infrastructure. Today, most EV charging takes place either at residential or workplace level, with the majority of availability being public charging points; however, consumers will gradually expect the same services, simplicity, and autonomy for EVs as they do for internal combustion engines (ICEs). Currently there are not enough chargers in place to meet EV demand, for example, there are approx. 475,800 EVs in the UK but just 24,219 public chargers – meaning there are around 20 vehicles per charging point³. If a fuel site is seen to be an “early adopter” of clean fuels, offering EV charge points, this can change consumer perception – transforming sites from a standard fuel station into an environmentally conscious energy hub, one who cares about their customers sustainable choices – while enabling EV drivers to have the same experience while charging their EV , as they did previously with their ICE. While early investment in EV charging infrastructure can be a scary thought for a fuel retailing business, EVs should be seen as an expansion of the overall retail offer, increasing choices for customers, while providing an opportunity for fuel sites to stand out from the competition. EV charging systems are a substantial investment, there’s no denying that, but by implementing charging points at fuel stations, site owners can capture a “growth market”, one that is only going to grow and develop as the industry moves towards decarbonization and the various zero emission objectives set by governments, globally. By making the necessary investments now, fuel retailers can ensure their sites are able to cater to the accelerating clean energy adoption, future-proofing their forecourts for the “EV wave” set to come. The Benefits of EV for Fuel Retail Sites Drivers already associate fuel station stop-offs as essential to keep them moving, adding EV chargers to the forecourt is a natural point of progression. Not only could an EV investment help fuel retailers capture new customers – getting their foot into the clean energy door before their competition – it could also help them engage with new customer groups. This means the wait time to recharge a vehicle can be captured and transformed into potential for revenue and loyalty acquisition and retention. Convenience is king and time is money, which is why consumers want to make the most efficient use of their time while waiting at a location to re-charge. This makes their visits to forecourts more multi-purpose than “fuel and go”. Increased driver dwell time will see a change in consumer spending habits at the convenience store (c-store), moving from “grab and go” purchases to more “destination shopping”, suggesting they have more time to spend in the c-store to make well thought out purchases, rather than just grabbing and adding a snack while paying for their fuel purchase. This presents an opportunity for fuel site operators to utilize and expand their c-store offering to EV drivers. Not only can this increase revenue, but it can enhance the overall consumer experience, turning an average charging stop into a future recharging destination encouraging repeat custom and long-term loyalty. Today, there are dedicated apps and websites highlighting where EV drivers can recharge, specifically within Europe. With 37,000 charging stations in the Netherlands⁴ alone, drivers can map their journey while stopping at specific charging points on route, selected based on other drivers evaluations as well as the individual forecourt offering. This gives fuel sites additional exposure, reaching international audiences, while putting their forecourt on the map (quite literally). It’s a chance for fuel retailers to be part of the EV revolution, officially marking their commitment to support sustainable energies. Is EV Integration Right for my Fuel Retail Business? Although EV chargers could be a wise investment for many fuel retailers, and it’s clear EV charging units have the potential to bring in additional revenue over time, it’s not always suitable for every forecourt – not right now anyway. There are several factors that can impact an EV investment decision: • EV charging systems need to be located at a distance away from other petrol and diesel dispensers on the forecourt. This means any site looking to invest in EV must have the footprint to do so, accommodating parked vehicles for charging while maintaining enough space for regular “refuel and go” customers. • EV adoption isn’t widespread. EV adoption is still in early, incremental stages and isn’t widespread enough to make installing and investing in EV chargers profitable everywhere. The profitability of EV charging remains largely geographically dependant. • Fuel site owners will have to rethink their business model. EV charging marks a departure from established business models, which have been built on traditional gas and diesel sales bringing consumers to site for a quick refill and convenience shop. Fuel sites looking to invest will have to rethink their strategy and look to boost profit margins by means of offering other goods and services during EV charging dwell time. There are several other factors that should also be considered prior to making an investment, these include: local regulations and guidelines, range of power outputs and government incentives to name a few. It’s important fuel site owners take everything into consideration and do their market research before making the decision to invest in EV; however, one thing is clear, the industry is moving towards clean fuels and it will happen sooner rather than later. 90%⁵ of drivers who made the switch to EV have no desire to revert back to a petrol or diesel car – which further supports the move towards an electrified future where the need for accessible charging stations is not a “nice to have”, it’s a must. As such, fuel retailers need to stay proactive and consider how they can stay one-step ahead when it comes to their forecourt offering – providing the fuel choices consumers want, both now and in the future, so they don’t get left behind. As the world tries to balance the ever-growing global need for more energy alongside decarbonization to improve sustainability within the transport sector, is your fuel business ready to take on the new opportunities it brings? ​ Useful Links https://www.doverfuelingsolutions.com/evchargers https://www.doverfuelingsolutions.com/clean-energy Back to DFS Insights Speak to an Expert ¹ https://www.eea.europa.eu/ims/new-registrations-of-electric-vehicles ² https://www.iea.org/reports/global-ev-outlook-2022/trends-in-electric-light-duty-vehicles ³ https://www.comparethemarket.com/car-insurance/content/electric-vehicle-infrastructure-gap/ ⁴ https://www.evexpert.eu/eshop1/knowledge-center/where-to-charge-your-ev-in-europe ⁵ https://www.zap-map.com/new-poll-satisfaction-electric-vehicles/

March 27, 2023 Hydrogen: A fuel of the Future? ​ The climate change effects, pollution costs, and environmental awareness are driving towards alternative solutions to diesel and petrol vehicles in recent years, so clean energy fueling choices are gaining popularity. One possible solution is the use and integration of hydrogen, particularly for long-haul, heavy-duty vehicles and other commercial transport. However, with only a little over 200 hydrogen vehicle refueling stations across the EU in 2021, there seems to be a long way to go before the hydrogen-powered transport revolution becomes a reality. Domenico Sicilia, Sales Director, Alternative Fuels LNG, Hydrogen & CNG at Dover Fueling Solutions®, explains: “The hydrogen vehicle is not to be misunderstood by drivers with concerns over their affordability, safety, refilling times, and even their environmental credentials.” “In reality, a lot of these are mere myths, because clean-fueled vehicles, such as the hydrogen-powered truck or bus, and already available safe filling stations technology can pave the way to a greener future without fossil-fuel dependence.” Which Trucks are Available? If you’re considering choosing hydrogen over diesel for your next commercial vehicle – and let’s face it, it is recommended – it pays to know which vehicles are available and which will soon enter production. Manufacturers Hyundai and Hyzon are leading the rollout with the first fuel cell trucks recently appearing on the European market, while development continues apace for other companies. Hyundai’s Xcient model is a significant entry for the South Korean manufacturer. The world’s first hydrogen-powered, heavy-duty truck hit Swiss roads in late 2021, and a total of 1600 units are expected to hit European roads by 2025. Another haulage heavyweight is American brand Hyzon, whose Class 8 and Hymax models are also paving the way toward decarbonized heavy-duty road transport. Hyzon Motors form part of the European consortium, Hydrogen Europ which plans to introduce 100,000 fuel cell trucks by 2030. Range Many business owners question whether hydrogen vehicles can go the distance like their traditional petrol/diesel alternatives, with common concerns regarding power and the availability of hydrogen fuel stations to cover long-haul trips. As of 2001, the European Commission awarded nine countries 18.5 million euros to set up hydrogen-fueled transportation systems. This has now seen buses rolled out successfully across some European cities including Berlin. Initiatives such as H2Haul have also been undertaken in an attempt to provide hydrogen-fueled trucks across European countries – in the hopes of reducing haulage emissions to zero. Currently, Volkswagen is developing a model which can travel 2000 kilometres on a single tank of fuel. While Volvo, for instance, are pouring millions into the development of its hydrogen-powered alternative with a range of 1000 km. Refueling Home and Away Clearly, improved driving ranges need to be coupled with a better hydrogen refueling infrastructure across the EU for adoption to fully flourish. Currently, there are over 200 fueling stations across Europe, with Germany dwarfing the rest of the continent with over 100 of these. An EU-wide target of at least 1000 fueling stations by 2030 is a possibility with a refueling site every 200 km across the proposed Test-T core network. Of course, hydrogen trucks are also refueled much like their diesel counterparts using the same simple, nozzle-to-pump method. Why Not Just Stick with Diesel? While hydrogen-powered technology and infrastructure remain a work in progress, companies and nations are working around the clock to combat this and meet tighter COP regulations. Purchasing hydrogen transport offers huge environmental benefits, given that they only produce water and warm air as emissions. Its fuel cells are inherently non-polluting and contribute nothing to global warming. In addition, driving ranges are improving, refueling times are fast, and new EU tolling legislation provides huge benefits for zero-emissions trucks. Make your next commercial fleet a hydrogen-powered one and help save the planet, one mile at a time. ​ Useful Links https://www.doverfuelingsolutions.com/dfs-hydrogen-dispenser https://www.doverfuelingsolutions.com/clean-energy Back to DFS Insights Speak to an Expert Future of hydrogen-powered cars mapped out - GOV.UK (www.gov.uk ) Home | Dover Fueling Solutions Hydrogen vehicles: Major investment continues as UK pushes for net zero emissions | Express.co.uk UK hydrogen fuel stations by capacity | Statista Hydrogen vs electric cars | carwow BUS2BUS - First hydrogen users in Germany – is this the bus fuel of the future? Horizon Europe: Five hot hydrogen projects | Enlit World Dangerous and dirty: 7 myths about hydrogen power debunked | BBC Science Focus Magazine Clean Urban Transport for Europe (CUTE) - Hydrogen and Fuel Cell Buses – Policies - IEA Steam Methane Reforming — Productions — Student Energy https://autovista24.autovistagroup.com/news/hydrogen-vehicles-in-europe/ Volvo Trucks has started tests of fuel cell electric trucks. https://hydrogen-central.com/new-hydrogen-car-travels-2000-kilometers-single-tank/ Xcient | HYUNDAI Truck & Bus

Nov 3, 2021 Returning to Work: How Have Things Changed? ​ When Covid-19 pandemic began in early 2020, the majority of businesses were forced to adopt a ”work from home” model, and vast numbers of staff were confined to a solitary environment. Despite an initial shock and abrupt changes, most people quickly started to adopt to this new way of life. Video conferencing became a staple in the working world, and people found innovative ways to collaborate to ensure companies continued to be profitable. Fast-forward now to the end of 2021, and the UK population is now in a position to begin returning to the workplace. But what does this change mean for businesses? And how are employees adapting to yet another shift in the ways in which they work? We spoke with Andy Sullivan, General Manager and Senior Director, Wetstock, from our wetstock management facility in Skelmersdale, England, to find out more about how these changes impact this office in the UK. ​ WHEN THE PANDEMIC FIRST HIT, WHAT WERE THE INITIAL CHALLENGES YOU NEEDED TO OVERCOME? HOW DID STAFF REACT TO THE "WORK FROM HOME" INITIATIVE? System and equipment set up was the first challenge we had to overcome. We created a plan and once initiated, we moved all of our office-based staff to a home working set up within four days. We not only had to change how people were going to do their work, but had to consider things such as internet reliability, access to stock, printing facilities and where our people were going to work from - not everyone has a workspace at home that isn’t simply their dining room table, and although initially the expectation of the lockdown was for a three-week period, we anticipated it would be longer than that. We also had to consider how our field-based technicians would work. They would be working on the front line as essential workers, and their health and well-being was therefore a top priority. Our people took it in their stride and helped us to help them. Most customers didn’t even notice our changed approach. DESPITE THE CHALLENGES, THERE HAVE BEEN MANY POSITIVE THINGS TO HAVE COME FROM THE PANDEMIC. IN YOUR OPINION, WHICH HAVE BEEN THE MOST NOTABLE? We continued to be just as customer-centric as we had been before the pandemic hit, but the rapidly changing circumstances helped us become even more adaptable and responsive. We became better problem solvers, better at communicating internally and more adaptable to a highly variable workload. Our site teams quickly defined new forecourt methods to protect themselves, forecourt staff and the public, and worked throughout, keeping forecourt equipment compliant. WHAT MEASURES DID YOU PUT IN PLACE IN THE BEGINNING TO ENSURE MINIMAL DISRUPTION TO THE CUSTOMER? HOW DID YOU KEEP UP THE QUALITY OF SERVICE? Our quality of service didn’t change, and most customers were unaware of the steps we had taken to move to home working. Phone calls were automatically redirected to the analyst’s computer. The motivation and engagement of our people was key in ensuring our productivity continued. Managers conducted regular check-ins and were encouraged to create social activities to try and replicate those conversations you would routinely have at your desk about what you were having for your dinner, or where you were going at the weekend. We created a DETA (Dover England Team Activities) Teams group online, where subjects of interest groups were created, and we also created a Spotify list and asked people to put their favourite positive songs on there to keep up morale! THERE WERE MANY ADAPTATIONS YOUR STAFF NEEDED TO MAKE WHEN THEY FIRST STARTED WORKING FROM HOME. NOW, AS THEY BEGIN TO RETURN TO THE OFFICE, WHICH OF THESE ADAPTATIONS HAVE BECOME PART OF THE NEW WORKING STRUCTURE? We have relaxed our dress code and empowered our people to dress in a way that it suitable for their diary, and have offered permanent flexibility by introducing a hybrid way of working. Enforced remote working had the effect of showing us just how successful this can be, based upon trust, support and engagement. Our new hybrid working model meant asking each member of the team what balance between home and office would work for them. In addition to their needs, we have team days every fortnight to allow our staff to come together face-to-face to collaborate and innovate. ​ DID YOU HAVE TO MAKE ANY CHANGES TO THE OFFICE SPACE TO FACILITATE THE WORKFORCE RETURNING? We asked our people what hybrid working would look like for them, and we assessed how we used our office space. Previously, the office was a place you went to in order to do your job. Now, the office has become a collaboration venue. It has been designed to promote collaboration; somewhere you come to work together with your teammates. We were also able to reduce our buildings footprint and reconfigured our office space to suit hybrid working. We created a large collaboration room where “team days” could occur, another space for those people who wanted to return to the office full time, and a number of hot-desking areas where people are able to book a specific desk for the day by way of an app. WHAT HAS THE FEEDBACK FROM STAFF BEEN LIKE SINCE RETURNING? HOW WOULD YOU DESCRIBE THE GENERAL ATMOSPHERE? Before we reopened our offices, people generally felt very happy at home, but upon returning for team days, they have reported the benefits of the team interaction and how that - balanced with home working - is key to both productivity and wellbeing. HAVE YOU NOTICED ANY CHANGES IN COLLABORATION METHODS SINCE RETURNING TO WORK? The combination of remote working and collaborative, in-person team days has allowed employees to prioritise their work to suit how they are working on a day-to-day basis. They are able to plan for how aspects of their roles can be best achieved. THERE WERE CONCERNS WHEN THE PANDEMIC FIRST HIT REGARDING MENTAL HEALTH. DID YOU EXPERIENCE ANY ISSUES AROUND THIS MATTER? WHAT PROVISIONS DID YOU PUT IN PLACE TO ENSURE PEOPLE WERE CARED FOR? ARE ANY OF THESE STILL IN PLACE NOW? Before the pandemic hit, we had already implemented a full well-being strategy and provision, including upskilling some of our people to Mental Health First Aiders (MHFAs), and we encouraged people to speak to those who could help when they needed it. We had our online SharePoint site, as well as a multitude of research and self-help guides that were already being used and were readily available once the pandemic hit. The one area we focused on when lockdown came into force was the education of our people managers to be able to identify and support people virtually and to signpost them to the MHFAs when needed. ​ THE SKELMERSDALE TEAM HAS ADOPTED A HYBRID WORKING MODEL. HOW WAS THIS DECIDED? HOW ARE STAFF FINDING THIS NEW SYSTEM? Once we realised lockdown was here to stay for the long term, it become the norm to work from home. We asked our people through an anonymous survey what their interest would be in terms of where they wanted to work once lockdown was over and how they would like it to work. The feedback showed that some people wanted to work from home permanently due to the benefits on their work-life balance, mental health and travel expenditure, whilst others wanted to come back to the office either full- or part-time. We then created a policy and launched this with our people along with an application form. Applications were granted, and we then set about designing our new collaboration venue workplace. We reopened our offices on Tuesday 31st August 2021 and ran a phased return over a three-week period. The team days are certainly having a positive impact on our people; the flexibility of working from home one day and being in the office the next allows people to be more productive and gives an opportunity for them to come together for the day, when previously they would have been sat together within the teams as a matter of course. HOW CAN YOU BE SURE A HYBRID WORKING MODEL WILL NOT NEGATIVELY IMPACT THE SERVICE YOU PROVIDE TO YOUR LARGE CUSTOMER BASE? Our hybrid model is built upon our customer needs. It is of paramount importance that we continue to deliver the high level of service we pride ourselves upon. Our policy allows managers to bring their teams back into the office for business needs where necessary, and during the recent fuel crisis, these arrangements were tested and helped us keep UK forecourts open. Our customer service team continues to ask for feedback on service delivery, and our people managers monitor standards and feedback from their teams. HOW HAVE CUSTOMERS RESPONDED TO STAFF BEING BACK IN THE OFFICE? HAVE YOU RECEIVED ANY FEEDBACK AT ALL? The transition from office to home-working at the start of the pandemic wasn’t noticed by customers in terms of service provision. And similarly, the return into a hybrid model has been just as seamless. WHAT ARE YOU MOST EXCITED ABOUT BEING BACK IN THE OFFICE AND WORKING WITH COLLEAGUES FACE-TO-FACE AGAIN? Leaders want to be visible to their teams. There’s only so much that this can be effective via video conferencing. We become leaders because we value spending time with our people and supporting and encouraging them. We want to create high performing, successful teams. Thus, being able to meet our people in the office, to engage and talk with them is a great outcome after so many months restricted in doing so by the pandemic. ​ ​ Back to DFS Insights Speak to an Expert ​

October 17, 2023 Not All Aftermarket Parts Are Created Equal ​ When it comes to your service station, equipment is undoubtedly the lifeblood of your business, so it must always be kept at peak efficiency. As a dispenser ages, it is more prone to the negative effects of wear and tear, inevitably needing parts to be replaced at some point to maintain peak forecourt efficiency; however, not all retailers are in a position to buy a brand-new dispenser, particularly if only one part of the dispenser needs to be replaced. On the other hand, the forecourt is evolving. Fuel retailers might consider upgrading existing dispensers in order to better meet the needs of their customers for the foreseeable future. This could mean upgrading a standard dispenser with an LCD display into one with a media screen, so it can present important information or advertisements. Alternatively, retailers might want to invest in payment at the pump, so motorists can refuel 24/7 without the need for an attendant to be inside the c-store. Understandably, retailers want their businesses to be the best they can be, but not all aftermarket parts are created equal. The Difference Between OEM Genuine Aftermarket Parts and Non-Genuine Aftermarket Parts For replacement parts, retailers are often faced with two options: buy genuine parts from the original equipment manufacturer (OEM) or buy aftermarket parts from a different manufacturer altogether. One of the biggest reasons retailers or technicians opt to buy non-genuine aftermarket parts from a different manufacturer is cost. Non-genuine parts are generally less expensive than OEM parts and are therefore often the more attractive option when retailers are trying to cut costs and boost profits. Non-genuine aftermarket parts, bought from any manufacturer other than the OEM, can vary widely in quality, as they are not regulated or standardized. Often, non-genuine aftermarket parts are not an exact fit for the dispenser, nor do they provide the same functionality as an OEM genuine part, which can lead to issues with installation, compatibility, and/or overall performance. Although these parts may seem more cost effective, they can cause potential damage to the fuel dispenser and void any warranty cover, thus, leading to more potential costs in the future and negating any initial savings the retailer had originally made through the initial purchase. Although OEM genuine aftermarket parts might cost more, the trade-off is a simpler purchase process. This, in turn, provides peace of mind that the part chosen is an exact match, consequently providing the same level of quality, durability and function as the original dispenser part. With OEM genuine parts, retailers don’t have to do any research; as the manufacturer has already undertaken all the quality checks for you. In fact, all genuine part manufacturers must adhere to industry quality standards. Once purchased, retailers can rest assured the dispenser will perform at a high-level. Things to consider when buying aftermarket part(s): • Quality: Not all aftermarket parts are created equal. OEM genuine parts are the same high-quality materials used to manufacture the dispenser when it was originally made. Inferior materials can lead to other aftermarket parts failing and additional costs being incurred. • Performance: OEM genuine parts have been specifically designed for your fuel dispenser make and model. This allows them to deliver the optimal fit and performance, so your dispenser runs at its best. • Selection: With so many aftermarket parts available on the market, purchasing the right product for your dispenser can be time-consuming and confusing. Visiting the Dover Fueling Solutions (DFS) Genuine aftermarket parts website will ensure you are getting exactly what you need for your dispenser(s) repair or upgrade. • Warranty: The use of any other part, other than that purchased from the OEM manufacturer, could void warranty coverage. • Certification: In addition to warranties, fuel dispensers are tested, certified and approved using specific OEM manufactured parts. A change to a non-genuine part (any part) could void the certification and approval to use the fuel dispenser. Why DFS Genuine Aftermarket Parts? DFS believe in exceptional performance and quality and is committed to always meeting industry standards for the operation of its equipment. All DFS genuine parts are designed to maintain the operating performance of its products and comply with applicable regulatory business standards such as UL, ATEX, CE, and MID approvals, so fuel retailers have optimal site operation, through improved safety, uptime and serviceability. DFS Aftermarket Parts Centers, located strategically across the globe, stand ready to support retailer operations with Tokheim®, Wayne, OPW Fuel Management Systems (“FMS”) and ProGauge parts. With thousands of parts in stock and dedicated parts support teams, DFS can fulfil and deliver orders to the majority of their customers within just a few short days. DFS products are future proofed to embrace the changes that technology advancements bring. To facilitate these changes, as well as those that come about through updates to legislation or market requirements, we offer a wide range of upgrade and maintenance kits, including: • Payment component kits • Automatic Temperature Compensation (ATC) kits • Vapor recovery & monitoring kits • Media upgrade kits • Fuel blending kits • Meter maintenance kits When retailers purchase a DFS Genuine Aftermarket Part, they are not just buying a replacement part or upgrade, but an opportunity to maintain the life of their investment. Your equipment is an important part of your business, and we want your business to be the best it can be. Let DFS Genuine Parts help keep your equipment up and running. ​ Useful Links: https://www.doverfuelingsolutions.com/aftermarket-parts https://www.youtube.com/watch?v=yPHJnVzoIF0&t=25s Back to DFS Insights Speak to an Expert ​