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Tim Hortons launches campaign to hire 10,000 local people, addresses Temporary Foreign Worker Program

Tim Hortons launched on Monday a national campaign across TV, digital, paid social and in-restaurant channels, to hire 10,000 new people, supporting natural turnover and growth of Tim Hortons restaurants – including 80 new restaurants opening this year across Canada.

It also addressed its position on the Temporary Foreign Worker Program in Canada.

“This is part of the brand’s strong, ongoing commitment to hire locally, whenever possible, in every community we serve,” said the company in a news release.

Monday’s announcement comes just days after the brand announced Canadian restaurant owners are investing $270 million, in addition to Tim Hortons corporate investing an additional $130 million, in a plan to build or renovate 480 restaurants across the country. Nationally, 280 Canadian restaurant owners are investing in 400 renovations, with another 60 Canadian restaurant owners investing in 80 new locations. There are 1,500 Canadian restaurant owners who own and operate 4,000 Tim Hortons restaurants from coast to coast.

The two announcements also come on the heels of recent news by Foodtastic, one of Canada’s leading restaurant operators, which announced it had signed a master franchising agreement with Inspire Brands to open hundreds of Dunkin’ locations across Canada.

Under the new agreement, Foodtastic said it will have exclusive rights to develop the Dunkin’ brand nationally through both corporate and franchise-operated locations. This expansion strengthens Foodtastic’s relationship with Inspire Brands and adds a globally recognized coffee and donut concept to its Canadian portfolio, it added.

Tim Hortons photo
Tim Hortons photo

“Canada is a country that prides itself on welcoming everyone. As a brand, for more than 60 years, this is a value that Tims has shared and is one that we deeply believe in – this will never change,” said Tim Hortons in a news release.

“Tims restaurant owners don’t discriminate in their local hiring – anyone entitled to work in Canada is welcome to work at their restaurants. This includes Canadian students, international students, people with disabilities, mature workers, Indigenous people, new Canadians and members of the local community of all ages – always with the aim to hire locally every time they can in order to serve guests with excellence at every Tims, every time.

“When Tim Horton himself opened his first restaurant in 1964, he wanted it to be a place where anyone could go at any time and feel welcomed. We continue to believe in Tim’s vision today: everyone in Canada is welcome as a guest and everyone in Canada is welcome to work in a Tim Hortons restaurant.”

Tim Hortons photo
Tim Hortons photo

As Canada emerged from COVID in 2021, there were acute labour shortages across the country. To address this, the government increased access to the Temporary Foreign Worker Program, said the brand.

“Tim Hortons was one of the companies encouraging the government to do so at the time to help restaurants facing staffing challenges and lobbied them to maintain greater access when they announced plans to limit applications. However, today in 2026, with high youth unemployment nationally, lobbying for expanded access is no longer necessary. In fact, our restaurant owners’ use of the program has already declined steadily since 2024. We will continue to work within the labour frameworks the federal and provincial governments decide are best for Canada,” it said.

“Of the approximately 110,000 team members across the Tim Hortons system, we estimate roughly 4,000 team members hold positions under the Temporary Foreign Worker program – representing approximately 3.6% of all restaurant roles. These are positions in communities where restaurant owners faced documented labour shortages and went through the full government approval process before hiring. Restaurant owners understand the need for continued rigour and scrutiny for any new temporary foreign worker applications.”

Tim Hortons is the largest restaurant chain in Canada, with 4,000 restaurants – more restaurants per capita than any other brand anywhere in the world.

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Taxing Convenience Foods Punishes the Wrong Canadians

Photo: KaleMart24

Quebec is poised to become the second province in Canada in recent weeks to eliminate provincial sales taxes on food-related items. Unlike Manitoba, however, Quebec is taking a broader and arguably more pragmatic approach by extending relief to healthier ready-to-eat products and convenience foods. That distinction matters. Too often, public policy assumes that only “junk food” is taxed, when in reality many prepared and nutritious options remain subject to provincial sales taxes simply because they are convenient. Quebec’s new measure, expected to cost more than $100 million annually, acknowledges an important reality of modern food consumption: convenience is no longer a luxury. For many Canadians, it is a necessity.

The average household is expected to save roughly $50 annually. Critics will argue that the savings are insignificant, and from a purely macroeconomic standpoint, they are correct. Fifty dollars will not solve Canada’s affordability crisis. But food taxation has always been about more than arithmetic. Retail taxes disproportionately penalize seniors on fixed incomes, individuals living alone, and consumers who either cannot cook regularly or simply choose not to. Preparing meals for one person every single day is neither economical nor particularly motivating. In many cases, ready-to-eat meals reduce food waste and improve accessibility. Tax systems that penalize convenience foods often fail to recognize these demographic and behavioural realities.

 

The broader assumption underpinning food taxation policy — that taxes significantly discourage unhealthy consumption — is also far less convincing than many policymakers suggest. Newfoundland and Labrador offered a compelling case study. Its sugar tax, introduced with the intention of reducing sugary drink consumption, was eventually repealed after consumers and policymakers increasingly viewed the policy as ineffective during a worsening affordability crisis. While research indicated the tax modestly reduced purchases of sugary beverages, the behavioural impact remained limited. The tax itself was relatively small, and many consumers simply shifted toward other untaxed sugary products. More importantly, the measure became politically difficult to defend as inflation accelerated and household budgets tightened. The Newfoundland experience reinforced a basic principle of food economics: consumers rarely stop consuming altogether when prices rise — they adapt by trading down, switching categories, or altering shopping habits.

Mexico’s sugary drink tax, introduced in 2014, remains one of the most analyzed food-taxation experiments in the world. The country imposed a one-peso-per-litre levy on sugar-sweetened beverages in an effort to combat obesity and diabetes. Early evidence suggested purchases of taxed beverages declined between 6 and 10 per cent during the first years of implementation, with the largest reductions occurring among lower-income households. Public-health advocates celebrated the policy as a success, particularly as bottled water purchases increased and consumer awareness around sugar consumption improved. Mexico demonstrated that highly visible retail taxes can influence purchasing decisions, especially when targeting products perceived as discretionary.

 

Yet Mexico also exposed the limitations of taxation as a long-term nutrition strategy. While soda sales declined, many consumers simply substituted toward untaxed juices, snacks, sweetened beverages, or other calorie-dense alternatives. In other words, purchasing patterns shifted, but overall sugar consumption may not have declined nearly as dramatically as policymakers had hoped. Economists have long argued that consumers rarely eliminate consumption entirely in response to higher prices; they adapt. The Mexican experience ultimately demonstrated that while taxation can alter buying behaviour at the margins, meaningful public-health outcomes require broader interventions, including education, reformulation, clearer labelling, and improved access to healthier alternatives.

And worse, the sugary drink tax in Mexico did not produce a dramatic nationwide decline in diabetes rates in 11 years.

Taxing food remains deeply problematic from both an economic and ethical standpoint. Food is not tobacco. It is not alcohol. It is a necessity of life. Governments should not penalize consumers based on where food is purchased, how it is prepared, or whether convenience plays a role in consumption. Provinces should move toward eliminating sales taxes on all food products, regardless of category or point of consumption. Unfortunately, provinces operating under harmonized sales tax systems, such as Ontario and the Atlantic provinces, face a far more complicated reality. Ottawa is highly unlikely to relinquish the substantial and dependable revenue stream generated through the GST. And that, ultimately, is the real obstacle to meaningful food tax reform in Canada.

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RONA continues transformation journey with 8 new RONA+ stores

RONA store. Photo: RONA Inc.

RONA inc., one of Canada’s leading home improvement retailers, operating and servicing over 425 corporate and affiliated stores, recently opened several RONA+ stores across Canada, continuing its transformation journey to the RONA+ and RONA banners.

Thanks to these latest conversions, the company can provide its customers with an outstanding experience, the right product offering at the right price, and exceptional customer service, while improving the ways Canadians shop for their construction and home improvement projects, it said in a news release.

“We have accomplished so much since RONA+ was launched over two years ago, and our results are positive. Customers truly appreciate the brand, as we saw with the 10-point increase in the latest Léger Reputation Study. I am extremely proud of our teams’ hard work to convert our stores to the RONA+ banner and to celebrate their grand opening today,” said Sylvain Proulx, Senior Vice-President, Store Operations at RONA inc.

Sylvain Proulx
Sylvain Proulx

“Over the past few weeks, these stores underwent major transformations to implement all of their new features, such as an expanded PRO department and new RONAPRO permanent signage; new MOEN and Scotts Shop in Shops; a new program in the kitchen department that includes more demos; an expanded and redesigned seasonal department, as well as an overall modernization of the stores. And like every other RONA+ store, they will offer added value to local customers thanks to a broader selection of products and flexible payment options,” explained the retailer.

Here are the newly converted stores and their location:

  • RONA+ Toronto Stockyards – 110 West Toronto Street, Toronto, ON
  • RONA+ Barrie South – 61 Mapleview Drive East, Barrie, ON
  • RONA+ Kingston (Princess St) – 2342 Princess Street, Kingston, ON
  • RONA+ Merivale – 585 West Hunt Club Road, Nepean, ON
  • RONA+ Calgary Sunridge (32nd NE) – 2665 32nd Street N.E., Calgary, AB
  • RONA+ Saskatoon (Preston Crossing) – 1722 Preston Avenue N., Saskatoon, SK
  • RONA+ Regina East – 3710 Quance Street East, Regina, SK
  • RONA+ Saint-Hyacinthe – 555 Daniel-Johnson Est, Saint-Hyacinthe, QC

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Haven Greens launches ready-to-eat salad kits as greenhouse expansion plans continue

Haven Greens photo
Haven Greens photo

Haven Greens is expanding its product lineup with the launch of three ready-to-eat salad kits as the Ontario greenhouse operator works to increase production capacity and broaden its retail presence.

The company said its new Crunch Salad Kits, made with Ontario-grown greens, are now available at select retailers across Ontario, including Summerhill Market and Fortinos, as well as Calgary Co-op locations in Calgary.

The launch adds to Haven Greens’ existing leafy greens business and comes as the company moves ahead with plans to expand its greenhouse operation from five acres to 10 acres to meet demand for locally grown produce.

“From day one, our focus has been on revolutionizing what local produce can look and taste like in Canada,” said Jay Willmot, CEO and founder of Haven Greens. “Our new salad kits take that vision even further, delivering a convenient, high-quality option that fits seamlessly into Canadians’ daily routines without compromising on flavour or freshness.”

Jay Willmot
Jay Willmot

The company said the salad kits are designed as ready-to-eat meal or side options that do not require washing or preparation. Each kit combines leafy greens with toppings and dressings.

The lineup includes Caesar Crunch, which includes shaved Parmesan, roasted chickpeas, crouton crumbles and Caesar dressing; Fiesta Crunch, made with Cotija cheese, tortilla strips, sweet corn and chipotle dressing; and Sesame Crunch, which includes crispy wontons, roasted edamame, sliced almonds and sesame ginger dressing.

Haven Greens said the greens used in the salad kits are grown in a fully automated, climate-controlled greenhouse in the Greater Toronto Area. The company said its facility currently produces more than 11,000 pounds of lettuce daily.

The company also said it is on track to reach net-zero operations by 2027 as it continues expanding production.

Haven Greens photo
Haven Greens photo

Haven Greens launched in February 2025 and supplies leafy greens to retail and food service customers. The company said additional retailers are expected to begin carrying the salad kits later this summer and beyond.

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The Brick launches the Shaq-O-Pedic Collection

Image: The Brick

The Brick, a wholly owned subsidiary of Leon’s Furniture Limited, is introducing what it calls “larger-than-life comfort” with the launch of the Shaq-O-Pedic collection, created in collaboration with four-time NBA Champion and 15-time NBA All Star, Shaquille O’Neal. 

Available in-store and online, the lineup features four seating designs that blend premium materials with integrated entertainment features and functional comfort in a variety of colours, perfect for everyday living in any household, said the retailer.

“Launching the Shaq-O-Pedic collection with Shaquille O’Neal is an exciting milestone for The Brick,” said Darci Walker, President, The Brick. “We’re pleased to partner with Shaq on a lineup that reflects our shared commitment to comfort, quality and value.”

Darci Walker
Darci Walker

The Shaq-O-Pedic collection combines oversized comfort with innovative features designed for durability and everyday use. The lineup includes a modular power reclining sectional, an immersive entertainment sectional, a premium leather reclining sofa and a massage recliner. Each piece offers supportive seating, flexible configurations and features that enhance comfort and functionality. While inspired by O’Neal’s larger-than-life presence, the collection is designed to deliver exceptional comfort and durability for fans of every size, explained the company.

Shaquille O'Neal
Shaquille O’Neal

O’Neal partnered with The Brick to bring his vision of comfortable, stylish and accessible furniture to Canadians.

“I’m all about affordability. I’m not trying to break the bank. I just want people to be comfortable, be stylish and feel good,” said O’Neal. “So, when it comes to The Brick, they do have the best stuff.”

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FASHIONPHILE names Cardi B global brand ambassador for 2026 campaign

Image Credit: FASHIONPHILE

Luxury resale company FASHIONPHILE has named rapper and entrepreneur Cardi B as its 2026 global brand ambassador as the company expands its marketing efforts around the resale market for high-end accessories.

The company said recently the partnership will anchor its “Get Your Bag” campaign, which was shot in New York City and features still images and video of Cardi B with products from FASHIONPHILE’s inventory of pre-owned luxury handbags and accessories.

The campaign centres on the company’s model of buying and reselling luxury goods, with FASHIONPHILE positioning the effort as part of a broader push to connect with younger consumers interested in resale and authenticated pre-owned products.

“I love a good bag, but I love a smart buy too. I love Fashionphile because they really have it all. The rare pieces, the classics, and everything’s authentic.” said Cardi. “This partnership made sense because we both care about quality, style, and getting to the bag!”

FASHIONPHILE said Cardi B will also curate a selection of accessories to be sold exclusively through the company’s website. The collection will include products from luxury brands including Hermès, Chanel and Goyard.

Cardi B Instagram photo
Cardi B Instagram photo

The company said the agreement represents its fourth major ambassador partnership following previous collaborations with Martha Stewart, Nicole Richie and Emma Roberts.

Founded in 1999, FASHIONPHILE operates in the luxury resale market, focusing on pre-owned handbags and accessories from brands including Chanel, Hermès, Gucci and Louis Vuitton. The company said it became the exclusive re-commerce partner of Neiman Marcus in 2019.

FASHIONPHILE said the ambassador campaign reflects continued growth in its resale business and follows its acquisition of UK-based luxury resale company Luxe Collective in October 2025.

Sarah Davis
Sarah Davis

“At FASHIONPHILE, we’ve always believed that ultra-luxury is an investment, not just a purchase,” said Sarah Davis, founder and president of FASHIONPHILE. “Cardi embodies that mindset in a way that’s both aspirational and real. She understands the value behind these pieces and brings a level of visibility and energy that expands how people think about resale.”

The company operates flagship locations in New York City, Los Angeles and San Diego, along with additional retail locations in several U.S. markets including San Francisco, Austin and Philadelphia.

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Calgary-based Wild Rose Brewery celebrating 30 years

Wildrose Brewery photo
Wildrose Brewery photo

Wild Rose Brewery is celebrating its 30th anniversary in 2026, marking three decades of brewing craft beer in Alberta. 

Founded in 1996 by entrepreneurs Mike Tymchuck and Alan Yule, the Calgary based brewery said it will commemorate the milestone throughout the year with events, giveaways, retail activations across the province, and the return of a fan favourite vault beer recipe set for release this fall. 

It said fans can celebrate by picking up a limited-edition anniversary glass, available now in stores across Alberta while supplies last.

Wild Rose Brewery began in a small industrial bay in Calgary’s Foothills Industrial Park, where Tymchuck and Yule set out to bring quality craft beer to Calgarians. Early brews included Velvet Fog, a Canadian Wheat Ale, and Industrial Park Ale, an India Pale Ale, both of which remain largely unchanged today. Not long after, Wraspberry Ale was introduced, helping put fruit beer on the map in Alberta’s craft beer scene and becoming the brewery’s best seller.

Wildrose Brewery photo
Wildrose Brewery photo

As the brewery grew, operations outpaced the original Foothills location. Wild Rose relocated to a historic former air force hangar at the Currie Barracks, known as Building AF23. The space became home to both the brewery and the Wild Rose Taproom, which quickly evolved into a gathering place where friends, families, and regulars could connect over wholesome food and fresh pints.

Beyond the taproom, Wild Rose expanded its brewing operations with the opening of a state-of-the-art production facility in Foothills Industrial in 2013. Today, the taproom remains a vibrant part of Calgary’s craft beer community, while Wild Rose beer can be found across Alberta in bars, restaurants, and liquor stores. The brewery has also supported numerous charitable initiatives through its Patron’s Pint program and many other community partnerships over the years.

Brian Smith
Brian Smith

“A lot has changed in 30 years. Alberta’s once underdeveloped craft beer scene has transformed into a space where world class, locally produced beer is available in virtually every pub and liquor store in the province. We feel fortunate to have been part of that evolution,” said Brian Smith, Head of Operations. “One thing that hasn’t changed is our commitment to providing consumers with high quality, great tasting beer.”

Additional anniversary details, including special releases and events, will be shared throughout the year on social media.

Wild Rose Brewery is now owned by Sleeman Breweries, which itself is owned by Sapporo Breweries.

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Nespresso Canada donation launches biodiversity restoration projects in B.C. and Quebec

Tree Canada (CNW Group/Nestlé Nespresso SA)

Nespresso Canada is contributing $200,000 to help launch a new biodiversity restoration program led by Tree Canada, with initial projects focused on restoring woodland caribou habitat in British Columbia and Quebec.

The organizations announced recently that the funding will support Tree Canada’s new Biodiversity Restoration Initiative, a program aimed at restoring ecosystems through the planting of native and climate-adapted trees and plants in ecologically significant areas across the country.

The first two projects under the initiative will cover more than 1,300 hectares in Skeena, B.C., and Pessamit, Que., targeting areas tied to the decline of woodland caribou populations.

“Nespresso has a long-standing global commitment aimed at advancing the protection and restoration of biodiversity across coffee-growing regions worldwide. Our continued partnership with Tree Canada translates that commitment into local action through the Biodiversity Restoration Initiative, supporting habitat restoration and more resilient ecosystems for the future of Canadians,” said Carlos Oyanguren, President of Nespresso Canada.

Carlos Oyanguren
Carlos Oyanguren

According to a news release, the funding will also support baseline wildlife monitoring at selected restoration sites, including photo and audio monitoring work in Cape Breton intended to track species such as birds, bats, amphibians and pollinators.

Tree Canada said the initiative is designed to focus on restoration projects that measure ecological indicators over time to assess changes in ecosystem health.

“The Biodiversity Restoration Initiative was built on a simple but urgent premise; not all tree planting is the same. The greatest impact comes from planting the right species, in the right places, with the right partners. We are grateful for Nespresso Canada’s $200,000 foundational donation, which allows us to invest in hectare-based restoration projects that help communities, partners and funders advance meaningful biodiversity action in Canada,” said Nicole Hurtubise, chief executive of Tree Canada.

Nicole Hurtubise
Nicole Hurtubise

The British Columbia project will be led by Yinka Dene Economic Development LP of the Wet’suwet’en First Nation. The four-year initiative, scheduled to run from 2026 to 2029, aims to restore more than 500 hectares of Southern Mountain Caribou habitat across the Telkwa and Tweedsmuir-Entiako herd ranges.

According to the release, the project will involve planting more than 1.1 million native trees and shrubs to rehabilitate seismic lines, decommissioned roads and burned areas that have fragmented habitat and increased predation risks. The work will combine Traditional Indigenous Knowledge with silvicultural practices.

In Quebec, the Conseil des Innus de Pessamit will lead a three-year restoration project between 2026 and 2028 covering about 800 hectares of boreal forest within the range of the Pipmuacan Woodland Caribou herd.

The organizations said the Quebec project will include black spruce restoration to support caribou forage as well as climate-adapted plantings near the community intended to improve resilience to future disturbances. The initiative will be carried out by Indigenous Land Guardians and forest scientists and is based on Innu Aitun, described in the release as the Innu way of life and relationship with the land.

The new biodiversity initiative marks an expansion of an existing partnership between Nespresso Canada and Tree Canada that began in 2021. The organizations said the partnership has supported the planting of more than 154,000 trees and involved more than $775,000 in contributions to date.

Tree Canada said the Biodiversity Restoration Initiative will operate under its National Greening Program and connect landowners, Indigenous communities, forestry experts and funding partners on afforestation and reforestation projects intended to rebuild habitat, improve ecosystem connectivity and support long-term ecological resilience.

Nespresso, headquartered in Vevey, Switzerland, operates in 98 markets and employs more than 14,000 people globally. The company said it worked with more than 130,000 farmers in 18 countries through its sustainability program and operated 849 boutiques worldwide in 2025.

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Double Click: Big Foot, The Easter Bunny & Surveillance Pricing: Bruce Winder

Vitaly Gariev photo
Vitaly Gariev photo

A lot has been written about surveillance pricing of late. But is it a real thing in Canada or a political football used to score points in an affordability crisis?

There has been a tremendous amount written in Canada recently on the threat of surveillance pricing in grocery retail. But much like Big Foot & The Easter Bunny, the use of surveillance pricing systems can’t be found in the Great White North. At least not within Loblaw, Empire & Metro. The big 3 Canadian grocers have publicly said they are not using it. So why all the articles, op-eds & interviews?

Bruce Winder
Bruce Winder

What is surveillance pricing?

Let’s start with what surveillance pricing means. Surveillance pricing or algorithmic pricing has become a buzzword over the last few months and involves the use of specific consumer data points, found through phones and on the web, to charge customers different (higher) prices for food based on things like their postal code, their search history, their purchase history and other demographic signals. If I live in Forest Hill, I would pay more for tomatoes than someone who lives in Parkdale.

This is different than dynamic pricing which has traditionally meant that service providers such as ride-share apps, hotels & airlines charge everyone the same price, but that price varies with different surpluses or deficits in their capacity or inventory levels. That’s why you can get a great deal on a tropical resort package at the last minute. The hotel has empty rooms and they want to get something for them vs. see them sit empty.

Why the sudden interest?

So, what has caused the sudden interest in surveillance pricing? In late 2025, delivery company Instacart faced public allegations of using surveillance pricing during tests with select U.S. grocers. The company denied the allegations but said it would end the test immediately. The matter drew widespread attention & significant criticism, rightly so. U.S. Law makers demanded more information on the test.

In 2026, the topic took on a life of its own. In Canada the newly minted Federal NDP leader, Avi Lewis made a ban on surveillance pricing a key policy issue for his platform. Manitoba’s NDP government has put forth a motion to ban the practice. Mainstream media platforms ran numerous stories on the concept. I was interviewed for several of them. Left wing op-eds filled the internet. The sky was falling. It was the end of days. The dystopian future from a Netflix series was finally here.

Be Practical

But think about the reality of administering surveillance pricing, even if someone wanted to do it. Customers who are overcharged would find out through social media, discussions with friends & family and AI search. Prices are easily compared across numerous platforms. It would stick out like a sore thumb. It would be dumb for grocers to engage in surveillance pricing as competitors would eat them for lunch. Governments would fine them. Their earnings and stock valuation would crumble. The industry has a way of self-regulating do’s & don’ts itself through the court of public opinion. Let the marketplace punish any offenders.

It is also important to differentiate surveillance pricing from offer personalization. It is common and accepted practice for all retailers to use customer data to create personalized offers that save customers time and offer greater relevance for them. Not to increase prices, but to improve engagement & advertising efficiency. Customer relationship management software has been around for decades and adds value for both customers and retailers alike. If governments are overly broad in adding more regulations, they could affect retailer’s ability to offer discounts.

Burst photo
Burst photo

The Politics of Pricing

The issue has been used as a political façade meant to deflect blame for Canada’s affordability crisis. The problem with that approach is that all big 3 Canadian grocers have denied using surveillance or algorithmic pricing to charge customers different prices. Why? Because the loss of trust & goodwill that such a move would create is not worth it. Each of the 3 grocers realize they are under the microscope from governments & consumers alike as it relates to pricing and none of them would dare bring negative attention to themselves. I think each also realizes that surveillance pricing crosses the line of acceptability in Canadian society.

Governments at all levels have had a hand in reducing affordability in Canada over the last decade or so. From keeping interest rates unnecessarily low in the 2010’s and creating a housing bubble to failing to drive our economy through resource commercialization to wage stagnation. Falling productivity kills our standard of living. Much of what we face is self inflicted. But it can be easier to blame others and suggest a false solution vs. truly admitting mistakes and acting to solve the root cause of the problem. That’s politics 101.

Conclusion

So, just like Big Foot & The Easter bunny, much has been written about surveillance pricing in Canada. But these stories are at best fiction & at worst propaganda. Growing up in the 1970’s, Big Foot was a hot topic. They even created a Six Million Dollar Man double episode about him. Still, I have yet to see him signing autographs & taking selfies in Banff. As for the Easter Bunny, I have several beautiful little rabbits outside my house in West Toronto. I see them come out at night. Still waiting for one of them to put on clothes & bring me some chocolate.

(Bruce Winder is an author and retail analyst)

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Daily Synopsis: May 22, 2026

Welcome to the Daily Synopsis by Retail Insider. We published 10 articles on Friday, highlighting key developments across Canadian retail sectors and foodservice expansions.

Retail sales rose to $72.7 billion in March as gasoline station sales increased amid fuel price hikes, while core retail sales excluding fuel and vehicles edged down. Meanwhile, Tim Hortons announced a $400 million investment to build or update 480 locations across Canada, focusing on modern design and digital ordering enhancements. The sports retail sector maintained growth with seven consecutive quarters of gains driven by fanwear and athletic footwear, supported by rising soccer popularity ahead of the FIFA World Cup.

 

Foodservice brands continue to innovate as Tahini’s expands its Shawarma Ramen offering nationally after successful initial sales, and SKYBIRD Asian Grill opened its fourth location as it targets urban markets. Loyalty programs see a shift with Canadians preferring everyday reward redemptions over large aspirational purchases, underscoring retailers’ need for simple, relevant engagement options.

🗞️ The Day’s Retail Insider Article List

 

🌐 Canadian Retail News From Around the Web