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Why Canada Should End the GST and HST on All Food

Inside a Loblaw Grocery Store (Image: Dustin Fuhs)

About a year ago, Canada experimented with something rare in federal policymaking: a temporary GST Holiday on prepared foods. It was short-lived and poorly communicated, yet Canadians noticed it immediately. One of the most unavoidable expenses in daily life—food—became marginally less costly. Families felt a modest but genuine reprieve. Restaurants saw a bump in customer traffic. For a brief moment, Canadians experienced what it feels like when government steps back from taxing something as basic as eating. Then the tax returned—this time coupled with opportunistic pricing—restoring a policy that quietly but reliably makes the cost of living more expensive for everyone.

In many ways, the temporary GST cut was worse than doing nothing. It opened the door for industry to adjust prices upward while consumers were distracted by the tax relief. That dynamic helped push our food inflation rate from –0.6% in January to almost 4% later in the year. By tinkering with taxes rather than addressing the structural flaws in the system, policymakers unintentionally fueled volatility. Instead of experimenting with temporary fixes, it is time to confront the obvious: Canada should stop taxing food altogether.

Start with grocery stores. Many Canadians believe food is not taxed at retail, but that assumption is wrong. While so-called “basic groceries” are zero-rated, a vast range of everyday food products are taxed—and Canadians now pay over a billion dollars a year in GST/HST on food purchased in grocery stores. That amount is rising steadily, not because Canadians are buying more treats, but because shrinkflation is quietly pulling more products into taxable categories. A box of granola bars with six bars is tax-exempt, but when manufacturers quietly reduce the box to five bars, it becomes taxable. The product hasn’t changed. The nutritional profile hasn’t changed. Only the packaging has changed, yet the tax flips on.

This pattern now permeates the grocery aisle. A 650-gram bag of chips shrinks to 580 grams and becomes taxable. Muffins once sold in six-packs are reformatted into three-packs or individually wrapped portions, instantly becoming taxable single-serve items. Yogurt, traditionally sold in large tax-exempt tubs, increasingly appears in smaller 100-gram units that meet the definition of taxable snacks. Crackers, cookies, trail mixes, and cereals have all seen slight weight reductions that push them past GST thresholds created decades ago. Inflation raises food prices; Canada’s outdated tax code amplifies those increases.

At the same time, grocery inflation remains elevated. Prices are rising at 3.4%, nearly double the overall inflation rate. At a moment when food costs are climbing faster than almost everything else, continuing to tax food—whether on the shelf or in restaurants—makes even less economic sense.

The inconsistencies extend further. A steak purchased at the grocery store carries no tax, yet a breakfast wrap made from virtually the same inputs is taxed at +5% GST plus applicable HST. The nutritional function is not different. The economic function is not different. But the tax treatment is entirely arbitrary, rooted in outdated distinctions that no longer reflect how Canadians live or work.

Lower-income households disproportionately bear the cost. They spend 6.2% of their income eating outside the home, compared with 3.4% for the highest-income households. When government taxes prepared food, it effectively imposes a higher burden on those with the least margin—people often juggling two or three jobs with limited time to cook. But this is not only about the poorest households. Every Canadian pays more because the tax embeds itself in the price of convenience, time, and the realities of modern living.

And there is an overlooked economic dimension: restaurants are one of the most effective tools we have for stimulating community-level economic activity. When people dine out, they don’t just buy food. They participate in the economy. They support jobs for young and lower-income workers. They activate foot traffic in commercial areas. They drive spending in adjacent sectors such as transportation, retail, entertainment, and tourism. A healthy restaurant sector is a signal of economic confidence; it is often the first-place consumers re-engage when they feel financially secure. Taxing prepared food, therefore, is not simply a tax on convenience—it is a tax on economic participation.

Restaurants Canada has been calling for the permanent removal of GST/HST on all food, and they are right. Eliminating the tax would generate $5.4 billion in consumer savings annually, create more than 64,000 foodservice jobs, add over 15,000 jobs in related sectors, and support the opening of more than 2,600 new restaurants across the country. No other affordability measure available to the federal government delivers this combination of economic stimulus and direct relief.

And Canadians overwhelmingly agree. Eighty-four percent believe food should not be taxed, regardless of where it is purchased. In a polarized political climate, consensus of that magnitude is rare.

Ending the GST/HST on all food will not solve every affordability issue, but it is one of the simplest, fairest, and most effective measures the federal government can take immediately.

Food is food. The tax system should finally accept that.

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The Webster to Close Toronto Store After Four Years

The Webster Yorkville (Image: Adrian Ozimek)

The Webster in Toronto is preparing to close after four years in operation, ending the Miami-based luxury multi-brand retailer’s only Canadian presence. The boutique opened in late October 2021 in Toronto’s Bloor-Yorkville district and marked The Webster’s first international store. Its closure follows the retailer’s majority acquisition by Frasers Group in 2025, a deal that has shifted strategic focus and placed greater emphasis on strengthening the company’s United States footprint. With no plans to maintain a single Canadian outpost, the Toronto store will soon complete its wind-down.

When the boutique first arrived, the move was seen as a major development for the Canadian luxury market. Few global multi-brand retailers of its prominence had made a physical entry into the country, and The Webster Toronto was expected to diversify Yorkville’s retail landscape with its distinct residential-inspired design and curated mix of designer labels. While the boutique delivered on aesthetic sophistication and assortment, the long-term financial and operational pressures proved challenging.

Staff confirmed that the entire store is discounted at 40 percent this week, with remaining stock expected to be marked down to 70 percent next week as the closing process continues.

Main floor. Image: The Webster Yorkville

A High-Profile Opening in the Heart of Yorkville

The Webster Toronto opened on October 30, 2021 at 121 Scollard Street, a heritage Victorian building from the 1880s owned by First Capital REIT. The location sits just north of Yorkville Avenue, within walking distance of major luxury houses and some of Canada’s most valuable retail real estate. The store’s pink-toned brick façade stood out immediately and aligned with the retailer’s artistic, visually driven brand identity.

Inside, the boutique spans approximately 6,500 square feet across three levels, connected by an illuminated pink staircase that became one of the most photographed elements of the store. French designer Stéphane Parmentier created interiors that reflected The Webster’s signature residential concept, using salon-style rooms, sculptural furniture and curated art pieces to cultivate an intimate, gallery-like atmosphere.

The ground floor showcased jewelry, accessories, home objects and women’s ready-to-wear. The second floor expanded on the selection of womenswear, handbags and footwear, arranged in a layout intended to feel like a living room. The third floor emphasized menswear and sneakers and brought together both established designers and smaller labels. Throughout the store, merchandisers used a cross-brand approach that encouraged wardrobe building rather than siloed brand shopping. Toronto clients encountered labels such as Loewe, Courrèges, Balenciaga, Chloé, Jacquemus, Fear of God, Amiri and Palm Angels in carefully curated vignettes.

The boutique introduced a level of mixed-brand luxury retailing that had been uncommon in Canada and offered an alternative to the dominant mono-brand flagship model used by many global houses.

‘Whisper Room’ at The Webster in Toronto. Photo: The Webster

The Webster’s Evolution and International Expansion

The Webster was founded in 2009 by Laure Hériard Dubreuil, who brought luxury fashion experience from her roles at Balenciaga and Yves Saint Laurent. The flagship store in Miami Beach opened in a renovated 1930s Art Deco hotel and quickly became known for its experiential approach to merchandising. The store offered a blend of established luxury labels and emerging designers displayed in intimate rooms styled as wardrobes or private residences. This focus on curation, discovery and atmosphere shaped the brand’s early identity and guided its expansion strategy.

Over the next decade, The Webster opened boutiques across the United States, including Bal Harbour, SoHo in New York, Houston, Costa Mesa at South Coast Plaza, Los Angeles at Beverly Center, Montecito at Rosewood Miramar Beach and Palm Springs. More recently, the network expanded to Atlanta, Austin and Las Vegas. The retailer operated a global e-commerce platform and built extensive relationships with leading luxury fashion houses, carrying more than one hundred designer brands across its physical and online channels.

The entry into Toronto marked the retailer’s first international venture and signaled interest in exploring markets beyond the United States. A planned location in Vancouver’s Gastown area never materialized. 

2nd floor. Image: The Webster Yorkville

Operational Challenges in a Shifting Market

As Toronto’s luxury retail landscape continues to evolve, The Webster Toronto faced challenges that became increasingly difficult to overcome. Although the company has not publicly commented on the closure, conversations within the store and among industry observers pointed to several pressures. The boutique struggled with limited marketing and modest brand awareness, which limited its ability to reach a broader luxury consumer base. Buying decisions were often made by teams in the United States and did not always align with local Toronto preferences. It was also noted that having more strong personal shoppers would have been required for the store to succeed.

The previously anticipated Vancouver location never materialized, which left Toronto as an isolated Canadian outpost without a national network to reinforce visibility or cross-promotional momentum.

While The Webster Toronto offered a unique and highly curated experience, it needed sustained investment to build market awareness and attract consistent traffic in a competitive district dominated by household-name luxury houses. In addition, the boutique operated within a format that depends heavily on personalized service and local fashion intelligence, both of which require time and staffing resources to scale effectively.

Grand staircase at The Webster, 121 Scollard Street in Toronto Image: The Webster

The Frasers Group Acquisition and Strategic Repositioning

The closure of The Webster Toronto coincides with a major shift in the retailer’s corporate trajectory following Frasers Group’s majority acquisition in October 2025. The UK-based conglomerate, which has been expanding its luxury division through brands such as Flannels, described the purchase as a key step in its global elevation strategy. The company indicated that The Webster would remain under the creative leadership of its founder and maintain its curated, experiential identity while benefiting from Frasers’ operational scale, digital infrastructure and financial resources.

However, statements from Frasers Group and subsequent coverage emphasized the United States as the primary growth market for The Webster. With a boutique network spread across major American cities and resort destinations, the retailer is well-positioned to deepen its presence domestically with additional support from its new parent company. International expansion remains a possibility, but the near-term focus appears aligned with reinforcing and optimizing existing US locations rather than operating single-store markets abroad.

Within this strategic context, maintaining The Webster Toronto became less practical. The store required localized buying strategies, targeted marketing campaigns and a dedicated clienteling structure, all of which would operate independently from the brand’s larger US systems. The closure reflects a rebalancing of resources and priorities as Frasers seeks to consolidate The Webster into a more unified operational model.

Second floor, The Webster Yorkville, Toronto, 2021

Impact on Yorkville and the Future of 121 Scollard Street

The departure of The Webster Toronto will leave a distinctive gap in Yorkville’s retail landscape. The store offered a multi-brand luxury concept not widely available elsewhere in the Canadian market, and its residential-style interiors and artistic approach contributed to the neighbourhood’s cultural texture. The boutique also helped expand Scollard Street’s profile as an emerging luxury corridor that complemented the more established retail clusters along Yorkville Avenue and Bloor Street.

Yorkville remains one of Canada’s strongest luxury retail zones, and the closure is not expected to affect the broader momentum of the district. Global fashion houses continue to open new stores or expand their existing footprints, and recent years have seen significant investment from brands such as Chanel, Hermès, Balenciaga, and Brunello Cucinelli. While The Webster Toronto offered a different type of retail experience, the district’s ongoing evolution ensures continued demand for high-end retail space.

The building at 121 Scollard Street is owned by First Capital REIT, which has cultivated a major presence in Yorkville through long-term acquisitions and redevelopment plans. The property’s historic character, architectural prominence and strategic location are likely to generate strong interest from both international and domestic tenants. Its scale and layout make it appropriate for another luxury boutique, an art-driven retail concept or a specialized lifestyle retailer that aligns with the neighbourhood’s positioning.

Image: The Webster Yorkville

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Dollarama releases Q3 Fiscal 2026 results, sales rise by more than 22%

Dollarama (PHOTO: WWW.THECENTREMALL.COM

Dollarama Inc. released on Thursday its financial results for the third quarter of Fiscal 2026, covering the period from August 4, 2025 to November 2, 2025, indicating a significant hike in sales from a year ago.

The corporation said it has two reportable segments: Canada (which includes the contribution of the Corporation’s equity-accounted investments in Latin America) and Australia since the completion of its acquisition of The Reject Shop Limited on July 21. 

Fiscal 2026 Third Quarter Results Highlights Compared to Fiscal 2025 Third Quarter

  • Sales increased by 22.2% to $1,909.4 million, compared to $1,562.6 million
  • In Canada, Comparable store sales increased by 6.0%, compared to 3.3% in the corresponding period of the previous year
  • EBITDA increased by 20.1% to $612.0 million, representing an EBITDA margin of 32.1%, compared to 32.6%
  • Operating income increased by 18.1% to $481.2 million, representing an operating margin of 25.2%, compared to 26.1%
  • Net earnings increased by 16.6% to $321.7 million, resulting in a 19.4% increase in diluted net earnings per common share to $1.17, compared to $0.98
  • 19 net new stores opened in Canada, compared to 18 in the corresponding period of the previous year and 6 net new stores opened in Australia under the TRS banner
  • 2,605,912 common shares repurchased for cancellation for $484.6 million

“In an economic environment that has remained unpredictable, our business model continues to demonstrate its enduring relevance and resilience, driving strong 6.0% Comparable store sales growth in Canada for the quarter,” said Neil Rossy, President and CEO of Dollarama.

“Internationally, we also continued to advance our growth plans and the rollout of the Dollarama model. Dollarcity delivered another quarter of strong financial and footprint growth, opening their 700th store in Latin America and fifth location in Mexico after quarter-end. In Australia, we have begun laying the groundwork for The Reject Shop’s transformation as we prepare the platform for the deployment of our value proposition in the coming years.”

Founded in 1992 and headquartered in Montréal, Dollarama is a leading Canadian value retailer with international reach with more than 2,700 stores and over 41,000 people serving customers in seven countries on three continents.

Dollarama operates more than 1,600 stores in Canada with a presence in all 10 provinces and two territories. In Australia, Dollarama operates the country’s largest discount retail chain, The Reject Shop, with a national network of over 400 stores. Dollarama is also the majority shareholder, through its equity-accounted investments, in Latin American value retailer Dollarcity which has more than 700 stores located in Colombia, El Salvador, Guatemala, Mexico and Peru.

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Empire releases Q2 Fiscal 2026 results, net earnings rise

Image: Sobeys Orangeville

Empire Company Limited released on Thursday its second quarter Fiscal 2026 financial results for the second quarter ended November 1, 2025. For the quarter, the company recorded net earnings of $159 million ($0.69 per share) compared to $173 million ($0.73 per share) last year.

“Our core business is performing well, with 2.5% same-store sales growth,” said Pierre St-Laurent, President & CEO, Empire. “This growth was supported by all our formats – with Full Service achieving more than 2% same-store sales growth and Discount maintaining its momentum and market share gains in its channel.”

Pierre St-Laurent
Pierre St-Laurent

Empire is a Canadian company headquartered in Stellarton, Nova Scotia. Empire’s key businesses are food retailing, through wholly-owned subsidiary Sobeys Inc., and related real estate. With approximately $31 billion in annual sales and $17 billion in assets, Empire and its subsidiaries, franchisees and affiliates employ approximately 129,000 people.

Key financial results:

  • Earnings per share and adjusted EPS of $0.69
    Prior year EPS and adjusted EPS of $0.73;
  • Sales of $7,995 million, an increase of 2.8%;
  • Food sales increased by 3.4%; Same-store sales- food increased by 2.5%;
  • Gross margin, excluding fuel, increased by 14 basis points

“Over recent years, the Company has accelerated investments in renovations, conversions, and new stores along with store processes, communications, training, technology and tools. Investing in the store network will remain a key priority, demonstrated by a sustained emphasis on renovations and continued new store expansion. The Own Brands program enhancement will remain a priority through increased distribution, product innovation and supporting Canadian suppliers,” it said.

“The Company intends to invest capital in its store network and is on track with its plan to renovate approximately 20% to 25% of the network, which started in fiscal 2024 and continues through fiscal 2026. This capital investment includes important sustainability initiatives such as refrigeration system upgrades and other energy efficiency initiatives.”

For fiscal 2026, capital spend is expected to be approximately $850 million, with approximately half of this investment allocated to renovations and new store expansion (including a 1.5% increase in store footprint expansion from new stores), 25% allocated to IT and business development projects and the remainder allocated to logistics and sustainability. By the end of fiscal 2026, the company said it expects to complete the network renovations of approximately 20% to 25%, which began in fiscal 2024.

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7-Eleven and Mastermind Toys Launch Holiday Collab

Photo: 7-Eleven/Mastermind Toys

The holiday season has brought an unexpected and strategically ambitious collaboration to the Canadian retail landscape. 7-Eleven Canada and Mastermind Toys announced a cross-retail partnership that places Mastermind’s MM on the Go toys and games inside 7-Eleven stores while bringing some of 7-Eleven’s signature candies and snacks to Mastermind’s checkout areas. Prices are under $15. It is the first arrangement of its kind for either retailer and is timed to reach families during the busiest shopping weeks of the year.

Both companies say the partnership was designed to meet a growing consumer desire for convenience during the holiday season. For 7-Eleven, the addition of Mastermind’s curated mini-collection provides shoppers with accessible gifting options during quick visits. For Mastermind Toys, it is an opportunity to appear in hundreds of neighbourhood locations at a moment when many families are pressed for time and budget. The partnership, which can be explored further on Mastermind’s website, includes plush characters, puzzles, games and a selection of travel-ready toys.

 

Marc Goodman, Vice President and General Manager of 7-Eleven Canada, said the chain wanted to make holiday shopping easier while maintaining affordability. He noted that customers can now find exclusive MM on the Go toys and games that reflect Mastermind’s quality standards while still enjoying 7-Eleven favourites such as Slurpee drinks, baked goods and fresh meals.

Danielle Bazely, Senior Director of Marketing at Mastermind Toys, emphasized the importance of accessible gifting. She said the holiday period is critical for families and that the partnership helps place Mastermind’s curated toys in convenient locations while establishing the groundwork for an ongoing collaboration. Both retailers indicated that this first iteration serves as a test of broader possibilities beyond the holiday season.

 

Mastermind’s New Chapter of Growth and Reinvention

The timing of the 7-Eleven collaboration aligns with a pivotal moment for Mastermind Toys. After a challenging period that included creditor protection in late 2023, the company is emerging with renewed leadership, an expanded ownership structure and a deeper strategic commitment to transforming the brand into a children’s lifestyle destination.

Mastermind was acquired in January 2024 by Unity Acquisitions Inc., a company owned by three well-known Canadian retail leaders: Joe Mimran, Frank Rocchetti and David Lui. All three owners are influential figures who have guided national retail brands through expansion and reinvention. Their involvement brought both stability and vision as the chain navigated a competitive market and the residue of restructuring.

The company’s ownership grew again in April 2025 when toy industry veteran Stéphane Tétrault joined as an equity partner and investor. Tétrault founded Imports Dragon, one of Canada’s most prominent toy companies, and co-owned McFarlane Toys. His expertise in product development, licensing and global distribution provides Mastermind with new depth as it modernizes its assortment and strengthens supplier relationships.

CEO John Bayliss and Vice President of Operations Marcello Piane have continued guiding the company through its transition. They have consolidated operations to 48 company-owned stores across Canada, down from 66 before restructuring, and have overseen the rollout of new merchandising, new partnerships and a redesigned store format.

See the products here

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Edmonton-based O & O Group of Companies continues to expand in the hospitality sector

Ravi Prakash Singh and his wife Khushbu
Ravi Prakash Singh and his wife Khushbu

Ravi Prakash, chair of the Edmonton-based O & O Group of Companies, says the hospitality sector remains a resilient and growing industry despite economic pressures, international tariffs and shifting post-pandemic conditions.

Prakash said the company operates about 23 restaurants under multiple quick-service brands, including Second Cup, Marble Slab and Pita Pit. O & O is preparing to open its first Jimmy John’s location in Sherwood Park in mid-January and plans between 12 and 14 more outlets in the Edmonton region over the next two years.

Prakash said the company, founded nearly a decade ago and named after his daughters, has expanded steadily since purchasing its first Pita Pit on Edmonton’s Whyte Avenue.

Ravi Prakash
Ravi Prakash

“We opened the second, third and we never stopped afterwards,” he said.

He said hospitality is “in my blood” after 18 years in the sector and remains one of the world’s largest industries. “No matter how big you become, you have to depend on hospitality people,” he said.

Prakash said quick-service restaurants continue to thrive because of their convenience and relatively low cost. 

“Everyone is running out of time nowadays,” he said. “Your average ticket nowadays, even if you stretch yourself… you are between $12 to $15. If you’re going to cook at home, it is going to cost you more.”

He added that the company’s growth has not changed his interest in visiting stores daily and eating from the brands he operates. 

“My favourite is Pita Pit because it’s healthy, lighter,” he said.

Prakash said he and his wife, Khushbu Singh, divide the company’s workload, with him focusing on development and new outlets while she manages operations and human resources. 

Khushbu Singh
Khushbu Singh

Travel is their main personal activity outside of work, he said, and they aim to take frequent short trips and two longer vacations each year “to refresh ourselves.”

Looking ahead, Prakash said O & O is preparing to expand internationally. 

“Very soon we are going to announce that we are going global,” he said, citing plans targeting the Middle East and the United States.

He also pointed to industry challenges, including tighter financing conditions for restaurants and the impact of new U.S. tariffs. 

He said margins were already thin and are becoming “even thinner,” adding that Canadian industries should not be vulnerable to political pressure. 

“That bullying needs to be stopped,” he said.

When asked about entrepreneurship, Prakash said persistence and focus are essential. 

“Believe in yourself,” he said. “Do what you are a master in. You don’t want to be a jumping jack who wants to do each and everything.” 

Long-term success, he added, comes from “repeating yourself every morning with the same energy.”

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Edmonton-based O & O continues to grow its food service powerhouse

Interac survey shows Canadian parents face holiday spending stress and grandparents are stepping up 

Photo - Andrej Lišakov
Photo - Andrej Lišakov

The pressure is on for parents this holiday season. Three-quarters of Canadian parents recently surveyed (76 per cent) say creating a magical holiday for their children is a top priority – but higher prices are turning wonder into worry. 

A new Interac survey reveals two-thirds (66 per cent) of Canadian parents say rising costs are making it harder to manage their holiday spending, and half (52 per cent) are worried about overspending this holiday season. 

So much so, grandparents are stepping up, with one in five parents (21 per cent) relying on them for holiday support. A third of parents (33 per cent) say grandparents spend more on gifts for the kids than they do themselves.

Interac said its transaction data forecasts that December 19, will be the busiest shopping day of the year, with 24.8 million Interac Debit purchases predicted. The majority of the transaction volumes are expected to take place at fast food restaurants, grocery stores and discount stores. As parents head to the shops this holiday season, more than four in 10 (45 per cent) plan to spend a total of under $500 on gifts, one in four (25 per cent) plan to spend $500 – $999, and nearly three in 10 (28 per cent) plan to spend $1,000 or more.

Chris Lee
Chris Lee

“Interac survey and transaction data point to a clear pattern: Canadians are approaching the holidays with a heightened sense of caution on spending,” said Chris Lee, Head, Payments at Interac. “As we approach peak shopping season, household budgets will be tested by high prices and high expectations. Using Interac Debit can help Canadians manage their finances by using their own money- keeping holiday magic alive and providing a sense of financial confidence and security as we approach the festive season.”

Interac said most parents say the pressure to overspend comes from within, as they strive to make the holidays feel special (56 per cent). Nearly half (47 per cent) are driven by a desire to give their children what they never had. Other factors driving parents to go over budget include keeping up with family expectations (37 per cent), making the most of retail promotions (25 per cent) and trying to recreate the holiday ideal seen on social platforms (15 per cent).

Key findings from the Interac holiday spending snapshot include:

  • Older Kids, Big Budgets: As kids grow, the pressure on parents increases. Parents say the teenage years (age 13-17) are the most demanding for holiday spending, with kids aged six to nine following in second place. Parents of toddlers under two feel the least spending pressure;
  •  Lingering Regrets: 74 per cent of parents have felt financial strain after overspending for the holidays in the past; nearly two in five (40 per cent) experience this every year. Recovery takes weeks for some, but 44 per cent need until the spring, and 12 per cent feel the impact most of the year. Among parents who reflected on their holiday spending last January, 56 per cent felt stressed, overextended or remorseful;
  • AI Assistance: Only about a fifth of parents (23 per cent) say they wish AI could handle their shopping for them. As agentic commerce plays an increasing role in Canada, four in 10 (40 per cent) would use an AI tool if it could identify the best day or time to shop for the lowest prices;
  • Hosting Pressure: Nearly half (46 per cent) feel pressure to go above and beyond when hosting; three in 10 (34 per cent) have scaled back due to the cost of having people over. Nearly six in 10 (58 per cent) find it awkward to ask guests to share expenses.
Photo - Getty Images
Photo – Getty Images

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Canadian Retail News From Around The Web For December 11, 2025

Canadian Retail News From Around The Web

News at a Glance

Retail Insider is streamlining its Canadian retail news from around the web to include a handful of top news stories that can be viewed quickly during the day. Here are the top stories from the past 24 hours.

Shoppers continue to look for deals this holiday season: Roots CEO (CityNews)

Grocery prices remain top financial concern for Canadians: Nanos survey (CP24)

AI to dominate routine retail jobs in decade ahead – report (Fashion Network)

Gift card fraud is exploding across Canada — protect your money now before scammers drain your balance in seconds (Money.ca)

Primaris updates HBC, Sears vacancies: Sees ‘enormous opportunities’ (Renx)

Here’s how Canada is treating U.S. alcohol amid ongoing trade tensions (CTV)

A timeline of events in the bread price-fixing scandal (CityNews)

Korean medi-spa brand to open first North American store in Richmond (Richmond News)

Customers line up at Manitoba Liquor Marts for 1st chance to buy American liquor in months (CBC)

Alberta board dismisses Safeway cashier’s union complaint against UFCW (HR Law)

Popular Vic West store expanding into Victoria’s former Hudson’s Bay space (Victoria Buzz)

Kunitz finds footing with third commuter-friendly shoe store (Taproot Edmonton)

Toronto building home to Fjallraven store just hit the market for $9 million (BlogTO)

Video released as trio of pickpockets sought for distraction thefts in Hamilton (Toronto Sun)

With thieves after Pokémon cards, GTA collectibles shops are ramping up security (CBC)

% Arabica Opens First BC Café at CF Richmond Centre

% Arabica at CF Richmond Centre. Photo: supplied

Japanese specialty coffee brand % Arabica has opened its first British Columbia café at CF Richmond Centre, introducing Metro Vancouver to the minimalist design, handcrafted beverages, and global aesthetic that have defined the chain’s rise to international prominence. The location represents a meaningful moment in the company’s Canadian expansion, which continues to advance through development partner Accencis Group. For founder and Creative Director Kenneth Shoji, Richmond marks a key step in shaping the brand’s long-term presence across the west coast.

The Richmond café arrives after the brand’s successful Whistler debut in 2024 and an extremely popular downtown Vancouver pop-up that drew considerable attention earlier this year. With stores already operating across Toronto and the GTA, the brand has steadily grown its Canadian profile since entering the market in late 2022. Shoji described the Richmond launch as both strategic and symbolic in terms of anchoring the brand in British Columbia.

Kenneth Shoji

“Opening our first permanent Metro Vancouver café at CF Richmond Centre is an important step in our Canadian journey,” he said. “After Whistler and our successful downtown pop-up, Richmond allows us to build a long-term home for our community and bring our handcrafted coffee to a wider audience.”

The new café occupies the former Starbucks space near the food court escalators. The high-visibility unit offered the flow, natural light, and overall scale required to showcase the brand’s approach to calm, intentional café design. Shoji said the selection was deliberate. “We chose CF Richmond Centre because it is a vibrant, well-connected location with strong local coffee culture,” he explained. “The former Starbucks space offers the visibility and room we need to create a beautiful % Arabica experience in the middle of a busy mall.”

A Distinct Architectural Statement in a West Coast Setting

One of the defining features of any % Arabica location is its design, shaped by a Kyoto-rooted aesthetic that emphasizes precision, quietness, and minimalism. At the same time, the brand regularly adapts each café to its surroundings. The Richmond location reflects this philosophy through a sculptural façade inspired by a Kamakura, a traditional snow dome found in northern Japan. Its rounded form helps filter sunlight while introducing a symbolic visual anchor inside the mall’s galleria.

The concept divides the storefront into two seamless facades, each connected through a continuous curve that guides guests toward the order counter and pickup area. The resulting effect is a compact but visually striking presence within the shopping centre. It also supports an open view of the barista bar, where guests can observe drinks prepared by hand.

“Our design approach is intentional and rooted in a desire to create spaces that feel calm and elegant,” Shoji said. “The Richmond café reflects this vision, blending our Kyoto heritage with the character of the west coast.”

The design team, led by Shohei Suzuki and Chika Yamagami, focused on clear lines of movement, uninterrupted sightlines and a façade that stands out in the mall without overwhelming it. The goal was to create a sculptural form that embodies % Arabica’s worldview while remaining practical for daily operations.

% Arabica at CF Richmond Centre. Photo: supplied

Signature Beverages With a Global Following

The menu at CF Richmond Centre features many of % Arabica’s globally popular beverages, including the Kyoto Latte, Spanish Latte and Maple Latte. These drinks have become staples for the brand worldwide, celebrated for their balance of technique and ingredients.

“Yes, our beloved classics like the Kyoto Latte, Spanish Latte and Maple Latte will be part of the menu for Vancouver,” said Shoji. “These signatures are cherished by fans around the world, and we are excited to share them here.”

While the brand remains committed to global consistency, Shoji noted that % Arabica takes inspiration from each community it enters. However, he emphasized that any local adaptations remain restrained and aligned with the brand’s focus on craft.

“At % Arabica, we stay true to our identity as a specialty coffee brand that values simplicity and perfection,” he explained. “Any local twists will always respect the purity and elegance that define our approach. Our goal is not to overwhelm the menu but to ensure every item is thoughtful, consistent and unforgettable.”

This focus reflects the brand’s longstanding analogy of specialty coffee to refined sushi, where technique and ingredients carry equal weight. The company also continues its tradition of sourcing high-quality beans, often roasted in-house, to maintain control over flavour and consistency.

Creating a Smooth Guest Experience in a High-Traffic Mall

One of the clearest learnings from % Arabica’s downtown Vancouver pop-up was the need for a choreographed customer flow during busy periods. The temporary location attracted lengthy lineups, which underscored the necessity of a layout that can maintain calmness even during rush times.

“At % Arabica, we know that great coffee begins with a calm, welcoming environment,” Shoji said. “The response to our downtown pop-up helped us refine how we manage flow during peak hours.”

The Richmond café incorporates a streamlined order and pickup system designed to move customers efficiently while preserving handcrafted quality. Highly trained baristas prepare drinks in full view of guests, and the layout uses clear zones for ordering, waiting and receiving drinks to avoid congestion. Shoji said the intention is to give mall visitors a moment of quiet in an otherwise high-energy setting.

“Even in a busy mall, we want guests to experience the same calm, intentional, beautifully crafted moment that defines % Arabica worldwide,” he noted.

The format at CF Richmond Centre is a full-service café rather than a kiosk model, allowing guests to watch beverages prepared with precision at the barista bar’s centrepiece equipment.

% Arabica at CF Richmond Centre. Photo: supplied

Establishing a National Presence

The Richmond opening builds on % Arabica’s strong performance in Canada since its arrival in 2022. The brand established its flagship Canadian store at Toronto’s Yorkdale Shopping Centre in December of that year, followed by a high-profile café at Union Station in 2023. In December 2024, the chain opened at CF Toronto Eaton Centre, reinforcing its strategy of positioning cafés in major retail destinations.

In 2025, the company opened locations at CF Sherway Gardens and Square One Shopping Centre, each featuring localized design themes that drew attention for their unique interpretations of the brand’s aesthetic. These openings have helped build national recognition, with Canadian consumers responding strongly to the chain’s focus on simplicity, quality and design.

“The reception across Canada has been incredibly positive,” Shoji said. “From Yorkdale and Union Station to Whistler and the GTA, guests have embraced our handcrafted approach and calm café experience.”

This widespread interest has shaped the brand’s strategy in British Columbia, where it sees significant opportunity for long-term growth. Shoji said that Canadians consistently value three things in a café experience: quality, consistency and warm service. These insights are guiding the development of the company’s growing presence in Metro Vancouver.

More Metro Vancouver Stores Coming

The CF Richmond Centre café is only the beginning for % Arabica’s west coast expansion. The company has already confirmed that its next Metro Vancouver location will open at Oakridge Park, one of the region’s most ambitious redevelopment projects. Shoji said the café is scheduled to open in the first quarter of next year.

“Definitely we will be opening new locations,” he confirmed. “Our next location is Oakridge Park, and we are always on the lookout for beautiful spaces that match % Arabica standards.”

The company has also indicated interest in transit-oriented hubs and neighbourhoods that reflect the cultural and architectural diversity of the region. Each future location will carry both the brand’s global design cues and subtle elements inspired by its surroundings.

Connecting Kyoto Craft With Vancouver’s Multicultural Spirit

While % Arabica’s architectural and beverage programs are central to the brand, Shoji said the heart of the company lies in its philosophy of travel, connection and community. This perspective informs the brand’s presence in every market, and Vancouver’s multicultural identity made the city a natural fit.

“At % Arabica, our philosophy is rooted in a love for coffee, design and exploring the world. Our mission has always been to see the world through coffee,” Shoji explained. “Vancouver is a city where cultures connect, where creativity thrives, and where café life plays a meaningful role in bringing people together.”

For Shoji, each café serves as a bridge between Kyoto heritage and local expression. He said the company hopes guests experience both familiarity and discovery when they visit % Arabica in Richmond.

“Every cup we serve carries a story,” he said. “We hope guests feel a sense of home or a memory of where they came from, or excitement for where they are going. Because wherever you are, a cup of % Arabica can reflect the taste of your hometown or open a window to the world.”

Shoji added that the brand aims to create spaces where people pause, share conversations and see life a little differently. “This is what it means to see the world through coffee,” he said. “We are excited to see Vancouver through yours.”

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Wendy’s Grows Urban Footprint in Major Canadian Cities

Wendy's on Queen St. W in Toronto. Photo: Wendy's

Wendy’s is accelerating its Canadian growth strategy by expanding into high-density urban markets, bringing new small-format restaurants to the downtown cores of Toronto, Montreal, and Vancouver. The shift reflects a broader evolution in Canadian quick-service dining, where convenience, technology, and proximity to daily life now shape where and how consumers choose to eat.

The newest example of this strategy is the opening of Wendy’s on Baseball Place in Toronto’s east end. The restaurant marks the brand’s latest venture into non-traditional urban formats designed to serve busy neighbourhoods with high delivery demand, extended hours, and walk-by traffic from residents and office workers.

For more than 50 years, Wendy’s has been part of Canada’s food landscape, beginning with the opening of its first restaurant in Hamilton in the 1970s. The brand has grown steadily across the country, but its next decade will look different as it focuses on meeting customers in new ways and new spaces.

Dana Calvert, Wendy’s Vice-President and Chief Development Officer, International, said this evolution reflects both changing consumer habits and the company’s commitment to accessibility.

Dana Calvert,

“Wendy’s Canada is committed to growth and meeting our customers where and how they choose to enjoy their Wendy’s favourites,” said Calvert. “Our focus on urban locations reflects Wendy’s ‘globally great, locally loved’ mantra by creating spaces that feel personal, connected, and ready for the future of QSR in Canada.”

These new restaurants are considerably smaller than suburban drive-thru locations but are equipped with features suited to city life, including advanced digital ordering capabilities and expanded capacity for delivery services.

Toronto’s Baseball Place Opening Connects Food and Community

The latest addition to the Wendy’s network sits at the heart of Toronto’s baseball heritage. Baseball Place, located near the site of the city’s original baseball grounds, is steeped in local history.

The restaurant is operated by longtime franchisee John Ribson, who also opened a Wendy’s on Blue Jays Way in 2024. The Baseball Place location is his 52nd in Canada and contributes to the broader shift toward compact, urban-friendly formats.

“Baseball has always brought people together, and that’s what we love about Wendy’s too,” said Ribson. “Opening my 52nd restaurant on Baseball Place feels like a home run and the perfect way to celebrate our love for the city and the game.”

Like its West End counterpart, the Baseball Place restaurant incorporates Wendy’s Global Next Gen design. It offers self-order kiosks, seamless integration with delivery platforms, and modern digital tools that help serve customers quickly and efficiently during peak traffic and late-night hours.

Wendy’s on King St. W in Toronto. Photo: Wendy’s

The Role of Non-Traditional Development

Calvert noted that Wendy’s urban expansion in Canada is unfolding alongside a broader strategy to grow in locations not traditionally associated with quick-service restaurants.

“Non-traditional development will play a role in the next wave of Wendy’s growth in Canada,” she said. “We’re partnering with our franchisees to bring Wendy’s to places like airports, colleges and universities, malls, petroleum stations and urban centres across Canada.”

These formats are helping Wendy’s reach new customers, particularly younger Canadians who frequent downtown neighbourhoods, university campuses, and commuter hubs.

In Quebec, the brand recently opened its 25th Wendy’s location and plans to more than double its footprint to over 50 restaurants by 2030, a milestone that highlights its renewed focus on provincial growth.

Wendy’s in Vancouver. Photo: Wendy’s

Built for the Pace of City Life

The new urban restaurants are designed to operate efficiently in dense neighbourhoods with limited space and high delivery demand.

“Our flexible restaurant design includes features like self-order kiosks, seamless delivery integration, and digital enhancements tailored for the on-the-go consumer,” said Calvert. “Our urban locations have been designed for extended operating hours, extra delivery capacity and in favour of our team and late-night fans.”

These digital-first experiences are now central to how many Canadians interact with quick-service restaurants. Kiosks, mobile ordering, and app-based loyalty programs allow Wendy’s to meet the expectations of a customer base that values customization, speed, and convenience.

Calvert said digital adoption has grown significantly. “Customers have adapted to new technology quickly as delivery, kiosk and app usage continues to rise,” she explained. “These channels enable us to launch personalized offers, implement seamless ordering and customization for customers, and new payment methods that deliver speed and accuracy for a better crew and guest experience.”

Wendy’s plans to continue enhancing its digital channels to support ordering, loyalty, and future personalization features.

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