Advertisement
Advertisement
Home Blog Page 185

Hudson’s Bay Auction Set for November in Toronto

Hudson's Bay flagship store in downtown Vancouver on Wednesday, May 28, 2025. Photo: Lee Rivett

An Ontario court has approved the auction of more than 4,400 items belonging to Hudson’s Bay, the historic retailer that collapsed earlier this year under the weight of billions in debt. The sale, authorized Thursday by Judge Peter Osborne, will see a trove of paintings, documents, memorabilia, and other artifacts head to auction in mid-November.

The court’s decision comes as part of Hudson’s Bay’s ongoing bankruptcy proceedings. Once the nation’s oldest and most storied retailer, the company filed for creditor protection in March after years of heavy financial losses and unsuccessful restructuring attempts. The sale is one of several efforts to raise funds for creditors and bring closure to a company that helped shape Canada’s economic and cultural identity.

The approved auction includes more than 1,700 pieces of art and about 2,700 artifacts. A lawyer for Hudson’s Bay confirmed that the collection being sold is drawn from the retailer’s “retail era,” rather than its early fur trading days.

Though the complete list remains under wraps, sources close to the process say the items include original paintings, historic paper documents, and even collectible Barbie dolls commissioned during Hudson’s Bay’s retail heyday.

Auction house Heffel Gallery Ltd. will handle the sale. The process will begin with online auctions on November 12, followed by a live, in-person sale in Toronto on or around November 19. Hudson’s Bay lawyers have said photographs and detailed descriptions of each lot will be published on Heffel’s website in advance.

Hudson’s Bay Co. fur traders. Image: Canadian Geographic/HBC

Who Might Bid

Reflect Advisors, the firm overseeing the company’s financial wind-down, said it has already fielded interest from a wide range of potential buyers. Among them are museums, universities, government institutions, Indigenous organizations, and wealthy private collectors.

The National Gallery of Canada is one institution that could seek to acquire works. Yet historians and cultural advocates have voiced concerns that prized items may vanish into private hands if high-net-worth buyers outbid public institutions or community organizations.

Some also fear that escalating prices could make it difficult for Indigenous groups to reclaim objects tied to their cultural heritage. While Hudson’s Bay insists that the artifacts up for auction are not from its fur trade origins, questions linger over what remains in the collection and how it should be handled.

Indigenous Concerns and Removed Items

Those concerns were partly addressed when 24 objects believed to be of Indigenous origin were recently removed from the auction block. Hudson’s Bay has pledged to return or donate those items, though it has not disclosed specific details about the artifacts, the intended recipients, or the timing of their transfer.

Three of the pieces are currently on long-term loan to a museum, which the company has not identified. Lawyers for Hudson’s Bay emphasized that any further items found to have Indigenous origins will also be withdrawn.

The sensitivity of these issues reflects the retailer’s complicated legacy. For centuries, Hudson’s Bay traded across Indigenous territories, profiting from furs, resources, and land. The sale of its remaining cultural holdings therefore raises broader questions about reconciliation and the stewardship of Canada’s historical record.

The 1670 royal charter signed by King Charles II establishing Hudson’s Bay, is shown on display at the Manitoba Museum where it was loaned to be displayed alongside its permanent collection of Hudson’s Bay artifacts in 2020. Photo: Manitoba Museum

The Royal Charter and Other Assets

Separate from the November sale, Hudson’s Bay has announced plans to sell its royal charter of 1670, the document that established the company under King Charles II of England. Reflect Advisors is preparing a dedicated process for that transaction, though court approval is expected to be sought early next week.

The charter is widely regarded as one of the most important documents in Canadian history. Its sale has sparked debate over whether it belongs in public hands or can rightfully be sold on the open market.

Hudson’s Bay also holds four war memorials at various store locations, along with two more in storage. According to company lawyer Ashley Taylor, these will be donated to organizations capable of preserving and displaying them in their original communities. Royal Canadian Legions and TD Bank Group have been named among the likely recipients.

The Company’s Archival Legacy

Much of Hudson’s Bay’s historic material was transferred long before its current financial troubles. In 1994, the company donated the majority of its archival records to the Archives of Manitoba, which today maintains the Hudson’s Bay Company Archives (HBCA). At the same time, more than 27,000 artifacts were gifted to the Manitoba Museum in Winnipeg.

Still, some archival records remain with the company. In court filings, Reflect Advisors managing director Adam Zalev noted that these documents are “under review,” with their future undecided. The uncertainty has fueled calls for these remaining pieces to be transferred to public institutions rather than sold.

World War 2 memorial of lost Simpsons employees at Hudson’s Bay Queen Street in Toronto. The memorial wall is beside the escalators on the main floor of the store. There are calls to save the memorial. Photo taken April 24, 2025 by Craig Patterson

Bankruptcy and Liquidation Context

The auction is one chapter in a broader saga of financial decline. Once a pillar of Canadian retail, Hudson’s Bay reported a net loss of $329.7 million for the fiscal year ending January 31, 2025. At the time of its bankruptcy filing, the company had just $3.3 million in cash, minimal liquidity, and more than 2,000 creditors.

Debt burdens exceeded $2 billion, including secured loans, unpaid rent, supplier obligations, and tax liabilities. Declining sales, the aftershocks of the COVID-19 pandemic, and falling store traffic left Hudson’s Bay unable to sustain operations. A last-ditch effort to secure new financing collapsed, prompting a decision to liquidate all remaining stores and assets.

The bankruptcy marked the end of a company that had survived centuries of economic transformation, wars, and recessions. Its disappearance has left thousands of employees without jobs and closed the chapter on one of Canada’s most recognizable retail brands.

More from Retail Insider:

Starbucks to cut 900 non-retail jobs and close stores amid restructuring in Fiscal 2025

EXTERIOR OF A DOWNTOWN TORONTO STARBUCKS COFFEE SHOP. PHOTO: STARBUCKS
EXTERIOR OF A DOWNTOWN TORONTO STARBUCKS COFFEE SHOP. PHOTO: STARBUCKS

Starbucks is planning to eliminate 900 current non-retail partner roles and close many open positions in North America as company-operated locations will decline by about 1% in its Fiscal 2025.

In a message posted on the company website, Brian Niccol, Chairman and Chief Executive Officer, said: “While we’re making good progress, there is much more to do to build a better, stronger, and more resilient Starbucks. As we approach the beginning of our new fiscal year, I’m sharing two decisions we’ve made in support of our Back to Starbucks plan. Both are grounded in putting our resources closest to the customer so we can create great coffeehouses, offer world-class customer service, and grow the business.

Brian Niccol
Brian Niccol

“First, I shared earlier this year that we were carefully reviewing our North America coffeehouse portfolio through the additional lens of our Back to Starbucks plan. Our goal is for every coffeehouse to deliver a warm and welcoming space with a great atmosphere and a seat for every occasion.  During the review, we identified coffeehouses where we’re unable to create the physical environment our customers and partners expect, or where we don’t see a path to financial performance, and these locations will be closed.

“Each year, we open and close coffeehouses for a variety of reasons, from financial performance to lease expirations. This is a more significant action that we understand will impact partners and customers. Our coffeehouses are centers of the community, and closing any location is difficult.   

“To put it into context: Since we’ve already opened numerous coffeehouses over the past year, our overall company-operated count in North America will decline by about 1% in fiscal year 2025 after accounting for both openings and closures. 

“We will end the fiscal year with nearly 18,300 total Starbucks locations – company operated and licensed – across the U.S. and Canada. In fiscal year 2026, we’ll grow the number of coffeehouses we operate as we continue to invest in our business. Over the next 12 months, we also plan to uplift more than 1,000 locations to introduce greater texture, warmth, and layered design.”

He said partners in coffeehouses scheduled to close will be notified this week, adding that the company is working hard to offer transfers to nearby locations where possible.

“Second, we’re further reducing non-retail headcount and expenses. This includes the difficult decision to eliminate approximately 900 current non-retail partner roles and close many open positions,” added Niccol.

“As we build toward a better Starbucks, we’re investing in green apron partner hours, more partners in stores, exceptional customer service, elevated coffeehouse designs, and innovation to create the future. We will continue to carefully manage costs and stay focused on the key areas that drive long-term growth.

Photo from Starbucks website
Photo from Starbucks website

“Non-retail partners whose roles are being eliminated will be notified tomorrow morning (Friday). We will offer generous severance and support packages including benefits extensions.”

Niccol said the steps are to reinforce what the company sees is working and prioritize its resources against them.

“Early results from coffeehouse uplifts show customers visiting more often, staying longer, and sharing positive feedback. Where we’ve invested in more green apron partner hours so that there are more partners working at busy times, we saw improvements in transactions, sales, and service times, alongside happier, more engaged partners,” he said.

“I know these decisions impact our partners and their families, and we did not make them lightly. I believe these steps are necessary to build a better, stronger, and more resilient Starbucks that deepens its impact on the world and creates more opportunities for our partners, suppliers, and the communities we serve.”

More from Retail Insider:

Chow Tai Fook to Open 3rd Canadian Store at CF Toronto Eaton Centre

Chow Tai Fook construction hoarding at CF Toronto Eaton Centre. Photo: Craig Patterson

Chow Tai Fook, one of the world’s largest and most influential jewellery retailers, will soon open its third Canadian store at CF Toronto Eaton Centre, continuing its expansion across Canada. The new 1,110-square-foot boutique will be located on Level 2 of the shopping centre, situated between Pandora and a new-concept Lacoste store. The opening represents a step in Chow Tai Fook’s efforts to connect with Toronto’s diverse and internationally minded customer base.

The CF Toronto Eaton Centre location will mark the company’s second Toronto store, complementing its presence at CF Fairview Mall. Together, the two Toronto locations represent a strategy to anchor Chow Tai Fook in key Canadian markets with substantial Chinese and multicultural populations.

Chow Tai Fook Jewellery at CF Fairview Mall in Toronto (Image: Chow Tai Fook Jewellery)

A Deliberate Entry into the Canadian Market

Chow Tai Fook first entered the Canadian market with a soft launch at CF Richmond Centre in December 2022, followed by a grand opening ceremony in August 2023. That store became the brand’s first Canadian outpost and quickly attracted attention from both the Chinese community and local shoppers curious about its jewellery offerings.

In December 2023, the company opened its second Canadian store at CF Fairview Mall in Toronto. The Fairview location was selected for its proximity to one of the city’s most diverse communities, where demand for high-purity gold and luxury jewellery is strong. Together, these launches signal a carefully considered Canadian rollout that prioritizes cultural resonance and high-traffic shopping centres.

Chow Tai Fook Jewellery at CF Fairview Mall in Toronto (Image: Chow Tai Fook Jewellery)

Focus on Gold and Cultural Significance

Chow Tai Fook is internationally recognized for its 99.99% pure (999.9) gold jewellery, an offering that holds deep cultural significance within Chinese and other Asian communities. Gold is not only seen as a symbol of wealth and good fortune but also plays a key role in traditional celebrations, weddings, and milestone life events.

By offering gold bullion, fine jewellery, and signature wedding collections, Chow Tai Fook provides Canadian consumers with access to products that are both luxurious and meaningful. Its ability to bridge tradition with modern design has been central to its appeal. The company’s focus on high-purity gold has also given it an edge in the Canadian market, where few competitors offer the same level of quality and craftsmanship.

Chow Tai Fook Jewellery at CF Fairview Mall in Toronto (Image: Chow Tai Fook Jewellery)

Cadillac Fairview Partnership and Store Placement

The Canadian rollout has so far been concentrated in Cadillac Fairview (CF) shopping centres, which are among the most prestigious retail properties in the country. CF Richmond Centre, CF Fairview Mall, and now CF Toronto Eaton Centre each provide access to dense, high-spending demographics.

In March of 2026, Chow Tai Fook is confirmed to be opening a store at Oakridge Park in Vancouver — the first non-CF mall confirmed for the retailer in Canada.

The CF Toronto Eaton Centre is Canada’s busiest shopping mall, attracting millions of visitors annually. By choosing this location, Chow Tai Fook gains visibility with both domestic and international shoppers, including tourists.

Chow Tai Fook construction hoarding at CF Toronto Eaton Centre. Photo: Craig Patterson

Consistent Retail Experience Across Markets

Canadian Chow Tai Fook stores mirror the brand’s retail experience in Asia. Each store features sleek, modern interiors and a wide range of gold, white gold, and diamond jewellery. Product offerings include milestone pieces such as wedding jewellery, everyday fashion collections, and collectible bullion.

Sales associates are trained to cater to both Chinese-Canadian shoppers and a broader multicultural audience, providing service in multiple languages when needed. This approach ensures that the brand remains approachable while staying true to its heritage.

Founded in Guangzhou in 1929 before relocating to Hong Kong in the late 1930s, Chow Tai Fook has grown from a single jewellery shop to a global powerhouse. Today, the company operates more than 5,000 points of sale worldwide, with a concentration in mainland China, Hong Kong, and Macau.

Beyond its flagship CHOW TAI FOOK brand, the company owns and operates several other jewellery brands, including Hearts On Fire, ENZO, SOINLOVE, and Monologue, which target different consumer segments. This multi-brand strategy allows the company to serve a wide range of customers, from those seeking luxury bridal pieces to younger shoppers looking for fashion-forward designs.

More from Retail Insider:

Villages Calgary prepares for relocation

Photo: Villages Calgary
Photo: Villages Calgary

After more than four decades in the same location, Villages Calgary, a fair-trade non-profit retail store, is preparing for a move as city infrastructure plans progress.

Alex Ferguson, Chair of the Board at Villages Calgary, said the relocation has been under discussion for several years due to the City of Calgary’s proposed expansion of the nearby Crowchild Trail.

“We’ve been talking about a move for quite a while—even before my time,” said Ferguson, who has served as board chair for just over a year. “They’re talking about expanding what I call the ‘super highway’ right at our doorstep.”

Photo: Villages Calgary
Photo: Villages Calgary

Villages Calgary has operated from the same building—an old house on the edge of Kensington—for 41 years. Originally, the upstairs served as an apartment for the store manager while the ground floor was used for retail. The building was purchased by the non-profit society years ago, a move Ferguson described as “smart,” as it enabled them to benefit from property tax breaks as a registered non-profit.

Though no specific timeline has been given for the city’s plans, Ferguson said the organization is actively searching for a new home. The store’s leadership team, along with commercial realtors, is currently exploring new locations, including one in Inglewood.

“We’ll find something,” said Ferguson. “It’s not a huge rush. The city has been really good to deal with.”

According to Ferguson, a customer survey conducted in 2019-2020 identified traffic access as a significant challenge. “Getting on and off that highway is always a bit of a challenge. If you’re heading south on Crowchild, you can’t turn left—you have to go all the way around,” he said. “Our kind of store needs foot traffic.”

Founded as a fair-trade certified retail outlet, Villages Calgary offers products from countries including Rwanda and Vietnam. Ferguson said roughly 80 per cent of the store’s inventory is certified fair trade.

“These are products that are certified to be providing benefits to local artisans and communities in some of these countries that don’t have another market for their products,” he said.

Originally independent, Villages Calgary later operated under the umbrella of the Mennonite Central Committee (MCC), which provided administrative support including HR policies and payroll. Prior to the COVID-19 pandemic, the MCC shuttered all of its own brick-and-mortar stores, allowing society-owned outlets like Villages Calgary to decide whether to continue independently.

Photo: Villages Calgary
Photo: Villages Calgary

“I think most of the independent ones stayed viable,” said Ferguson. “We’ve survived the last five to seven years probably more by collaborating with our sister stores.”

Store managers across the country hold monthly calls to share insights and support, a network Ferguson credits with helping them remain sustainable.

“The whole imperative is to maintain a market for products that come in from countries where we’re supporting local artisans and communities,” he said. “It’s probably a labour of love more than anything else.”

Despite the looming relocation, Ferguson said the organization is focused on ensuring the new space reflects the store’s identity and mission.

“There were a few mall locations identified, but the culture of our store is not really a mall-type situation,” he said. “We’ll do a lot of good work to make sure we’re in a good location.”

CDNGLOBAL has the property listed for sale. More information here.

More on Retail Insider:

Amazon enhances Career Choice Upskilling Program in Canada, pre-paying 100% of tuition for frontline employees

Photo: Amazon
Photo: Amazon

Amazon says it is enhancing its Career Choice education benefit, enabling eligible employees across its various businesses and facilities, including fulfilment centres, delivery stations, and sortation centres, to learn new skills for career success.

The company now pre-pays 100% of program tuition, up to a yearly maximum, eliminating the 5% employee contribution requirement and removing the cost barrier to higher education. Amazon has also expedited the eligibility period for employees to participate in the program from one year of employment to 90 days, said the company.

Chuck Cummings
Chuck Cummings

“Amazon’s increased investments in the Career Choice program reflect our continued commitment to providing career growth opportunities for employees,” said Chuck Cummings, Director of Customer Fulfilment, Amazon Canada. “Amazon is proud to have offered Career Choice in Canada for the past 11 years. By removing cost and eligibility barriers, we’re taking our most significant step to help employees build new skills and pursue new careers at Amazon and beyond.”

Employees enrolled in Career Choice may pursue a certificate or diploma in qualified fields of study. Eighteen educational institutions across Canada are partnered with Career Choice, including Sheridan College, Algonquin College, Western Community College, and the Toronto Truck Driving School, said Amazon.

“Since Career Choice launched in 2014, close to 12,000 employees in Canada have participated in the program. The most popular programs include Truck Driving, Data Analytics, and Cybersecurity,” it said.

Photo: Amazon
Photo: Amazon
Photo: Amazon
Photo: Amazon

“Amazon’s increased investment in Career Choice comes as new research shows that cost is the leading barrier for more working Canadian adults to pursue postsecondary education to build new skills. An August 2025 Leger Omnibus study of Canadian adults working full-time showed that 60% of Canadian adults who are interested in returning to school cite cost as the most significant barrier. By pre-paying 100% of tuition for Career Choice participants, Amazon is encouraging more employees to pursue the training they need to grow their careers.”

To learn more about Career Choice, click here.

More from Retail Insider:

Chris Hadfield and Specsavers renew eye health campaign

Specsavers Canada and Chris Hadfield announce continued partnership aiming to change Canadians’ lives through better sight (CNW Group/Specsavers Canada)

Specsavers Canada has announced the continuation of its partnership with Canadian astronaut Col. Chris Hadfield in a national campaign aimed at encouraging Canadians to prioritize their vision through regular, comprehensive eye exams.

The campaign highlights the importance of preventive eyecare, particularly through the use of optical coherence tomography (OCT), an advanced 3D eye health scan that can detect early signs of serious conditions such as diabetes, glaucoma and age-related macular degeneration.

Catherine Walsh
Catherine Walsh

“We’re proud to continue our partnership with Col. Chris Hadfield, whose rare vantage point as an astronaut brings depth and authenticity to our eye health message,” said Catherine Walsh, vice-president of marketing and public relations at Specsavers Canada. “His trusted voice helps us connect with Canadians in a meaningful way, encouraging them to prioritize their vision through regular eye exams—before problems develop.”

The initiative blends Specsavers’ signature humour with Hadfield’s experience in space, emphasizing the strain eyes endure in both extraordinary and everyday environments, such as reading in dim lighting or prolonged screen time.

“I have been so lucky to see our whole, beautiful world from outer space. It reminds me that my eyes have gone through a lot, and how important sight is in daily life,” said Hadfield. “That’s why I get a detailed eye exam every year, including OCT. Everyone should – your vision is precious.”

Chris Hadfield
Chris Hadfield

Specsavers Canada equips all its locations with OCT technology to ensure it is available as part of every comprehensive exam. The company stresses that many eye conditions progress without symptoms, making routine exams crucial for early detection and prevention of long-term vision problems.

Founded in the United Kingdom more than 40 years ago, Specsavers entered the Canadian market in 2021. The optometrist-owned company has since opened over 165 locations across British Columbia, Alberta, Ontario and Manitoba. It plans to open more than 100 additional stores by the end of 2025, expanding into five new provinces and one territory.

More from Retail Insider:

B.C. exporters offered up to $5K for CUSMA help

Peace Arch Border Crossing, B.C. (CNW Group/Export Navigator)

Export Navigator has launched a new program offering British Columbia exporters up to $5,000 in non-repayable matching funds to support compliance with the Canada–United States–Mexico Agreement (CUSMA).

The CUSMA Compliance Advisory Services Initiative (CCASI) reimburses 50 per cent of eligible costs for services such as trade consultation, legal advice, and customs support. Approved businesses can access the funds after completing work with qualified providers in Canada or the United States.

Ravi Kahlon
Ravi Kahlon

“B.C. exporters are global leaders, and we’re making sure they can keep expanding and providing first-rate products and services to global markets,” said Ravi Kahlon, B.C. Minister of Jobs and Economic Growth.

“As businesses help establish B.C. as Canada’s economic powerhouse, initiatives like Export Navigator provide essential support for CUSMA compliance so B.C. businesses can navigate the uncertainty of unjustified U.S. tariffs and grow. Congratulations to Export Navigator for launching this initiative which will provide great support to our exporters in becoming CUSMA compliant.”

The program is administered by Export Navigator through Community Futures BC, with funding from Pacific Economic Development Canada (PacifiCan). It runs until March 2026 or until funds are fully allocated.

“To qualify, businesses must be registered in British Columbia and have exported to the U.S. within the past 12 months,” Export Navigator said in a news release. “For businesses already seeking CUSMA compliance, eligible costs can occur on or after April 1, 2025.”

“We see some B.C. businesses struggle with rules-of-origin, documentation and supplier declarations,” said Kath Britton, director of Export Navigator. “CCASI lowers the cost barrier so businesses can get expert guidance, strengthen compliance and focus on growth.”

Gregor Robertson
Gregor Robertson

Gregor Robertson, Minister of Housing and Infrastructure and Minister responsible for PacifiCan, said the program supports broader economic development goals.

“When B.C. innovators and entrepreneurs have the tools they need to thrive, local economic growth and prosperity is unlocked,” said Robertson.

“By partnering with Export Navigator, PacifiCan is empowering B.C. businesses to tap into new markets, adapt to evolving global conditions, and contribute to one strong Canadian economy.”

Applications are reviewed on a first-come, first-served basis. Details on eligibility and covered costs are available at exportnavigator.ca/ccasi.

More from Retail Insider:

Montreal Fashion Week Opens for 5th Year

Image: Montreal Fashion Week

The runways, museum halls, and neighbourhood venues of Montreal are alive this week with creative energy, as Montreal Fashion Week opened its fifth edition on Tuesday, September 23. Running until September 30, 2025, the event has quickly become a fixture on the city’s cultural calendar, drawing designers, retailers, and the public together in celebration of Quebec’s style.

Presented by La Vie en Rose, in collaboration with Kronenbourg 1664 and supported by Clin d’œil, Fonds de solidarité FTQ, Parc Jean-Drapeau, and Olay, Montreal Fashion Week is more than a seasonal showcase. Organizers describe it as a platform designed to unite the industry under a shared vision of creativity, responsibility, and inclusion.

Image: Montreal Fashion Week

Since its relaunch in 2021 by the industry cluster mmode, Montreal Fashion Week has steadily expanded its reach. The fifth edition, now underway, is seen by organizers as proof of both resilience and ambition.

“On this 5th anniversary, we embody the vitality of our industry more than ever and reaffirm our commitment to building a fashion ecosystem that is responsible, inclusive, and sustainable in Quebec,” said Mathieu St-Arnaud Lavoie, executive director of mmode and Montreal Fashion Week.

Homegrown Talent at the Forefront

To mark this milestone year, the organizers have tapped Laurence Fortin-Côté as spokesperson. The Montreal-based entrepreneur and founder of Rholend embodies the spirit of this anniversary edition, bringing her background in fashion and social media to the role.

The schedule, now in motion, features six signature events. Among them is the long-awaited runway return of designer Eliza Faulkner, a show that has already generated attention. Maison Marie Saint Pierre, one of Quebec’s most celebrated fashion houses, is unveiling a new chapter in its story, while MRKNTN, a rising brand, is presenting a daring proposal that reflects the next generation.

Cultural programming is also underway. The McCord Stewart Museum has opened Afrique Mode, an exhibition tracing the connections between African heritage and contemporary fashion. Jewellery designer Anne-Marie Chagnon has launched a showcase of her latest creations, while “Lignes de Fuite,” an immersive runway event from three emerging designers, debuted with an unconventional presentation.

This year’s edition reflects the event’s growing scale. More than 100 organizations are participating, with nearly 100 activations spread across 14 neighbourhoods. From boutiques to museums, the city has taken on the spirit of Montreal Fashion Week.

Organizers expect 20,000 people to attend before the week concludes. Industry professionals, students, and fashion enthusiasts have already begun filling venues, confirming the week’s reputation as both an economic and cultural force.

Image: Montreal Fashion Week

Fashion as a Sustainable Practice

As in past years, sustainability remains at the center of the programming. Already, Core Fabrics and Collective Détour have hosted a Lunch and Learn session on responsible sourcing and production. Later this week, the ReMode festival, presented by Fashion Takes Action, will debut in Montreal, bringing conferences, a specialized market, and a large-scale clothing swap.

Workshops are also emphasizing circularity. On Thursday, designer Charles Hulin will lead participants in transforming upcycled fabrics into unique pieces, continuing the message that fashion can balance creativity with responsibility.

Laurence Fortin-Côté stressed that this focus is not a passing theme. “Behind every garment lies expertise, stories, and materials that deserve respect. As spokesperson for this anniversary edition, I am proud to see Montreal Fashion Week spotlight initiatives that prove fashion can be as inspiring as it is sustainable,” she said.

The anniversary edition also highlights the role of fashion as a form of social connection. Partnerships with Concertation MTL, Atelier PROMO 21, The Shoebox Project, and Le Chaînon thrift store are underway, reinforcing the idea that fashion can also be a vehicle for inclusion and solidarity.

Five Years of Building Momentum

Since its 2021 revival, Montreal Fashion Week has demonstrated adaptability and growth. Each year has seen new formats, broader participation, and a stronger emphasis on sustainability. The fifth edition, now in progress, underscores how far it has come.

Organizers say that the growth mirrors shifts in the global industry, where responsibility and inclusivity are as important as design. Yet Montreal’s approach remains rooted in its own identity, with an emphasis on collective energy and cultural connection.

The full schedule, running through September 30, is available at en.semainemodemtl.com. Organizers emphasize accessibility, inviting not only industry insiders but also the public to attend.

More from Retail Insider:

Turo and AIR MILES launch new travel rewards program

Photo: Turo
Photo: Turo

Turo has announced a new partnership with the AIR MILES® Reward Program™, allowing Canadian travellers to earn Miles when booking vehicles through the peer-to-peer car sharing platform.

The agreement enables AIR MILES collectors to earn one Mile for every $15 spent on Turo rentals after linking their accounts. New users will also receive 200 Bonus Miles upon completing their first trip.

“With AIR MILES’ nearly 10 million active collectors across the country, this partnership represents a powerful new way for Canadians to earn rewards while accessing the thousands of cars available to rent on Turo nationwide,” the company stated in a news release.

The collaboration aims to enhance travel rewards by giving customers access to Turo’s selection of vehicles, which includes hatchbacks, SUVs, electric vehicles and convertibles.

“We’re thrilled to deepen our partnership with Turo, a brand that continues to resonate strongly with our collectors and enrich our growing coalition,” said Jason Beales, chief strategy and commercial officer at AIR MILES. “With this expanded collaboration, collectors can now earn Miles not just on their first Turo booking, but on every booking moving forward – driving more value and sustained loyalty.”

Turo differentiates itself from traditional rental services by allowing users to select specific makes and models. The platform also offers flexible delivery to airports, hotels or doorsteps, and add-ons such as camping gear or car seats.

Bassem El-Rahimy
Bassem El-Rahimy

“As costs continue to rise, Canadians are looking for smarter, more cost-effective ways to travel,” said Bassem El-Rahimy, vice-president of Turo Canada. “Starting today, Turo trips become even more rewarding. Our partnership with AIR MILES makes it easier for travellers to enjoy the perfect car for their journey while earning Miles they can later redeem for merchandise, travel, events and attractions, or instantly on everyday essentials, in-store or online, through AIR MILES® Cash.”

Turo recently expanded to Yukon and now operates in most provinces, including British Columbia, Alberta, Ontario, Quebec, Nova Scotia, New Brunswick, Newfoundland and Labrador, and Prince Edward Island.

More from Retail Insider:

TikTok’s Influence on Food Trends and Consumer Spending

Photo: TikTok

Whether we like it or not, TikTok has become one of the most powerful engines of consumer influence, especially in the food sector. What used to be shaped by advertising budgets and lifestyle magazines is now often determined by a few seconds of user-generated video. Even mainstream news outlets increasingly rely on TikTok clips for entertainment value, giving them additional visibility and reach.

The scale is extraordinary. Over the past few years, we have seen countless foods enjoy their “TikTok moment.” Recipes and products like baked feta pasta, the Grimace Shake, Chipotle menu hacks, pink sauce, cucumber water, and matcha lattes have all dominated online conversation at different points. Each of these moments reached hundreds of millions—sometimes billions—of viewers. Most of the trends were short-lived, but they captured the imagination of consumers and, crucially, influenced what they bought.

Perhaps the most iconic of all TikTok food moments happened five years ago this week, when Nathan Apodaca uploaded a simple video of himself skateboarding down a highway with a bottle of Ocean Spray cranberry juice in hand, singing “Dreams” by Fleetwood Mac. The clip was viewed more than two billion times, inspiring billions of additional recreations. Context mattered. The video was released after months of lockdowns around the world. People saw a random man, without a mask or even a helmet, gliding freely down the road. It was simple, soothing, and liberating. Even Mick Fleetwood recreated the video, giving it an intergenerational stamp of approval.

For Ocean Spray, the impact was priceless. Although the company never disclosed the sales effect, industry estimates suggest a significant boost. Ocean Spray gave Apodaca a new truck and a lifetime supply of juice, which was a modest investment compared to the marketing value generated. In fact, that single TikTok may have been one of the most cost-effective advertising campaigns in the company’s history.

From an economist’s perspective, these episodes reflect the changing dynamics of food marketing. Commodity boards and food companies have long invested heavily to capture consumer attention. TikTok, by contrast, delivers instant, global visibility without traditional costs. The challenge lies in the unpredictability of virality. While every food company would love to engineer a TikTok moment, most cannot. Trends arrive without warning, capture attention for a brief window, and then vanish, leaving companies scrambling to keep up.

The generational divide around TikTok is also worth noting. Older consumers often dismiss the platform as frivolous or dangerous, especially given ongoing debates over data security and privacy. Yet younger consumers treat it as both entertainment and education. They discover recipes, explore new food products, and even take nutrition advice from TikTok. In other words, it is shaping not just what people buy but how they learn about food.

For the food sector, the lesson is unavoidable. TikTok is no longer a sideshow. It is part of the demand signal, one that can occasionally redirect entire categories of consumer spending. Companies that understand this dynamic, and that prepare for the volatility and opportunity that come with it, will be far better positioned to thrive in tomorrow’s food economy.

More from Retail Insider: