LOOKING TO 2026: Industry figures share their strategies for success

From tactical acquisitions to focusing on automation, leading forecourt players outline their ideas for making their businesses thrive over the next 12 months.

Our main focus for 2026 is the expansion of jet wash sites, both on existing forecourts and as standalone locations. Where sites are standalone, the aim is for them to be fully autonomous or as close to autonomous as possible, with staff only required for cleaning, restocking, and maintenance, rather than manning. This approach supports growth while keeping operating costs, particularly labour, under control.

Tom Buckley, general manager of Pricewatch Group

Our big push for 2026 is expanding our unmanned and semi-autonomous sites. We know the model works – it runs smoothly, customers like the simplicity, and it frees us up to reinvest and grow. On top of that, we’ve committed to adding solar panels to all our sites going forward. We’ve seen how much they help with rising energy costs, and it has become a key part of how we make each site more efficient and sustainable. We’ve got several more conversions planned, and we’re actively looking to expand further, especially in Scotland.

Naz Zokiuddin, chief executive Refuel Forecourts

For us, 2026 will be about food to go and ranging, so that we have more of a destination offer, with more unique products that customers can’t get in our competition. We are going big on American confectionery, drinks and grocery, which has been really successful at our Ulceby Cross filling station. Last week chocolate Labubus went in. We are looking at different things on TikTok Shop and then undercut TikTok Shop. We avoid stocking things you can find in Home Bargains and B&M.

Tom Dant, managing director of Gill Marsh Forecourts

I have always been passionate about trying to run businesses more effectively so for me its data management. You can’t properly run 24/7 operations blind. Capturing data from as many sources as you can and aggregating that into essential, easily digestible management information must be a high priority. There is always something new to examine and analyse including new opportunities and projects, such as EV charging, as well as established best-sellers such as coffee profitability. Investment in the proper tools, real time information and experienced partners, who have the skills to transform raw data into manageable action, will transform businesses and will make the lives of operators much easier.

Industry consultant Ramsay Macdonald

Operators increasingly need to create experiential, multi-purpose destinations that go beyond fuel sales. This means investing in convenience retail, food-to-go, high-quality coffee, and wellness-oriented products that resonate with younger audiences. Social media-driven footfall is shaping consumer behaviour, so design and product mix should reflect this trend.

Additionally, preparing for EV infrastructure where appropriate – even if adoption is slower – will be important for long-term competitiveness at the right locations. Sites that combine traditional fuel, EV charging, valeting services and strong retail propositions will be best positioned to capture diverse revenue streams and maintain relevance in the long-term changing market.

Steve Rodell, managing director – retail & leisure, Christie & Co

Push areas for 2026 will be to add more food to go, impulse eat me now, or eat me soon options. We also want to introduce more local products to set us apart from competitors. Anybody can sell a Mars bar and be judged by a price. Selling a local bakery product takes price point out of the equation. Also, hopefully we can gain planning and open across the road with a modern car wash and valeting facilities, along with rapid EV charging.

Guy White, managing director of The Laurels

The main push for Highway Stops Retail in 2026 will be valeting. There are no signs of this profit centre slowing down. Investment from retailers in the latest technology from around the world increases the appeal to new and existing customers whether driving ICE or EV.

Shilan Raja, director of Highway Stops Retail

We are very excited to continue to embed our Barry’s Bakery into the wider business, with real progress being made internally, as well as slowly beginning to supply other retailers. The feedback we have received thus far has been hugely encouraging, and being part of this burgeoning new part of our well-established petrol forecourt business is especially exciting.

Vicky Hennessy, chief executive Penny Petroleum

We are committed to growing our business, and investing in the retail channels (fuel, foodservice, electric vehicle (EV), grocery and merchandise) we operate. We have a firm commitment to acquiring or developing roadside assets, investing in them and managing them.

EG On The Move, commercial director Ilyas Munshi