In December, employment was little changed (+8,200; 0.0%) and the employment rate held steady at 60.9%. The unemployment rate rose 0.3 percentage points to 6.8%, as more people searched for work. Employment rose among people aged 55 and older (+33,000; +0.8%), while it fell among youth aged 15 to 24 (-27,000; -1.0%), reported Statistics Canada on Friday.
There were more people working in health care and social assistance (+21,000; +0.7%) as well as in ‘other services’ such as personal and repair services (+15,000; +2.0%). At the same time, fewer people were employed in professional, scientific and technical services (-18,000; -0.9%), accommodation and food services (-12,000; -1.0%), and utilities (-5,300; -3.0%), said the federal agency.
Employment was up in Quebec (+16,000; +0.3%) while it fell in Alberta (-14,000; -0.5%) and Saskatchewan (-4,000; -0.6%). There was little employment change in the other provinces. Average hourly wages among employees increased 3.4% (+$1.23 to $37.06) on a year-over-year basis in December, following growth of 3.6% in November (not seasonally adjusted), it added.
“Employment was little changed (+8,200; 0.0%) in December. This followed three consecutive monthly increases in September, October and November (totalling 181,000; +0.9%). The employment rate—the percentage of the population aged 15 years and older who are employed—held steady at 60.9% in December,” explained Statistics Canada.
“Full-time employment rose by 50,000 (+0.3%) in December while part-time employment fell by 42,000 (-1.1%). The decline in part-time work in the month partially offsets a cumulative gain of 148,000 (+3.9%) in October and November. Over the 12 months to December 2025, part-time employment rose at a faster pace (+2.6%; +99,000) than full-time employment (+0.7%; +128,000).
“In December, there was little change in the number of private and public sector employees, as well as in the number of self-employed workers.”
The unemployment rate rose 0.3 percentage points to 6.8% in December, as more people searched for work. The increase in the unemployment rate in December partially offsets a cumulative decline of 0.6 percentage points in the previous two months, noted Statistics Canada.
“There were 1.6 million people unemployed in December, an increase of 73,000 (+4.9%) in the month. The participation rate—the proportion of the population aged 15 and older who were employed or looking for work—rose by 0.3 percentage points to 65.4%. On a year-over-year basis, the labour force participation rate was unchanged in December,” it said.
“Digital platform employment is a form of work that can be flexible and easy to access, though it typically offers short-term tasks and limited job security. As one of the core components of the gig economy, this type of work involves paid work organized through websites or apps that connect workers with clients and often oversee or organize the work process,” said Statistics Canada.
“In December 2025, 667,000 Canadians (2.3% of the population aged 15 to 69) had done paid work through a digital platform in the previous 12 months, little changed compared with December 2024 (671,000; 2.3%). These workers provided services; rented out accommodation, goods or equipment; or sold goods through websites or apps that coordinated their work activities or managed payments.
The most common types of digital platform employment that Canadians did in the 12 months to December remained the delivery of food or other goods (272,000 people), personal transport services (184,000 people) and selling goods online with the specific purpose of earning income (92,000 people).”
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 48 hours.
Heating a baby bottle is a soothing experience in most feeding schedules, be it in a late-night feeding session, during a ride or when taking a portable milk warmer to be able to do it anywhere. There is, however, another question of safety as well with warming formula: How long is a warmed formula bottle actually good?
How Long Is a Warmed Formula Bottle Good For?
Formulas that are heated can last for a maximum of 1 hour at room temperature.
The bottle can only last 1 hour after the beginning of the feeding when it is being used to feed your baby due to the introduction of bacteria by saliva, which grows rapidly.
In the event that the warmed bottle is not consumed in that one-hour limit – or your baby does not consume it- then the rest of the formula is to be discarded, not refrigerated or reheated.
Recommended Time Limits for Warmed Formula Bottles
Other sources might provide slightly different guidelines, yet larger healthcare bodies, such as the FDA and pediatric professionals, are in agreement with the standards:
A bottle of formula that is warmed lasts up to 1 hour.
After warming the bottle (at room temperature or in the refrigerator), it is to be consumed within 1 hour. The formula should then be thrown off, untouched, too.
The high temperatures permit bacteria to multiply faster, and this is why this one-hour limit is necessary.
The bottle can only last 1 hour once it has started to feed.
Saliva combines with the formula once your baby starts drinking, via the nipple. Those saliva enzymes enhance the growth of bacteria at a very fast rate, and hence the formula becomes unsafe after 1 1-hour feeding period.
The bacteria inside the bottle may not be visible even though the bottle may appear and smell okay.
Ready-made formula without heating may be stored in the refrigerator for 24 hours.
When you prepare the formula beforehand and put it into the refrigerator as soon as possible, it is safe for over 24 hours. However, when that bottle is warmed, the 1-hour countdown commences.
Such regulations cover every brand and type of powdered or concentrated formula.
Why Timely Use of Warmed Formula Matters
A lot of parents would like to know why the time restrictions are so strict. As far as an hour later, the warmed formula will have the same appearance anyway. But the dangers are those things that we can no longer observe easily.
High temperatures stimulate the speed of bacteria.
Carbohydrates, proteins and fats are present in formula; all of which are colonized by bacteria. The formula is the ideal place where bacteria can multiply when it is warmed, particularly to body temperature. It is particularly evident in the wet weather or warm rooms where the temperature of the bottle is kept at high levels.
The saliva of the baby enhances the activity of bacteria.
As soon as the saliva gets inside the bottle, it causes the introduction of microorganisms, which decompose nutrients. These are bacteria that reproduce very rapidly. Once the feeding process is initiated, refrigeration cannot stop it.
Poisonous formula may lead to digestive disorders.
Even mild spoilage can cause:
diarrhea
gas and bloating
vomiting
stomach aches
unnecessary fussiness
It is enough to ensure that timing guidelines are adhered to in order to prevent these reactions.
Regularity develops healthy feeding behaviors.
Adherence to time restrictions daily is a guarantee that:
better feeding routines
less worry about spoilage
When you are on the road, it is safer to prepare the bottle.
Less waste from the forgotten bottles.
Signs Formula Bottle Should Be Discarded
The hour may not have come yet, but at times the formula is not safe due to other factors. Look for signs such as:
Sour or unusual. The formula must have a sweet and milk-like smell. There is a bitter, sharp or strange smell, and then it is no longer good.
Changes in consistency
Spoilage can be represented by curdling, clumps, or a separated texture.
Changes in color
In case the formula becomes dark or cloudy, dispose of the bottle.
Your baby refuses the bottle.
In fact, babies are quite sensitive to slight variations in taste as compared to adults.
The bottle was kept in hot conditions for too long.
How to Store and Handle Warmed Formula Safely
Since warm formula must not be left, having it at the right temperature is a great difference at the start.
Heat the bottle immediately before feeding it.
Do not heat bottles for a long time before your baby is due. When you are using a portable milk warmer, you should only heat when you are in need; this is what makes such a device so convenient. Among them, Momcozy portable baby bottle warmer is one of the brands worth recommending and using.
Never heat formula repeatedly.
Having a high temperature promotes the growth of bacteria because of varying temperatures and may destroy nutrients in the formula.
Warm it once. In case your baby does not drink it, trash and make a new bottle.
Clean equipment must be sterilized.
Before preparing the formula:
Clean dishes with hot soaps.
Cleanse surfaces on a daily basis, particularly in the case of newborns.
Have to dry out.
A bottle that has been washed decreases the possibility of being spoiled.
Avoid microwaving
The heating process of microwaves is very uneven, which produces hot spots, which may burn the mouth of your baby and ruin the nutrients of the formula. Instead, use:
a bottle warmer
a mug or bowl of warm water
Your portable bottle warmer
Tips to Keep Formula Fresh After Warming
These are practical tips that can be used to increase the freshness, minimize waste and make feeding safer at home and on the move.
Use smaller portions when your baby does not empty bottles. It is preferable to combine fresh small portions rather than waste formula that has been warmed.
Blend formula while travelling.
When going out:
Pre-measure formula powder
Carry a bottle of cooled or room-temperature boiled water.
Warm with a portable milk warmer.
This does not allow them to get too hot before they start feeding.
Store formula containers in closed containers. When the powder is exposed to humidity/moisture, it may compromise the quality and freshness.
Use bottles that are clearly marked in terms of measurement. Measurements are to be correct, and formula ratios are to be correct, reducing waste leftovers.
Adhere to the 1-1-1 Feeding Safety Rule. This is the rule that you will never forget
1 hour after warming
1 hour post-feeding of the baby.
1 time heating by no means, never reheating.
Final Thoughts
The maximum time that a hot formula bottle can be left is one hour, and when your baby begins to drink the bottle needs to be consumed in one hour too. Such time constraints can ensure that your baby is not exposed to bacteria that multiply fast when the formula is in hot conditions or a saliva-infested formula.
At home, or out with your portable milk warmer, it is easier to remember the 1-hour window, and bottle feeding will be safer, healthier and predictable. Warm as much as you require, put bottles back where they should be and when in doubt, it is always best to make another.
I am running a few minutes late; my previous meeting is running over.
“We delivered record net revenue of $1.04 billion in the third quarter of Fiscal 2026, a 43% increase compared to last year. Comparable sales grew 34%, with exceptional growth in all channels and all geographies. Our performance was fueled by unparalleled demand for our Everyday LuxuryTM offering. This was driven by our digital initiatives, which included the launch of our App, our new boutique openings and our strategic marketing investments. Our impressive growth in the United States continued as net revenue increased 54%, highlighting our expanding awareness and the tremendous momentum of the Aritzia brand,” said Jennifer Wong, Chief Executive Officer. “In addition, we continued to expand our margins and delivered a 55% increase in adjusted net income per diluted share.”
Jennifer Wong, CEO of Aritzia
“Our strong performance has continued into the fourth quarter, as an outstanding client response to our Winter assortment fueled record sales over the holiday period. Excellent operational execution across our three strategic growth levers – geographic expansion, digital growth and increased brand awareness – is driving sustained brand momentum and keeping Aritzia top of mind. This momentum, along with our proven operating model and healthy balance sheet, gives us confidence in our long-term goals for the business and our ability to deliver profitable growth for our shareholders.”
Third Quarter Highlights
For Q3 2026, compared to Q3 2025:
Net revenue increased 42.8% to $1.04 billion, with comparable sales growth of 34.3%
United States net revenue increased 53.8% to $621.1 million, comprising 59.7% of net revenue
Retail net revenue increased 35.1% to $657.3 million
eCommerce net revenue increased 58.2% to $383.0 million, comprising 36.8% of net revenue
Gross profit margin increased 30 bps to 46.0%
Selling, general and administrative expenses as a percentage of net revenue decreased 170 bps to 27.9%
Adjusted EBITDA increased 52.2% to $207.6 million. Adjusted EBITDA as a percentage of net revenue increased 120 bps to 20.0%
Net income increased 87.5% to $138.9 million. Net income as a percentage of net revenue increased 320 bps to 13.4%. Net income per diluted share increased 84.1% to $1.16 per share, compared to $0.63 per share in Q3 2025
Adjusted Net Income increased 58.1% to $131.2 million. Adjusted Net Incomeper Diluted Share increased 54.9% to $1.10 per share, compared to $0.71 per share in Q3 2025
Aritzia expects the following for the fourth quarter of Fiscal 2026:
“Based on quarter-to-date trends, Aritzia expects net revenue in the range of $1.100 billion to $1.125 billion, representing growth of approximately 23% to 26%. The Company expects gross profit margin to be approximately flat to up 50 bps and SG&A as a percentage of net revenue to be approximately flat to down 50 bps for the fourth quarter of Fiscal 2026 compared to the fourth quarter of Fiscal 2025.”
Aritzia (CNW Group/Aritzia Inc.(Communications))
Aritzia said it expects the following for Fiscal 2026:
Net revenue in the range of $3.615 billion to $3.640 billion, representing growth of approximately 33% from Fiscal 2025. This includes the contribution from retail expansion with 13 new boutiques and four boutique repositions. Twelve new boutiques and two repositions are expected to be in the United States with the remainder in Canada.
Adjusted EBITDA as a percentage of net revenue to be approximately 16.5% to 17.0% compared to 14.8% in Fiscal 2025, driven by leverage on store occupancy costs, IMU improvements, lower warehousing costs and savings from the Company’s smart spending initiative and expense leverage, offset by approximately 280 bps of pressure from additional tariffs and the elimination of the de minimis exemption. Excluding this pressure, Aritzia would expect Adjusted EBITDA as a percentage of net revenue to be approximately 19.3% to 19.8%.
Capital cash expenditures (net of proceeds from lease incentives) of approximately $200 million. This includes approximately $120 million related to investments in new and repositioned boutiques expected to open in Fiscal 2026 and Fiscal 2027. It also includes approximately $80 million related to the Company’s distribution centre network, including its new facility in the Vancouver area, and technology investments.
Depreciation and amortization of approximately $110 million.
Foreign exchange rate assumption for the fourth quarter of Fiscal 2026 USD:CAD = 1.40.
Founded in 1984 in Vancouver, there are 140 boutiques throughout North America.
Moose Knuckles at CF Toronto Eaton Centre. Photo: Moose Knuckles
Moose Knuckles is entering 2026 with a sharper sense of focus across its retail network, beginning with the recent relocation of its store at CF Toronto Eaton Centre. The move, which saw the Canadian outerwear brand shift next door into a smaller, more productive space, reflects a broader recalibration underway as Moose Knuckles aligns physical retail with brand evolution, product diversification, and disciplined global expansion.
The relocation was not driven by retreat, but by refinement. According to Andrea Elliott, Executive Vice President, Retail and Wholesale, Americas, the original Eaton Centre lease was secured during the height of the pandemic, when real estate availability was limited and long-term planning was clouded by uncertainty.
“We secured that space during COVID because it was important for us to be in the CF Toronto Eaton Centre, right in the downtown core and a major tourism hub,” Elliott said. “At the time, there weren’t many options available. While we had strong brand fans, the space itself ended up being larger than what ultimately made sense for us.”
As the business matured and performance benchmarks became clearer, Moose Knuckles revisited the lease with Cadillac Fairview and took the opportunity to right-size the store.
“We now have a very clear understanding of what our ideal footprint looks like from a productivity standpoint,” Elliott said. “The timing worked perfectly for us to relocate into the right space, at the right size, using our updated brand design, and the results have been excellent.”
Moose Knuckles at CF Toronto Eaton Centre. Photo: Moose Knuckles
Applying the Same Discipline in Ottawa
Toronto is not the only Canadian market where Moose Knuckles has refined its physical presence. In Ottawa, a long-running pop-up at Rideau Centre has now transitioned into a permanent store, again moving only a few doors but into a space better suited for long-term performance.
“Ottawa started as a pop-up in a small location,” Elliott said. “We were really waiting for the right long-term opportunity. When that space became available, we moved just a few doors down, built it out using the same design language as Royalmount, and the performance has been exceptional.”
The Ottawa move highlights a consistent theme within the Moose Knuckles retail strategy, patience paired with discipline. Rather than rushing into permanent commitments, the brand has used pop-ups as a proving ground to better understand customer demand and financial viability.
Pop-Ups as a Strategic Growth Engine
As of early 2026, Moose Knuckles operates 19 permanent stores across North America and Europe, with 21 total locations including two seasonal pop-ups. What began as a defensive tactic during the pandemic has since evolved into a deliberate and data-driven expansion tool.
“We initially leaned into pop-ups during COVID as a way to manage uncertainty,” Elliott said. “But very quickly, it became an offensive strategy. Pop-ups allow us to enter a market, operate during peak season, and truly understand its potential.”
By evaluating seasonal performance and extrapolating full-year profitability, Moose Knuckles can determine whether a market is ready for permanent investment. Even when a pop-up does not convert, the brand still captures long-term value.
“If we decide not to go permanent, we’ve still gained new customers, strengthened our e-commerce presence in that market, and built brand awareness,” Elliott said. “It’s a win on multiple levels.”
Current pop-ups include King of Prussia near Philadelphia in the United States and a high-profile Amsterdam location operated in partnership with fintech company Adyen, inside a former Hudson’s Bay building in the heart of the city.
“It’s a prime downtown location with strong tourist traffic and a very engaged local audience,” Elliott said. “It’s been a fantastic way to introduce the brand to that market.”
Moose Knuckles at CF Toronto Eaton Centre. Photo: Moose Knuckles
A Multi-Format Footprint Across Key Markets
Moose Knuckles’ physical presence spans a carefully curated mix of full-price and outlet locations across Canada, the United States, and Europe, reflecting a disciplined approach to market coverage and long-term brand positioning. Rather than pursuing aggressive saturation, the company has focused on securing locations that balance visibility, tourism exposure, and commercial performance.
In Canada, the brand operates in major urban and regional centres including CF Toronto Eaton Centre, Yorkdale Mall, Royalmount in Montreal, CF Chinook Centre in Calgary, Rideau Centre in Ottawa, CF Pacific Centre in Vancouver, West Edmonton Mall, and CF Polo Park in Winnipeg, while also maintaining outlet locations at Toronto Premium Outlets, Niagara Premium Outlet, and Premium Outlets Montréal. In the United States, Moose Knuckles has established a presence in high-traffic environments such as SoHo in New York City, Roosevelt Field, King of Prussia, Woodbury, Somerset, and Chicago Fashion Outlets, while its European footprint includes Roermond, Bicester Village, and Amsterdam, blending outlet destinations with select urban markets.
Canada Feels Well Covered as Focus Shifts Abroad
While Moose Knuckles continues to evaluate opportunities domestically, Elliott said the brand feels confident in its current Canadian footprint.
“We feel very good about our coverage in Canada, both from a full-price and outlet perspective,” she said. “Our penetration across the country is strong, and we’re in the right locations.”
Looking ahead, the emphasis is shifting toward international growth, particularly in the United States and Europe.
“That’s really where we see the greatest opportunity for expansion,” Elliott said.
For 2026, Moose Knuckles is forecasting between three and five new stores, primarily full-price locations in major global markets.
“Real estate decisions are critical,” Elliott said. “When you go permanent, you need to be absolutely certain you’re choosing the right location.”
Moose Knuckles at CF Toronto Eaton Centre. Photo: Moose Knuckles
Wholesale, Retail, and E-Commerce in Alignment
Unlike many brands that experience channel tension, Moose Knuckles has found that its wholesale, retail, and e-commerce businesses reinforce one another. Elliott oversees both wholesale and retail in North America, allowing for a fully integrated approach.
“Our wholesale partners are incredibly important to us,” she said. “When we open stores near those partners and invest in brand-building, we’ve seen that all channels benefit.”
In Canada, Moose Knuckles is carried by Holt Renfrew, Sporting Life, and Simons, while U.S. partners include Saks Fifth Avenue, Bloomingdale’s, Neiman Marcus, and Nordstrom.
“We haven’t experienced the conflict some people expect,” Elliott said. “Instead, we’ve seen success across the entire ecosystem.”
Digital Growth and Platform Investment
E-commerce continues to play a growing role in the business, supported by a recent migration to Shopify.
“We’ve seen strong year-over-year growth online,” Elliott said. “The platform upgrade has given us more flexibility, and it’s an area we’ll continue to invest in.”
Digital performance also informs physical expansion decisions, alongside wholesale distribution, competitive dynamics, weather patterns, and tourism.
Moose Knuckles at CF Toronto Eaton Centre. Photo: Moose Knuckles
Product Evolution Beyond Cold Weather
While Moose Knuckles remains best known for its premium outerwear, the brand has expanded its assortment into lighter-weight categories, sportswear, and logo-driven essentials.
“We are very intentional about balancing fashion and function,” Elliott said. “Our products need to perform, but they also need to feel relevant for city and street wear.”
Core jackets remain foundational, alongside evolving styles such as the brand’s signature “bunny” designs, sportswear, hoodies, polos, joggers, and the expanding Gold Series. Store teams play a direct role in shaping future product development.
“Our managers provide direct feedback to our design and merchandising teams every season,” Elliott said. “That level of collaboration is incredibly powerful.”
Experience as a Retail Differentiator
Inside Moose Knuckles stores, the emphasis is on experience rather than speed. Fit sessions often last 20 to 40 minutes, with teams trained to deliver what Elliott describes as a concierge-level approach.
“We want customers to feel welcomed and cared for,” she said. “It’s not about rushing a transaction. It’s about helping them make the right choice.”
That approach includes services such as guided fit sessions, careful handling of customers’ existing outerwear, and even assistance with zippers to demonstrate construction quality.
“We think about the entire experience from start to finish,” Elliott said.
Occasionally, customer feedback underscores the functional integrity of Moose Knuckles products in unexpected ways. Elliott recalled hearing from customers whose jackets helped reduce injuries during serious accidents.
“We don’t position ourselves around that,” she said. “But hearing those stories reinforces how much care goes into our construction and materials, and it means a great deal to our teams.”
New analysis by The Faux Flower Company reveals that artificial flowers now command a 14.3% share of the UK’s £2.2 billion retail flower market, with growth rates outpacing fresh flowers by a significant margin as consumers reconsider both cost and environmental impact.
Cross-referenced market data from Grand View Research, IBISWorld, and UK government statistics shows that the UK artificial flower market reached £314.7 million in 2023, representing the first comprehensive assessment of synthetic blooms’ market penetration against the broader fresh flower industry.
“The numbers tell a compelling story about changing consumer priorities,” said Rachel Dunn, Head of Product at The Faux Flower Company. “When you factor in the carbon footprint of imported flowers alongside their limited lifespan, the economic and environmental case for high-quality faux alternatives becomes increasingly clear.”
Import Dependency Creates Vulnerability
The analysis reveals the UK’s reliance on imported fresh flowers, with £761.8 million worth flowing into the country annually according to DEFRA statistics. When combined with domestic production of £150.2 million (UK production minus exports), imports account for 83.5% of total flower supply.
The Netherlands remains the dominant supplier, providing approximately 80% of UK flower imports based on British Florist Association figures. This concentration creates vulnerability to supply chain disruptions and currency fluctuations.
Post-Brexit border controls implemented in April 2024 added new phytosanitary certificate requirements for medium-risk plants including five major cut-flower varieties: orchids, chrysanthemums, carnations, Gypsophila, and Goldenrods. Dutch exporters warned these measures would increase costs by 5%.
Growth Trajectories Diverge
Comparing growth rates highlights a dramatic shift in market dynamics:
Fresh flowers (retail florists): declining at 0.6% CAGR (2020-2025)
Artificial flowers: growing at 4.8% CAGR in the UK market (2024-2030 projection)
At current rates, the artificial flower market would reach £429.3 million by 2030, expanding its market share to approximately 17.5% if fresh flower demand continues its contraction.
Life cycle analysis data compiled by researchers at Lancaster University and other institutions provides stark comparisons. Cross-referencing multiple studies reveals:
Per-stem environmental impact:
Dutch greenhouse roses: 1.8-2.4 kg CO2e per stem
Kenyan field-grown roses: approximately 0.3-0.4 kg CO2e per stem (6x lower than Dutch)
Water requirement: 7-13 litres per rose stem
For a standard bouquet of 12 roses, this translates to 21.6-28.8 kg CO2e when sourced from Dutch greenhouses – equivalent to driving 62-82 miles in a standard vehicle.
Artificial flowers present a different environmental equation. Manufacturing an average faux bouquet generates approximately 29.1 kg CO2e according to research by Silk Stem Collective. The break-even point occurs after 2.5 uses when compared to fresh Dutch flowers, or approximately 6-7 uses when compared to Kenyan imports.
Price Stability Versus Volatility
The fresh flower market faces inherent price volatility. Flowers lose 15% of their value for each additional day in transit, according to industry logistics data. Seasonal fluctuations, weather disruptions, and currency movements create unpredictable pricing.
Artificial flowers offer price stability and eliminate the waste associated with short lifespans. Fresh cut flowers typically last 7-12 days, meaning consumers replacing arrangements monthly would purchase approximately 30-50 bouquets annually.
Outlook
With UK household budgets under pressure and environmental consciousness rising, the artificial flower market appears positioned for continued growth. The 4.8% CAGR projection through 2030 may prove conservative if fresh flower import costs continue rising and quality improvements in artificial products accelerate.
Charlebois said his team’s analysis suggests Canada experienced a net loss of roughly 7,000 restaurant establishments in 2025 and is on track to lose about another 4,000 in 2026, as closures continue to outpace openings. He noted that these estimates differ from official figures because they focus on active, viable restaurants rather than simply registered businesses. The lab cross-references establishment data with broader economic indicators such as employment trends and consumer spending patterns to identify longer-term shifts in the sector.
He attributed the pressure on restaurants to a combination of factors, including persistently high input costs, labour shortages, and changes to the temporary foreign worker program that have made staffing more difficult. Charlebois also pointed to declining alcohol consumption as a major challenge, explaining that alcohol sales have traditionally helped restaurants offset their thin food margins. As customers order fewer drinks, appetizers, and desserts, profitability becomes harder to achieve.
Sylvain Charlebois
The growth of delivery and takeout since the pandemic has further complicated the picture. Charlebois said off-premise dining reduces opportunities for high-margin beverage sales, putting additional strain on operators, particularly independent restaurants that lack the purchasing power and marketing support of large franchise systems.
Despite the wave of closures, Charlebois does not see the industry as being in crisis. Instead, he described the current period as a “right-sizing” following the pandemic, emphasizing the sector’s long-term resilience. However, he warned that the loss of independent restaurants could slow food innovation, which has historically influenced both dining culture and grocery retail in Canada.
Still, Charlebois said entrepreneurial optimism continues to drive new restaurant openings, underscoring the role of risk-taking in a healthy economy.
An Edmonton-based hospitality group operating more than 20 restaurants across multiple franchise brands is preparing its next phase of expansion, including plans to enter international markets, as it approaches its 10th year in business.
Ravi Prakash, chairman of O & O Group of Companies, said the company is in discussions with several brands and expects to announce plans to expand beyond Canada, targeting markets in the Middle East and the United States. The move would mark a significant step for a business that has grown steadily through franchising in Alberta’s highly competitive quick-service restaurant sector.
Ravi Prakash Singh and his wife Khushbu
“We are in talks with multiple brands right now, and very soon we are going to announce that we are going global,” Prakash said in an interview. “Once everything is concrete, we are going to disclose that.”
Founded nearly a decade ago and based in Edmonton, O & O Group operates primarily in hospitality, with additional interests in real estate. His wife Khushbu Singh is company President. The company, named after Prakash’s daughters, currently runs approximately 23 restaurants under several well-known franchise banners, including Second Cup, Pita Pit, Marble Slab and Jimmy John’s.
The company is in the midst of expanding its Jimmy John’s footprint, with its first location in Sherwood Park expected to open in mid-January. Prakash said O & O Group plans to open between 12 and 14 additional Jimmy John’s restaurants in the Edmonton area over the next two years as an area developer.
Hospitality central to Prakash’s career
Hospitality has been central to Prakash’s career for nearly two decades. He trained at the Institute of Hotel Management in Bangalore, India, and worked in hotels before moving to Canada. The group’s first restaurant, a Pita Pit on Whyte Avenue in Edmonton, remains in operation.
“When I came to Canada, my wife had just come out of maternity leave, and we wanted to buy kind of a job for her,” Prakash said. “From there, we opened the second, third, and we never stopped afterwards.”
Today, O & O Group’s business model is firmly rooted in franchising, a strategy Prakash says allows the company to focus on execution and operational discipline rather than brand creation. He and his wife divide responsibilities within the company, with Prakash overseeing development and new openings, while his wife manages operations and human resources across the portfolio.
“That division allows us to focus and scale without interfering in each other’s work,” he said.
Ravi Prakash Singh and his wife Khushbu
Prakash described hospitality as both a personal passion and a resilient business sector, particularly in the quick-service restaurant segment. He said time constraints and convenience continue to drive consumer demand, even amid broader economic pressures.
“Quick service, like the name itself—you get in, get out,” he said. “Everyone is running out of time nowadays. Everyone is so busy, so quick service is the way to go, especially in the corporate world and in a downturn market.”
Affordability a key factor in restaurant industry
He added that affordability plays a role, noting that quick-service meals remain comparatively economical. “Even if you stretch yourself, you are still between the $12 to $15 range,” he said, arguing that eating out can be competitive with cooking at home when time and effort are factored in.
Despite the sector’s scale, Prakash said hospitality does not always receive the recognition it deserves. “No matter how big you become, you have to depend on hospitality people,” he said. “But it didn’t get the respect what it deserves.”
Operating restaurants, however, comes with persistent challenges. Prakash said labour demands, thin margins and shifting financial conditions have made the business more difficult in recent years, particularly following the COVID-19 pandemic.
“Post-COVID, the nature of work has changed,” he said. “Bankers trust the restaurant industry less now.”
He said financing decisions often fail to distinguish between experienced operators and newcomers, creating knock-on effects when poorly run restaurants close. “They see the overall picture, and people like us suffer,” he said.
Prakash also pointed to rising costs and trade-related pressures as growing concerns for food-service operators. He said tariffs and global uncertainty have added strain to an industry already operating on tight margins.
“Your margin was already thin, and now it is even getting thinner,” he said.
Despite those headwinds, Prakash remains focused on disciplined growth and long-term planning. He said success in hospitality requires persistence, self-motivation and a clear understanding of one’s strengths.
“Do whatever you know you can do,” he said. “Not because someone else is successful in a field, you jump into it.”
That philosophy extends to his advice for aspiring entrepreneurs, whom he urges to commit to a single path rather than constantly shifting focus. “If I am the restaurant guy, I should stick to it and believe in it,” he said.
Hospitality a key driver of economic growth
Hospitality is far more than service—it is a key driver of economic growth, job creation, tourism, and cultural exchange, contributing significantly to communities across the globe.
“I also believe it is important for Government of Canada, Government of Alberta to recognize and appreciate the hospitality sector’s substantial contribution to economic growth and to continue supporting its development,” he said.
Ravi Prakash Singh and his wife Khushbu
As the company grows, Prakash said maintaining balance remains important. He and his family travel regularly to recharge, taking shorter trips every couple of months and two longer vacations each year when possible.
Looking ahead, Prakash said O & O Group’s next chapter will depend on executing its expansion carefully while staying grounded in operational fundamentals. “If you keep doing the right things and repeat yourself every morning with the same energy, you can achieve success,” he said.
For now, the company is preparing to mark its 10-year milestone in March 2026, while laying the groundwork for what Prakash describes as its most ambitious phase yet.
EMERGE Commerce Ltd. says its founder and chief executive has released a shareholder letter that reviews the company’s development as a public company, acknowledges earlier strategic missteps and sets out a plan for what it describes as its next phase of growth.
The Toronto-based e-commerce company said that founder and CEO Ghassan Halazon has issued a letter titled Re-EMERGE: Reflections and the Road Ahead, which is available on the company’s website. EMERGE trades on the TSX Venture Exchange under the symbol ECOM.
The letter frames EMERGE’s history in three phases, according to the company, and is intended to provide shareholders with a candid assessment of how the business has evolved and where it intends to focus going forward.
Ghassan Halazon
Shareholder letter reviews company evolution
EMERGE said the letter looks back at its early growth strategy following its move into the public markets, a period the company refers to as ECOM 1.0. According to the company, that phase included missteps as EMERGE pursued an initial growth plan.
The letter also addresses what the company describes as a multi-year turnaround effort, labelled ECOM 2.0. EMERGE said this period involved restructuring and repositioning the business after the earlier strategy did not produce the intended results.
In releasing the letter, EMERGE positioned the document as a retrospective on decisions made over several years, as well as an outline of how those experiences have shaped the company’s current approach.
The company did not disclose specific operational or financial details from the letter in its announcement, but characterized the review as candid in tone and reflective of lessons learned during EMERGE’s time as a public company.
Focus shifts to disciplined growth
Looking ahead, EMERGE said the shareholder letter sets out what it calls its ECOM 3.0 strategy. The company described this next phase as being centred on disciplined and strategic growth.
According to the announcement, the go-forward strategy emphasizes a more measured approach than in earlier periods, informed by the company’s experience building and restructuring its portfolio of e-commerce businesses.
The company said the letter is intended to help investors understand how management is thinking about the future of the business following the turnaround phase.
While the announcement does not outline specific initiatives or timelines associated with the ECOM 3.0 strategy, EMERGE said the letter explains how the company plans to apply a more focused growth framework going forward.
Lessons drawn from past experience
In addition to outlining the company’s strategic phases, EMERGE said Halazon shares 10 lessons in the shareholder letter.
Those lessons are drawn from his experience building, acquiring and restructuring e-commerce businesses, according to the company. The announcement did not enumerate or summarize the lessons, but positioned them as part of the broader reflection on EMERGE’s corporate journey.
The inclusion of the lessons suggests the letter is meant not only as an update on strategy but also as a personal account of the challenges and learning curves associated with scaling and repositioning digital commerce businesses.
EMERGE did not indicate whether the lessons are intended to guide future decision-making publicly or internally, but described them as valuable insights developed over the course of the company’s evolution.
Letter available to shareholders online
The company said the full shareholder letter is available on EMERGE’s website. It directed readers to access the document online, where it is presented in full.
EMERGE did not indicate whether the letter will be filed on the System for Electronic Document Analysis and Retrieval (SEDAR+) or discussed further in upcoming financial disclosures, but positioned the release as a communication directly addressed to shareholders.
The announcement was issued through CNW and dated Jan. 5, 2026.
Company overview
EMERGE describes itself as an e-commerce and omni-channel portfolio of premium brands, with operations spanning subscription, marketplace and retail models.
According to the company, its businesses provide members with access to offerings across grocery and golf verticals.
EMERGE’s flagship brand is truLOCAL, which it describes as a Canadian meat and seafood subscription service that connects local farmers with consumers focused on health and food sourcing.
The company’s golf vertical includes UnderPar, which offers discounted tee times and experiences, as well as JustGolfStuff and Tee 2 Green, brands focused on discounted golf apparel and equipment.
EMERGE did not announce any changes to its portfolio, leadership team or capital structure in connection with the shareholder letter. The company’s release focused solely on the publication of the letter and its high-level themes.
By issuing the shareholder communication, EMERGE signalled that it is seeking to frame its past decisions and future direction for investors as it moves into what it defines as its next strategic phase.
According to official figures, Canada’s restaurant sector appears remarkably resilient. The number of food service establishments has climbed steadily since the pandemic, surpassing pre-2020 levels and suggesting a sector that has not only recovered, but expanded. On paper, the industry looks stable.
On the ground, it does not.
Based on current cost trajectories, balance-sheet conditions, and consumer behaviour, we expect Canada to lose roughly 4,000 restaurants on a net basis in 2026. This adjustment is already underway, even if it is not yet visible in headline statistics.
The lived reality of Canada’s restaurant economy tells a very different story—one defined by margin compression, rising fixed costs, softening demand, and mounting financial fatigue. Speak with operators, suppliers, landlords, insurers, or lenders and a consistent picture emerges: closures are accelerating, balance sheets are deteriorating, and survival increasingly depends on short-term coping strategies rather than long-term viability.
The problem is not that restaurants are failing suddenly. It is that the sector has been operating in a prolonged state of economic stress since 2021, masked temporarily by extraordinary policy interventions. Pandemic-era supports—wage subsidies, rent relief, loan deferrals, tax postponements—kept thousands of establishments afloat long after their underlying cost structures had become misaligned with market conditions. These measures were effective at preventing an immediate collapse, but they also delayed the necessary adjustment.
That adjustment is now unavoidable.
The restaurant business model has fundamentally shifted. Labour costs are structurally higher and unlikely to reverse. Commercial rents are resetting upward just as consumer traffic weakens. Insurance, utilities, compliance, and financing costs continue to rise. At the same time, Canadians are eating out less frequently and spending more cautiously when they do. Restaurants remain price takers in this environment, squeezed between rising input costs and demand that is increasingly price-sensitive.
Critically, one of the industry’s most reliable margin levers is also eroding: alcohol sales. Canadians are drinking less alcohol overall, driven by higher prices, health considerations, and changing social norms. For restaurants, this shift is consequential. Alcohol—particularly beer, wine, and spirits—has historically subsidized food margins. As alcohol volumes decline, operators lose one of the few high-margin categories capable of offsetting rising kitchen and labour costs. Replacing those margins through food alone is economically difficult in a consumer environment already resistant to further price increases.
Menu price inflation, often misinterpreted as a sign of pricing power, is in fact a symptom of distress. Operators are raising prices to slow losses, not to expand margins. Many are surviving by drawing down savings, refinancing debt, renegotiating leases, or delaying reinvestment. These are not indicators of health; they are indicators of exhaustion.
Business closures do not occur when conditions deteriorate; they occur when resilience is depleted. Owners exhaust personal capital, restructure debt, and postpone difficult decisions in the hope that conditions improve. For many restaurants, that hope carried them through 2023 and 2024. By 2026, the arithmetic becomes unavoidable. Pandemic-era loans mature, deferred liabilities crystallize, and margins that were already thin turn negative.
The losses will not be evenly distributed. Independent restaurants—those without scale, brand leverage, or balance-sheet flexibility—are likely to absorb the majority of the contraction. These businesses are also among the sector’s most important contributors to food innovation and culinary artistry. They are often the first to experiment, the first to take risks, and the first to introduce Canadians to new cuisines, flavours, and dining concepts that later become mainstream.
Their disappearance would represent more than an economic correction. It would narrow Canada’s culinary landscape, reduce experimentation, and weaken the ecosystem that allows food culture to evolve at the neighbourhood level.
Official statistics will eventually reflect this contraction, but only after the fact. Establishment counts are inherently backward-looking, particularly in sectors dominated by small and independently owned businesses. By the time the decline becomes visible in aggregate data, thousands of operators will already have exited the market.
The greater risk is not statistical lag, but policy misinterpretation. Headline growth figures can create a false sense of stability, leading policymakers to underestimate the urgency of reform—whether in labour policy, commercial leasing, taxation, or regulatory burden. Confusing administrative survival with economic viability risks leaving the sector without the tools it needs to adapt.
The restaurant sector is not collapsing overnight. It is contracting quietly, unevenly, and structurally. The warning signs are already visible for those willing to look beyond topline counts and focus on fundamentals.
By 2026, the data will catch up to the economics. Unfortunately, many of Canada’s most creative and culturally important restaurants will not.
