Alimentation Couche Tard : 2024 Annual Information Form

Annual information form

Founded in 1980, Alimentation Couche-Tard Inc. (the "Corporation") is a leader in the convenience store industry, with more than 16,700 stores and approximately 149,000 people in its network worldwide.

We are a Canadian company, governed by Business Corporations Act (Québec). Our shares trade on the Toronto Stock Exchange ("TSX") under the symbol ATD. As of April 28, 2024, we had a total market capitalization of approximately CAD $74 billion.

Our business risks are discussed starting on page 39 of our annual MD&A and are incorporated by reference in this document. Our 2024 Annual Report and MD&A are available on our website (corpo.couche-tard.com) and on SEDAR+ (sedarplus.ca).

Contents

• About our business
  10 Three areas of business
  13 Our store network
  18 Our structure
  19 General developments of the business
  22 Capital structure
  26 Governance
  36 Appendices

Where to find more information

Additional information, including directors' and

officers' remuneration and indebtedness,

principal holders of Couche-Tard's securities and securities authorized for issuance under equity compensation plans is included in our Management Proxy Circular. Our 2024 Annual Report, which contains our audited consolidated financial statements for the fiscal year ended April 28, 2024 and management's discussion and analysis (MD&A), has additional financial information.

These documents and other information about Alimentation Couche-Tard Inc. are all available on our website (corpo.couche-tard.com) and on SEDAR+ (sedarplus.ca).

A History of Entrepreneurship and Growth

Forward-looking statements

This annual information form includes certain statements that are "forward-looking statements" within the meaning of the securities laws of Canada. Any statement in this annual information form that is not a statement of historical fact may be deemed to be a forward-looking statement. When used in this annual information form, the words "believe", "could", "should", "intend", "expect", "estimate", "assume", and other similar expressions are generally intended to identify forward-looking statements. It is important to know that the forward-looking statements in this annual information form describe our expectations as at June 25, 2024, which are not guarantees of the future performance of Couche-Tard or its industry, and involve known and unknown risks and uncertainties that may cause Couche-Tard's or the industry's outlook, actual results or performance to be materially different from any future results or performance expressed or implied by such statements. Our actual results could be materially different from our expectations if known or unknown risks affect our business, or if our estimates or assumptions turn out to be inaccurate. A change affecting an assumption can also have an impact on other interrelated assumptions, which could increase or diminish the effect of the change. Assumptions such as synergies objective are based on our comparative analysis of organizational structures and current level of spending across Couche-Tard's network as well as on Couche- Tard's ability to bridge the gap, where relevant, and Couche-Tard's assessment of current contracts in the geographical areas of operations and how Couche-Tard expects to be able to renegotiate these contracts to take advantage of our increased purchasing power. In addition, our synergies objective assumes that we will be able to establish and maintain an effective process for sharing best practices across our network. Finally, our objective is also based on our ability to integrate acquired business. An important change in these facts and assumptions could significantly impact our synergies estimate as well as the timing of the implementation of our different initiatives. As a result, we cannot guarantee that any forward-looking statement will materialize and, accordingly, the reader is cautioned not to place undue reliance on these forward-looking statements. Forward-looking statements do not take into account the effect that transactions or special items announced or occurring after the statements are made may have on our business. For example, they do not include sales of assets, monetization, mergers, acquisitions, other business combinations or transactions, asset write-down, ongoing military conflicts, or other charges announced or occurring after forward-looking statements are made.

Unless otherwise required by applicable securities laws, we disclaim any intention or obligation to update or revise forward-looking statements, whether as a result of new information, future events or otherwise.

The foregoing risks and uncertainties include the risks set forth under "Business Risks" in our 2024 Annual Report as well as other risks detailed from time to time in reports filed by Couche-Tard with securities regulators in Canada.

IN THIS DOCUMENT

"We", "us", "our", "Couche- Tard" and the "Corporation" mean Alimentation Couche-Tard Inc. and its wholly-owned subsidiaries

"AIF" and "this document" mean this annual information form.

Information is as of

April 28, 2024, the last day of our most recently completed fiscal year, unless stated otherwise.

All dollar amounts are in U.S. dollars unless stated otherwise.

Registered and head office: Alimentation Couche-Tard Inc. 4204 Industriel Boulevard Laval, Québec H7L 0E3 Canada

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About our business

Couche-Tard's vision is to become the world's preferred destination for convenience and mobility. Our mission is to make our customers' lives a little easier every day. To this end, we offer fast and friendly service, providing food, hot and cold beverages, car wash services, and other high-quality products and services including road transportation fuel and e-mobility charging designed to meet or exceed our customers' needs in a clean, welcoming, and easy environment. As part of our Operations First culture, we live by our values and put our customers and people at the forefront of our decisions. Our financial discipline, local focus, and global scale are key to our success.

We are a customer-centric, financially disciplined organization that uses our global scale and local experience to enhance our operational expertise and continually invests in our people and our stores.

Worldwide network

Our store network includes more than 16,700 sites in three markets:

NORTH AMERICA

(page 14) We are:

• the Canadian leader in the convenience

store industry

• one of the largest independent convenience store operators in the United States in terms of the number of company owned and operated stores.

EUROPE & OTHER

(page 16)

We are a leader in the convenience store and mobility retail business in the Scandinavian countries (Norway, Sweden, and Denmark), in the Baltic countries (Estonia, Latvia, and Lithuania), in Belgium, as well as in Ireland, and we have a strong presence in Luxembourg, Germany, the Netherlands and Poland.

We operate a network of company-operated convenience stores in Hong Kong.

INTERNATIONAL

(page 17)

There are also close to 2,200 stores in

16 other countries and territories operating under the Circle K trademark through licensing agreements.

REVENUE (fiscal 2024)

($ millions)

$8,398

$16,955 $43,911

United States (63%)

Europe and other (25%)

Canada (12%)

GROSS PROFIT¹ (fiscal 2024)

As at April 28, 2024, approximately 149,000 people work in our network:

• 99,000 in our retail network and service offices in North America
• 46,000 in our retail network, terminals and service offices in Europe
• 4,000 in our retail network and service offices in Asia

In Scandinavia, membership in a trade union is particularly common in the business support category. Approximately 90% of our front-line employees in Denmark, 2.8% of our employees in Norway, and 100% of our employees in Sweden are members of a trade union.

($ millions)

$1,424

$2,290 $8,384

United States (69%)

Europe and other (19%)

Canada (12%)

(1)For additional information on the performance measures not defined by IFRS® Accounting Standards, please refer to "Appendix B - Non- IFRS Accounting Standards Measures".

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Three areas of business

We have three main sources of revenue: merchandise and services, road transportation fuel and other.

MERCHANDISE AND SERVICES

(page 10)

We sell a broad selection of in-store merchandise and services that are designed to appeal to the convenience needs of our customers.

We also have wholesale sales of merchandise and goods to certain independent operators and franchisees.

ROAD TRANSPORTATION FUEL

(page 11)

We are a retail seller of road transportation fuel at full-service and automated sites.

As a wholesaler, we purchase and resell road transportation fuel to certain independent store operators, and make non-retail bulk sales to customers with their own storage facilities.

OTHER

(page 12)

We sell stationary energy and aviation fuel.

We also earn rental income from operating leases for certain lands and buildings we own and lease, as well as from car rental revenue.

REVENUE (fiscal 2024)

($ millions)

$705

$17,536

$51,023

Merchandise and services (25%) Road transportation fuel (74%) Other (1%)

Strengths that set us apart

Diverse and Competitive Store Network

We have a network of more than 16,700 stores worldwide including a network of more than 7,100 stores in the United States, making us the second largest player in the country. The geographic diversity of our footprint reduces our exposure to adverse local and/or regional market conditions, including fluctuations in road transportation fuel prices.

We compete with many national, regional, local and independent retailers, including grocery chains, supermarkets, other convenience store chains, mini- convenience stores integrated with major oil companies' gas stations, pharmacies, quick-service restaurants, and dollar stores. We continually monitor our competitors, market trends and our market share, and are well positioned to react quickly to maintain our competitive position.

We develop networks of stores in the geographic areas where we operate and look to expand into new geographies. This allows us to study each market, refine our location strategy, and carefully manage the closure of any underperforming store. We put great care and invest significant resources in choosing the locations of our stores to maximize visibility and customer traffic, making it more difficult for new competitors to penetrate our markets. We own approximately 5,700 lots and 7,100 buildings which provides greater flexibility for our day-today operations.

Our private brands for select products, investments in technology and innovation, and our focus on customer service also give us a competitive advantage.

Focus on Higher Margin Businesses

We have successfully put in place a compelling in-store merchandise and service offer which allows us to generate higher margins than those achieved through the sale of road transportation fuel. We are rolling out a prepared food program across our network in North America and an enhanced food offering in Europe, as well as growing our car wash business where our sites allow it, to further improve profit margins and differentiate our stores from those of our competitors. For Fiscal 2024, merchandise and services contributed to 51% of our gross profit(1), while road transportation fuel accounted for 48%, demonstrating a healthy balance between our 2 main segments.

GROSS PROFIT¹ (fiscal 2024)

($ millions)

$176

$6,105

$5,817

Merchandise and services (51%) Road transportation fuel (48%) Other (1%)

1. For additional information on the performance measures not defined by IFRS Accounting Standards, please refer to "Appendix B - Non-IFRS Accounting Standards Measures".

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Decentralized Management Structure

We believe that our agile business structure sets us apart from our competitors and that our entrepreneurial culture is one of our most important business strengths. We manage most of our operations and workforce through a decentralized model with support and direction from several key global teams. This allows us to speed up decision-making, to address local demand for specific products and services, and to optimize corporate overhead.

Each store is operated as a distinct profit center and store managers are responsible for meeting their financial and operational targets. We support our store managers with a strong, experienced management team and appropriate capital resources, which we believe provides them with a significant competitive advantage compared to single-store operators and smaller chains.

Our rigorous performance measurement and benchmarking process ensures that best practices are used across the network. This allows us to provide timely and effective feedback to managers at all levels.

Commitment to Operational Excellence

With more than $69 billion in revenue in fiscal 2024 and over 40 years' experience operating convenience stores and fueling stations, our size and scale have enabled us to develop operational efficiencies that provide us with a competitive advantage, particularly for merchandising and procurement. We are continually modernizing our stores and tailoring our merchandising strategies to address the needs and the demands of our customers in the markets where we operate.

Our commitment to operational excellence applies across the product delivery chain, from the selection of store locations to the development of store designs, the supply and distribution of products, merchandising and marketing, and ultimately to the sale of products to our customers. This is supported by experienced and well-trained store and management personnel who are focused on optimizing store performance and maximizing customer satisfaction.

Investment in Innovation and Technology

We invest in innovation and leverage technology in every stage of our operations. Our retail and fuel operations are powered by complex retail, fuel and back-office systems. We use robotic process automation and artificial intelligence in our stores and back office to reduce costs and operate more efficiently. We are investing in our data analytics capabilities to improve our understanding of customer behaviour, predict demand, and optimize pricing, assortment, and promotions to increase traffic and basket size. As an example, our retail innovation lab at the Bensadoun School of Retail Management in partnership with McGill University is a live testing ground for innovative and frictionless technologies that address the retail sector's challenges of the future.

Technology allows us to perform an in-depth analysis of inventory purchases and sales. We use this information to continuously refine our procurement strategies and work with our suppliers to optimize our offering, tailor our merchandising, and customize our shelf space. As we grow sales volumes, we believe we can secure more favourable purchasing terms from suppliers as a result.

We are equally focused on leveraging technology to engage and delight customers and employees in new, more personalized ways. This builds on our mission to make customers' lives a little easier every day: our goal is to increase the number of visits and to offer a seamless customer experience. Some examples of this approach include our car wash subscription service, our tactical loyalty programs, our investments in frictionless and in-app payment technologies, and our various customer ordering options, such as home delivery, curbside delivery and click & collect.

OUR STRENGTHS

DIVERSE AND

COMPETITIVE STORE

NETWORK

FOCUS ON HIGHER

MARGIN BUSINESSES

DECENTRALIZED MANAGEMENT STRUCTURE

COMMITMENT TO

OPERATIONAL

EXCELLENCE

INVESTMENT IN

INNOVATION AND

TECHNOLOGY

EXPERIENCED AND

MOTIVATED

MANAGEMENT TEAM

STRONG CASH FLOW

GENERATION AND

DISCIPLINED CAPITAL

ALLOCATION

LEADING BRANDS

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Experienced and Motivated Management Team

Our founders and management team have worked together for many years and have developed extensive expertise in operating convenience stores. We have completed many acquisitions since our initial one in 1997, and management's ability to integrate stores within the existing network has been an important factor in our success.

Many members of the management team have progressed into their current positions after working with us for several years in roles of increasing responsibility, while others have joined Couche-Tard from acquired companies and have brought with them complementary expertise.

In fiscal 2020, we implemented a new executive structure to provide a greater strategic balance between functional and operational roles. This new structure is in line with our business strategy, and establishes clear roles and responsibilities, empowers individuals and facilitates the decision-making process.

Strong Cash Flow Generation and Disciplined Capital Allocation

We have consistently been able to generate strong free cash flow with our operations and have remained disciplined over the years on the allocation of our capital. Our balance sheet is healthy with a leverage ratio(1) of 2.21x at the end of fiscal 2024. This strong ability to generate discretionary cash flow allows us to reinvest in our operations, pay dividends to our shareholders, grow our network through acquisitions, and repurchase shares. Our Return on equity ("ROE") and Return on capital employed ("ROCE") metrics are strong reflecting our discipline on capital allocation.

Leading Brands

In September 2015, we announced the launch of a new global Circle K® brand to consolidate the Circle K®, Statoil®, Holiday® and Mac's® retail brands for stores and service stations across Canada, the United States, Norway, Sweden, Denmark, Estonia, Latvia, Lithuania, Ireland and Poland. We believe this consolidation, completed at the start of fiscal 2020, has strengthened customer awareness towards the Circle K brand and reinforced our culture of operational excellence. All automated fuel stations in Europe will continue to be operated under the Ingo® retail brand and we have retained our founding Couche-Tard® retail brand in the province of Québec in Canada. We recently expended to Belgium, Germany, Luxembourg and the Netherlands where we have a license to operate under the TotalEnergies brands until all sites are converted to the Circle K brand.

We have registered and applied to register a variety of trade names, service marks and trademarks that have significant value to our business, and are important factors in marketing Couche-Tard and our convenience stores. It is our policy to register or otherwise protect our intangible assets wherever we operate.

Information Security Protection

We work diligently to protect our management information systems and other information systems from data security breaches, including cybersecurity breaches. With dedicated information security and information risk teams comprised of executives and full-time employees, complemented by third party partners, the Corporation uses a risk-based approach to mitigate information security risk. In fiscal 2022, 2023 and 2024, the Corporation provided security awareness training to all of our employees including continuous simulated phishing attacks. We have preventative and detective systems in place that are constantly monitored by a specialized third-party partner. All those measures are aimed at allowing us to detect and investigate events that represent risks, and respond and recover as required.

The Corporation's information systems contain personal information of customers, cardholders and employees. The Corporation is subject to various laws regarding the protection of personal information of its customers, cardholders and employees and has adopted a Privacy Policy that sets out the guidelines for protecting the privacy of personal information.

Our global banner:

Our other banners include:

• Couche-Tard®
• Circle K®
• Mac's®
• Holiday®
• Ingo®

These banners have an established reputation for convenience and excellence in product selection and value that we believe helps differentiate our stores from our competitors.

1. For additional information on the performance measures not defined by IFRS Accounting Standards, please refer to "Appendix B - Non-IFRS Accounting Standards Measures".

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Our Sustainability Journey - Environment, Social and Governance (ESG)

Sustainability as a lens in our business

In 2022, we defined four values we live by: One Team, Do the Right Thing, Take Ownership, and Play to Win. Our 2023 Sustainability Report focused on Take Ownership - understanding how, we, as a convenience and mobility retailer, recognize our role in the problem and our responsibility to be part of the solution for a better, more sustainable future. In this year's sustainability report, we are sharing how we fully acknowledge our responsibility to be part of the solution for a more sustainable future and an essential cornerstone to our communities. We also understand that meeting sustainability standards is increasingly necessary as a license to operate, and it is good for business.

We are constantly evolving to meet customers' needs, create inclusive and safe workplaces for our people, minimize our impact on the environment and be a trusted neighbour in the communities we serve.

Building on the framework defined in May 2021, we continue to use sustainability as a business lens to our everyday operations and push forward our commitment to actionable results based on stakeholder perspectives, conversations with investors and interviews with business leaders. Our sustainability priorities, targets and ambitions are anchored in, and contribute to, the United Nations Sustainable Development Goals.

We have set ambitious targets and goals in five focus areas where we believe we can really make a difference - fuel, energy, packaging and waste, workplace safety and diversity and inclusion. As we progress on our sustainability journey, we are also adapting to emerging ESG trends, reporting requirements and increased stakeholder expectations. Along the way, we have learned that our sustainability journey cannot be static; but rather, it needs to be dynamic and responsive to changing conditions. Nevertheless, we remain convinced that our five priorities are the right ones to help ensure that sustainability is integrated into all aspects of our business. You can read more about our sustainability initiatives in our Sustainability Report, which is available on our website (corpo.couchetard.com).

You can read more about our sustainability initiatives in our Sustainability Report, which is available on our website (corpo.couche- tard.com).

Respect for the environment

As a responsible retailer, we ensure that we comply with local environmental requirements and legislation while proactively limiting our impact where possible, including those that govern:

• storage, transportation and sale of fuel products
• soil contamination at sites including remediation
• emissions and discharges into air and water
• high blends of renewable fuels with ambitious targets going forward
• taking a leading position among retailers on EV fast chargers
• exploring business opportunities for future carbon neutral fuel alternatives still serving our infrastructure
• handling and disposal of hazardous wastes
• use of vapor recovery systems to capture fuel vapor from stations and terminals
• remediating of contaminated sites
• packaging and non-hazardous waste management.

In the United States, we participate in state funds for companies that operate motor fuel facilities in all states where we operate (except the states where there are no such funds: Alaska, California, Florida, Iowa, Maryland, New York, Oregon, Texas, Washington, West Virginia and Wisconsin). These funds cover some of the cost of cleaning up certain environmental contamination from road transportation fuel equipment, after a deductible (which varies by state) is met.

The amount of insurance coverage varies by state, and the funds are financed by fuel storage tank registration fees and/or motor fuel taxes in each state. We pay annual registration fees, and remit sales taxes to individual states as required.

To mitigate carbon emissions from fossil sources, which contribute to increased CO2 levels in our atmosphere, all our European business units are blending renewable fuel components in accordance with EU renewable fuel requirements and national legislation. In some countries fuels representing up to 92% net well to wheel carbon neutrality is offered, primarily to B2B customers and in high blends to B2C customers. In some markets Circle K may blend more than 40% of renewable fuel components to all its customers that in total contribute to a reduction in net carbon emissions of more than 30% compared to products made from fossil crude oil on a well to wheel basis.

In Europe, delegates from the Company are also representing the industry organizations in national and international fuel specification committees. The Company always warrant that the fuel supplied to the customers at the pump will comply with all such international and national quality and environmental requirements.

We comply with local directives by setting out requirements in our merchandise and fuel supply agreements.

We could be legally liable for remediating current or former sites that have been contaminated, whether or not we knew of or were responsible for the contamination. We proactively seek ways to limit the environmental impact of our activities, adopt suitable processes and regularly monitor fuel system and equipment integrity.

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Human capital management

Our worldwide community of people are at the heart of our business. It is their commitment, safety, motivation and talent that have made us a successful convenience store operator. We strive to foster a culture that will allow our employees to develop and perform to the best of their potential by providing them with the training and development opportunities they need. We also strive to create fair and equal opportunities for success amongst all of our employees while treating everyone with respect and dignity and providing valuable benefits tailored to community needs. Leaders at all levels of the organization are committed to respecting human rights and implementing best practices in health and safety, environmental welfare, and social responsibility, which is reflected in their day to day actions.

Commitment to health and safety

Over the past year, we have continued our global collaboration around our goal of keeping our people safe. Through ongoing networking between business units in Canada, the U.S., and Europe, we have maintained our commitment to sharing best practices. We have improved our processes for site analysis and will continue to work toward acting on those learnings. In North America, we created Health, Safety and Environmental (HSE) networks that focus on communication between and among business units which closely resemble established processes in Europe.

Diversity and Inclusion

In an increasingly complex global marketplace, we believe that being able to draw on a wide range of viewpoints, backgrounds, skills and experience is critical to our success.

We are continuing our work to advance equitable representation, opportunities and pay across the organization. We want all team members to work in an environment where they feel respected and able to develop their full potential. Our aim is to be an inclusive and attractive employer, with an improved gender balance at all levels of our organization and an increased share of underrepresented groups recruited. We have ongoing training and development programs and many initiatives on all levels that encourage and support minority team members to progress into roles where their talents shine brighter, including cross-cultural training, accommodating religious attire according to local practice, improving our compliance with Americans with Disabilites Act standards and an ageless workplace strategy that is relevant to at least four generations.

Since adding Diversity and Inclusion as a priority to our sustainability strategy in 2021, we have taken significant strides towards our ambition of equitable representation, opportunities and pay. This year, we maintained our target of 30% women for our Board of Directors The number of female directors is 34%, with an ambition of 35% by 2025. Across our network, 70% of store managers are women. Female representation on our executive leadership team dropped slightly, however, to 31%. We increased dedicated resources for training and advancing leadership opportunities for our Black and Hispanic team members including a new partnership with the Hispanic Association of Corporate Responsibility to amplify our efforts in developing our Hispanic talent and removing barriers to opportunity. HACR's mission is to advance the inclusion of Hispanics in Corporate America at levels consistent with Hispanics' economic impact. We have proudly added team members from these underrepresented groups to our regional leadership, and our efforts in gender equity have been recognized by the Women in Governance in Canada, which improved our ranking from Bronze to Silver level certification parity.

Other regulations

We are committed to, and thrive on, being a responsible retailer. Couche-Tard has expertise in providing age restricted products and follows strict legal requirements in markets where it is permitted, including alcohol, lottery, tobacco, other nicotine products, products containing cannabis (Canada only) and products containing cannabidiol (CBD) (Canada only). We follow all laws and regulations that apply to us and hold all of the required licenses and permits for selling these items.

We also follow all appropriate antitrust and competition laws and regulations that relate to our size and the pricing of our products and services, among other things, as well as price regulations that apply to products like road transportation fuel, milk and alcohol.

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Three areas of business

Merchandise and services

The following table shows our revenue breakdown by merchandise and services for the last two fiscal years. Service revenue include fees from automatic teller machines, sales of calling cards and gift cards, revenue from car washes, commission on the issuance of lottery tickets and money orders, as well as sales of postage stamps and bus tickets. Services revenue also includes franchise fees, license fees from affiliates, royalties from franchisees and commissions from agents.

($ millions)		Fiscal 2024		Fiscal 2023
Nicotine products(1)	$6,426.1	39.1%	$6,392.6	39.3%
Beverages	$2,900.2	17.6%	$2,806.1	17.2%
Beer/wine/liquor	$1,960.3	11.9%	$1,977.8	12.1%
Food service	$1,908.4	11.6%	$1,813.9	11.1%
Other	$3,248.5	19.8%	$3,311.6	20.3%
Total merchandise	$16,443.5	100.0%	$16,302.0	100.0%
Services	$1,092.4		$981.4
Total merchandise and services	$17,535.9		$17,283.4

1. Nicotine products include Cigarettes and Other nicotine products.

The retail business is seasonal and weather conditions can affect our revenue: historically, our customers increase their transactions and purchase higher margin items when weather conditions are favorable. Our retail business is furthermore dependent on third party

suppliers and their manufacturers for convenience merchandise for resale and other raw materials. Please refer to the "Business Risks" section of our annual MD&A for additional

detail.

North America

Our North American proprietary brands include Circle K Premium CoffeeTM, Circle K®, Nos Favoris®, Simply Great CoffeeTM, Café tout simplement bonTM, Sloche®, Froster® and Polar Pop®.

Products in North America are generally supplied to our company operated stores in one of the following ways:

• A large part of our deliveries for Québec, Arizona and Texas are channeled through distribution centres that we own and operate in Laval, Québec; Tempe, Arizona and San Antonio, Texas
• Core-MarkInternational Inc. (Core-Mark) provides management services to the distribution centres in Arizona and Texas. It is also the supplier for many of our in-store products in Western and Central Canada, and the wholesale supplier for stores in our Rocky Mountain and West coast divisions
• We use McLane to distribute merchandise to the majority of stores in our Northern Tier, Midwest, Great Lakes, Heartland, South Atlantic, Southeast, Costal Carolina, Florida and Gulf Coast divisions and we use TRA Atlantic to distribute merchandise in the Atlantic provinces.

The rest of the merchandise is delivered directly to the stores by the manufacturers or distributors.

Proprietary brands include

• Circle K®
• Circle K Premium CoffeeTM
• Couche-Tard®
• Mac's®
• Circle K®
• miles®
• milesPLUS®
• Ingo®
• Fortis®
• Sloche®
• Joker Mad Energy®
• Froster®
• Polar Pop®
• Real HOT DOGSTM
• Made to GoTM
• K FREEZE®
• Circle K Max Protection®
• Circle K UltraShine®
• 3N3RGY®
• VIVA SABROSOSTM
• Inner circle®
• Extra®
• EasyPay®
• K KitchenTM
• CleanFreak®
• Thirst Buster®
• PlayorPark®

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