Genesis Downtown Vancouver – British Columbia’s first stand-alone Genesis Retail Experience (GRX) facility, located at 1718 West 3rd Avenue in Vancouver. (CNW Group/Dilawri Group of Companies)
Dilawri Group of Companies has opened Genesis Downtown Vancouver, the first stand-alone Genesis dealership in British Columbia and the province’s inaugural facility built to the brand’s Genesis Retail Experience (GRX) standards.
Located at 1718 West 3rd Avenue, the 15,000-square-foot facility is now open and welcoming customers. According to the company, the newly-constructed sales and service centre represents a significant step in expanding the Genesis footprint in Western Canada.
The GRX-designed facility spans multiple levels and features a modern, transparent aesthetic inspired by Korean architectural elements. Highlights include a double-height, light-filled showroom with space to display three vehicles, eight service bays across two floors, and an enclosed delivery and customer parking area.
“Genesis Downtown Vancouver reflects a transparent, modern look and modularized platform–emphasizing beauty, simplicity, and an inviting atmosphere for today’s luxury buyer,” the company stated.
As a GRX location, the new dealership is integrated with Genesis’ omni-channel retail model. Customers can access Genesis at Home services such as at-home test drives, valet service pick-up, and online transactions.
“Located in the heart of the city’s luxury automotive corridor, this facility was purpose-built to deliver an elevated and personalized guest experience. Whether guests visit us in person or take advantage of our Genesis at Home services, they can expect modern convenience, exceptional hospitality, and a seamless path to ownership.”
The facility also includes guest lounges—both open and private—featuring a vaulted canopy, lounge tables, and a self-service beverage bar.
“The service area features eight bays over two floors and is designed to meet Genesis EV Lab standards, ensuring readiness for the next generation of premium EVs,” the company said.
“We’re proud to support the continued growth of the Genesis brand in Vancouver through this exceptional new facility,” said Dilawri. “Genesis Downtown Vancouver reflects our shared commitment to thoughtful design, premium service, and delivering the elevated purchase and ownership experience the brand is known for.”
In addition to this new location, Dilawri also operates Genesis Regina in Southern Saskatchewan.
Founded in 1985, Dilawri is Canada’s largest automotive group, with more than 4,000 employees and 85 franchised dealerships across Canada and the United States. The company represents 38 automotive brands and has donated millions to charitable causes through the Dilawri Foundation since 2002.
Canada’s food industry has become addicted to the Temporary Foreign Worker Program (TFWP). The numbers tell a sobering story. In just a few months of enforcement data — from July to late September 2025 — Ottawa has listed 26 food-related employers found non-compliant with federal rules governing the program. That’s everything from oyster farms to sushi restaurants, cafés, and food processors. That’s nearly 40% of all companies fined during that period.
Collectively, these companies have been fined over $2 million and handed down multiple multi-year bans. The worst offender, Bolero Shellfish Processing Inc. in New Brunswick, was hit with a $1 million penalty and a 10-year ban from hiring temporary workers — a record-setting sanction that underscores how deeply entrenched this dependency has become in Canada’s food system.
Yet most violations weren’t about mistreatment or abuse — they were bureaucratic. The vast majority of food businesses on the list were fined for failing to provide proper documents during inspections. In many cases, employers couldn’t produce proof of hours worked, wage payments, or housing conditions for their foreign employees when federal officers arrived. These aren’t isolated oversights; they’re symptoms of a system running on autopilot — one that relies on the constant inflow of temporary workers while neglecting compliance and transparency.
Even more revealing is that about 70% of these companies remain eligible to hire more temporary workers after paying relatively small fines, often between $5,000 and $15,000. Chains and independent operators alike — Donair Dude, Sushi 5, Pita Pit, and Subway among them — simply absorbed the penalties and moved on. For many, the TFWP is no longer a stopgap measure; it’s part of the business model.
Nine British Columbia companies in the food sector alone were found non-compliant — the highest of any province. Alberta and Quebec recorded serious cases too, with Trio Café in Calgary receiving an $83,000 fine and a five-year ban, and Hôtel Le Concorde Québec cited for repeated breaches.
But the biggest concern is what we don’t see. The federal database of sanctions only covers decisions made since July 2025. Many facilities have not yet been inspected, meaning this list is merely the tip of the iceberg. Beneath it lies a vast and under-audited system, sustained by foreign labour but barely monitored by the government agencies meant to oversee it.
This dependency didn’t appear overnight. The TFWP was designed to fill temporary labour shortages, especially in agriculture and food processing. But “temporary” has become a fiction. Today, entire segments of the food industry — from fish plants to fruit packers and restaurant kitchens — rely permanently on migrant labour. Without them, food wouldn’t get harvested, processed, or served.
Ottawa finds itself trapped. It knows the system is failing but can’t reform it without risking disruption in food production. Enforcement is reactive, not preventive. Employers who break the rules are fined but rarely barred for long, and those that are ineligible often resurface under new corporate names.
The result is an industry hooked on a short-term fix, unable — or unwilling — to invest in automation, domestic recruitment, or improved working conditions. The Temporary Foreign Worker Program, once a bridge for labour shortages, has become the foundation of the food economy itself.
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.
The new SUKOSHI storefront in New York City reflects the brand’s mission to make quality beauty accessible every day (CNW Group/SUKOSHI)
Canadian retailer SUKOSHI MART is moving quickly to scale across North America under new branding SUKOSHI, adding new stores in influential and high-traffic centres while sharpening its brand for a bigger stage. Founded in Toronto and headquartered in the Greater Toronto Area, the company has built a strong following around Asian beauty, lifestyle and culture. The pace of openings has intensified in 2024 and 2025, with a pipeline that favours A-class shopping destinations and dense urban trade areas.
In a recent conversation with Retail Insider, CEO Linda Dang set out the intent behind the next phase. “Our head office and full team remain in Canada, but we are building a North American brand,” said Dang. “The U.S. is a major focus through the end of the year, and every market we are entering is intentional.” That emphasis on placement, rather than pure door count, is central to the SUKOSHI North American expansion.
Linda Dang
SUKOSHI opened its first Toronto location in 2018, introducing a curated mix of Asian beauty and lifestyle products to Western consumers. What began as a neighbourhood concept has grown into a national platform, with a presence in the country’s top enclosed centres and a store format that invites discovery. The retailer now operates more than a dozen Canadian locations that include CF Toronto Eaton Centre, Square One, Scarborough Town Centre, CF Markville, CF Fairview Mall, Upper Canada Mall, and CF Rideau Centre. At CF Rideau Centre, the company opened a flagship of about 4,300 square feet in 2024, a move that signalled its intention to compete at scale in core urban markets.
Quebec has been a priority as well. SUKOSHI added stores in Montreal’s Royalmount, CF Carrefour Laval, and in Brossard at Quartier DiX30, building local awareness through cluster strategy before moving into new regions. The approach has helped the brand reach critical mass in key metros while controlling marketing costs and amplifying word of mouth.
Vancouver-based Cutler is providing interior design and project management services for multiple new locations, including the three Montreal stores as well as sites in New York’s Upper East Side, Aventura (Miami), Bellevue (Washington), King of Prussia (Pennsylvania), Garden State Plaza (New Jersey), Lenox Square (Atlanta), and Valley Fair (California).
Sukoshi Royalmount store.
The U.S. push focuses on influence and visibility
International growth began with New York, where the company opened the city’s largest Asian beauty store on the Upper East Side. That launch set the tone for a U.S. program that favours high-visibility destinations. “We are selecting centres that shape retail culture and attract the right demographic,” said Dang. “Aventura Mall in Miami, Bellevue Square in Washington, Lenox Square in Atlanta, and King of Prussia in Pennsylvania are exactly the kinds of environments where we want to anchor the brand.”
Each of those properties draws millions of annual visits and is known for a tenant mix that combines luxury, premium lifestyle and digitally native leaders. Securing space in such centres puts SUKOSHI alongside international names while preserving its identity as a Canadian-founded innovator in Asian beauty. The placements also serve the brand’s goal of making every opening a regional event, a tactic that has become a hallmark of the SUKOSHI North American expansion.
Sukoshi Royalmount store.
Rebrand aligns the banner with the core offer
As the footprint grows, the company is refining how the brand shows up. The evolution from Sukoshi Mart to SUKOSHI reflects a clear shift to beauty as the centre of gravity. The store is no longer a generalist “mart.” It is a focused expression of Asian beauty with supporting lifestyle and culture.
“We have moved beyond the ‘mart’ concept,” said Dang. “Beauty is at the heart of who we are, and the rebrand to SUKOSHI reflects that shift.” New and renovated locations feature updated fixtures, a refined colour palette, modern display systems and dedicated beauty zones. The result is a layout that supports exploration, easy basket building and a visual language suited to social media.
SUKOSHI’s assortment spans K-beauty, J-beauty and C-beauty, curated through a lens of quality, innovation and storytelling. “K-beauty leads in brand identity and packaging. J-beauty is premium and understated. C-beauty is emerging fast in technology and design,” said Dang. “Bringing them together under one roof is what sets us apart.” That breadth gives the retailer latitude to refresh displays frequently, respond to seasonal demand and activate launches that resonate with distinct customer communities.
Stores as media, openings as campaigns
The expansion plan treats every store not only as a sales channel but as a content engine. SUKOSHI stages in-store events and activations to create a sense of occasion that carries into digital. “Every time we enter a new market, in-store events and activations create awareness that carries over online,” Dang noted. “Even if customers are not local to a store, they recognize the brand, and that drives digital momentum.”
The strategy relies on local creators, community partners and regional media to extend reach. At the same time, the visual language of the stores is designed for shareable moments, from feature walls to launch tables. By building openings as campaigns, the brand is able to accelerate familiarity in new markets, a key advantage when the goal is to scale in both Canada and the United States.
Inside SUKOSHI in Manhattan. Image supplied
Omnichannel that travels across borders
SUKOSHI’s e-commerce business has grown as the fleet has grown, with the two channels reinforcing each other. The retailer differentiates between online and in-store experiences, using limited-edition drops and collectibles to keep digital engagement high across regions. The strategy has broadened the audience beyond North America. “Our K-beauty advent calendar is selling in Italy, Spain, Poland, and the U.K.,” said Dang. “It shows the reach and relevance of the category and the brand.”
That international demand informs merchandising decisions, packaging and service levels. It also creates a feedback loop that can guide local content and in-store curation. When a product gains traction online in a market without a store, SUKOSHI has an early indicator for future real estate, which supports the long-term cadence of the SUKOSHI North American expansion.
A female-led team moving with speed and cultural intuition
One of the company’s defining traits is the makeup of its leadership and broader team. “We are a Canadian company led predominantly by women,” said Dang. That perspective shapes everything from the brand’s voice to its in-store service scripts. It also helps SUKOSHI keep pace with a category that evolves quickly, where speed of read and speed of response can separate leaders from followers.
The stores are designed to feel welcoming and modern rather than transactional. Adjacent categories, such as licensed collectibles or cultural merchandise, are used to invite new customers into beauty. The aim is to lower friction for first-time shoppers while giving experienced beauty enthusiasts a reason to return for newness.
Real estate discipline and the long view
SUKOSHI’s site selection shows a preference for centres that serve as regional flagships, with strong tourism, high household incomes and stable leasing ecosystems. In Canada, the retailer continues to prioritise super-regional centres and dense suburban nodes where cross-shopping is strong and category adjacency supports discovery.
The company’s direction remains grounded in a simple idea, delivered with clarity. “We are selecting centres that shape retail culture and attract the right demographic,” said Dang. The thesis is straightforward. Put the brand where shoppers already look for the next thing, tell the story with precision, and let stores and digital feed each other. With every opening, the circle widens, and awareness follows.
The partnership, facilitated by OpenMind Media, brings together The Morning Show, which airs on Global TV, and President’s Choice, a brand under Loblaw Companies Limited. The collaboration aims to promote PC Coffees and beverages across multiple platforms.
Jordan Schwartz
“Corus Entertainment and The Morning Show are thrilled to partner with President’s Choice as our official beverage sponsor,” said Jordan Schwartz, Head of Morning Programming at Corus. “As the #1 choice for morning television in Canada, we know our viewers share our appreciation for the taste, quality, and innovation that Canadians have come to love from PC.”
The campaign will include regular features, custom segments and a new “Beverage Cam” — a weekly feature filmed in the show’s Green Room, which has recently been renovated with joint branding from PC and The Morning Show. The segment will highlight upcoming guests in what the show describes as a dynamic and engaging format.
Lindsay Cook
“We are excited to partner with The Morning Show, a program that, much like a great cup of PC coffee, brightens and enriches the start of many Canadians’ day,” said Lindsay Cook, Vice President, Control Brand, Loyalty & Joe Fresh Marketing, Loblaw Companies Limited. “At President’s Choice, we’re always looking for meaningful and authentic ways to connect with Canadians and our partnership with The Morning Show truly embodies that. This collaboration provides an incredible platform to highlight why PC coffee offers gourmet coffee, at the exceptional value our customers expect, while being roasted in Canada.”
“To make a meaningful connection with the audience, we focused on creating emotionally engaging content and running it across linear, digital and social platforms,” said Athena Best, Associate Director at WPP Media. “Instead of a single launch, we wanted to have sustained storytelling to spark conversations and ensure what we produced resonated authentically with Canadians.”
Photo: Global TV
Hosts Carolyn MacKenzie, Jeff McArthur and Morgan Hoffman will showcase the partnership weekday mornings on The Morning Show, airing on Global TV from 9–10 a.m. ET/PT and 10–11 a.m. AT.
Schwartz said the show features the top news stories of the day, lifestyle segments and big-name celebrity guests along with entertainment news from Hoffman.
“Since its inception in 2011, The Morning Show has grown significantly, reaching audiences of nearly 1.2 million every week coast to coast, and seeing an impressive 17% audience increase year-over-year. In the key A18+ demographic, The Morning Show holds the top spot as the #1 Canadian News/Lifestyle Morning Show nationally. It delivers nearly double the audience of CTV’s Your Morning, and more than twice the viewers of Citytv’s Breakfast Television. It also consistently outperforms daytime favourites like The Social and The Good Stuff with Mary Berg,” he said.
“Just this past year, Carolyn Mackenzie, Jeff McArthur, and Morgan Hoffman were nominated for a Canadian Screen Award (CSA) for Best Host, Talk Show or Entertainment News Program.
Photo: Global TV
“What started as a local morning news program has evolved into a national morning show with consistent growth in viewership, audiences and reach. With a perfect blend of news of the day, the biggest names in entertainment and Canada’s best lifestyle experts, Canadians continue to choose us as their first choice for news and lifestyle content when they wake up, and that speaks to just how impactful of a program it is.” The Morning Show’spartnership with President’s Choice is an opportunity for it to unite Canada’s #1 morning news and lifestyle program with a brand that Canadians know and love, explained Schwartz.
“Through the What’s Brewingsegment each week, we blend PC’s signature coffee brands with uplifting news stories of the day, creating a consistent presence and natural connection between storytelling and their product,” he said.
“In addition, PC will leverage custom integrated segments from our show in November and December to highlight key items from the PC Insider’s Report Holiday Edition. Beyond broadcast, the partnership extends into The Morning Show’s greenroom, where we’ve created a custom-branded PC Coffee Corner. This includes product displays, take-home offerings for guests, and fresh PC coffee.“The coffee and Consumer Packaged Goods (CPG) categories are extremely competitive right now, and by partnering with The Morning Show – #1 news and lifestyle morning program in Canada – PC is able to maintain a strong, daily presence that keeps their brand top of mind. By combining uplifting stories and a high-traffic environment, we are able to reinforce brand familiarity, ultimately driving brand lift at a time when differentiation in the category is more critical than ever.”
Canadian lifestyle retailer Roots continues to reinvest in its national retail footprint with the relaunch of two significant stores: Mont-Tremblant, which reopened on July 18, and Vaughan Mills, which celebrated its transformation on April 17. Both locations represent the company’s evolving vision, one that honours its heritage while introducing a refreshed and modernized brand experience tailored to contemporary shoppers.
These upgrades follow a broader strategy under the leadership of President and CEO Meghan Roach, who has been guiding Roots through a period of store renovations designed to balance tradition with innovation.
Meghan Roach
A Renewed Commitment to Heritage and Community
The Mont-Tremblant store has long held symbolic importance for Roots, serving not only as a high-volume location but also as a destination that captures the brand’s connection to nature and outdoor living. According to Roach, maintaining that legacy while modernizing the space was a central priority.
“We’ve been a member of the Mont-Tremblant community for many, many years,” she explained. “It was time for us to put a new, fresh face forward. You’re going to see some aspects of the old store left there, like the beautiful wood floors, which have been refreshed, alongside lighter, brighter colours, digital screens, and nods to nature that make the store feel alive again.”
The redesign includes moss installations and brand touchpoints that tie back to Roots’ iconic beaver logo, blending the rustic and the modern. For Roach, these elements serve as visual reminders of the company’s Canadian identity while ensuring the retail space feels contemporary.
Roots store at Vaughan Mills. Photo: Roots
Vaughan Mills: Reinventing the Mall Experience
Roots’ Vaughan Mills location is one of the company’s busiest mall-based stores, and its renovation underscores the brand’s commitment to enhancing its suburban and outlet presence. The refreshed store integrates many of the design elements seen in other recent flagships, but with adaptations suited to the shopping centre format.
“Vaughan Mills for us is a really high-traffic, great location,” Roach said. “When we were thinking about the concept and how we modernize the experience, we wanted to make sure we considered all the different types of stores we operate. For a mall store like Vaughan Mills, that meant bringing in lighter, brighter colours, streamlined merchandising, and digital touchpoints, while still reflecting Roots’ heritage.”
The updates create a seamless shopping journey for customers, emphasizing clarity in product presentation and providing a warmer, more immersive atmosphere. The investment signals that Roots is not limiting its modernization efforts to flagship streetfronts but also sees value in mall locations that generate significant traffic.
Roots Tremblant store. Photo: Roots
A Broader Store Modernization Strategy
The renovations at Mont-Tremblant and Vaughan Mills are part of a larger initiative. In recent years, Roots has systematically invested in key stores across the country, from major flagships in Toronto and Vancouver to regional destinations that resonate with local communities.
“We’ve been investing behind the modernization and bringing nature and brand touchpoints into these stores a little bit differently than in the past,” Roach said. “We look at our portfolio in terms of flagship street stores, destination stores like Tremblant, and high-traffic mall stores like Vaughan Mills. Each one requires a slightly different approach, but the goal is always the same: to refresh the brand experience and ensure it feels both modern and true to our roots.”
Roach also noted that more store renovations are in the pipeline. “We do have a number of them coming in the next year,” she confirmed. “Once we have everything nailed down with our landlords, we’ll be able to share more details. We’re also identifying the elements from these renovations that have become iconic and can be rolled out more widely, even in stores that don’t undergo a full redesign.”
Roots store at Vaughan Mills. Photo: Roots
Roots’ Enduring Legacy
Founded in 1973 by Michael Budman and Don Green, Roots began as a footwear brand before expanding into apparel, leather goods, and accessories. The first store opened on Toronto’s Yonge Street, and the company quickly grew across Canada and internationally. Its signature beaver logo, introduced in 1985, has since become an icon of Canadian design.
The brand has long drawn inspiration from the wilderness and outdoor culture, which is evident not only in its product range but also in its store designs. Whether through wood finishes, natural motifs, or storytelling elements, Roots has consistently emphasized its connection to nature.
Roots remains a publicly traded company, with majority ownership held by U.S.-based Searchlight Capital Partners since 2015, while its headquarters and main leather factory remain in Toronto. The brand currently operates more than 100 company-owned stores across Canada, two stores in the United States, and maintains a strong global presence through eCommerce and partner-operated stores in Asia.
Roots Tremblant store. Photo: Roots
The Modern Retail Experience
The latest renovations reflect how Roots is adapting to evolving consumer expectations in Canadian retail. Modern shoppers are seeking experiences that are immersive and convenient, blending digital and physical touchpoints seamlessly. Roots has responded with brighter interiors, enhanced merchandising layouts, and interactive features such as digital screens.
These elements are paired with a renewed focus on craftsmanship and storytelling, ensuring that the brand’s Canadian-made leather goods and iconic sweats remain central to the experience. “It’s about bringing forward the heritage while modernizing it for today’s consumer,” Roach emphasized.
As Roots prepares additional store renovations across Canada, the company continues to refine its balance between tradition and innovation. The success of recent projects in Mont-Tremblant and Vaughan Mills demonstrates the brand’s ability to adapt while staying true to its core identity.
For Roach, the work is ongoing. “There’s going to be new product arriving every day and new experiences unfolding in our stores,” she said. “We want to make sure every Roots location feels fresh, welcoming, and true to who we are as a brand.”
Jeff Berkowitz of Aurora Realty Consultants represents Roots as broker in Canada, and negotiates leases for new locations.
Halloween is no longer just about candy and porch pumpkins. It has become one of the country’s fastest-growing retail moments, with Canadians expanding how they spend, shop, and celebrate.
According to a 2024 Leger study on Halloween spending in Canada:
53% of Canadians celebrated Halloween last year, with 83% planning to spend the same or more.
Over 47% of Canadians purchased 2-4 weeks out from Halloween, compared to only 34 per cent in 2023
The average Canadian household spent $67.65 on costumes, candy, and décor.
73% of those purchases happened in-store—showcasing the importance of physical retail experiences during this season.
With Halloween being the second most commercially successful holiday after Christmas, it’s become a critical seasonal touchpoint for brands – with industries outside the expected jumping on the bandwagon. To associate a brand with Halloween, Out-of-Home (OOH) advertising has been a popular channel, using distinctive Halloween imagery alongside short messages to make the connection.
“It’s now one of Canada’s fastest-growing retail moments. What we’re seeing in the data is that consumers are broadening their spending into categories you wouldn’t have associated with Halloween a few years ago. Décor is becoming bigger, seasonal food and beverage launches are drawing attention, and fashion is now a big part of the mix with themed apparel and accessories,” he said.
“The average household is now spending close to $70, and importantly, 83% of Canadians say they plan to spend the same or more this year. That tells us Halloween isn’t a niche holiday anymore. It’s a lifestyle event where people are looking to create experiences, whether that’s decorating their homes, hosting gatherings, or finding unique products that tie into the season. And with that shift, brands are looking to explore and participate in channels like OOH to align with these new behaviours and target their audiences when and where they’re ready to spend.”
Photo: Vistar Media Canada
Mitchell said one of the biggest shifts we’ve seen in Halloween consumer behaviour is in the timing of purchases.
“Almost half of Canadians bought their Halloween items two to four weeks ahead last year, compared to only a third the year before. That’s a pretty dramatic change in behaviour. For retailers and brands, the opportunity is to lean into that earlier window — to capture excitement and influence decisions before the peak season hits,” he explained.
“We’ve seen with other holidays like Christmas that consumers enjoy the build-up, and Halloween is starting to follow that same pattern. By launching campaigns earlier, refreshing creative in-store and online, or offering limited-edition seasonal products, brands can own the anticipation phase and build stronger connections with shoppers. Programmatic OOH allows brands to activate those campaigns early, then dynamically adjust messaging right through to the big day, making it incredibly agile and impactful.”
Out-of-Home is playing a huge role in how brands are associating themselves with Halloween, noted Mitchell.
“It’s such a visual holiday — pumpkins, bats, moody colours — and OOH is designed for bold creative that grabs attention in a split second. This year, we’re seeing brands use high-impact digital OOH formats, interactive campaigns, and simple but powerful seasonal messaging to make that immediate connection. What’s particularly effective is OOH’s ability to reach people in those moments when they’re already out — shopping, commuting, or heading to events,” he said.
“It’s not about forcing a message; it’s about becoming part of the experience and amplifying the seasonal mood. Brands can take that a step further by leveraging data to target audiences contextually and deliver the right creative in the right place, making OOH a precision tool for seasonal campaigns like Halloween.”
Chaiiwala of London – the UK-born chai café brand – is accelerating its Canadian expansion. Since arriving in Scarborough in 2021, Canadian
franchise co-founders Shiraj KothiwalaandAjmal Gundhra have been on a mission to share authentic chai culture and create inclusive community spaces.
Today, with 22 cafés open across four provinces and a bold target of 100 by 2030, Chaiiwala has quickly become one of Canada’s fastest-growing café brands. By blending tradition with a modern café vibe, the brand is redefining how Canadians experience chai and Indian street food.
Ajmal Gundhra
“We wanted to create a space that feels like home – a place where people can gather, connect, and enjoy authentic chai and street food,” said Kothiwala. “It’s more than a café; it’s a cultural experience.”
Gundhra added: “Chaiiwala is about more than serving great tea; it’s about preserving tradition while creating new experiences for a modern audience. Our growth across Canada proves there’s a real appetite for cultural connection through food and drink.”
Chaiiwala’s menu blends East Indian, East African, and British culinary influences. Signature offerings include Karak Chaii, Pink Chaii, Karak Coffee, and street food favourites like Desi Breakfast, Bombay Toastie, and indulgent Gulab Jamun Cheesecake.
Chaiiwala’s growth story began in the UK in 2016, inspired by an ancestor’s tea stall in New Delhi, India dating back to 1927. Today, the brand operates over 100 locations worldwide, with Canada serving as its first international expansion market.
Upcoming Canadian openings include Edmonton (October 2025), King George Hub (January 2026), and additional locations in Kelowna, Saskatoon, and Vancouver in 2026.
“Chaiiwala of London started with a really simple idea. The founders wanted to bring the South Asian tea stall experience into a modern café. The story actually goes back almost a hundred years to tea stalls in India that served strong, spiced karak chai along with small savoury snacks. That heritage stayed with the family, and in the UK, it grew into a café chain that really took off,” say the owners.
Photo: Chaiiwala of London
“What makes Chaiiwala different is that it’s not just another coffee shop or bubble tea place. Our focus is of course on chai, and it’s bold, rich, and spiced the way people grew up with. But we also have an extensive street food menu that goes along with it. Things like samosas, masala chips, toasties, and parathas. They pair well with the chai and are great for grab-and-go too.
“And then our branding, it’s fresh, vibrant, and really works on social media. So, I’d say what sets us apart is this mix of authentic chai, a tasty street food menu, and a modern, approachable vibe.”
They say Canada is an important market for them.
“We already have stores in Ontario, BC, Alberta and Quebec, and we’re looking to grow in places where people really want it. Because we work on a franchise model, right now our focus is making sure the foundations are solid. That means proper training, quality control, and local marketing so new franchisees can hit the ground running. Long term, we want to be nationwide,” they say.
“Chai has broad appeal here. It’s familiar to the South Asian community, but also people outside that community are curious about the flavours. And our street food menu helps with that too. For now, we’re focusing on steady, sustainable growth and building momentum in the early clusters, but the potential is big.”
The owners say they’re confident about chai in Canada for a few reasons.
Photo: Chaiiwala of London
“First, chai isn’t just a drink, it’s comfort, it’s culture, it’s social. That connection is powerful. Second, our model works well here. Our stores don’t need huge spaces, the menu is simple and repeatable, and it performs well in-store and for delivery. And then there’s the food side.
“Canadians love trying new street foods, and our menu gives them something authentic but approachable. Items like samosas or butter chicken poutine are familiar enough to feel easy, but still different from what’s out there. Plus, the timing is right. People are looking for authentic, convenient, and shareable food experiences, and Chaiiwala delivers on all of that.”
The key to success these days really comes down to consistency and execution for them.
“Chai is simple in theory but unforgiving if you don’t get it right. The brew, the spice, the balance, it all has to be perfect every single time. The same goes for the food. Street food might look simple, but flavour and quality matter. That’s why training and standard processes are so important. Beyond that, it’s about being smart with location and connecting with your customers,” add the owners.
“You want to be in the right neighbourhoods, plazas, food courts, or transit hubs. And engaging with the community helps too, like cultural festivals, student outreach, or social media. Digital is also a big piece now, people expect to order ahead, get delivery, and have a smooth app experience. When you get all of that right, you give yourself the best chance to succeed.”
Shiraj Kothiwala
The owners say the number one thing customers these days are looking for is authenticity.
“The chai has to taste right, strong, spiced, comforting. But people also want choice. Some want it hot, some iced, some as a frappe or seasonal special. Variety keeps it interesting and brings in both regulars and new customers. The food matters too. People want quick, tasty snacks that go with their chai.
“Our street food menu hits that, it’s grab-and-go, pairs perfectly with chai, and keeps the experience fresh. Convenience and presentation are also key. Drinks and food that look good, packaging that feels premium, and a smooth ordering experience all make a difference. At the end of the day, customers want a brand that delivers authentic chai, craveable food, and a great overall experience, and that’s what we aim to give.”
LOJEL, the global brand that offers modern luggage and everyday carry products, has announced a new partnership with UNHCR, the UN Refugee Agency, with The Simplest Act campaign. This collaboration highlights how even the smallest gestures can help restore dignity, hope, and agency to displaced people.
At the heart of this initiative is the launch of a special edition, handmade bracelet crafted by forcibly displaced artisans in South Sudan—a simple object with a powerful meaning. Designed in collaboration with UNHCR and MADE51, a global initiative brought to life by UNHCR that brings traditional skills and heritage of forcibly displaced persons to the world, LOJEL has introduced The Simplest Act – With Refugees Bracelet.
Made by displaced artisans living in South Sudan, the bracelet features a beaded band and an engraved metal emblem, with every detail speaking to intentionality and care. It is not a fashion item, but a quiet statement of solidarity—a reminder that empathy can be carried with us, worn openly, and shared. Proceeds from every bracelet go directly to supporting UNHCR’s work with displaced communities living in South Sudan.
LOJEL’s steps towards community empowerment make this collaboration a natural evolution of its sustainability initiatives. The brand works with local organizations to donate suitcases for displaced communities across Hong Kong, Singapore, and the U.S. Every Simplest Act – With Refugees Bracelet contributes to a cycle of support that provides essentials like clean water, shelter, and education to South Sudan’s forcibly displaced community.
The bracelets are available at both Canadian retail stores.
“The refugee crisis shows us the reality of forced displacement, and we felt a responsibility to act. That’s why we partnered with UNHCR, the UN Refugee Agency, to support individuals and families in South Sudan who’ve been forced to flee their homes,” she explained.
“Our collaboration has two parts:
The Simplest Act – With Refugees Bracelet: Co-created with UNHCR and MADE51, each bracelet is handmade by forcibly displaced people living in South Sudan. It’s a symbol of resilience and shared humanity, with 100% of the proceeds from the bracelets going to support refugee programs by the UNHCR.
Customer Donations: Contributions made in select stores and online also go directly to UNHCR’s work on the ground, providing clean water, shelter, and education for displaced communities.”
Paryani said UNHCR was chosen because of their deep expertise and trusted presence on the ground. They provide both urgent relief and long-term support with transparency.
“For the bracelets, we partnered through MADE51, UNHCR’s initiative that connects refugee artisans with social enterprises. This not only supports immediate needs but also empowers refugees with income and helps preserve cultural traditions. For us, this was essential, it’s about more than aid, it’s about dignity and opportunity,” she added.
Photo: LOJEL
“LOJEL’s mission is to support movement and enrich journeys. But we also recognize that not all journeys are voluntary or joyful. Through this partnership, we acknowledge that reality and extend our vision of movement to include solidarity with forcibly displaced people.
“This builds on earlier efforts, like donating luggage to local charities supporting refugees and migrants since 2023. Partnering with UNHCR is a natural next step in our social sustainability journey that addresses displacement on both a local and global scale.”
Paryani noted that sustainability isn’t just about materials or design, it’s about people, too.
Photo: LOJEL
“At LOJEL, we want to stay grounded in the world our customers move through. Our products are designed to empower journeys, but that only matters if the world is healthy and its communities are supported,” she said.
“Initiatives like this help us live our values, supporting not only our customers but also the wider global community, ensuring there’s a world worth exploring, together.”
In partnership with The Sobey Foundation and Canada’s Children’s Hospital Foundations (CCHF), the initiative is in its sixth year, continuing to fund and raise awareness for early intervention and crisis prevention programs through local children’s hospital foundations.
Since launching in 2020, the initiative has helped children’s hospitals across Canada treat and assess more than 220,000 children and youth – equivalent to approximately 120 children and youth per day. It has helped Canada’s 13 children’s hospitals cumulatively add and enhance close to 100 treatment spaces, train more than 17,000 mental health professionals and care providers, perform over 98,000 assessments and treat over 128,000 children and youth.
Photo: Empire
Empire Family of Brands, The Sobey Foundation, and CCHF have raised and donated more than $21 million in funds and in-kind support. 100% of funds raised go directly to local early intervention programs, helping expand access to mental health support for families in communities across the country.
From September 18–October 5, Empire Family of Brands, The Sobey Foundation, and CCHF continued their nationwide fundraising campaign to support early intervention and prevention programs for children and youth.
Renee Hopfner
Renée Hopfner, Head of Corporate Citizenship at Empire Company Limited, said the company launched the Family of Support: Child and Youth Mental Health initiative with Canada’s Children’s Hospital Foundations (CCHF) in 2020 to help more kids and families access local mental health support.
“The vision was always early help, close to home. Five years in, that vision continues to support 13 children’s hospitals with local programs focused on early intervention and crisis prevention. Since 2020, the initiative has helped Canada’s 13 children’s hospitals cumulatively add and enhance close to 100 treatment spaces, train more than 17,000 mental health professionals and care providers, perform over 98,000 assessments and treat over 128,000 children and youth,” she said.
“This five-year milestone reflects sustained investment and partnership, supporting programs that meet urgent needs and lay the groundwork for long-term change. As the need grows, so does the impact of Family of Support.”
Hopfner said one theme across Family of Support–funded programs is a holistic approach to early mental health intervention, one that goes beyond clinical treatment to support the overall well-being of children and youth.
“For example, in Calgary, Alberta, Family of Support is helping open access to child and youth mental health care at The Summit: Marian and Jim Sinneave Centre for Youth Resilience. Thanks to community support through the Alberta Children’s Hospital Foundation, hundreds of children and teens receiving care at The Summit benefit from specialized programming, including music, art, recreation, and horticultural therapy, that supports them on their mental health journey,” she said.
“Moreover, in Hamilton, Ontario, Family of Support is helping expand access to care at McMaster Children’s Hospital through Substance Use Supports for Pediatrics. McMaster Children’s Hospital is integrating youth substance use counsellors and peer support workers, in partnership with community providers to deliver integrated care, enhance community connections, and improve patient outcomes and safety by simultaneouslyaddressing mental health and substance use challenges.
“These are just two examples of how Family of Support is helping more children and youth access critical mental health programs early, but there are many more. Each program, across 13 children’s hospitals in Canada supported through Family of Support, has a regional focus, addressing urgent needs within the communities they serve.”
Photo: Empire
Hopfner said Empire partners with Canada’s Children’s Hospital Foundations (CCHF), which coordinates across 13 children’s hospital foundations, so funds stay local and align with each hospital’s priorities.
“Children’s hospitals are on the front lines of mental health care and understand the needs of their communities. Every dollar donated supports local programs directly. Children’s hospitals share how programs are
making an impact through assessments, patients served, care providers trained, and treatment spaces. This model blends national scale with local accountability, ensuring communities see tangible benefits where they live.”
At Empire Family of Brands, banners mobilize the local communities they serve. Customers were able to donate at checkout in participating stores across Canada, with campaign details promoted in store and online.
“We reinforce checkout giving with in-store and digital signage that connects customers to local hospital programs and FamilyofSupport.ca. Additionally, our banners also promote the campaign on social media, with amplification from children’s hospital foundation partners in each region.”
“Demand is rising, so our long-term focus is to support children’s hospitals in delivering early intervention and crisis prevention programs. Funding will continue to help Canada’s 13 children’s hospitals invest in assessments, treatment spaces, training, and research, using models of care that work in both clinical and community settings,” she added.
“Over the past five years, Empire Company Limited, The Sobey Foundation, andCanada’s Children’s Hospital Foundations (CCHF) have raised and donated $21.7 million in funds and in-kind support to local children’s hospital foundations. Looking ahead, we remain committed to ensuring families can access mental health support through their local children’s hospitals, translating national resources into solutions shaped by each community’s needs.”
