Relationships that Fuel Progress: Anishinaabe Aki Petro-Canada
By Meline Beach
Each retail station launch tells a unique story of logistics, planning and perseverance. The recently opened Anishinaabe Aki Petro-Canada in Dauphin, Manitoba, does that and more, diving deeper into the value of relationships to drive economic impact and community engagement.
Co-owned by Pine Creek and Ebb and Flow First Nations, the new Petro-Canada site stands as a powerful example of what’s possible when Indigenous entrepreneurs, corporate teams, legal advisors, and technical experts collaborate to achieve a shared vision.
For Petro-Canada and its parent company, Suncor, relationships with Indigenous communities are foundational. The company has more than 70 stations and wholesale marketing arrangements with Indigenous communities.
The idea to build Anishnaabe Aki Petro-Canada, which opened last July, began with a contact form jointly submitted through Petro-Canada’s website by Pine Creek First Nation and Ebb and Flow First Nation.
“Our website is one of the ways we encourage entrepreneurial individuals to connect with us if they’d like to become independent business owners of a Petro-Canada,” says Pat Ritchie, vice president of sales and marketing for Petro-Canada. “The two Nations co-owned land and had a vision. They wanted to convert it to commercial use to build a fuel station. Anishinaabe Aki Petro-Canada is now both the largest and only 24-hour fuel station in Dauphin, Manitoba.”
That initial connection sparked a collaboration and fuelled a relationship built on shared goals and mutual respect, which reflects Suncor’s broader commitment to Indigenous communities. The company directs about 20 per cent of its total procurement spend to Indigenous suppliers and supports organizations such as Indspire, the Canadian Council for Indigenous Business, and Reconciliation Canada to advance well-being and leadership in Indigenous communities.
“Our approach to business relationships goes beyond a fuel supply agreement,” says Ritchie. “Working together under the Petro-Canada brand helps us build genuine relationships with Indigenous entrepreneurs who want to run a local retail business that creates employment and economic opportunities. That includes supporting Indigenous entrepreneurs to grow their business with Petro-Canada, make local hiring decisions and contribute to strong, healthy communities.”
From the early planning stages, Petro-Canada works closely with Indigenous entrepreneurs to help design, equip, and operate retail sites that fit both community needs and brand values.
“We help with everything from site planning and convenience-store layout to safety standards and training,” says Ritchie. “Each new location has a dedicated account representative and access to our 24/7 Associate Support Centre, to collect feedback and share best practices for leading in sales, service and safety.”
Petro-Canada also offers self-guided online modules as well as both in-person and virtual instructor-led training programs to help new associates understand and execute programs and promotions. This includes Petro-Points and additional rewards and fuel savings offered through corporate partners.
“We also provide tools to help build customer loyalty and get customer feedback,” says Ritchie. “We want every business to have a strong start and keep growing.”
Beyond operational expertise, Petro-Canada recognizes the importance of cultural awareness when planning and opening a Petro-Canada site with Indigenous entrepreneurs.
“Our teams participate in cultural moments, such as land acknowledgements, opening prayers and drum circles that mark grand openings,” says Ritchie. “It’s important to us at Petro-Canada and Suncor to be present and, when invited, to actively participate in these traditions as a meaningful way to show respect and build stronger connections with Indigenous communities.”
Legal and Land Framework
Transforming the Dauphin site into reserve land and preparing it for commercial use required extensive legal expertise and careful planning. Brenda Johnston, an Indigenous lawyer from Peguis First Nation and partner at Cochrane Sinclair LLP’s Swan Lake First Nation office, worked closely with Pine Creek and Ebb and Flow First Nations throughout the process.
“I assisted both First Nations in officially setting the land apart as joint reserve land under Canada’s Additions to Reserve Policy (“ATR process”), and guided the pre-reserve designation process under the Indian Act and Indian Act Referendum Regulations to allow valid leasing on the reserve lands,” says Johnston, who has nearly 29 years of experience supporting Indigenous communities in reserve creation, financing, and economic development.
Johnston prepared all the legal and technical documentation, including utility permits, leases, band council resolutions, and agreements with the City of Dauphin, to enable proper land development and servicing. She also led the pre-reserve designation process, which required eligible community members from each nation to vote on the designation to allow for valid leasing of the land.
On the business side, Johnston helped establish legal structures for the two nations to operate the Petro-Canada station and reviewed key agreements with Petro-Canada.
“My work ensured the land could legally and successfully become a joint reserve site, and that the nations were set up to run the station as a sustainable, community-driven business,” says Johnston. “It’s rewarding to assist First Nations in pursuing economic development that provides tangible benefits for their communities and creates their own sources of revenue.”
For Indigenous entrepreneurs pursuing similar initiatives, Johnston advises setting up an appropriate business structure to take full advantage of tax exemptions and submitting necessary documents to Indigenous Services Canada early. “I also recommend keeping community members involved by providing regular updates at band meetings,” says Johnston.
Design and Delivery
Once the legal and regulatory framework was complete, ODK Engineering took the project from concept to completion, including municipal site design, project management, and contract administration across three different phases of physical work.
Phase one involved installing petroleum-related infrastructure, including below-grade fuel tanks, fuel-pumping equipment, and all related incidental works.
Phase two focused on site construction, including water and wastewater services and a piped land-drainage system connected to the City of Dauphin’s main lines. Because the site is low-lying, the grade was also raised to prevent flooding.
Phase three involved the construction of a 425-square-metre commercial building for two tenants: a retail environment to service the gas station and convenience store, and an independent restaurant.
“The most interesting challenge was working with the potential restaurant tenant to coordinate specific needs with respect to HVAC, electrical loading, drive-thru sensors inlaid into concrete pads, as well as corporate branding considerations,” says Rick Laviolette, project manager at ODK. “It was an iterative and multi-layered process due to the need for review and approval from an international company.”
The project’s success was in part a result of relying on experience and expertise to complete certified work while also collaborating with stakeholders, designers, contractors, and community members. Laviolette adds, “There are many facets to such a complex project, but when everyone works together in a respectful environment, the best results for the end product can be achieved.”
Economic Impact and Community Engagement
Projects like Anishinaabe Aki represent how relationships can transform a vision into lasting impact. Legal counsel guided complex land designation and governance requirements; engineers brought the site to life; and corporate support ensured operational excellence and long-term viability.
“Petro-Canada’s 50-year history as a trusted brand, along with our track record of fostering mutual respect with Indigenous communities that operate Petro-Canada sites, helps us build trust with more Indigenous communities who are considering working with us,” says Ritchie. “We know trust takes time, so we make a point to stay closely connected, long after agreements are signed and sites are up and running. It’s all about keeping the lines of communication open and sharing knowledge to navigate the everyday challenges and opportunities of running a successful business that shows we’re committed for the long term.”
That investment translates into employment, local contracting, and community reinvestment in areas like education, health care, and housing. For Indigenous entrepreneurs, it creates opportunities to own and operate successful businesses under a trusted national brand while retaining local decision-making, positive economic impact, and community engagement.
Meline Beach is a Toronto-based communications practitioner and frequent contributor to Convenience and Carwash Canada. In addition to freelance writing, Meline provides communications and public relations support to businesses across Canada. She can be reached at www.mlbcomms.ca.
