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The key to low-carbon advertising: Vistar Media

Vistar Media
Vistar Media

With Earth Day putting sustainability claims under the microscope, one major blind spot remains: media waste and how deeply it’s embedded in traditional advertising. 

Unlike traditional OOH (Out-of-Home advertising), which depends on printed materials that can quickly become outdated or discarded, DOOH (Digital Out-of-Home) removes physical production from the equation entirely, consequently cutting material waste and the emissions tied to printing and distribution. 

It’s also one of the lowest-carbon channels available, delivering fewer emissions per impression thanks to low power consumption, long asset lifecycles, and more efficient delivery. 

But the real shift happens with programmatic. By using real-time data and automated buying, programmatic DOOH ensures ads run only when and where they matter ultimately reducing unnecessary impressions, limiting energy use, and eliminating wasted spend. Today, OOH accounts for just 3.3 per cent of total advertising power consumption and less than 3.5 per cent of the industry’s carbon footprint, reinforcing its efficiency at scale. 

Scott Mitchell
Scott Mitchell

Scott Mitchell, Managing Director, Canada at Vistar Media, said marketers should be paying more attention to “media waste” because it’s been hiding in plain sight. 

“Many traditional media channels rely on physical production, shipping and replacement cycles that can lead to both environmental and financial inefficiencies. If brands are serious about sustainability, media can’t be a blind spot. It’s not just about what you make, it’s how you market it,” he said.

“Part of mitigating media waste comes down to planning, and choosing the right format for the message. For example, traditional OOH is a great format for longer run times and more durable messaging. If creative needs to stay flexible, or if there’s plans to update it in real-time, DOOH is a more suitable format.”

Mitchell said DOOH can offer sustainability benefits when used strategically, particularly by reducing the need for repeated printing, shipping, and physical installation, helping lower material waste and emissions.

“It’s not about DOOH replacing traditional OOH, though. The strength is in how both work together across the ecosystem. DOOH adds flexibility and adaptability, while traditional formats continue to deliver scale and permanence. As both digital and legacy infrastructure evolve, there are growing opportunities to improve efficiency and incorporate more sustainable practices across the board,” he explained.

“More broadly, OOH investment also supports public transit and urban infrastructure, contributing to more sustainable cities overall.”

Mitchell said programmatic is what takes that efficiency to the next level. 

Vistar Media
Vistar Media

“Instead of running ads continuously because you’ve paid for the space, you can use real-time data to run them only when they’re most likely to resonate. That means fewer wasted impressions, less energy use, and no excess creative. It’s a much more precise way to buy media, and that precision directly reduces waste,” he said.

Out-of-home accounts for about 3.3 per cent of total advertising power consumption and under 3.5 per cent of the industry’s carbon footprint. That’s relatively low, especially at scale. When you layer in programmatic, you’re making an already efficient channel even more sustainable.”

Mitchell said brands need  to start treating media as part of their sustainability strategy. 

“Ask where you’re wasting impressions, where you’re overproducing, and where you can be more targeted. Channels like programmatic DOOH let you align performance and sustainability; you don’t have to trade one for the other,” he said.

Accountability driven not just by brands, but by consumers, is what’s next for sustainable media.

Vistar Media
Vistar Media

“Younger audiences in particular are paying closer attention to sustainability and expect the brands they support to do the same. That pressure is starting to shape not just what companies sell, but how they show up,” said Mitchell.

“Every impression will be scrutinized for how it performs and what it costs, including its environmental impact. The channels that win will be the ones that can prove they’re efficient on both fronts.

“DOOH is already there. It allows brands to be more precise, reduce waste, and stay responsive in real time, which matters in a retail environment where relevance and responsibility increasingly go hand in hand.”

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Daily Synopsis: Apr 21, 2026

Retail Insider’s latest articles include coverage of Toronto’s Distillery District expanding retail with The Cooperage Marketplace, Hillberg & Berk’s plan to grow to 30 stores across Canada, and governance concerns at Calgary Co-op regarding its CEO vacancy. These developments highlight a focus on adaptive reuse, experiential expansion, and leadership transparency shaping Canadian retail. Below are the detailed articles and Canadian Retail News From Around the Web.

 

🗞️ The Day’s Retail Insider Article List

 

🌐 Canadian Retail News From Around the Web

Why Managed IT is the New Frontline of Retail Loss Prevention

The Evolving Threat Landscape in Retail

Retail loss prevention has traditionally centered on physical security measures-surveillance cameras, security personnel, anti-theft devices, and store layout designs aimed at deterring shoplifting and employee theft. While these tactics remain essential, the retail industry’s rapid digital transformation has introduced a new array of vulnerabilities that extend far beyond the storefront. Today, retailers face a complex threat landscape where cyber risks such as data breaches, ransomware attacks, and system downtime can cause significant financial and reputational damage.

The increasing interconnectivity of retail systems-point-of-sale (POS) terminals, inventory management software, customer loyalty platforms, and e-commerce websites-has expanded the attack surface for cybercriminals. A single compromised endpoint can lead to widespread disruption, exposing sensitive customer data and interrupting business operations. As a result, loss prevention strategies must evolve beyond traditional physical security to incorporate robust IT security practices that address both cyber and physical threats in a unified manner.

According to IBM’s 2023 Cost of a Data Breach Report, the average cost of a data breach in the retail sector reached $3.27 million, underscoring the severe financial consequences retailers face from cyber incidents. Moreover, cyberattacks targeting retail organizations have surged by 45% over the past two years, highlighting the urgency for retailers to adopt comprehensive IT security solutions. 

Beyond external cyber threats, internal risks such as employee errors, fraudulent activities, or misuse of systems contribute substantially to retail losses. These insider threats often go undetected by conventional physical security measures, necessitating advanced monitoring and access controls integrated within IT systems.

Managed IT Services as a Catalyst for Loss Prevention

In this increasingly complex environment, managed IT services have emerged as a critical component of modern retail loss prevention. By outsourcing IT management to specialized providers, retailers gain access to cutting-edge technologies, expert knowledge, and proactive monitoring capabilities that help identify and mitigate risks before they escalate into costly incidents.

Jumpfactor analyses illustrate how managed IT providers in Charlotte are assisting retailers in implementing integrated security frameworks that combine network protection, endpoint security, and real-time threat intelligence. These comprehensive services not only reduce the likelihood of cyber intrusions but also enhance system reliability by minimizing downtime, an essential factor in preventing lost sales during critical retail hours.

Managed IT services also address insider risks by deploying sophisticated identity and access management systems. These solutions enforce strict user permissions, maintain detailed audit trails, and detect anomalous activities indicative of insider threats. Such proactive measures enable retailers to enforce compliance with security policies and respond swiftly to suspicious behavior, thereby reducing shrinkage from internal sources.

Furthermore, managed IT providers offer continuous vulnerability assessments and penetration testing, ensuring that retail systems are fortified against emerging threats. This ongoing diligence contrasts with periodic, reactive IT interventions and reflects a shift toward continuous security monitoring as a standard practice in loss prevention.

Cloud Computing and Data Protection in Retail

The retail industry’s adoption of cloud computing has revolutionized operational efficiency, enabling scalable infrastructure, seamless data accessibility, and cost-effective resource management. However, cloud migration also introduces specific security challenges, including misconfigured cloud environments, vulnerabilities in third-party applications, and compliance complexities related to customer data privacy.

CloudSecureTech’s analysis of local MSPs emphasizes the importance of partnering with local managed service providers (MSPs) who possess an in-depth understanding of the regulatory landscape and operational nuances specific to retailers in their region. These MSPs tailor cloud security solutions to address industry-specific risks, offering features such as end-to-end data encryption, multi-factor authentication, continuous compliance monitoring, and automated threat detection.

Recent statistics reveal that 94% of enterprises experienced at least one cloud data breach in the past year, with the retail sector among the most targeted industries due to its high volume of sensitive customer information. Additionally, retailers who leverage managed cloud services report a 30% reduction in security incidents, attributed to enhanced oversight and faster incident response facilitated by expert MSPs. 

By entrusting cloud management and security to specialized providers, retailers can focus on core business activities while ensuring that their digital assets remain protected against evolving cyber threats.

Enhancing Loss Prevention Through Integrated IT and Physical Security

A holistic loss prevention strategy in retail requires the seamless integration of IT and physical security systems. Managed IT providers play a vital role in unifying disparate technologies, such as surveillance cameras, access control systems, and inventory management software, into centralized platforms that enable comprehensive monitoring and actionable analytics.

For instance, advanced video analytics powered by artificial intelligence can recognize suspicious behavior patterns in real-time, triggering immediate alerts to security personnel and IT teams simultaneously. This coordinated response reduces detection and reaction times, improving the accuracy and effectiveness of loss prevention efforts.

Moreover, integrated systems provide retailers with valuable insights into operational inefficiencies and potential vulnerabilities. Data collected from various security devices can be analyzed to identify trends such as frequent theft hotspots, unusual employee behavior, or inventory discrepancies, enabling targeted interventions.

Managed IT services also support robust disaster recovery and business continuity planning-critical components for minimizing losses during unforeseen events. Regular data backups, rapid system restoration protocols, and redundant infrastructure ensure that retail operations remain resilient against cyber incidents, natural disasters, or physical disruptions.

By combining physical security with advanced IT solutions, retailers can create a multi-layered defense that addresses both conventional theft and sophisticated cyber threats, ultimately reducing shrinkage and safeguarding profitability.

The Business Case for Managed IT in Retail Loss Prevention

Investing in managed IT services offers retailers measurable returns by decreasing shrinkage, enhancing customer experience, and protecting brand reputation. Retail shrinkage-comprising theft, fraud, administrative errors, and vendor fraud-accounted for an estimated 1.38% of global retail sales in 2023, translating to approximately $123 billion in losses worldwide. By leveraging managed IT solutions, retailers can significantly reduce these losses through improved detection, prevention, and response capabilities.

Beyond financial savings, secure and reliable IT systems foster consumer confidence in an era where data privacy concerns heavily influence purchasing decisions. Retailers with strong cybersecurity postures are more likely to retain existing customers and attract new ones, ultimately driving revenue growth and market differentiation.

Furthermore, managed IT services help retailers maintain compliance with evolving regulations such as the Payment Card Industry Data Security Standard (PCI DSS), the General Data Protection Regulation (GDPR), and the California Consumer Privacy Act (CCPA). Non-compliance can result in hefty fines and legal liabilities, making proactive IT governance an essential component of loss prevention.

Retailers also benefit from the scalability and flexibility that managed IT providers offer. As business needs evolve-whether expanding e-commerce capabilities, integrating new payment technologies, or adopting IoT devices-managed IT services ensure that security measures keep pace with innovation without overwhelming internal resources.

Looking Ahead: The Future of Loss Prevention in Retail

The future of retail loss prevention will be shaped by emerging technologies such as the Internet of Things (IoT), artificial intelligence (AI), machine learning, and augmented reality (AR). These innovations promise to enhance threat detection, automate routine security tasks, and deliver personalized customer experiences, but they also introduce new complexities in managing security risks.

Managed IT providers will play an increasingly pivotal role by delivering innovative solutions that anticipate future threats and adapt dynamically to changing business requirements. For example, AI-powered predictive analytics can forecast potential loss events based on historical data and behavioral patterns, enabling retailers to take preemptive action.

Additionally, the proliferation of IoT devices, ranging from smart shelves to connected POS systems, requires comprehensive security frameworks to prevent unauthorized access and data leakage. Managed IT services offer the expertise and infrastructure necessary to secure these interconnected systems effectively.

Retailers that embrace managed IT as a strategic partner in loss prevention will not only protect their bottom line but also position themselves as leaders in operational resilience and customer trust. This proactive approach fosters a culture of security awareness and continuous improvement that is essential in today’s fast-paced retail environment.

In conclusion, the integration of managed IT services into retail loss prevention represents a paradigm shift from reactive to proactive security. By addressing both physical and digital risks comprehensively, retailers can safeguard assets, ensure regulatory compliance, and maintain a competitive edge in a dynamic marketplace. As threats evolve, so too must the strategies that defend against them, making managed IT the new frontline in retail loss prevention.

Tim Cook Transitioning to Apple Executive Chairman as John Ternus Becomes CEO

Apple is undergoing a significant leadership change as Tim Cook will transition to the position of executive chairman of the board, with John Ternus, currently senior vice president of Hardware Engineering, stepping in as the new CEO effective September 1, 2026. This strategic shift reflects a thoughtful, long-term succession planning process within the company.

Cook will continue his role as CEO throughout the summer to ensure a smooth transition with Ternus, who has been with Apple for nearly 25 years. As executive chairman, Cook is expected to focus on engaging with global policymakers and overseeing specific operational aspects of the company.

 

In a statement, Cook expressed gratitude for his tenure as CEO, stating, “It has been the greatest privilege of my life to be the CEO of Apple and to have been trusted to lead such an extraordinary company.” He voiced confidence in Ternus, describing him as “a visionary” with the necessary skills and integrity to lead Apple into the next chapter.

John Ternus’s Background

Ternus has spent the majority of his career at Apple, having joined the product design team in 2001. His promotion to CEO comes after a significant impact on various product lines, including the iPad and AirPods. Ternus has also contributed to the evolution of existing products, with the recent MacBook Neo representing a significant innovation in Apple’s line of laptops.

“I am profoundly grateful for this opportunity to carry Apple’s mission forward,” Ternus remarked. “I have been lucky to have worked under Steve Jobs and to have had Tim Cook as my mentor.” His statement reflects a commitment to build on Apple’s legacy while fostering a culture of innovation.

 

A Legacy of Growth

Under Tim Cook’s leadership since 2011, Apple has experienced remarkable growth. The company has seen its market capitalization soar from about $350 billion to an unprecedented $4 trillion, with annual revenues rising from $108 billion to over $416 billion in recent years. Cook’s leadership has been pivotal in expanding Apple’s global footprint, now present in more than 200 countries.

His tenure has highlighted the importance of services within Apple, with the services division now valued at over $100 billion. Additionally, Cook has championed sustainability, resulting in a more than 60 percent reduction in Apple’s carbon footprint compared to 2015 levels, showcasing a commitment to environmental responsibility.

Future Directions

As Cook prepares for his new role, Arthur Levinson will step in as the lead independent director, providing continuity in leadership during this transition. Ternus’s position on the Board of Directors, also effective September 1, aims to integrate his vision and innovative mindset into the overall strategy of Apple.

As the company moves forward, the expectations are high for Ternus to maintain Apple’s reputation for cutting-edge technology while fostering a culture of innovation and inclusivity. With a seasoned leader at the helm, Apple aims to build upon its legacy while charting new paths in technology.

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Johny Srouji Appointed Apple’s Chief Hardware Officer in Significant Leadership Shift

Johny Srouji, an Israeli executive, is the newly appointed Chief Hardware Officer at Apple. He will lead the Hardware Engineering division, taking over from John Ternus. This change comes at a time when Apple continues to push the envelope in hardware innovation.

Srouji previously served as the senior vice president of Hardware Technologies and has been with Apple since 2008. His history at the company includes spearheading the development of the A4 chip, marking Apple’s first foray into designing its own systems-on-a-chip. His leadership has been pivotal in propelling the company’s silicon strategy and fostering a team renowned for its groundbreaking work.

 

Apple CEO Tim Cook praised Srouji, stating, “Johny is one of the most talented people I have ever had the privilege to work with.” Cook highlighted Srouji’s key role in delivering innovations that have transformed Apple’s product line.

New Leadership Dynamics

With John Ternus’s transition to CEO, Srouji’s appointment as Chief Hardware Officer marks a significant reshuffling of leadership at Apple. Ternus expressed confidence in Srouji’s abilities, stating, “I look forward to continuing to work closely with him in our new roles.” This collaborative approach is seen as essential as Apple aims to navigate an increasingly competitive technology landscape.

 

Background and Achievements

Before joining Apple, Srouji held senior roles at Intel and IBM, focusing on processor development and design. His academic foundation includes both bachelor’s and master’s degrees in Computer Science from Technion, Israel’s Institute of Technology. His team is credited with advancements in crucial areas such as custom chips, batteries, cameras, and cellular modems, integral to Apple’s diverse product offerings.

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Toronto’s The Distillery Historic District announces opening of The Cooperage Marketplace (Photos/Video)

The Cooperage Marketplace in The Distillery Historic District.
The Cooperage Marketplace in The Distillery Historic District.

The Distillery Historic District is expanding its retail offering with the opening of The Cooperage Marketplace, a new 4,305-square-foot shopping destination bringing together seven independent, founder-operated Canadian businesses under one roof.

The Cooperage Marketplace is in one of the site’s most historic buildings, from the 1860s. Once used for making, storing and repairing whisky barrels, a “cooperage”, the name ties the marketplace directly to the building’s original heritage.

The Marketplace has a mix of new-to-The Distillery brands along with three existing tenants expanding into larger footprints ranging from 115 to 1,030 square feet, offering fashion and accessories, jewellery, gourmet food and specialty retail.

“The opening of The Cooperage Marketplace marks a new approach to retail here at The Distillery District,” said John Berman, co-owner of The Distillery Historic District. 

Jamie Goad (l) and John Berman co-owners of The Distillery Historic District. Photo by Mario Toneguzzi
Jamie Goad (l) and John Berman co-owners of The Distillery Historic District. Photo by Mario Toneguzzi

“It creates an accessible opportunity for artisans, makers and boutique retailers to have a physical space within a premier destination, while giving visitors a new way to experience the site. You can wander through a historic building, discover different brands, and connect directly with the people and stories behind them.

“With the success we’ve had with our smaller footprint retail spaces – and now with the opening of The Cooperage Marketplace – we’re already planning to expand this concept into other Distillery District locations giving more brands this opportunity.”

Berman said that officials are already planning to expand this concept into other Distillery District locations. If brands want to get in touch with him about leasing opportunities, they can contact: jb@thedistillerydistrict.com

A Historic Building, Reimagined

The Marketplace reflects a thoughtful approach to adaptive architecture and design, led by Jamie Goad, architect and co-owner of The Distillery Historic District.

Goad said the renovation for the space took three months to complete, and a conscious decision was made throughout the process to preserve the architectural archeology of the building. Masonry with rough, irregular edges and chipped surfaces was left intentionally unrefined allowing the building’s history to be expressed.

In some areas, exposed brick reveals layers of original plaster dating back to 1863, uncovered during this most recent renovation, alongside original timber beams on the ceiling (some showing signs of charring from a past fire), while ductwork added in 1983 reflects a later phase of the building’s evolution. The renovation also leaves a gap between the original ceiling and the new, wood-framed retail units, keeping historical elements visible throughout, he said.

New, nine-foot-tall windows – fabricated by Mennonite craftspeople near Kitchener, Ontario – were designed as replicas of the original windows, based on archival photographs and installed with approval from Heritage Toronto, flooding the space with natural light, added Goad.

The Cooperage Marketplace in The Distillery Historic District. Photo by Mario Toneguzzi
The Cooperage Marketplace in The Distillery Historic District. Photo by Mario Toneguzzi

Three historic vaults uncovered during renovations have been preserved and integrated into the retail units. Defined by their barrel-vaulted ceilings and rough-edged openings, where vault doors once were, these spaces reflect the building’s industrial past and add a unique historical element to the marketplace, he said.

“This is the same approach we took when we first opened The Distillery District in 2003,” said Goad. “As an architect, the focus has always been on working with what’s already there — not trying to make it perfect but allowing the building’s history to remain intact. Then we layer in contrasting modern elements like glass storefronts so the marketplace can function today without losing what makes it so special.”.

The Marketplace has two entrances – at 6 Trinity Street and 52 Gristmill Lane. The space can also be accessed from the adjacent Yummi Candles shop. Both entrances are marked by grand double-doored archways with original architectural detailing above, while exterior signage featuring a cooper and barrel is mounted adjacent, referencing the building’s historic use.

On the rooftop, the embellished hexagonal wood-and-glass cupola, originally used to vent distilling fumes, remains a defining feature of the Cooperage building.

The Cooperage Marketplace in The Distillery Historic District. Photo by Mario Toneguzzi
The Cooperage Marketplace in The Distillery Historic District. Photo by Mario Toneguzzi

The Cooperage Marketplace Businesses

(*existing tenants)

Toronto Pen Shoppe* – specialty retailer offering a sophisticated selection of fountain pens, inks, and notebooks from quality brands around the world

Orso Activewear* – sustainably produced athletic and loungewear brand that repurposes fishing nets and plastic bottles

Millicent Vee Knits* – handcrafted knitwear accessory brand specializing in legwarmers, hats, shawls and ponchos celebrating nearly 20 years at The Distillery District

KINDSUNDAY – specializing in everyday stainless steel jewellery, layering pieces and customizable charm designs, ideal for gifting

Lilith’s Garden – hand-dyed, upcycled clothing and accessories and vintage jewelry salvaged and re-assembled to create contemporary wearable pieces.

Love, Calista – handcrafted gifts, jewellery and accessories centred around personalization and custom engraving

Kovacic Truffles – gourmet food brand offering Serbian and Croatian white and black truffles, caviar, specialty olives, and a signature black truffle maple syrup, paired with tasting experiences.

https://www.youtube.com/shorts/Pl_GkAnF8zA?feature=share

The District welcomes nearly two million visitors worldwide each year. Founded in 1832 by the iconic Gooderham & Worts distilling company and now designated a National Historic Site of Canada, the site is an inspired blend of the largest collection of Victorian industrial architecture in North America and stunning 21st-century design. Walking its cobblestone, pedestrian-only streets you’ll find 90+ one-of-a-kind shops, restaurants and patios, galleries and theatres, immersive experiences, specialty coffee shops and artisanal chocolatiers. The Distillery District hosts many events, live music and festivals throughout the year, most notably The Distillery Winter Village. 

“When we first bought The Distillery in 2001 all the the buildings were really as they were when they were originally built. They were never updated except for a couple of them,” said Berman.

The Cooperage Marketplace in The Distillery Historic District. Photo by Mario Toneguzzi
The Cooperage Marketplace in The Distillery Historic District. Photo by Mario Toneguzzi

He said the building now occupied by the Marketplace was renovated before but very poorly and had taken away from the character of the space. Berman said the current owners tore everything out.

“It almost gave it an archaeological feel because the space is gorgeous. All the spaces are gorgeous. This one in particular had a real different feel to it,” said Berman as the raw brick and the vaults were exposed in the most recent round of renovations.

“The space has an amazing feel to it.”

Berman said the Marketplace is a unique approach to retail that has not been done there before with a “real focus on creators, artisans” and quality retail.

More from Retail Insider:

The Cooperage Marketplace in The Distillery Historic District.
The Cooperage Marketplace in The Distillery Historic District.
The Cooperage Marketplace in The Distillery Historic District.
The Cooperage Marketplace in The Distillery Historic District.
The Cooperage Marketplace in The Distillery Historic District. Photo by Mario Toneguzzi
The Cooperage Marketplace in The Distillery Historic District. Photo by Mario Toneguzzi
The Cooperage Marketplace in The Distillery Historic District. Photo by Mario Toneguzzi
The Cooperage Marketplace in The Distillery Historic District. Photo by Mario Toneguzzi
The Cooperage Marketplace in The Distillery Historic District. Photo by Mario Toneguzzi
The Cooperage Marketplace in The Distillery Historic District. Photo by Mario Toneguzzi
The Cooperage Marketplace in The Distillery Historic District. Photo by Mario Toneguzzi
The Cooperage Marketplace in The Distillery Historic District. Photo by Mario Toneguzzi
The Cooperage Marketplace in The Distillery Historic District.
The Cooperage Marketplace in The Distillery Historic District.
The Cooperage Marketplace in The Distillery Historic District.
The Cooperage Marketplace in The Distillery Historic District.
The Cooperage Marketplace in The Distillery Historic District.
The Cooperage Marketplace in The Distillery Historic District.
The Cooperage Marketplace in The Distillery Historic District.
The Cooperage Marketplace in The Distillery Historic District.
The Cooperage Marketplace in The Distillery Historic District.
The Cooperage Marketplace in The Distillery Historic District.
The Cooperage Marketplace in The Distillery Historic District.
The Cooperage Marketplace in The Distillery Historic District.

Toronto aligns on the future of tourism with new Destination Master Plan

alex ohan photo
alex ohan photo

As millions of visitors and billions of dollars arrive in Toronto each year, leaders across Toronto’s visitor economy have united behind an ambitious plan to elevate the city’s tourism competitiveness.

Marking National Tourism Week, Destination Toronto has launched the Toronto Destination Master Plan: what it describes as “a bold, city-building roadmap” that sets a shares course for the future of Toronto’s visitor economy, developed jointly with a broad coalition of industry and community leaders.

Destination Toronto said tourism has proven to be one of Canada’s most resilient export sectors, particularly in Toronto with its broad global connectivity. Following a record-breaking year in 2025, with 28 million visitors generating over $9 billion in spending at businesses all throughout the city, Toronto is attracting more visitors than ever before, even in the face of geopolitical and economic headwinds. Toronto’s foundations are strong and the opportunities ahead are significant.

“However, cities across North America are investing decisively in infrastructure, public realm enhancements and signature attractions that elevate their international profiles and capture market share. Toronto’s Destination Master Plan is an opportunity to increase the city’s global competitiveness and to build on the city’s momentum through a coordinated, long-term strategy,” it noted.

Andrew Weir
Andrew Weir

“This plan is a roadmap to elevate Toronto’s competitiveness as one of the most exciting and appealing urban destinations for leisure travel and major meetings and events, supporting thousands of businesses and tens of thousands of jobs all throughout our city,” said Andrew Weir, President and CEO of Destination Toronto. “Because it was built collectively, with input from hundreds of businesses in and around the visitor economy, it reflects a city-wide view not only of the opportunity but of the path to seize that opportunity.”

The organization said the Plan was developed through extensive research within Toronto and among comparative cities, stakeholder engagement, and community consultation from more than 400 organizations and overseen by a Steering Committee of senior leaders from across sectors.

It outlined five interconnected tracks, including 29 strategies and more than 100 concrete actions, form a comprehensive framework for implementation to enhance the visitor experience, add new demand drivers and elevate Toronto’s global appeal to attract visitors and visitor spending to the city:

  1. Ensure the city is welcoming, safe, and inspiring
  2. Seamlessly connect people to and within Toronto and the broader region
  3. Increase Toronto’s competitiveness for major events
  4. Develop new attractors and demand drivers
  5. Unite partners and resources to advance destination stewardship
Harrison Haines photo
Harrison Haines photo

“We are starting from a position of strength and a destination that millions of people choose to visit and meet in every year,” said Weir. “This plan calls on our community to double down on our most compelling attractors and districts so they are even stronger experiences, while also building a pipeline of new and next. It addresses key gaps in the visitor experience from transportation to safety to street-level vibrancy, and also identifies transformational opportunities like a new convention centre, a pedestrian street, and signature events that drive year-round appeal.” 

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Some Canadian businesses may be eligible for U.S. tariff refunds: CFIB

Andrea Piacquadio photo
Andrea Piacquadio photo

As of this week, many small Canadian exporters may be eligible for rebates of some U.S. tariffs under a new system put in place by the U.S. government following the recent Supreme Court decision, says the Canadian Federation of Independent Business (CFIB).

Canadian businesses that served as the “Importer of Record” and paid U.S. tariffs on non-CUSMA compliant goods under the International Emergency Economic Powers Act (IEEPA) between February 4, 2025, and February 24, 2026, may now be eligible for refunds, said the national organization.

Approximately one-third of small Canadian exporters faced tariffs on goods that did not qualify for the CUSMA exemption. One quarter (26%) of these firms were the Importer of Record and should qualify for these rebates. Unfortunately, other small Canadian exporters lowered their prices for or cost-shared with their U.S. customers in order to keep the business affected by the tariff and will not be eligible for this relief, explained the CFIB.

Dan Kelly
Dan Kelly

“While it’s good news that some Canadian exporters may get over a year’s worth of tariff revenue back, it’s not an easy system to navigate. Canadian firms will need a U.S. customs account, a U.S. bank account, and may have to work with their customs brokers to get a refund,” said Dan Kelly, CFIB president.

“In addition, these rebates will not help those businesses affected by sectoral tariffs, including steel and aluminum, cars, softwood lumber or furniture. Sectoral tariffs are, sadly, still in place and are having a deep impact on many Canadian small firms. This mess is a reminder that Canada-U.S. trade is not just a big business issue and progress on a renewed CUSMA agreement can’t come soon enough.”

CFIB is providing guidance to small businesses on this process on its website. The CFIB is Canada’s largest association of small and medium-sized businesses with 103,000 members across every industry and region.

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ByWard Market Launches Vendors at Hudson’s Bay Site

An artist's rendering of the vendor village on George Street at Ottawa's Byward Market. Image: Byward Market

Ottawa’s ByWard Market is set to introduce a curated outdoor retail concept this spring, with activity beside the former Hudson’s Bay Company flagship building on Rideau Street. Vendors will be set up along the George Street side of the former Hudson’s Bay store. The multi-level flagship closed on June 1, 2025 following the company’s bankruptcy and nationwide shutdown.

Renderings show vendors positioned along George Street, directly adjacent to the vacant building that is connected to CF Rideau Centre. Painted sidewalks and public realm enhancements are also planned, creating a more inviting pedestrian environment in what has been a highly visible but underutilized stretch of the Market.

Curated Vendor Mix Supports Local Businesses

According to the ByWard Market District Authority, the vendor village will launch in mid-May and feature a curated selection of local vendors offering giftware, gourmet foods, artisan crafts, and florals. The initiative reflects a more intentional strategy around how space is programmed and managed within the district.

“The initiative reflects an intentional approach to how it manages and animate the public realm in the ByWard Market. Through curated vending, thoughtful placement, and a focus on quality and diversity, the market is enhancing the visitor experience while supporting economic resilience for local businesses.”

This curated approach also considers how visitors move through the district. Vendors are grouped in specific zones to encourage exploration and ensure that increased activity benefits surrounding streets and retailers.

Byward Market revitalization plan. Photo by The Planning Partnership

Strategic Placement to Drive Foot Traffic

The ByWard Market vendor village will extend beyond George Street to include York Street, particularly along the north side between William and Dalhousie streets. Vendors will be positioned to “activate spaces” while avoiding placement directly in front of the Heritage Hall building, preserving key sightlines and access points.

A “grocer-focused zone” will also highlight fresh market-style offerings near existing food retailers, including areas around Irving Rivers and floral vendors located outside Moulin de Provence. This approach is intended to complement established businesses rather than compete with them.

The vendor village aligns with the forthcoming ACE, arts, culture and entertainment district, which is expected to launch in July. Together, these initiatives form part of a broader effort to reposition the ByWard Market as a more dynamic, experience-driven destination.

As of spring 2026, the district is navigating a transition that balances nearly two centuries of history with a reported $200 million revitalization plan. The closure of the Hudson’s Bay building has created both a challenge and an opportunity, with the surrounding public realm now being leveraged to reintroduce activity and engagement.

The ByWard Market vendor village also plays a role in preparing the area for Ottawa’s 200th anniversary in 2026 and the Market’s bicentennial in 2027.

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Hillberg & Berk Expands Toward 30 Stores in Canada

Hillberg & Berk at Willowbrook Centre in Langley BC. Photo: Hillberg & Berk

Canadian jewellery brand Hillberg & Berk is accelerating its national growth strategy, with a newly opened location at Willowbrook Shopping Centre in Langley, British Columbia marking its 17th store and underscoring a broader plan to reach 30 locations by 2027. The expansion is focused heavily on Ontario and British Columbia, positioning the company to strengthen its presence in key population centres while building a coast-to-coast retail network.

The Langley store represents the latest milestone in what the company describes as a “new wave” of openings that began in late 2024. The location also reflects Hillberg & Berk’s continued investment in physical retail as a platform for brand storytelling, community engagement, and customer experience.

Hillberg & Berk Willowbrook grand opening, April 2026. Photo: Victoria Ufimzeff
 

Hillberg & Berk’s expansion in Canada has gained traction through a series of recent and upcoming openings concentrated in both suburban and regional shopping centres. The company opened at Upper Canada Mall in Newmarket in late 2024, followed by a location at Lime Ridge Centre in Hamilton in November 2025. The Langley store adds a Western Canadian presence as the brand continues to scale nationally.

Additional locations are planned for 2026, including Sherwood Park Mall in Alberta, as well as several Greater Toronto Area sites such as Scarborough Town Centre, Hillcrest Mall in Richmond Hill, and Oshawa Centre. This clustering strategy in Ontario, particularly in the GTA, suggests a deliberate effort to build brand density in high-growth suburban markets while leveraging established retail corridors.

The approach aligns with broader shifts in Canadian retail, where brands are increasingly targeting well-performing mid-market malls that continue to benefit from strong local traffic and evolving tenant mixes.

Construction signage at Sherwood Park Mall in Sherwood Park, Alberta. Photo: Christa Patterson
 

Evolving Store Design Focuses on Experience and Dwell Time

As Hillberg & Berk expands its footprint, it is also refining its in-store experience to reflect changing consumer expectations. Founder Rachel Mielke has indicated that newer locations will incorporate “Sparkle Zones,” dedicated merchandising areas that highlight the brand’s signature Sparkle Ball™ collection.

Rachel Mielke

In addition, stores are being designed with hospitality-inspired seating areas intended to increase dwell time and encourage multi-generational shopping. This experiential approach reflects a growing emphasis across the retail sector on creating environments that invite customers to spend more time in-store, engage with products, and connect with the brand on a deeper level.

The integration of experiential elements into jewellery retail also signals a shift away from traditional transactional formats toward more immersive and socially oriented shopping experiences.

Purpose-Driven Growth Anchors Brand Strategy

A defining element of the Hillberg & Berk expansion in Canada is the integration of purpose-driven initiatives into its retail strategy. The Langley store opening included a local community component, with 5 percent of first-month sales supporting the Ishtar Women’s Resource Society, which provides housing, counselling, and education for individuals impacted by domestic violence.

Hillberg & Berk Willowbrook grand opening, April 2026. Photo: Victoria Ufimzeff

This localized approach complements the company’s broader “1% for Women” commitment, which allocates at least 1 percent of annual revenue to organizations that support women. Hillberg & Berk also funds grassroots programs such as Girls Forward and Play for More, which aim to address participation gaps in girls’ sports through access to equipment and leadership development.

Rather than treating corporate social responsibility as a separate initiative, the company has embedded these efforts into its core business model, aligning brand growth with measurable social impact.

Renovated Hillberg & Berk store at Southgate Centre in Edmonton. Photo: North Elm Construction

National Visibility Through Sports Partnerships

Hillberg & Berk has also expanded its reach through high-profile partnerships in women’s sports and Olympic programming. In June 2025, the company was named the Official Jewellery Partner of Team Canada, a four-year agreement that spans the Milano Cortina 2026 and Los Angeles 2028 Olympic Games.

As part of this partnership, the brand serves as the presenting partner of the Canadian Olympic Team Ring Program, designing commemorative rings for athletes. It has also introduced a Team Canada Sparkle Heart collection, with proceeds supporting athlete development.

Beyond the Olympics, Hillberg & Berk is involved with professional women’s leagues including the Professional Women’s Hockey League and the Northern Super League. These collaborations often include limited-edition products, with a portion of sales reinvested into league growth and athlete support.

The strategy positions the brand within a broader cultural conversation around women’s sports, while also building national visibility through partnerships that extend beyond traditional retail marketing.

10k Maple Leaf Studs. Image: Hillberg & Berk

From Kitchen Table to National Retail Expansion

Hillberg & Berk’s growth trajectory reflects a broader narrative of Canadian entrepreneurship. Founded in 2007 by Rachel Mielke at her kitchen table in Saskatchewan, the company has evolved into a nationally recognized brand with international reach. Milestones along the way have included an appearance on Dragon’s Den, commissions for Queen Elizabeth II, and its role as an official partner of Team Canada.

As the company continues its expansion, Hillberg & Berk is leveraging both physical retail and strategic partnerships to build a brand that blends commerce, experience, and purpose. With a clear path toward 30 stores and a growing presence in key Canadian markets, the next phase of growth will likely further define its position within the country’s competitive jewellery landscape.

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