It’s time to Refuel Parkland.

Simpson Oil, the largest shareholder of Parkland Corporation, has nominated nine highly qualified and experienced director candidates to be elected to the Board of directors ahead of the May 6 Annual General Meeting of Shareholders.

Simpson Oil became the largest shareholder in 2019, following Parkland’s purchase of Simpson Oil subsidiary SOL Investments Ltd. – the largest independent fuel marketer in the Caribbean.  

Unfortunately, the elements of Parkland that attracted us in 2019 have been mismanaged out of existence.

Our intention when seeking a new owner for the SOL business was to merge with a top-tier company with a proven, capable leadership team, an existing base of competitively advantaged assets, a disciplined and opportunistic M&A-led growth plan, and a relentless focus on cost management.

Today, Parkland is a company plagued by financial underperformance, significant management churn, a misguided capital allocation plan, excessive overhead costs and debt and an entrenched leadership that weaponized the Company’s corporate governance to avoid listening to the viewpoints of shareholders.

The current Parkland Board and management has consistently let shareholders down:

Value Destruction:Value Destruction:

Value Destruction:

Since 2019, Parkland’s total shareholder return has collapsed, underperforming its peers by a staggering 97.5%.

Financial Underperformance:Financial Underperformance:

Financial Underperformance:

Parkland’s flawed strategic focus, failed growth plan, and bloated corporate culture have led to significant underperformance across most financial metrics relative to its peers.

Undisciplined M&A:Undisciplined M&A:

Undisciplined M&A:

Parkland's scattershot approach to building scale in the United States attempted to combine small, unrelated businesses in a hyper-competitive market, resulting in large trading losses, integration challenges and missed synergies.

No CEO AccountabilityNo CEO Accountability

No CEO Accountability

Despite repeated misses on guidance, a flawed strategic direction, and significant management turnover, Parkland’s Board has failed to hold CEO Bob Espey accountable.

It’s time for a new plan to refuel Parkland with immediate actions to restore accountability and trust, unlock operational performance, and drive long-term value for all shareholders.

Our Plan:

Priority OnePriority One

Priority One

New Leadership

On day one, we will begin the process of recruiting a new CEO.

Priority OnePriority One

Priority One

New Leadership

On day one, we will begin the process of recruiting a new CEO.

Priority TwoPriority Two

Priority Two

Strategic Allocation of Capital

We will refocus investment to opportunities with the highest expected return on capital.

Priority TwoPriority Two

Priority Two

Strategic Allocation of Capital

We will refocus investment to opportunities with the highest expected return on capital.

Priority ThreePriority Three

Priority Three

Profit First & Cost Discipline

We will conduct a comprehensive, top-to-bottom review of MG&A expenses to identify inefficiencies, eliminate unnecessary overhead, and ensure that spending is aligned with operational priorities.

Priority ThreePriority Three

Priority Three

Profit First & Cost Discipline

We will conduct a comprehensive, top-to-bottom review of MG&A expenses to identify inefficiencies, eliminate unnecessary overhead, and ensure that spending is aligned with operational priorities.

Priority FourPriority Four

Priority Four

Adding Transparency, Honesty, and Credibility to the Current Strategic Review

We will take a totally unbiased approach to evaluating all avenues to unlock value, including selling underperforming assets, restructuring of core operations, or pursuing a full sale of the entire Company.

Priority FourPriority Four

Priority Four

Adding Transparency, Honesty, and Credibility to the Current Strategic Review

We will take a totally unbiased approach to evaluating all avenues to unlock value, including selling underperforming assets, restructuring of core operations, or pursuing a full sale of the entire Company.

Priority FivePriority Five

Priority Five

Enhanced Transparency in Financial Reporting and Investor Communications

We will bring transparency, consistency, and honesty back to the Company’s financial reporting, ensuring disclosures are clear, accurate, and aligned with best practices.

Priority FivePriority Five

Priority Five

Enhanced Transparency in Financial Reporting and Investor Communications

We will bring transparency, consistency, and honesty back to the Company’s financial reporting, ensuring disclosures are clear, accurate, and aligned with best practices.

The evidence is clear:The evidence is clear:

The evidence is clear:

It's time for a change at Parkland

The evidence is clear:The evidence is clear:

The evidence is clear:

It's time for a change at Parkland

Simpson Oil’s nine highly qualified director nominees have a proven track record of value creation, along with the experience and skillsets to rebuild value at Parkland and oversee a credible strategic review process for the benefit of all shareholders.

Meet our nominees:

Monty Baker, CA

Michael Christiansen, CA, CFA

Mark Davis

Jackie Doak

Chris Folan

Brian Gibson, CFA

Marc Halley, CPA

Darcy Morris, CIM

Karen Stuckey

Meet Our nominees
For Investors

Carson Proxy
Christine Carson
416-804-0825

christine@carsonproxy.com

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For Media

Longacre Square Partners
Amy Freedman / Andy Radia

SimpsonOil@longacresquare.com

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