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King Living opens flagship Toronto showroom

King Living showroom in Toronto. Photo: King Living

Australian luxury furniture brand King Living has opened its first showroom in Toronto at 1400 Castlefield Avenue, adding a prominent international name to the Castlefield Design District’s growing roster of high-end home and interior retailers. The 12,000-square-foot space is conceived as a destination for design-minded shoppers, interior designers, and renovators, bringing the brand’s modern sofas, modular furniture systems, lighting, and accessories to Canada’s largest market. With a focus on in-person consultations and product customization, the store positions itself as both an inspiration gallery and a working studio where clients can plan entire rooms around the brand’s Australian-designed collections.

The opening marks the next chapter in King Living’s Canadian expansion. The brand entered the country in 2019 with a two-level store on Granville Street in Vancouver, followed by a 2024 opening at Southcentre Mall in Calgary. Toronto, which opened in mid-2025, extends the brand’s footprint across three of Canada’s most design-aware cities. For Ontario, the Castlefield address becomes the only retail location operated by King Living in the province as of 2025, aligning the company with a cluster of suppliers, showrooms, and trades that attract architects, designers, and homeowners from across the Greater Toronto Area.

Ali Baker of Avison Young is the master broker across Canada and the US for King Living, and negotiated the Toronto lease deal.

King Living showroom in Toronto. Photo: King Living

Modular design, Australian attitude

King Living is recognized for its modular design language and engineering-led approach, especially in sofas built on steel frames with removable covers and components that can be reconfigured over time. Collections such as the Aura Sofa embody the brand’s philosophy of long-life furniture that adapts to evolving spaces. The Toronto showroom presents these systems in generous vignettes that emphasize flexibility across living, dining, and bedroom, with an expanded selection of lighting and accessories that complete the home.

The brand’s service model features private consultations that begin with space planning and fabric selection, then extend to finish choices and accessory curation. In an area where many purchases are highly considered, the store functions as both a product library and a problem-solving studio. The result, especially for customers investing in premium furnishings, is a guided process that moves from inspiration to installation through a single touchpoint.

The Toronto store was delivered by BUILD IT, a construction firm specialized in high-end retail build-outs. The project transformed two former adjacent units into a single, corner-anchored retail presence with an entirely refreshed exterior and a sculpted interior designed to frame, rather than compete with, the product offering.

“What really sets this store apart are the custom details tailored specifically for the King Living brand,” said Reuben Barkin, VP of Operations at BUILD IT. “We designed integrated millwork and display units that feel more like sculptural extensions of the architecture than typical retail fixtures. The precision of the finishes, from flush reveals to hidden fasteners and seamless transitions, reflects the same craftsmanship as the furniture itself.”

Inside, the build emphasizes clean geometry, streamlined transitions, and a restrained palette that keeps the furniture as the focal point. Surfaces in off-whites, warm greys, and charcoal establish a calm base, while selective dark tones and refined metallics create contrast. The approach resists ornamentation in favour of material honesty and fine detailing, a choice that supports King Living’s modernist ethos.

“We anchored the palette in neutrals so the furniture remains the hero,” Barkin explained. “Lighting was a key tool to dramatize clean forms and premium finishes. We used crisp, directional accent lighting to highlight key pieces and architectural elements, while ambient lighting preserves a calm, even base level.”

King Living showroom in Toronto. Photo: King Living

Lighting for consistency, day and night

One of the store’s defining characteristics is its controlled lighting environment. Rather than relying on the abundant daylight that many furniture galleries favour, the space uses a subdued interior lit with concealed strips and targeted accents. The result is a consistent viewing experience across day and night, with light directed to sculpt forms and textures in a way that remains true to the brand’s gallery-like presentation.

“The space is very dark and very subdued inside, and then there is careful spotlighting,” noted Barkin. “They wanted to control the lighting elements to create a consistent environment. That way the furniture reads the same, whether you visit during the day or in the evening.”

This decision is as much technical as it is aesthetic. By standardizing light levels and colour temperature, the team ensures fabrics, leathers, and finishes present accurately for customers making high-value decisions that often hinge on nuance.

The blade wall, engineered as sculpture

A recurring brand element across King Living showrooms is a vertical “blade” wall that serves both as a visual signature and as an architectural device to shape circulation and sightlines. In Toronto, the build introduces two sections of blades, each approximately 11.5 feet high and 16 feet wide. The components are engineered for consistency, using solid-core wood precisely shaped by a multi-axis CNC process, then veneered in oak and pressed with custom forms to achieve uniform curvature.

“The blade walls are a consistent feature in King Living showrooms,” said Barkin. “Each blade’s core is shaped for perfect uniformity, then veneered with oak and pressed to match the curve. They perform like sculpture, but they are also part of the store’s architecture.”

These elements do double duty. Visually, they create rhythm and depth. Functionally, they segment the large floorplate into distinct room settings without closing off space, preserving a sense of openness that suits the brand’s modular storytelling.

King Living showroom in Toronto. Photo: King Living

Exterior transformation and a bold corner identity

The most visible change to the property lies on the outside. A previously light-coloured stucco façade has been re-imagined with darker, more saturated cladding and strong signage that establishes the brand’s presence from the street and parking lot. The entrance was relocated to create a clearer arrival sequence, and a new signage tower anchors the corner with bold, simple branding that reads “KING” in large, luminous letters.

“The reface of the tired exterior breathed new life into this corner-anchored unit,” Barkin said. “Before you even step inside, the store creates a striking first impression. The branding starts right from the parking lot to pull you in.”

This exterior work required careful planning and sequencing, including surface preparation, cladding installation, and coordination of structural supports for awnings and signage. According to BUILD IT, the overhaul was the project’s most challenging component, made more complex by the need to remove prior branding while preserving the integrity of the base building.

Collaboration across time zones

King Living’s internal property team, led by Michael O’Connor, engaged Studio Presber Architecture + Design to lead the design. Principal Lara Presber, AAA, AIA, CPHD, WELL AP, provided the architectural direction and detailing. Although the design studio is based in Calgary and the client team operates from Australia, the project maintained strong momentum through weekly Owner-Architect-Contractor meetings and daily progress tracking.

“Communication flowed even with teams in Calgary and Australia,” Barkin said. “Through the technology we use, it felt like they were boots on the ground every day. It was a very smooth project.”

BUILD IT first became involved in May 2024 after a referral through the brand’s real estate broker, who required a full as-built survey to support space planning and permitting. Six months later, with construction documents finalized, BUILD IT won the competitive bid and began work on demolition, re-demising, interior partitions, custom millwork, decorative lighting, and the façade refresh. The total schedule ran roughly four months, with key exterior sequences timed to avoid winter conditions and align with the brand’s opening plan.

King Living showroom in Toronto. Photo: King Living

A space that lets the product breathe

The interior layout privileges circulation and negative space. Furniture groupings are framed across long sightlines, allowing customers to understand the proportions and possibilities of each modular system. This spacing strategy serves both function and brand: it slows the pace of the visit, encourages conversation, and invites clients to imagine how components can evolve with their homes.

“King Living’s pieces tend to have breathing room around them,” Barkin said. “In the layout, we allowed generous aisles and sightlines, letting each piece command its own space. The store reads like a gallery, and the furniture is the hero.”

To support the display strategy, the construction relies on tight tolerances and fine joinery. Seams, reveals, and fasteners disappear into the background. The effect is understated and exacting, which complements the sculptural lines of the product.

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Hillberg & Berk Partners with Canada’s 1st Women’s Soccer League

Northern Super League design by Hillberg & Berk. Image: Hillberg & Berk

Canadian jewellery brand Hillberg & Berk is adding sparkle to a major milestone in Canadian sports. The Regina-based company has been named the Official Jewellery Partner of the Northern Super League (NSL) Playoffs and Final, aligning its message of empowerment with the launch of Canada’s first professional women’s soccer league.

The partnership marks a defining moment both for Hillberg & Berk’s brand story and for women’s sports in Canada, linking two organizations that share a mission of visibility, confidence, and community.

“This partnership celebrates the spirit, strength, and personality of our athletes,” said Marianne Brooks, Vice President of Partnerships for the NSL. “Hillberg & Berk’s mission to help Canadians shine aligns beautifully with our athletes’ journeys. The thoughtful gifting experience they’ve created will make the NSL Final even more memorable for everyone involved.”

A Celebration of Canadian Excellence in Sport

The inaugural NSL Final will take place November 15, 2025, at BMO Field in Toronto. The event represents the culmination of a groundbreaking first season for the six-team league, which includes clubs from Halifax, Montréal, Ottawa, Toronto, Calgary, and Vancouver.

Before kickoff, fans will gather for NSL Fan Fest, an outdoor celebration of Canadian women’s sports that will feature live entertainment, giveaways, and fan engagement experiences. Hillberg & Berk will play a central role in the festivities, bringing its signature style to the event through interactive experiences and exclusive prizes.

The collaboration continues Hillberg & Berk’s growing presence in the sports world following its partnerships with the Canadian Olympic Committee and the Professional Women’s Hockey League (PWHL) earlier this year.

Exclusive Keepsakes for the League’s First Finalists

In true Hillberg & Berk fashion, the NSL partnership goes beyond sponsorship—it’s about storytelling through design. Each member of the two finalist clubs will receive an “Ultimate Winning Necklace”, featuring a Kick Charm, a personalized jersey number, and an initial charm, creating a unique piece that celebrates both the athlete and the achievement.

As part of the brand’s “Share Your Sparkle” initiative, each player will also be given a pair of the company’s signature Sparkle Ball™ earrings, not for themselves, but to gift to someone who has played a meaningful role in their journey—be it a parent, coach, mentor, or loyal supporter.

“The ‘Share Your Sparkle’ movement has been our favourite tradition since the beginning of Hillberg & Berk,” said Rachel Mielke, the company’s Founder and CEO. “It’s about gifting our iconic Sparkle to deserving individuals as a symbol of strength and light. We’ve had the honour of sharing sparkle with incredible women across Canada, and we can’t wait for the NSL to be part of that movement.”

Fans Get Their Own Sparkle

Fans attending the NSL Final will also have a chance to take home a piece of history. Immediately following the playoff match, Hillberg & Berk will release limited-edition “Kick Charm Necklaces”, designed in the colours of the finalist teams.

Proceeds from the sale of the necklaces will go directly toward supporting the Northern Super League’s growth and its community initiatives across Canada. The charms are intended as wearable symbols of pride, celebrating both the sport’s breakthrough and the country’s progress in championing women’s athletics.

A Continued Commitment to Women in Sport

For Hillberg & Berk, the NSL partnership reinforces a longstanding dedication to empowering women through sport, design, and storytelling. Earlier in 2025, the brand launched its Play for More campaign, a purpose-driven initiative that raised funds for the Girls Forward Foundation, spotlighting the steep drop-off rates among girls in sports participation.

The campaign underscored a powerful reality:

  • By adolescence, 50% of girls stop playing organized sports.
  • 80% of girls who play sports report higher self-esteem and positive body image.
  • 94% of women in executive-level positions played sports growing up.

Through these efforts, Hillberg & Berk aims to help close the participation gap while celebrating the achievements of Canadian women athletes at every level.

“We’ve seen our products worn by female athletes across sports for years, often without any official partnership,” said Mielke. “This natural connection between our brand and women in sport inspired us to formalize these relationships and give back to the community that has supported us.”

From Prairie Start-Up to National Brand

Founded in Regina, Saskatchewan, in 2007, Hillberg & Berk has evolved from a small home-based venture into one of Canada’s most recognized jewellery brands. Mielke originally launched the company under the name Urban Pearl Accessories before rebranding to its current identity, drawing inspiration from her grandmother’s maiden names.

The company’s breakthrough came in 2008 when Mielke appeared on CBC’s Dragons’ Den, securing investment from Saskatchewan entrepreneur W. Brett Wilson. The brand quickly gained traction for its vibrant, accessible designs and philanthropic focus.

Hillberg & Berk’s popularity surged after Queen Elizabeth II was spotted wearing its custom pieces, solidifying the brand’s reputation for craftsmanship and meaning. Today, it operates from its Regina headquarters with 15 retail stores across Canada and continues to expand nationally.

Hillberg & Berk Orchard Park in Kelowna (Image: Hillberg & Berk)

Jewellery with a Purpose

Hillberg & Berk’s collections combine artistry with impact. Its Sparkle Ball™ earrings, necklaces, and charms are crafted in sterling silver and gold, often incorporating hand-set crystals or gemstones. Prices remain accessible, with most pieces under $250, making the brand both aspirational and inclusive.

Beyond its products, Hillberg & Berk maintains a deep commitment to community. Through its “1% for Women” initiative, the brand donates a minimum of one percent of annual sales to organizations supporting women’s empowerment and advancement. Partners have included Dress for Success Vancouver, Health Sciences Centre Foundation, and several local shelters and educational initiatives.

Mielke says this blend of purpose and beauty defines the company’s identity. “From the very beginning, our mission has been to empower women to feel confident and celebrated,” she said. “We want our jewellery to carry meaning—whether it’s honouring an achievement, expressing gratitude, or connecting to a bigger story.”

A Growing National and International Footprint

Hillberg & Berk’s influence continues to expand beyond retail. In early 2025, the company announced its role as the Official Jewellery Partner of Team Canada through the Milano Cortina 2026 and Los Angeles 2028 Olympics, a four-year partnership with the Canadian Olympic Committee.

The collaboration includes a custom Team Canada Sparkle Ball™ and commemorative athlete rings designed to celebrate Canadian pride and the power of women in sport.

“It’s incredible to see how far we’ve come from being a small prairie business,” said Mielke. “To now be partnering with organizations like the Canadian Olympic Committee and the Northern Super League—it’s a full-circle moment for us. These partnerships remind us that when women support women, everyone shines brighter.”

Hillberg & Berk plans to grow its retail presence to 17 stores nationwide by the end of 2025, alongside expanded e-commerce operations and wholesale partnerships that will reach customers across North America.

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Wingstop to open 1st Canadian flagship at Calgary’s CF Chinook Centre in major westward expansion

Wings being tossed in Wingstop. Photo: Wingstop

Wingstop is bringing its bold flavours westward with a flagship location set to open at Calgary’s CF Chinook Centre, marking a significant milestone in JPK Capital’s growth strategy.

The upcoming Chinook location will be the company’s largest in Canada at 5,200 square feet and is expected to open by the end of Q1 2026. While timelines remain fluid due to a “significant overhaul to the exterior,” franchise partner Matt Jenkyns confirmed the site is being developed as the brand’s Canadian flagship.

Matt Jenkyns

“Our location at the Chinook Centre will be Wingstop’s first flagship in Canada,” said Jenkyns, Chief Operating Officer, Wingstop Canada at JPK Capital. “Alongside our 12 crave-worthy flavours, we are serving up a new design centered around elevating the experience for our fans.”

The store will debut a completely reimagined design — the first of its kind in Canada — inspired by JPK Capital’s recent expansion into Australia.

Jenkyns, who attended the May opening in Sydney, said the brand returned to Canada determined to raise the bar.

“Despite being only three years old in Canada, we wanted to reinvest into elevating the experience for our guests,” he said.

“What we’re unveiling at Chinook will be the first true reflection of that new vision.”

The Chinook flagship is part of a wider push into the Calgary market and beyond, with other locations opening at Deerfoot Meadows and on 17th Avenue SW. Future sites are being scouted in Calgary’s northwest and southwest.

This western expansion marks Wingstop’s first move outside Ontario since entering Canada in June 2022 with a location at Bloor West Village in Toronto. The brand currently operates 15 Canadian stores and expects to have 19 open by year-end, with new sites coming to London, Hamilton, Toronto, and Oshawa.

Image: Wingstop Canada

“In Ontario, we’re sprawling out by roughly 200 kilometres in all directions,” said Jenkyns. “Our 15th location was in Kingston, right off Queen’s University campus.”

The Canadian roadmap includes a minimum commitment of 100 units, with plans to break ground in other parts of Canada within the next year. The strategy emphasizes high-visibility, high-traffic real estate, with Jenkyns citing partnerships with Cadillac Fairview and as part of the flagship rollout.

“Our objective in some of these mall locations is to have both interior and exterior-facing units,” he noted.

While core locations typically range from 2,400 to 2,800 square feet, the Chinook store’s expanded footprint reflects its status as a showcase for the brand’s elevated experience.

“The craveable menu and experience at our restaurants have carved out a special place for Wingstop in Canada – not just participating in cultural happenings, but driving them.” said Jenkyns. “We’ve positioned ourselves as a cultural hotspot, tailored to a Gen Z audience.”

Ahead of the Chinook opening, Wingstop plans to host a VIP launch event with a full unveiling of the new store design, offering early access to media and local influencers.

Founded in 2017 by entrepreneur Joe Poulin, JPK Capital is a single-family office focused on long-term value creation through investments in hospitality, technology, and insurance. With a commitment to seeding and scaling iconic brands globally, JPK Capital holds the exclusive Master Development Rights for Wingstop in Canada and Australia through its investment platform, Honey Garlic Holdings. Led by experienced investors and operators, HGH provides strategic oversight, operational excellence, and exceptional guest experience, positioning itself as a leading platform for Wingstop in key international markets. The company owns and operates all Wingstop restaurants in Canada since its inception in 2022 and is planning to open more than 200 locations across Canada and Australia over the next decade, delivering on Wingstop’s vision to Serve the World Flavour.

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Unified retail experience key for Canadian shoppers: Deloitte

Photo: Alexandra Maria
Photo: Alexandra Maria

As Canadian consumers return to stores following the pandemic, retailers face growing pressure to offer seamless integration between online and in-person shopping experiences, says a Deloitte Canada executive.

“The key message is that customers are demanding a unified, connected experience, shopping in person and online,” said Shirl Gilani, Senior Manager of Technology & Transformation at Deloitte Digital. “There’s a lot of technology improvements that can be done in order to provide that experience.”

Shirl Gilani
Shirl Gilani

Recently Deloitte released its report Connected stores are reshaping retail. Is your organization ready for the store of the future?

Although technology has sparked new ways to shop in the retail sector, 80% of sales still take place in brick-and-mortar stores. Meaning? Physical stores are here to stay. But retailers don’t always live up to their customers’ evolved expectations for shopping experiences, like personalized service and convenience, said the report.

The company’s research reveals:

  • 82% of customers want to be able to see and feel a product in store before deciding to buy.
  • Only 35% of retail executives believe that their staff has the tools and information needed to personalize customer experiences.
  • 60% of shopping begins online while 80% of sales happen in store, making integration across channels more critical than ever.​

Gilani said many companies have made significant strides in enhancing their online platforms, offering features such as one-click checkout and visualization tools. But with more shoppers returning to physical stores, expectations are evolving.

“People are really longing for in-person store experiences,” Gilani said. “They want to use their senses—touch, feel—and have a seamless experience as they’re shopping in the store.”

She added that regardless of geography, consumers expect consistency.

Photo: Andrea Piacquadio
Photo: Andrea Piacquadio

“If you browse something online and think, ‘I really like this chair, but I want to see it in person,’ you expect that the inventory will be there,” she said. “You expect the store associate will be able to answer all your questions and place an order seamlessly.”

That consistency, Gilani emphasized, depends heavily on accurate, real-time data and backend system integration.

“You go to a store and the associate says the online inventory isn’t accurate—that’s where the experience gets frustrating,” she said. “Consumers have access to so much information now. Are your store associates equally equipped?”

While online shopping continues to grow, Gilani said physical stores play a unique role in brand engagement and loyalty—particularly among younger consumers.

“People are looking for experiences that you don’t get online,” she said, citing the example of fragrance retailer Glossier, which creates immersive, sensory in-store environments. “Gen Z and Gen Alpha are going to come there, take selfies or videos, and put it on TikTok. Everybody else is looking for that experience.”

Photo: 
Ron Lach
Photo: Ron Lach

She said the future of retail isn’t about choosing between online and in-store, but about unifying them.

“It’s not about online or store,” Gilani said. “It’s about creating a unified experience irrespective of the channel.”

Gilani also noted that most customer journeys now begin online, even if they end in-store.

“If you’re starting a journey online—say, you’re looking for a pair of denims—you might go to the store to try them on, and end up buying something else as well,” she said. “Sometimes the reverse is true—you discover something in the store and later buy it online.”

When asked whether any Canadian retailers have introduced in-store navigation tools—such as augmented reality maps—Gilani pointed to Canadian Tire’s system that displays aisle numbers. However, she said more advanced solutions would require stronger data infrastructure.

“Having the user experience is straightforward but you need real-time, accurate data,” she said. “If your systems aren’t connected and the data feed is batch-fed overnight, you’re going to get stale data.”

She added that automated backend processes—such as automatic inventory replenishment or discounting soon-to-expire items—could free up associates to better serve customers.

“That’s what we do with our clients,” Gilani said. “Let’s clean your foundation, make your data clean, and connect your systems. Only then can you deliver these experiences in a meaningful way.”

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Strike Looms at University of Toronto Press and Bookstore

Entrance to the University of Toronto Bookstore at 214 College Street in downtown Toronto. Photo: Craig Patterson

A potential strike is on the horizon at one of Canada’s most prominent academic publishing and retail institutions. Members of the Canadian Union of Public Employees (CUPE) Local 3261, representing workers at the University of Toronto Press (UTP) and the University of Toronto Bookstore, have requested a “no board” report from the Ontario Labour Relations Board following months of negotiations. The move signals that, if no agreement is reached, workers could be in a legal strike position in early November.

Union members voted overwhelmingly in favour of strike action, with more than 90 percent supporting the mandate. Negotiations between the union and management are set to continue on October 29, as both sides attempt to reach a deal before a potential disruption to one of Canada’s leading academic publishing and retail networks.

According to CUPE 3261 President Luke Daccord, the central issues reflect challenges faced by warehouse, distribution, and retail workers across the country. “The issues here are no different than we see for warehouse and distribution or retail workers anywhere: the rising cost of living, instability faced by part-time workers, the need for decent health benefits and sick days,” said Daccord. “Our goal is to reach a deal that provides more stability for the workers, allowing improved operations at UTP and the bookstore for publishers and retail customers.”

The local represents more than 100 employees across UTP’s warehouse and distribution operations and the University’s retail bookstore network. Members have cited rising living costs and job insecurity as key concerns, particularly for part-time staff who experience unpredictable scheduling and limited benefits.

The University of Toronto Bookstore functions like a department store on campus. The two-level store is enormous, featuring various rooms in a heritage building on College Street. Photo: Craig Patterson

The Role of the University of Toronto Press

Founded in 1901, the University of Toronto Press has grown into Canada’s largest scholarly publisher and one of the most influential university presses in North America. Operating as a nonprofit organization affiliated with the University of Toronto, UTP publishes over 250 new titles annually and maintains an active catalogue of more than 10,000 books and 80 academic journals.

Beyond publishing, UTP is also a cornerstone of Canada’s academic book distribution system. Its Distribution Division handles logistics for over 260 publishers worldwide, operating warehouses in Toronto and Buffalo and distributing approximately 4 million books each year. This extensive reach has made UTP a vital link in Canada’s publishing supply chain, connecting independent publishers to national and international markets.

In recent years, UTP has sought to modernize operations through its Strategic Plan 2023–2026, which emphasizes digital innovation and global expansion. The press also announced a new publishing partnership in 2025 with the Canadian Pharmacists Journal, beginning January 2026. A potential strike, however, could disrupt both publishing and distribution activities, delaying shipments and academic releases across Canada.

Sephora kiosk at the University of Toronto Bookstore at 214 College Street in Toronto. Photo: Supplied

The University of Toronto Bookstore’s Retail Reach

The University of Toronto Bookstore, operating as the retail arm of UTP, serves a large and diverse academic community across the university’s three campuses: St. George, Mississauga, and Scarborough. Established alongside the press in 1901, the bookstore provides essential academic materials, technology products, and branded merchandise to more than 95,000 students and 15,000 faculty members.

Located in the historic Koffler Student Services Building at St. George and College Streets, the flagship store is a familiar landmark to generations of students and alumni. The bookstore also collaborates with well-known brands, offering licensed University of Toronto apparel through partnerships with Nike, Roots, Adidas, and Under Armour.

Beyond retail, the bookstore has played an active cultural role within the university and the broader literary community, hosting events for local and national authors and participating in the Toronto International Festival of Authors. The impact of a strike could also affect campus events and revenue during the busy fall academic term.

Second floor inside the University of Toronto Bookstore at 214 College Street in Toronto. Photo: Craig Patterson

Union Representation and Structure

CUPE 3261 represents more than 1,000 service, maintenance, hospitality, and retail workers across the University of Toronto’s campuses. Its membership includes caretakers, food service workers, groundskeepers, drivers, athletic staff, and the warehouse and bookstore employees at UTP.

The UTP and Bookstore bargaining units within CUPE 3261 are divided into three main groups: a full-time warehouse unit, a part-time warehouse unit, and a part-time retail unit. For the first time in several years, these groups coordinated bargaining efforts in 2025, seeking greater collective leverage. Although management declined to meet at a single bargaining table, the union maintained unified coordination across all units.

Union leaders argue that the issues under negotiation, particularly wage increases and benefit improvements, are essential to retaining experienced staff and maintaining consistent service levels. The workers’ demands include inflation-matching wage adjustments, improved job stability for part-time employees, expanded health coverage, and guaranteed sick days.

Main floor school supplies department at the University of Toronto Bookstore at 214 College Street in Toronto. Photo: Craig Patterson

A Push for Fairer Working Conditions

Throughout 2025, CUPE 3261 has focused on achieving stronger employment standards across all sectors of university operations. The “Good Jobs at U of T” campaign, organized jointly with faculty and student associations, has called for an end to outsourcing and for more equitable treatment of university employees.

At the Press and Bookstore, these concerns have translated into calls for more predictable scheduling, stable hours, and recognition of the professional expertise required in both academic publishing and retail service. While some progress has been made in recent years through joint committees and local advocacy, union leaders argue that wage stagnation and part-time instability remain unresolved issues.

For many workers, the prospect of a strike represents a last resort. “Our members have shown strong support for this action, but our goal remains a fair agreement,” Daccord said. “We want to ensure that UTP and the bookstore can continue operating effectively while respecting the people who make that possible every day.”

Both sides have agreed to resume bargaining on October 29. With a legal strike position possible in early November, time remains for an agreement that addresses workers’ concerns and maintains continuity for publishers, authors, and students.

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Loblaw campaign aims to feed 1 million children

Loblaw Companies Limited Head Office (Image: Loblaw)

Loblaw Companies Ltd. has launched its third “Get to Give Days” campaign, with the goal of supporting the President’s Choice Children’s Charity in its efforts to provide meals to children across Canada.

Running to Nov. 2, the campaign invites customers to donate at the checkout of participating Loblaw banner stores. The company has pledged to match all in-store donations up to $2 million. Donations can also be made online at pcchildrenscharity.ca.

Funds raised will support the Charity’s national Power Full Kids™ program, which delivers meals and food education to students in roughly 2,200 schools across the country.

Mark Wilson
Mark Wilson

“Supporting President’s Choice Children’s Charity is a foundational part of who we are as an organization,” said Mark Wilson, chief human resources officer at Loblaw and chair of the Charity.

“With the generous support of our customers and Loblaw’s matching commitment, these funds will make a significant impact in the fight against child food insecurity, helping the Charity reach even more children through the Power Full Kids™ program.”

The need for food support has been increasing. According to data from the University of Toronto’s PROOF research program, 2.5 million children under 18 across Canada’s ten provinces lived in food-insecure households in 2024 — up from 2.1 million the year before. Of those, about 1.9 million children experienced moderate to severe food insecurity.

Shantelle Rhynold
Shantelle Rhynold

“The rise in child food insecurity is deeply troubling, and it underscores the vital importance of programs like Power Full Kids™,” said Shantelle Rhynold, senior manager of marketing and fundraising at the Charity.

“In 2024, our program provided more than 997,000 Canadian children at nearly 2,200 schools nationwide with meals and snacks. We are immensely grateful for Loblaw’s continued partnership and the generosity of its customers during ‘Get to Give Days,’ which enables us to expand our reach and empower more children with the nourishment they need to succeed.”

The Power Full Kids™ program also includes food education components, teaching children how to grow and cook food while promoting healthy habits and life skills.

“The Power Full Kids™ program is invaluable to our school community,” said Jay Poitras, principal at Clarksdale Public School in Burlington, Ont. “It not only ensures our students have access to nutritious food, removing a significant barrier to learning, but also fosters deeper connections between staff and students. When children are well-fed, they are better able to focus, engage, and truly thrive in their educational journey, building confidence and essential life skills for their future.”

According to the Charity, 100 per cent of donations go directly to feeding students across the country. The organization aims to reach one million children annually by 2025.

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 Cineplex selling digital media arm for $70M

Cineplex Digital Media (Image: Dustin Fuhs)

Cineplex Inc. has signed a definitive agreement to sell its digital place-based media division, Cineplex Digital Media (CDM), to U.S.-based Creative Realities Inc. (CRI) for $70 million in cash.

In a recent press release, the company said the transaction is expected to close in the coming weeks, pending regulatory approvals and other customary closing conditions.

CRI will acquire all issued and outstanding common shares of CDM. Cineplex said the sale will strengthen its balance sheet and provide capital for share buybacks, debt reduction, and general corporate purposes, subject to restrictions under its current debt agreements.

“The strength of the offer, followed by a thorough diligence process, positioned Cineplex to capitalize on a timely opportunity to divest and unlock meaningful value,” the company stated.

Cineplex also announced it will continue as the exclusive advertising sales agent for CDM-operated digital-out-of-home networks across Canada under a long-term agreement included in the deal.

Ellis Jacob

“Over the past 16 years, Cineplex Digital Media has grown to be an industry leading and award-winning digital solutions company, operating some of the largest digital networks across North America,” said Ellis Jacob, president and CEO of Cineplex.

“As we continued to grow CDM, we had said we would remain open to an opportunistic and strategic sale. CRI’s strong offer and this accretive transaction will provide us with meaningful capital to continue to deliver value for our shareholders.”

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Canada’s Food Inflation Surges to Top of G7 Rankings

Inside a Loblaw Grocery Store (Image: Dustin Fuhs)

Almost a year ago, Canada’s Food Price Report projected that food inflation in 2025 would range between three and five per cent. We now stand squarely at four. For consumers, it’s been a bruising year. After months of relative calm, grocery prices have surged again since spring, driven by tariffs, weather disruptions, and a weakening Canadian dollar.

Between March and September, food inflation jumped sharply across several everyday staples. Coffee and tea prices rose by nearly fifteen percentage points, sugar and confectionery climbed by more than three, while beef and condiments each increased by about one. These aren’t luxury goods—they’re breakfast-table essentials. Canadians are paying more for their morning coffee, family barbecues, and pantry staples than they were just six months ago.

When compared with other G7 countries, Canada’s performance stands out—and not in a good way. Japan currently faces the highest food inflation rate at 7.2 per cent, followed by the United Kingdom at 5.1 per cent. Canada sits third at 3.8 per cent, the only G7 country to post three consecutive monthly increases. Italy follows closely at 3.7 per cent, while the United States, Germany, and France are all below Canada at 3.2, 2.9, and 1.7 per cent respectively. For an advanced, food-producing nation, this is not a comfortable position.

Much of the renewed pressure can be traced back to trade policy. The counter-tariffs introduced in March, combined with new U.S. measures, have quietly inflated costs across the entire food chain. Tariffs are, by nature, inflationary—they disrupt market efficiencies, raise input prices, and trigger retaliatory actions that make goods more expensive on both sides of the border. What begins as a political statement quickly becomes an economic burden, felt most acutely in grocery aisles.

The loonie’s recent weakness has only made matters worse. Since January, the Canadian dollar has fallen significantly against the U.S. dollar, amplifying the cost of imported products such as coffee, cocoa, and processed foods. For a country that imports roughly $70 billion in food annually, currency depreciation functions like a silent tax on every grocery bill.

As we move into the winter months, these forces show few signs of easing. Transportation costs remain high, retailers are passing along supplier increases, and consumers are already adapting by trading down or buying less. While overall inflation is moderating elsewhere in the world, Canada’s food sector is moving in the opposite direction.

Prime Minister Mark Carney recently remarked that his government will be judged by the prices Canadians pay at the grocery store. On that score, Canadians are indeed paying attention. Tariffs, trade friction, and a soft currency have all converged to make food more expensive—and voters are noticing. In a world where food inflation is once again a global problem, Canada’s return to the top of the G7 pack is an unenviable distinction.

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AIRE Ancient Baths to Open First Canadian Location in Toronto

Image: AIRE Ancient Baths

AIRE Ancient Baths, the luxury Spanish wellness brand known for transforming historic buildings into candlelit bathhouses, will open its first Canadian location in late 2025. The new site, located in Toronto’s Fashion District, will be among the largest in AIRE’s international portfolio and the brand’s 10th global destination.

The company’s expansion into Canada follows locations in major cities including Barcelona, London, Copenhagen, Chicago, and New York.

“From our origins in Spain to our global destinations, AIRE has always honoured ancient bathing traditions while creating transformative, sensory experiences,” said Amadeo Serra, CEO of AIRE Ancient Baths. “Toronto’s international spirit, creative energy, and vibrant cultural scene make it the perfect home for our Canadian debut.”

AIRE Toronto will be located at 510A Front Street West, inside a restored Edwardian Classical building originally constructed in 1912 for the Copp Clark Publishing Company. The 23,000-square-foot space is now a designated heritage site and will retain many of its original architectural features, including exposed wooden beams and soaring columns.

“Honouring the building’s literary and industrial past is at the core of our design approach,” said Serra. “Vintage books and printing presses echo its publishing history, while its new role celebrates a different kind of art—the art of relaxation.”

Nine Thermal Baths and Signature Experiences

The Toronto location will feature nine thermal pools and a variety of AIRE’s signature design elements, including thousands of candles and stone-lined baths set in near silence.

Among its features will be The Palestra Outdoor Bath, an open-air pool offering guests the opportunity to immerse themselves in a calm and meditative outdoor setting. The Flotarium, a saltwater bath, will provide a weightless floating experience, while the Thousand Jets Bath will use hydrotherapy to invigorate the body.

Guests can also move through the Tepidarium, Caldarium, and Frigidarium pools, each with a different temperature designed to awaken the senses and promote balance. A private Wine Bath, infused with antioxidant properties from Spanish tempranillo grapes, will add a signature AIRE touch.

Additional amenities include a dry sauna, vaporium, 12 massage rooms, and two heated marble beds.

“In Toronto, guests will discover a space where silence, candlelight, and the sound of water create an atmosphere unlike anything else in the city,” said Serra. “It’s a place to disconnect fully and rediscover balance.”

Photo: AIRE Ancient Baths

Ancient Traditions Meet Modern Wellness

Guests will be guided through a thermal circuit that alternates hot, warm, and cold pools — an experience rooted in the bathing rituals of ancient Rome, Greece, and the Ottoman Empire. AIRE’s candlelit setting, subdued soundscape, and architecture-inspired design are all integral to the brand’s sensory identity.

AIRE Toronto will also offer signature treatments and massage rituals designed to complement the thermal journey.

Among them is The Signature Wine Experience, which begins with a 30-minute private wine bath, followed by a cranial massage and a 45-minute full-body treatment. Guests end the ritual with a tasting of Matarromera wine paired with Spanish cheeses.

The Orange Garden Experience, inspired by AIRE’s signature fragrance, includes a full-body massage and face treatment with Gua Sha, finished with a cooling mask and juice refreshment.

Photo: AIRE Ancient Baths

Global Brand with Historic Roots

Founded in Seville, Spain, in 2000, AIRE Ancient Baths is built on a simple philosophy: to transform architecturally significant buildings into immersive wellness environments that celebrate the element of water. The first AIRE location was opened in a 16th-century palace in Seville, where the founders reimagined traditional bathing rituals through a modern lens.

Every AIRE property is selected for its architectural character and cultural connection to its city. The company’s restoration projects often involve former palaces, factories, or warehouses, merging historic integrity with contemporary luxury.

After establishing locations across Spain, AIRE expanded internationally in 2012 with the opening of AIRE New York Tribeca. The brand now operates across Europe and North America, including recent openings in New York’s Upper East Side and Copenhagen.

Toronto: A Key Step in North American Expansion

The Toronto opening represents an important step in AIRE’s North American growth strategy. The Canadian location will bridge the company’s presence in the United States with new markets poised for luxury wellness development.

The facility will employ about 120 staff and is positioned to attract both domestic and international visitors seeking elevated urban spa experiences. Reservations are already available online, with the 90-minute Ancient Baths experience starting at $175.

The expansion comes amid rising demand for experiential wellness concepts that blend relaxation, architecture, and cultural immersion. AIRE’s entry into Toronto reflects the city’s growing reputation as a wellness hub, alongside other luxury spa developments emerging downtown.

Awards and Recognition

AIRE Ancient Baths has received international recognition for its design and service excellence, including:

  • ELLE Magazine: “Best Spas to Visit in 2024” (New York)
  • USA Today 10Best Readers’ Choice Awards 2025: Top 10 Best Day Spas in the United States
  • World Spa Awards nominee: “England’s Best Day Spa” (AIRE London)
  • Architecture MasterPrize Honourable Mention (AIRE Chicago)

Following its Toronto debut, AIRE is preparing to open a Los Angeles location in 2026 and is exploring further international markets, including Europe, the Middle East, and Asia. The company continues to operate under a model that emphasizes control over every aspect of design and guest experience, preferring to grow organically rather than through franchising.

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Haven Greens Launches Ontario-Grown ‘Trillium Blend’ at Costco

King City-based Haven Greens is advancing its mission to redefine local agriculture with the introduction of Trillium Blend, a Costco-exclusive leafy greens mix symbolizing Ontario freshness, strength, and pride. The launch underscores the company’s rapid growth since its debut earlier this year and marks another major step toward expanding access to sustainably grown, locally sourced produce.

Trillium Blend takes its name from Ontario’s official flower, representing the province’s vitality and natural abundance. The mix combines baby green leaf, baby red butter leaf, arugula, and mustard greens — a medley designed to deliver freshness and flavor with every bite. Each pack is cultivated and packaged at Haven Greens’ five-acre facility in King City, Ontario, and offers a consistent, ready-to-eat product grown for Ontarians, by Ontarians.

Jay Willmot

Haven Greens CEO and Founder Jay Willmot described the partnership as a meaningful milestone: “Producing an exclusive new blend for Costco, a retailer so widely beloved in our home province and beyond, within our initial launch year has been an honour. Costco’s commitment to consistently providing Canadians with quality products aligns closely with our goal of providing a fresh, sustainable, and readily available alternative to seasonal field lettuce.”

The Technology Behind the Taste

Located on the historic Kinghaven Farms property, Haven Greens operates Canada’s first fully automated greenhouse, a state-of-the-art facility powered by controlled environment agriculture (CEA) and advanced automation. The climate-controlled space maintains optimal growing conditions year-round, entirely pesticide-free and untouched by human hands until packaging.

The greenhouse’s innovative design allows for continuous production, generating approximately 10,000 pounds of lettuce per day and totaling 3.6 million pounds annually. Using an AI-managed system and a mobile gutter technology developed by Finland’s Green Automation, each growth cycle is completed in just 25 days — from seeding to harvest.

The automation significantly reduces waste, water usage, and energy consumption. Haven Greens reuses more than 90 percent of its water and nutrients, a process that contributes to its goal of achieving net-zero operations by 2027.

Image: Haven Greens

Extending Shelf Life, Reducing Waste

Haven Greens’ products are notable for their exceptional shelf life. Each ready-to-eat pack remains fresh for up to five weeks, compared to the typical two-week lifespan of field-grown greens. The controlled environment eliminates external contaminants, enabling the company to produce lettuce that is clean, consistent, and free of pesticides.

By growing locally and distributing within the province, Haven Greens also reduces the environmental footprint associated with long-distance transportation. Currently, over 97 percent of Canada’s leafy greens are imported from the United States and Mexico. Haven Greens’ model directly addresses this imbalance, strengthening Canadian food security while supporting regional agriculture.

Image: Haven Greens

A Rapid Rise in the Retail Sector

Launched officially in early 2025, Haven Greens began with a modest distribution footprint but has quickly expanded across Ontario’s retail landscape. The brand’s leafy greens are now available at independent grocers such as Summerhill Market and larger chains including Metro, Sobeys, and Giant Tiger.

The exclusive Costco partnership represents a significant milestone in its retail journey. It positions Haven Greens alongside other trusted Canadian food producers that emphasize sustainability, transparency, and quality. The brand’s growing distribution network also includes food service clients in Quebec, Alberta, and the United States, expanding its reach well beyond provincial borders.

From Horse Racing Legacy to High-Tech Agriculture

Haven Greens’ story is deeply rooted in family and tradition. The operation was established by Jay Willmot, who transformed his family’s long-standing Kinghaven Farms from a world-renowned thoroughbred breeding operation into a forward-thinking agricultural enterprise.

Kinghaven Farms, founded by Donald G. “Bud” Willmot over five decades ago, was once synonymous with Canadian horse racing excellence. Today, under Jay’s leadership, it has evolved into a model of sustainable agriculture, merging legacy stewardship with technological innovation. His background in commerce, environmental studies, and law helped guide Haven Greens toward a vision that balances profitability with environmental responsibility.

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Haven Greens Launches Canada’s 1st Fully Automated Leafy Greens Greenhouse