Wellness Monster Disrupts Canada’s Kids Snack Market

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September 11, 2025

image - 2025-09-07T122504.899 — Wellness Monster products. Image: Wellness Monster

Canada’s packaged food sector has a new player shaking up the snack aisle. Wellness Monster, a Toronto-based, female-founded brand specializing in allergen-friendly, nutrient-dense snacks for children, is expanding quickly just two months after launch. The company, founded by consumer packaged goods veteran Brittany Compton, has already secured listings with more than 60 retailers, including Well.ca, with Costco Canada preparing to bring the products online within weeks.

The early traction reflects growing consumer and retailer appetite for cleaner, protein-rich snacks that meet the rising demand for transparency in ingredients. With childhood obesity and diet-related health issues climbing globally, Compton says the timing for Wellness Monster could not be more urgent.

“Better for you is not good enough anymore when it comes to kids,” Compton told Retail Insider. “We’ve tried to really change the game on ingredients, and that hasn’t been easy. But families deserve better.”

From Personal Challenge to National Launch

The story of Wellness Monster began in Compton’s own kitchen. A mother of two, she was driven by her son’s ongoing digestive health struggles. Frustrated by the lack of suitable options on grocery store shelves, she began developing snacks at home.

Her 20-year career in consumer packaged goods, including senior roles at Mars and as President of Love Child Organics, gave her the confidence to bring a solution to market. “If someone was going to fix this, it had to be me,” she said.

After a year of experimentation, including failed attempts to produce a clean-ingredient cookie that could run on conventional manufacturing lines, Compton and her team landed on a successful formula. The result was a range of high-protein, allergen-free snacks infused with superfoods, designed to be both nutritious and appealing to children.

Tackling a Global Health Crisis

Wellness Monster’s mission is rooted in a growing health concern. Childhood obesity is projected to affect more than 254 million children worldwide by 2030. At the same time, the $60-billion snack industry continues to be dominated by legacy brands filled with dyes, refined sugars, and seed oils.

“Kids today are not expected to outlive their parents, which is shocking,” Compton said. “The kids’ snack aisle is still filled with ultra-processed products. That’s making our children sick.”

This reality has prompted parents to seek alternatives. Increasingly, shoppers are scrutinizing labels and demanding transparency. Wellness Monster has positioned itself at the forefront of this shift by focusing not only on what goes into its snacks but also what is excluded — refined sugars, seed oils, natural flavour chemicals, artificial colours, and gums.

Clean Label Certification as a Differentiator

A key element of Wellness Monster’s appeal is its Clean Label Project certification, a third-party designation that tests for more than 500 environmental toxins, including pesticides, glyphosates, and heavy metals.

Originally established in the baby food sector, the certification is now being embraced by parents as children transition into the snack aisle. “We’ve achieved the Purity Award, which places us in the top 25% of tested brands,” Compton explained. “Parents actually trust Clean Label over organic now because it provides lab testing that organic alone doesn’t guarantee.”

This certification has given the brand credibility in a crowded marketplace, while also aligning with rising parental concerns over long-term health impacts of food additives.

Early Retail Traction and Distribution Growth

Since its launch, Wellness Monster has secured an impressive roster of retail partners. Independent natural chains, online platforms, and major distributors have embraced the brand. Within weeks of debuting, Wellness Monster snacks began appearing on store shelves across Ontario, with expansion into other provinces underway.

Well.ca listed the products off-cycle, underscoring the urgency retailers see in the category. Costco Canada is expected to bring Wellness Monster to its online platform in the coming month, and larger mass-market grocers such as Loblaws and Walmart are targets as well.

“Retailers see the space as ripe for disruption,” Compton said. “They recognize that parents are demanding higher protein, lower sugar, and cleaner snacks for their kids.”

Protein-Focused Innovation

One of the most distinctive features of Wellness Monster products is their protein profile. Each “Power Bite” provides seven grams of plant-based protein, roughly one-third of a child’s daily requirement.

“Protein is about more than muscle growth for kids,” Compton explained. “It’s about keeping them full longer. Parents constantly tell us their children are hungry all the time. Our snacks provide a more substantial solution.”

The protein comes from pea and fava bean sources, combined with a proprietary “Monster Blend” of superfoods including mushrooms, lentils, broccoli, and amla fruit. This combination not only boosts satiety but also delivers key vitamins such as D and C.

Playful Branding Meets Parental Trust

Part of Wellness Monster’s resonance lies in its branding. Packages feature a colourful monster character designed to appeal to children while reassuring parents. The character evokes nostalgic parallels to cereal aisle mascots and even Care Bears, but with a modern wellness twist.

“Character branding has always been important in the cereal aisle,” Compton noted. “We’ve built a character that embodies health and wellness instead of sugar and junk food.”

The approachable branding has also extended to marketing campaigns targeting parent communities, with partnerships among mom influencers and social media voices.

Advisory Support and Experienced Leadership

Wellness Monster’s leadership team combines startup agility with deep industry experience. Alongside Compton, the company is advised by Tara Bosch, the founder of SmartSweets, who led her company to a nine-figure exit before the age of 30. Gord Flaten, former CEO of Avena Foods, also brings expertise in food manufacturing and scaling.

Sarah Jordan, powerhouse executive with extensive experience growing and building Canadian brands, has also backed the brand.

“We’ve built a really strong team around this venture,” Compton said. “That’s been critical for navigating challenges and seizing opportunities.”

Manufacturing Partnerships and Global Sourcing

Wellness Monster has secured Canadian co-manufacturing partners capable of working with clean ingredients — no small feat in an industry optimized for refined sugars and artificial flavours. “It was a journey to find partners who could produce snacks that met our standards,” Compton said.

One product line, a fruit snack range, is manufactured in Ghana, where fruit is harvested tree-ripened and processed onsite to preserve nutrients. The Power Bite protein line, meanwhile, is made domestically in Canada.

Expansion Plans: Canada and Beyond

For now, Wellness Monster is focused on expanding its footprint in Canada, but U.S. entry is firmly on the horizon. Whole Foods and Sprouts are high on the target list for an initial rollout.

“The U.S. is very much ripe for disruption,” Compton said. “But first we’re establishing strong roots here at home.”

Within Canada, expansion into major grocers is a priority, alongside continued growth in specialty and natural channels. Product diversification is also planned, with categories like puffs, cookies, and cereals under consideration.

A Brand with Wider Appeal

Though designed for children, Wellness Monster snacks are already resonating with adults. Parents report enjoying the protein bites themselves, and the brand is exploring opportunities in office distribution. “Millennials and Gen Z find the packaging nostalgic,” Compton said. “We see potential in expanding the brand beyond kids.”

That could include fitness enthusiasts and professionals seeking on-the-go snacks. “Our protein content and clean ingredients make these suitable for a much wider audience,” Compton added.

A Mission-Driven Disruptor

At its core, Wellness Monster represents more than a product launch. It is a movement aimed at reshaping food culture for the next generation. “Like many kids in the ’90s, I ate more processed foods than I’d choose today.” Compton reflected. “I don’t want today’s kids to go through that.”

The brand’s tagline, “Healthy Snacks for Hungry Monsters,” captures its playful tone, but the mission remains serious: reducing the dominance of ultra-processed food in children’s diets.

“Food has a direct impact on how children grow, learn, and live,” Compton said. “It’s time we offered them snacks that truly nourish rather than harm.”

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Inside Helene Clarkson’s Toronto Travel Wear Label

By

Craig Patterson

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September 11, 2025

Helene-Woman-On-The-Go — Helene Clarkson on-the-go travel wear. Image: Helene Clarkson

Toronto designer and actor Helene Clarkson has spent a decade refining a clear proposition for modern shoppers who move constantly between planes, boardrooms and dinners. Her namesake label, produced entirely in Canada, is centred on reversible, wrinkle-resistant pieces designed to pack small, change quickly and stand up to real life. The flagship boutique at 565 Mount Pleasant Road anchors the brand’s physical presence, while a steadily growing online community extends far beyond the city.

“I started it because I was traveling quite a bit with my husband,” Clarkson recalled. “We’d be on the convention floor during the day, and in the evening we would want to go out. I was limited with what I could wear out of a carry-on suitcase. I began thinking about reversible pieces and fabrics that would not crease, so I did not look terrible when I pulled them out of the suitcase.”

From that practical origin, the collection has matured into a wardrobe for what Clarkson calls the urban female traveler. “Nobody is climbing Kilimanjaro in my clothing,” she joked. “It is about arriving from a flight and going straight into a meeting, then heading to dinner. You can flip things inside out and be very versatile with the pieces you bring.”

From Royal York to Mount Pleasant, Then Through a Pandemic

Clarkson launched her first retail space at the Fairmont Royal York Hotel in 2017, a location that captured business travellers flowing through Toronto’s PATH. “It was great,” she said. “We had women who traveled for business and guests staying in the hotel.” A West Coast pop-up followed in Vancouver. By spring 2019 she had opened on Mount Pleasant Road, joining a cluster of independent retailers in a neighbourhood that values local makers.

Within a year the pandemic hit. The Royal York shop closed as tourism vanished. Mount Pleasant survived, though foot traffic changed. “It is not what it was,” Clarkson said of the area. “There are a lot of store closings.

People do not lunch and shop the way they used to. It is starting to come back a bit, but Bayview looks stronger. There is more density of restaurants and retail there, although the rent is double.”

The calculus is familiar for independent brands in Canadian cities, where leasing decisions weigh neighbourhood character against fixed costs. For now, Mount Pleasant remains home base as Clarkson evaluates the next opportunity. “I try to find a new place, but one has not come up that I feel safe trying,” she said. “Retail is harder than it was before.”

Designed in Toronto, Made to Last

If the retail map has shifted, the product formula has stayed consistent. The brand now counts more than 100 styles, produced in small batches with local manufacturers and suppliers. Pieces are machine-washable, quick-drying and built to mix and match across seasons. Signature items such as the Aro Pant, reversible dresses and dual-sided tops anchor a catalogue that aims to do more with less.

“I have over 150 styles in the back catalogue,” Clarkson said of the brand’s history. “Some we never repeat because they did not work. Others we keep doing, we just change prints or fabrication. That way we do not reinvent the wheel each season.”

Her education in design came on the job. “My first rendition did not go well,” she admitted. “I aimed toward athletic fabrics and made a lot of mistakes. Then I hired a consultant, and I found a fabulous manufacturer in Toronto who literally held my hand. He taught me about patterns, sampling and production. We talk about adding a couple of inches here, taking away there, and we do another sample before he cuts anything. I feel very lucky.”

The approach supports the brand’s sustainability posture while reinforcing Canadian production. Small-batch runs limit waste and let Clarkson react to feedback quickly. “Because we manufacture here, we can control our own production and numbers,” she said. “That matters.”

Price, Sizing and an Inclusive Fit Strategy

Clarkson positions pricing to reach a broad audience, with most pieces ranging from about $99 for accessories up to roughly $289 for core garments, and occasional higher-ticket items that breach the $300 mark when fabric and construction require it. The brand introduced extended sizing just as the pandemic began, which complicated rollout. “We launched one X and two X sizing right when COVID hit,” she said. “We pulled back on two X because it was not selling as well. One X remains and has great customers.”

Demand for petite sizing persists, although scale is a hurdle for a small label. “We have been asked for petite,” Clarkson confirmed. “For a very small brand, you have to go in deep to do it right. I have been cautious.”

The brand’s philosophy is to make clothing that looks sophisticated without being precious. “You can elevate it. I have worn my pieces to black tie events,” Clarkson said. “You can also wear them to the beach or walking your dog. It is meant to be lived in.”

Bala Blouse Batik Print. Image: Helene Clarkson

Loyalty and Community Keep Customers Close

As customer acquisition costs rise across social platforms, Clarkson invests in retention. “We have a very high retention rate, which I am proud of,” she said. A straightforward loyalty program awards one point per dollar, redeemable for discounts at set thresholds. “It is simple,” she explained. “We add birthday points and little perks that say thank you.”

A travel-themed blog, or “Travel Log,” extends the brand’s voice beyond transactions. Curated by marketing director Michelle Swift, it features packing tips, destination ideas, occasional recipes and soundtracks to keep customers engaged between purchases. “It is not always sell, sell, sell,” Clarkson said. “We want to entertain and thank people for sticking with us.”

The editorial layer dovetails with search engine goals, keeping the site fresh with new content. It also supports the core story behind Helene Clarkson travel wear, that the label is a partner in planning trips and everyday life, not just a product you buy once and forget.

Live Shopping as a Canadian Growth Channel

One of the brand’s most interesting bets is live shopping. The model has matured in Asia and is picking up momentum in the United States. In Canada it remains early, which makes Clarkson’s experiments noteworthy. “I enjoy it. It is really fun,” she said. “We do not run long shows. We try to mix them up.”

A live shopping coach with shopping-channel expertise helped the team structure episodes. Clarkson and Swift co-host. They wear the same pieces in different sizes and on opposite sides to demonstrate reversibility, and they answer questions in real time when viewers join via the brand’s website. “We prefer the website because people can chat and add to cart at the same time,” Clarkson said. “On Instagram and Facebook, that is harder.”

The team has tested storytelling formats to keep content fresh. In one episode a customer brought her planned wardrobe to the Mount Pleasant shop before a two-and-a-half-week trip to Croatia, including a conference in Zagreb. Clarkson and Swift used the segment to build a carry-on capsule, combining the customer’s items with Helene Clarkson travel wear to streamline her packing list. In another, Clarkson filmed from home, showing exactly how she packed for Sicily and London, including a wedding.

Immediate sales during a live stream are not yet the norm, but conversion uprates in the days following each show. “We are building audience,” Clarkson said. “We see purchases after viewers take time with it or watch on the website later.”

Andorra Ponte Pant Grey Image: Helene Clarkson

A Pause on the United States, Strong Momentum in Canada and Abroad

The brand’s customer base remains primarily Canadian, with Ontario and Toronto leading, thanks in part to the Mount Pleasant storefront. “We have people who come from out west and make a point of visiting the store,” Clarkson said. “Meeting long-time customers in person is lovely.”

Internationally, the label draws a surprising pocket of demand from Australia, along with consistent orders from Europe, notably Germany. “One of my best customers in Australia is about to place her hundredth order,” Clarkson said, laughing. “She has more of my clothes than I do.”

The company recently paused direct shipping to the United States due to tariff uncertainty and administrative ambiguity around collection and remittance. “We announced that we are not shipping to the US right now,” Clarkson said. “We are holding off until we understand how these tariffs work and how to deal with them. When we collect HST, we know we pay the CRA. None of this has been set up yet for what we are being asked to do. Small businesses are throwing up their hands.”

Wholesale, Consignment and the Margin Math

As a Canadian manufacturer, Clarkson has been cautious with wholesale. “If you make clothes in Canada, your costs are exponentially higher than offshore,” she said. “It is hard to make your margins wholesaling in Canada unless you price much higher.”

She tested The Shopping Channel in 2018 on Jeanne Beker’s Style Matters and would consider a return with a tighter capsule tailored to the platform. “I learned a lot,” she said. “I would like to do it again, but with product built for that customer.”

For now, a limited consignment relationship with RevolutionHER at Mapleview Centre in Burlington and at Vaughan Mills helps new shoppers discover the brand without the capital intensity of a broader wholesale program. “It is safe, and the women there are fabulous to work with,” Clarkson said. Presentation matters, and partners must represent the garments with the same care found in the flagship.

Expansion Plans, With Care

Clarkson hints at a new location under consideration, though she is superstitious and will not share details until the lease is signed. “Fingers crossed,” she said. “We will have more to say soon.” She also suggests that future formats may not be traditional streetfronts. “I am thinking about other things,” she said, leaving open the possibility of showroom, pop-in or experience-oriented models that align with the way the brand engages customers online.

Pop-ups remain useful for awareness, but they require staff, shipping and travel energy that a small company must ration wisely. “People say, just do a pop-up,” Clarkson said. “It is a big deal. You have to ship everything, hire staff and stand it up properly across the country.”

An Actor’s Resolve, A Designer’s Iteration

Clarkson’s background as a Genie-nominated actor informs her persistence as a founder. “Clothing felt like it might be less subjective than acting,” she said. “It is the same. You get rejection. You develop a thick skin. If someone does not like your clothing, move on, find your market.”

That ethos shows up in product development, where samples iterate until they fit and function as intended, and in day-to-day retail, where service and education build long-term loyalty. “We show people why a piece works,” Clarkson said. “Because so many items are reversible, it is fun to show the reverse. Demonstration elevates the entire experience.”

Why the Formula Resonates Now

The brand’s value proposition aligns neatly with how Canadian consumers say they want to dress. Utility and comfort must coexist with polish. Pieces need to travel well, whether across town or across the Atlantic. Shoppers also want to support Canadian makers. “We are lucky that we truly manufacture here in Toronto,” Clarkson said. “People are searching for Canadian-made, and that has been extremely helpful.”

That context gives Helene Clarkson travel wear a defensible niche. It is not performance athletic. It is not high fashion with short runways. It sits in a sweet spot where versatility, fabric performance and understated style meet, with a Canadian supply chain as a proof point for quality and values. Prices land within reach for many working professionals, and the loyalty program rewards frequency.

Menswear questions follow Clarkson wherever she goes. “You are not the first man to ask,” she laughed. “The men in our friend group want reversible pieces. It is in the back of my mind.” For now, focus stays on the women’s line, refining fits and delivering new prints and fabrics that keep the capsule fresh without sacrificing the simplicity customers rely on.

More from Retail Insider:

MUJI opens at The Well in Toronto (Photos)

By

Mario Toneguzzi

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September 11, 2025

Japanese lifestyle brand MUJI, known for its variety of minimalist household and consumer goods, has opened its newest store at The Well in downtown Toronto.

“MUJI at The Well is 6,000 square feet; like all of our other stores, its layout reflects MUJI’s global design ethos, presenting its simple and functional products in a lifestyle setting,” said Richard Rappaport, President, MUJI Canada.

“MUJI is a global retailer of high-quality, expertly-designed everyday essentials. We carry a range of product categories – everything from fashion and wellness to home goods, stationery and more. MUJI’s full name, Mujirushi Ryohin, loosely translates to “No-Brand, Quality Goods”, and underscores MUJI’s commitment to modesty, affordability, and quality.

“MUJI has grown as the go-to brand for millions of loyal customers in 30+ countries, offering more than 7,000 products.The Well location is MUJI’s 7th store in Canada, and 4th in the GTA.”

Rappaport said The Well location is the very first in Canada where customers can discover MUJI’s new skincare series before it arrives in other stores nationwide.

“It’s also home to Jarvis, our robot barista, already loved at our Atrium Toronto and Robson Vancouver stores. These additions make The Well a place where visitors can discover something fresh while enjoying the familiar MUJI experience they know and love,” said Rappaport.

“The Well is at the centre of a growing and vibrant neighbourhood where people live, work, and come together. MUJI’s goal has always been to provide simple, thoughtful essentials that support everyday life. By opening here, we hope to make our products more accessible to the community and be part of the way this neighbourhood continues to grow and evolve.”

Josh Katz, AVP, Leasing, The Well: “Welcoming MUJI to the property adds a globally recognized, design-driven retailer that enhances the overall experience for guests at The Well. With occupancy nearing capacity, The Well continues to attract high-quality tenants that complement the vibrant mix of shopping, dining, and entertainment offerings.”

The retailer, originally founded in Japan in 1980, offers a wide range of low-cost, good quality
products including household goods, apparel, food, and even houses. The name derives
from the company’s original name in Japanese: Mujirushi Ryohin, meaning No Brand, Quality
Goods.

The company is based on three core principles, which remain unchanged to this day: selection of materials, streamlining of processes, and simplification of packaging.

There are more than 1,000 stores around the world, carrying more than 7,000 items.

Jeff Berkowitz of Aurora Realty Consultants represents Muji in its real estate selection in Canada.

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Lee Valley Tools unveiling new flagship store in Pickering

By

Mario Toneguzzi

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September 11, 2025

Lee Valley Tools-One-Stop Home- Garden- and DIY Canadian Retaile — Lee Valley Tools in Pickering, ON. (CNW Group/Lee Valley Tools)

Lee Valley Tools, the Canadian, family-owned retailer, is unveiling its brand-new 19th location in Pickering on Saturday, September 20.

The flagship store is conveniently situated just off Highway 401 at 1755 Pickering Parkway, marks the brand’s return to the eastern Greater Toronto Area, it said.

Lee Valley Tools in Pickering will be home to the company’s largest and most concentrated in-store product displays in Canada, designed to inspire creativity and encourage hands-on interaction. Customers can engage with tools, explore displays, and participate in workshops and demonstrations led by Lee Valley Tools Customer Advisors. Dedicated customer parking will also be available on-site, added the retailer.

“When it comes to the journey of creating something, no one believes in or supports this more than Lee Valley – whether an aspiring craftsperson or a seasoned enthusiast, we have designed an in-store experience for everyone,” said Jason Tasse, President & Chief Operating Officer, Lee Valley Tools. “We’ve been looking for an ideal location in the GTA for some years, and we’re excited to officially open Lee Valley Tools’ 19th Canadian store in Pickering, creating new jobs and bringing a superior retail experience to the community.”

For more than 40 years, Lee Valley Tools has grown from a small, Ottawa-based mail-order business into a national brand with a robust online presence. Today, the company offers a broad assortment of products and continues to evolve while remaining committed to supporting the creative journeys of its customers, it said.

Founded by Leonard and Lorraine Lee, the Canadian company began with a single product, a barrel stove kit, and quickly grew to offer an extensive range of tools for woodworking, gardening, kitchen, and home.

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Empire releases Fiscal 2026 Q1 financial results, net earnings of $212 million

By

Mario Toneguzzi

-

September 11, 2025

EXTERIOR OF SOBEYS GROCERY STORE. PHOTO: SUPERMARKET NEWS

Empire Company Limited announced on Thursday its financial results for the first quarter ended August 2, 2025, saying it was the strongest quarterly earnings per share in its history.

For the quarter, the company recorded net earnings of $212 million ($0.91 per share) compared to $208 million ($0.86 per share) last year. On an adjusted basis for the quarter, the Company recorded net earnings of $212 million ($0.91 per share) compared to $219 million ($0.90 per share) last year.

Michael Medline, president and CEO, Empire Company Limited (CNW Group/Empire Company Limited)

“Fiscal 2026 is off to a solid start as we delivered another quarter of strong bottom line growth, the strongest quarterly earnings per share in our history, underscoring the fact our team’s execution continues to improve,” said Michael Medline, President & CEO, Empire.

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

Its banners include brands such as Longo’s, Safeway, Farm Boy, FreshCo, IGA.

The company said it is continuing to enhance data capabilities and deepen its understanding of its customers, allowing the company to effectively capture emerging trends.

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

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

SUMMARY RESULTS – FIRST QUARTER

Comparative amounts have been rounded to the nearest million to conform with current year presentation.

(in millions of Canadian dollars, except per share amounts)	August 2, 2025	August 3, 2024
	13 Weeks	13 Weeks	$ Change
Sales	$ 8,258	$ 8,137	$ 121
Gross profit	2,235	2,126	109
Operating income	382	369	13
Adjusted operating income⁽¹⁾	382	383	(1)
EBITDA⁽²⁾	671	645	26
Adjusted EBITDA⁽¹⁾	671	659	12
Net earnings⁽³⁾	212	208	4
Adjusted net earnings^(1)(2)(3)(4)	212	219	(7)

Diluted earnings per share
EPS⁽³⁾	$ 0.91	$ 0.86	$ 0.05
Adjusted EPS^(1)(3)(4)	$ 0.91	$ 0.90	$ 0.01

Diluted weighted average number of shares outstanding (in millions)	233.4	242.3	(8.9)
Dividend per share	$ 0.22	$ 0.20	$ 0.02

	August 2, 2025	August 3, 2024
	13 Weeks	13 Weeks
Gross margin⁽²⁾	27.1 %	26.1 %
EBITDA margin⁽²⁾	8.1 %	7.9 %
Adjusted EBITDA margin⁽¹⁾	8.1 %	8.1 %
Same-store sales⁽²⁾ growth	0.8 %	0.5 %
Same-store sales⁽²⁾ growth – food⁽⁵⁾	1.9 %	1.0 %
Same-store sales⁽²⁾ (decline) growth – fuel	(13.4) %	4.4 %
Effective income tax rate	26.0 %	22.6 %

(1)	See “Non-GAAP Financial Measures & Financial Metrics” section of this News Release for a description of the types of costs and recoveries included.
(2)	See “Non-GAAP Financial Measures & Financial Metrics” section of this News Release.
(3)	Attributable to owners of the Company.
(4)	See “Adjusted Impacts on Net Earnings” section of this News Release.
(5)	Previously named – same-store sales, excluding fuel.

“Since fiscal 2018, the Company has been expanding its FreshCo discount banner to Western Canada and its significant growth has been driven by store conversions and regional expansion. The value proposition and strong multicultural assortment, along with the addition of the Scene+ loyalty program, has supported the growth and expansion of the Discount banner,” said Empire.

“The Company opened two new FreshCo stores in Western Canada during the quarter and one subsequent to the end of the quarter. As at September 10, 2025, FreshCo has 51 stores operating in Western Canada and expects to open an additional four stores in fiscal 2026. The Company expects to have opened 65 FreshCo stores in Western Canada over the next several years.”

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

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IKEA Opening Plan and Order Point in Kelowna

By

Mario Toneguzzi

-

September 11, 2025

IKEA Canada Limited Partnership-IKEA Canada accelerates growth i — Plan and order points offer customers one-on-one appointments with IKEA experts to plan, design, and purchase home furnishing solutions for any room in the home such as kitchen renovations or bedroom storage systems. Once orders have been placed, they can be delivered to their homes or collected from the pick-up location at the Plan and order point. (CNW Group/IKEA Canada Limited Partnership)

IKEA Canada is launching a new Plan and order point in Kelowna, BC, the second location in the province, following Abbotsford.

This continued growth demonstrates the home furnishing retailer’s commitment to becoming more accessible to Canadians where they live, work, and socialize. Currently, the nearest physical IKEA meeting point for Kelowna residents is about four hours away by car, said the retailer.

“Plan and order points offer customers one-on-one appointments with IKEA experts to plan, design, and purchase home furnishing solutions for any room in the home such as kitchen renovations or bedroom storage systems. Once orders have been placed, they can be delivered to their homes or collected from the pick-up location at the Plan and order point,” it said.

“For those looking to instantly refresh their spaces, the Kelowna Plan and order point will feature a limited number of products from the IKEA range (excluding food – sorry, no meatballs) for immediate purchase and takeaway.”

Kelowna Plan and order point to offer high-quality design services, bringing affordable, inspiring home furnishing solutions closer to BC residents. (CNW Group/IKEA Canada Limited Partnership)

Located in the Central Park Power Centre at 1500 Banks Rd, #104, the IKEA Kelowna Plan and order point is expected to open in spring 2026. It will be the 12^th Plan and order point location across Canada.

“As the cost of living continues to rise and everything from groceries to gas becomes less affordable, it has become our priority to offer more affordable, functional, and inspiring home furnishing solutions to Canadians — no matter where they live or how they choose to shop with us,” said Jessie Quick, Country Business Development and Transformation Manager, IKEA Canada.

The retailer said Plan and order points are one of the many ways IKEA Canada has been transforming its business to deliver a seamless retail experience wherever, whenever, and however customers choose to shop with the renowned home furnishing retailer. Insights show that Plan and order points help to reduce the distances that customers must travel to visit an IKEA location, which has affordability, accessibility, and sustainability benefits.

In addition, IKEA Canada said it has recently made all online and in-store planning services free of charge for our customers; reduced in-home kitchen planning and measuring from $199 to $129; lowered the entry delivery fee of $39 to $19; and added ‘Rooms of Choice’ for all deliveries depending on the needs of the customer.

IKEA has been present in the BC market for nearly 50 years when the first Canadian store opened in Richmond in 1976. To date, there are two IKEA stores, three pick-up locations, a vast number of parcel pick-up locations, and one customer distribution centre.

“We are thrilled to continue our growth in Western Canada where we have built a rich history and meaningful connections with the BC community,” said Janet McGowan, Market Area Manager, West Market, IKEA Canada. “We look forward to providing our new neighbours in Kelowna with beautiful, functional, and sustainable home furnishings that fit their budget and evolving needs at home.”

Founded in 1943 in Sweden, IKEA is a leading home furnishing retailer, offering a wide range of well-designed, functional home furnishing products at prices so low that as many people as possible can afford them. IKEA Canada is part of Ingka Group which operates 574 IKEA stores, shops and planning studios in 31 countries, including 16 in Canada.

For those looking to instantly refresh their spaces, the Kelowna Plan and order point will feature a limited number of products from the IKEA range (excluding food – sorry, no meatballs) for immediate purchase and takeaway. (CNW Group/IKEA Canada Limited Partnership)

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Kinton Ramen opening 3 new Alberta locations

By

Mario Toneguzzi

-

September 11, 2025

Kinton Ramen is opening three new Alberta locations on September 20, marking an important milestone in the company’s cross-country expansion.

Following successful soft openings, Kinton Ramen Terra Lose in Edmonton, along with Kinton Ramen Mission Calgary and Kinton Ramen University Heights Calgary, will officially open their doors to the public.

“Opening three restaurants in a single day demonstrates our strong commitment to the Alberta market,” said Karalyn White, Senior Director of Franchising at Kinka Family, the parent company.

“This milestone reflects our team’s dedication and operational excellence – and we’re excited to deliver an exceptional dining experience to our guests.”

This expansion is part of a broader Area Representative Agreement with The Labreche Group, which plans to open 12 Kinton Ramen locations across Alberta over the next five years.

Each grand opening will feature a ribbon-cutting ceremony about 15 minutes before doors open, followed by 50% off all regular ramen items to celebrate the occasion.

“It represents a significant step in our Alberta growth strategy,” said White. “We’re committed to bringing authentic Japanese ramen to more communities and creating spaces where people can connect over great food.”

With more than 50 locations across Canada, the brand continues to grow by combining innovative ramen creations with traditional recipes. Since franchising began in 2021, the restaurant has expanded across Canada, making its unique dining experience accessible to more people. The official opening of the multiple Alberta locations, highlighting the rising demand for authentic ramen in the province, it said.

In addition to dine-in service, people can enjoy a variety of ramen dishes, combo specials and seasonal offerings through delivery and takeaway options. Orders are available via order.kintonramen.com, Skip the Dishes, Uber Eats and DoorDash.

The brand was one of Toronto’s first Japanese ramen restaurants. Founded in 2009, Kinka Family is a full-service international hospitality group. It owns and operates a diverse portfolio of restaurants in Toronto, Montreal, Vancouver and New York. Included are Kinka Izakaya, Kinton Ramen and JaBistro.

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Groupe Dynamite Surges on Big Comp and Margin Beat

By

Lee Rivett

-

September 11, 2025

Garage Pop-up on Queen Street West in Toronto, 2021 (Image: Groupe Dynamite)

Groupe Dynamite, parent company of the Garage and Dynamite banners, is emerging as a standout performer in Canadian retail. The Montreal-based fashion group posted second-quarter fiscal 2025 results that exceeded expectations, driven by strong comparable sales, robust profitability, and the success of its evolving store concept. The results highlight a rare bright spot in apparel retail, underscoring the power of fast execution and bold marketing strategies.

In the second quarter, Groupe Dynamite reported comparable sales growth of 25.7 percent on a constant currency basis. This was well ahead of consensus estimates of roughly 16.7 percent. The company also delivered its best profitability in three years, with EBITDA margins climbing to 36.9 percent. Gross margin slipped by 239 basis points to 63.6 percent due to tariff impacts, but this was more than offset by a 550-basis-point reduction in SG&A expenses, reflecting better fixed cost absorption. The net effect was an EBITDA margin increase of 310 basis points year-over-year.

Quarterly earnings per share also came in ahead of expectations, with Q2 FY25 EPS at $0.57, up 43 percent year-over-year. This exceeded Stifel’s forecast of $0.42 and consensus of $0.44.

Martin Landry, analyst at Stifel, noted that the results far surpassed expectations, prompting an upward revision to earnings and revenue forecasts. Stifel now projects fiscal 2025 revenue of C$1.19 billion and fiscal 2026 revenue of C$1.38 billion. EPS estimates have also been raised, with the brokerage expecting C$1.74 in fiscal 2025 and C$2.02 in fiscal 2026. Stifel lifted its target price on the company’s shares to C$53.

Updated Guidance Reflects Momentum

The company raised its fiscal 2025 comparable sales guidance to between 17 and 19 percent, up from earlier forecasts. Management also expects EBITDA margins between 32 and 33.5 percent for the year. The outlook reflects confidence in continued traffic gains, effective paid digital campaigns, and disciplined inventory management. Inventory currently sits at approximately 45 days of sales, a lean position that helps mitigate fashion risk.

Central to Groupe Dynamite’s success is its ability to move quickly from concept to store. About 31 percent of the company’s SKUs now move from fabric to shelf in under eight weeks, a speed advantage that allows the banners to respond nimbly to emerging trends. This agility, combined with marketing designed to resonate with Gen Z shoppers, has created a cycle of repeat visits and high engagement.

Landry pointed out that low inventory days and rapid design-to-shelf turnaround reduce markdown exposure, boosting profitability even in a volatile fashion environment. The strategy places Groupe Dynamite ahead of competitors weighed down by longer product development timelines.

Dynamite concept store at Royalmount in Montreal. Photo courtesy of Dynamite

Store Concept Driving Traffic and Basket Size

The retailer’s “Dynamite 3.0” store format is another growth lever. Early openings in Montreal’s Royalmount, West Edmonton Mall, and Saint-Bruno have shown higher traffic and larger average order values compared to legacy stores. The format emphasizes modern design, enhanced digital integration, and experiential elements to engage shoppers. A broader rollout is expected as results confirm the model’s effectiveness.

This format strategy reflects a wider industry shift in which physical stores are not just transactional but experiential, designed to drive dwell time and basket expansion. For Groupe Dynamite, the store upgrades are complementing its already strong digital performance.

Risks on the Horizon, A Rare Bright Spot in Canadian Apparel

Despite its strong showing, risks remain. Approximately 75 percent of Groupe Dynamite’s products are sourced from China, leaving the company exposed to potential tariff changes and geopolitical shifts. Additionally, reliance on a Gen Z-focused customer base means the brand must consistently stay ahead of fast-moving fashion cycles. The company’s multiple-voting share structure and low liquidity also pose challenges for some investors.

Still, analysts see considerable upside. Stifel’s latest revision underscores that Groupe Dynamite has become one of the busiest traffic drivers in enclosed malls, a position that gives it negotiating leverage with landlords and visibility with consumers.

At a time when many apparel retailers are struggling with declining foot traffic and heavy discounting, Groupe Dynamite is bucking the trend. Its Q2 results show that fast execution, smart marketing, and store innovation can generate both sales growth and profitability. The company’s ability to adapt quickly to consumer tastes and to invest in high-performing retail formats makes it one of the few growth stories in Canadian apparel retail.

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

By

Retail Insider

-

September 10, 2025

News at a Glance

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

What life after Hudson’s Bay has in store for Zellers and the iconic retailer’s other legacy brands (Financial Post)

Groupe Dynamite shares jump as retailer boosts sales forecast (The Canadian Press)

Vancouver businesses brace for steep costs as U.S. ends duty-free rule (BIV)

Sephora and Uber partner for beauty product delivery in US and Canada (Retail Insight Network)

East Vancouver boot shop destroyed in April fire finds new home (CityNews)

Primaris Selling Calgary’s Northland Village Mall (Connect CRE Canada)

IGA to anchor new development in East Montreal (Grocery Business)

Behind Happy Dad’s meteoric rise in Ontario RTDs (CCentral)

Celebrity Nicole Scherzinger links up with Knix for “Better Than Ever” campaign

By

Mario Toneguzzi

-

September 10, 2025

JoannaHolts — Knix Founder Joanna Griffiths at the Bloor Street Holt Renfrew Knix pop-up, March 2025. Image: Knix/Holt Renfrew

Leading intimates brand Knix says its new Active collection will feature Grammy-nominated artist and recent Tony Award winner Nicole Scherzinger.

This launch marks an exciting chapter in Knix’s activewear evolution, with Nicole bringing her signature strength and style to the “Better Than Ever” campaign that showcases how being active and feeling good in your own skin can make you feel better than ever, said the retailer.

The collection features an array of fashion forward activewear styles including the brand’s signature HiTouch leggings, strappy bras and work out tops along with mesh detailing and cut outs. The collection leans into bonding which gives a sleek and clean finish to the collection. The studio bomber, studio jogger and studio hoodies feature CloudCut, Knix’s newest innovation in fabrication. The CloudCut pieces are designed as versatile transitional apparel, effortlessly blending minimalist style with performance comfort. Ideal for lounging, layering to and from the gym, or tackling a busy day, the collection supports light to medium studio-style workouts and everyday activities alike. Engineered with technical precision, each style is built to perform as well as it looks, delivering both form and function, said Knix.

Knix & Nicole Scherzinger Link Up for “Better Than Ever” Campaign Highlighting the Brand’s New Activewear Collection

“This campaign is very meaningful to me, and working with Knix feels especially aligned,” said Scherzinger. “I have never felt stronger physically, mentally, or spiritually, and I know I’m just getting started. I’m proud to partner with Knix to celebrate this universal idea of strength and to showcase the latest collection – as someone who lives in activewear, this is some of the best product I have ever tried!”

Knix explained that it initially launched sports bras in 2018 with their iconic Catalyst Sports Bra which at the time outperformed every other sports bra on the market for bounce rate reduction via third party testing at the Research Group in Breast Health at the University of Portsmouth.

In 2021 Knix said it added activewear to its product portfolio alongside super model Ashley Graham. Knix brings their extensive expertise in bra design, functional fabrics, and fit to their activewear offerings, uniquely bringing to market highly technical products that combine fashion, function and fit. The new collection includes a diverse selection of pieces, from oversized and cropped hoodies with coordinating joggers, to stylish jackets and bombers, high-rise training shorts, long-sleeve active tops, workout camis, sports bras, leggings, and more. Offered in a broad selection of colors, with sizes spanning from XS to 4XL.

Image: Joanna Griffiths

“With this collaboration, we set out to create a collection that meets women exactly where they are – strong, dynamic, and constantly moving,” said Joanna Griffiths, Founder and President of Knix. “Every piece is built for comfort, performance, and versatility. Having Nicole bring her energy to this campaign as she reaches new heights in her career is the perfect reflection of what this collection is all about—feeling better than ever, no matter your phase in life.”

The launch comes off the heels of Knix’s first store opening in New York City, located at 242 Lafayette Street in SoHo, with further retail openings planned for the remainder of 2025 + 2026 across North America. The collection is available for purchase at knix.com and in all retail locations.

Knix was founded by Griffiths in 2013.

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