The federal government says applications to the Temporary Foreign Worker (TFW) Program have dropped significantly following recent efforts to reduce employer reliance on the initiative.
In a statement released recently, Employment and Social Development Canada (ESDC) said that overall applications to the program declined by 50 per cent, with the low-wage stream seeing a 70 per cent drop. The measures were implemented in response to a tightening labour market in September 2024.
“The Temporary Foreign Worker Program is a last resort option for employers who cannot find qualified Canadians and permanent residents to fill job vacancies,” the department said.
According to the federal government, the program represents about one per cent of the national workforce and is mainly used in sectors such as agriculture, food processing, construction and health care. Employers are required to show that they made genuine attempts to hire from within Canada before applying, and they must continue recruiting while the application is pending.
In addition to reducing applications, the government also reported increased enforcement and penalties for employers found violating program conditions.
In the 2024–2025 fiscal year, ESDC conducted 1,435 employer compliance inspections. Ten per cent of employers were found non-compliant. During the same period, penalties issued more than doubled, rising from $2,067,750 to $4,882,500. Thirty-six employers were banned from the program — a threefold increase compared to the previous year.
Employers who violate the terms of the program can face administrative monetary penalties of up to $1 million per year and be temporarily or permanently banned from hiring temporary foreign workers.
From April 1, 2024, to March 31, 2025, notable violations included:
An agriculture employer fined $212,000 and banned for two years for failing to provide proper working conditions and required documentation.
A residential construction employer fined $161,000 and banned for five years for inadequate wages, poor working conditions and non-compliance with labour laws.
A long-haul trucking company fined $150,000 for not operating a genuine business and failing to provide required documentation.
A fish and seafood sector employer fined $1 million and banned for 10 years — the largest penalty to date — for failing to provide fair wages, adequate working conditions and a workplace free of abuse.
“Employers who are found to be non-compliant with TFW Program conditions are also listed on a public-facing website managed by Immigration, Refugees and Citizenship Canada,” the release stated.
The government says ongoing improvements to the program will focus on specific strategic sectors and regional needs.
Patty Hajdu
“Building a stronger Canada means protecting those who work tirelessly, day in and day out,” said Minister of Jobs and Families Patty Hajdu, who is also responsible for the Federal Economic Development Agency for Northern Ontario.
“Workers in Canada deserve safe workplaces where their rights are protected from bad actors. The TFW Program is a last resort measure for businesses — it is no substitute for Canadian talent, and its misuse will never be permitted,” Hajdu said.
“Strengthening our inspection practices to weed out employers who misuse the program puts workers at the forefront and safeguards their well-being while we build, together, one Canadian economy that will benefit all generations.”
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 several 24 hours.
Salesforce began the first day of its annual Dreamforce event in San Francisco on October 14, 2025, with a series of major announcements that mark a defining moment for enterprise artificial intelligence. The company unveiled Agentforce 360, a platform representing a full transformation of Salesforce into what CEO Marc Benioff calls the Agentic Enterprise. At the same time, Salesforce revealed expanded strategic partnerships with OpenAI and Anthropic, positioning its ecosystem at the forefront of responsible, enterprise-grade AI adoption.
According to new research from IDC and Salesforce, 67 percent of Canadian and American CEOs view AI agents as critical to staying competitive. With business leaders facing productivity challenges, global trade instability, and complex workforce transitions, Salesforce’s announcements offer a path to efficiency, trust, and innovation.
“We’re entering the age of the Agentic Enterprise — where AI elevates human potential like never before,” said Marc Benioff, Chair and CEO of Salesforce. “Agentforce 360 connects humans, agents, and data on one trusted platform, helping every employee and every company achieve more than they ever thought possible.”
Marc Benioff, Chair and CEO of Salesforce
The Launch of Agentforce 360
Agentforce 360 marks the culmination of a year of transformation for Salesforce. While many companies are still exploring what AI agents can do, Salesforce has spent the past year delivering on the promise of agentic AI, with four major releases and thousands of enterprise deployments.
This evolution has redefined how work gets done across organizations. Within the Agentic Enterprise, AI does not replace employees but enhances them, ensuring sales leads are never missed, service operates continuously, and every team member benefits from an AI partner that supports decision-making, problem-solving, and execution in real time.
Over the last twelve months, Salesforce introduced several milestones that paved the way for Agentforce 360:
Agentforce (October 2024): The first enterprise AI agent platform.
Agentforce 2dx (March 2025): Enabled agents to integrate across workflows and functions.
Agentforce 3 (June 2025): Introduced interoperability and governance at enterprise scale.
These innovations culminate in Agentforce 360, a platform that extends Salesforce beyond CRM, transforming how businesses sell, serve, and collaborate.
A Platform Built on Trust
Salesforce emphasized that the foundation of Agentforce 360 rests on its 26-year legacy of trust and reliability. The technology powering the company’s CRM, analytics, and automation systems now fuels AI agents capable of turning every workflow into intelligent action.
Agentforce 360 integrates four critical components that define the Agentic Enterprise:
Agentforce 360 Platform: A foundation for enterprise-grade AI agents, featuring a conversational builder, hybrid reasoning capabilities for precision and control, and integrated voice technology.
Data 360: A unified, trusted data layer that provides contextual understanding through innovations such as Intelligent Context and Tableau Semantics.
Customer 360 Apps: Applications that embed institutional knowledge and business logic, now reimagined with AI agents that understand every customer and process in depth.
Slack: A real-time collaboration layer connecting humans and agents for seamless communication and workflow management.
Together, these elements empower businesses to deploy agents that collaborate across teams, leverage trusted data, and integrate deeply within Slack and Salesforce’s existing ecosystem.
Image: Salesforce
Proven Impact Across Industries
Agentforce 360 has already demonstrated measurable success with more than 12,000 customers. Organizations across sectors are reporting transformative gains in productivity and customer experience.
For example, Reddit deflected 46 percent of support cases and cut resolution times by 84 percent. “This efficiency lets us provide on-demand help for complex tasks, boost advertiser satisfaction by 20 percent, and free up human reps from repetitive questions,” said John Thompson, Vice President of Sales Strategy and Operations.
At Adecco, AI agents handled 51 percent of candidate conversations outside of regular business hours. “Agentforce lets us automate high-volume tasks, strategically freeing our recruiters’ time to focus on quality customer engagement,” said Pierre Matuchet, Senior Vice President of IT and Digital Transformation.
OpenTable achieved a 70 percent autonomous resolution rate for diner and restaurant inquiries. “Agentforce delivered the warmth and white-glove service our industry demands,” said George Pokorny, Senior Vice President of Global Customer Success.
Meanwhile, Engine reduced handle time by 15 percent, saving over $2 million annually. “Its voice capabilities will let us deliver our unique brand experience directly to customers, creating trusted interactions at scale,” said CEO Elia Wallen.
Even during the busiest tax season, 1-800Accountant reached a 90 percent case deflection rate, allowing teams to focus on complex client needs.
Salesforce and OpenAI Expand Strategic Partnership
In a second announcement, Salesforce and OpenAI unveiled an expanded partnership designed to reshape both employee and consumer experiences through Salesforce’s Agentforce 360 and OpenAI’s frontier models.
This collaboration brings Agentforce 360 directly into ChatGPT, enabling users to access Salesforce data, visualize analytics with Tableau, and build prompts and agents using OpenAI’s latest GPT-5 model — all through natural conversation. The partnership also introduces a new commerce experience allowing businesses to reach hundreds of millions of potential customers within ChatGPT while maintaining full control of data and operations.
Sam Altman
“Our partnership with Salesforce is about making the tools people use every day work better together, so work feels more natural and connected,” said Sam Altman, Co-Founder and CEO of OpenAI.
Marc Benioff described the integration as a breakthrough moment: “By uniting the world’s leading frontier AI with the world’s #1 AI CRM, we’re creating the trusted foundation for companies to become Agentic Enterprises.”
Integration Across Platforms
The collaboration between Salesforce and OpenAI introduces a suite of deep integrations that make AI part of everyday work:
Agentforce 360 apps in ChatGPT: Users can now access Salesforce apps and Tableau visualizations directly within ChatGPT conversations.
Agentforce Commerce and Instant Checkout: Businesses can reach new customers within ChatGPT while managing fulfillment and customer relationships through Salesforce.
ChatGPT in Slack: Teams can summarize discussions, generate content, and surface insights directly within Slack channels.
Codex in Slack: Developers can tag Codex to write and edit code collaboratively within Slack threads, improving speed and accuracy.
OpenAI in Agentforce 360: Salesforce customers can select OpenAI’s GPT-5 as a default model, integrating its reasoning and multimodal capabilities directly into workflows.
This multi-surface approach bridges data and collaboration platforms, allowing teams to perform tasks, from sales forecasting to customer support, seamlessly within conversational interfaces.
Salesforce and Anthropic Strengthen Partnership for Regulated Industries
A third announcement at Dreamforce revealed a deepened partnership between Salesforce and Anthropic, focused on delivering trusted AI solutions for regulated and data-sensitive sectors such as financial services, healthcare, cybersecurity, and life sciences.
Anthropic’s Claude models are now a foundational component of the Agentforce 360 Platform. Organizations like CrowdStrike and RBC Wealth Management are already using Claude to develop AI-driven workflows that enhance compliance, accuracy, and productivity.
“Salesforce and Anthropic share a vision for a trusted AI ecosystem that puts customers at the center,” said Benioff. “Together, we’re making trusted, agentic AI real for every industry — combining Anthropic’s world-class models with the trust, reliability, and scale of Agentforce 360.”
Anthropic’s CEO and Co-Founder, Dario Amodei, emphasized the importance of safeguards for regulated industries: “Regulated industries need frontier AI capabilities, but they also need the appropriate safeguards before they can deploy in sensitive systems. We’ve built Claude to deliver both: the performance and the safeguards.”
Dario Amodei
Securing AI for the Enterprise
Anthropic is the first large language model provider to operate entirely within the Salesforce trust boundary, ensuring all Claude-related activity remains securely contained in Salesforce’s virtual private cloud. By combining Anthropic’s technology via Amazon Bedrock with Salesforce’s data governance standards, the partnership offers businesses in regulated sectors a secure environment to deploy AI responsibly.
For instance, RBC Wealth Management has already integrated Anthropic’s technology to assist financial advisors. “Because of Anthropic on Amazon Bedrock and Agentforce, we’re able to help our advisors with their most time-consuming task: meeting prep,” said Rohit Gupta, Head of Digital Advisor Platforms. “This has saved them significant time, allowing them to focus on what matters most – client relationships.”
A Turning Point for Enterprise AI
The launch of Salesforce Agentforce 360, along with new integrations with OpenAI and Anthropic, marks a transformative shift for enterprise software. The vision of the Agentic Enterprise, where AI agents work alongside humans in every business process, has now moved from concept to reality.
Salesforce’s focus on trust, interoperability, and responsible AI positions it as a leader in redefining digital transformation. From financial institutions and healthcare providers to technology and retail companies, the ability to deploy secure, intelligent, and conversational AI will likely shape the next era of enterprise productivity and innovation.
As Marc Benioff concluded in San Francisco, “We are not just imagining the future of work — we’re building it. With Agentforce 360, OpenAI, and Anthropic, we’re giving every company the ability to harness AI that is trusted, transformative, and human-centred.”
As the federal government prepares its upcoming budget, Canadian business leaders are urging Ottawa to expand financial supports, improve access to capital and introduce structural tax reforms to help businesses weather economic uncertainty, according to a new survey from KPMG in Canada.
The 2025 KPMG Federal Budget Survey, which polled 501 business leaders across Canada, found that more than 90 per cent of respondents want broader sectoral support and financing options for companies affected by tariffs. The findings highlight concerns over rising business costs, reduced competitiveness and dependency on the United States.
Lucy Iacovelli
“As U.S. tariffs cast a shadow over the Canadian economy, the vast majority of business leaders are supportive of the government’s plans to confront Canada’s economic challenges and make capital investments that accrue long-term benefits,” said Lucy Iacovelli, Canadian managing partner, tax and legal, at KPMG in Canada.
“More urgently, however, many companies are looking for a bridge to help them sustain and transition their businesses beyond the U.S. market, so they can participate in ‘Build Canada’ opportunities and compete on the global stage,” she added. “Our survey pointed to the need for the Canadian government to invest in improving the business environment by delivering on wider access to low-cost financing and capital, tax relief that attracts investment, less red tape, and greater incentives to innovate.”
Iacovelli said immediate support is also needed in the near term. “While the focus of the upcoming federal budget is to make a generational investment in building the economy, the government also needs to make expenditures that provide immediate relief and sustain capital for businesses and sectors that are struggling right now.”
According to the survey, 84 per cent of companies trading directly with the U.S. said tariffs have driven up business costs. Eighty per cent reported struggling with competitiveness due to higher import and production costs and lower revenues. Overall, 96 per cent of respondents believe overreliance on the U.S. is the greatest risk to Canada’s economic future.
Other key findings include:
92 per cent want the government to improve access to domestic markets by streamlining regulations, enhancing labour mobility and reducing transportation costs.
97 per cent believe programs must be expanded to help businesses enter non-U.S. markets and engage with strategic trading partners.
91 per cent say financing and loan options should be expanded for sectors impacted by tariffs.
Nine in 10 respondents want a national industrial strategy and innovation plan to support technology investments and global competitiveness.
Survey respondents also emphasized the importance of trade-enabling infrastructure, with 96 per cent supporting efforts to help Canada’s energy sector access international markets.
Photo: Tima Miroshnichenko
On the tax front, business leaders widely agreed that reform is necessary to unlock investment and restore competitiveness.
Brian Ernewein
“Clearly, the government faces some hard fiscal choices in the upcoming budget, since spending seems certain to materially exceed revenues, and additional borrowing increases already-high debt-servicing costs,” said Brian Ernewein, senior advisor, national tax, at KPMG in Canada. “If the size of government is not going to shrink, then its revenues need to increase. However, it is difficult to see where there is room to increase personal or corporate income taxes. In fact, current top personal tax rates are likely impeding productivity and growth, and a lower combined federal-provincial corporate tax rate is required to restore Canada’s competitive rate advantage.”
“These realities point to the need for the government to reconsider the level of various consumption taxes,” Ernewein added. “All taxes – including consumption taxes – impose a cost on the economy. However, consumption taxes impose less damage than personal or corporate income tax, and represent a stable source of government revenue.”
Among tax-specific findings:
More than 90 per cent support a 2 to 4 per cent cut in the corporate tax rate to stimulate investment and entrepreneurship.
Nine in 10 want a clear timeline for corporate tax reform.
90 per cent believe R&D tax incentives, including a patent box regime, must be improved.
90 per cent support immediate expensing for certain business costs.
92 per cent want greater austerity and reductions in government waste.
The survey, conducted between Sept. 11 and Oct. 2, 2025, used the Methodify platform by Sago. Respondents included business owners and executive decision-makers from a range of sectors. Companies ranged in size from $10 million to over $1 billion in annual revenue.
Chatters Hair Salon, Canada’s largest salon retailer, is preparing to launch a new rewards program in early October that will allow customers to earn points on both salon services and retail purchases. The initiative comes as part of a broader strategy by the Mississauga–based company to expand its national footprint, grow its e-commerce business, and introduce new categories of beauty services.
In an interview with Retail Insider, Kelly Jessop West, CEO of Chatters, said the loyalty launch reflects customer demand for more value, personalization, and engagement across the brand’s 117 locations nationwide.
Kelly Jessop West
“We’ve been listening to our clients and they’ve told us several times they want more value,” explained Jessop West. “They want more personalized experiences and they want us to connect with them more broadly around value and personalization. With over five million visits a year across the Chatters family of stores, this is a great opportunity to deepen those relationships and reward our clients at the same time.”
Rewards Program: A First for Canada’s Largest Salon Retailer
The Chatters Hair Salon rewards program is positioned as one of the first national programs in the salon category to reward customers on both retail and service transactions. Jessop West noted that while some competitors may reward for one or the other, Chatters’ approach is unique in spanning both.
“Clients will be rewarded whether they book a haircut or purchase a professional product, whether in-store or online,” she said. “It’s a truly integrated program across Canada.”
Enrollment will be simple, she added, with the brand planning to follow the October launch with a dedicated mobile app where clients can track their points, manage appointments, and engage more deeply with the brand.
“We want this to be more than a points system,” said Jessop West. “It’s about creating a deeper connection with our clients and giving them reasons to return.”
Photo: Chatters
Balancing Retail and Service
Chatters operates with a retail and service business, and the company also maintains a strong e-commerce channel, which sells professional beauty products while allowing customers to book salon appointments directly online.
Retail accounts for a significant share of sales, supported by the brand’s position as Canada’s largest retailer of professional haircare products, with more than 2,800 SKUs. Jessop West said loyalty will be key to supporting both service frequency and product cross-shopping.
“We’ll be measuring success by looking at enrollment, engagement, frequency of visits, and average order value,” she noted. “Our goal is to drive redemption back within our business while rewarding clients in ways that matter to them.”
National Expansion and Growth Opportunities
Founded in 1987 and headquartered in Mississauga, ON, Chatters has grown rapidly in Western Canada and in recent years has accelerated expansion into Ontario and other Eastern markets. Out of its 117 locations, about 35 are in Eastern Canada, being a particular focus for new openings.
Jessop West said demand is strong across the country.
“We know there’s a desire for more Chatters locations in Eastern Canada,” she explained. “That will certainly be a continued area of evolution for us. At the same time, even in Western Canada where our brand awareness is strong, we’re seeing requests for new salons in specific markets, particularly in British Columbia.”
The company is also exploring new store formats that can better integrate its growing range of services.
“With the addition of beauty services, we’re looking at larger footprints that can support all the mechanics of our business, including retail, hair services, and beauty services under one roof,” she added.
For most of its nearly 35 years, Chatters focused primarily on hair services. More recently, however, the company has expanded into beauty services, including brows, lashes, waxing, and threading.
“We want to be that one-stop shop for services across Canada,” said Jessop West. “Beauty services are becoming much more commonplace across genders, and they align with our strategy of convenience and accessibility.”
This diversification supports the brand’s ambition to transform from being seen primarily as a salon operator into a full beauty retailer and service provider.
Photo: Chatters
Technology and Personalization
The rewards launch required significant behind-the-scenes technology development. Jessop West said the goal was to keep the customer experience seamless and intuitive.
“It’s been a journey,” she admitted. “But we’re very happy with the experience we’ve piloted. It’s very simple to sign up, simple to share your data, and simple for us to activate against that data to drive personalization and reward customers through every visit.”
The addition of a forthcoming app will further enhance personalization, giving customers tools to track their loyalty activity, manage appointments, and receive tailored promotions.
Commitment to Inclusivity and Sustainability
Beyond expansion and rewards, Chatters has earned a reputation as an inclusive and sustainability-driven retailer. The brand introduced gender-neutral pricing and services, and has partnered with the Dress Code Project and It Gets Better Canada to support the 2SLGBTQI+ community.
On the environmental side, Chatters has pledged to divert up to 95 percent of beauty waste from landfills through its collaboration with Green Circle Salons.
Its ongoing “Beauty Has No Boundaries” campaign emphasizes accessibility and inclusivity, while rejecting conventional beauty standards.
“We are a Canadian company, and our goal is to connect specifically with our Canadian clients in ways that reflect our values,” Jessop West said.
Photo: Chatters
Looking Ahead: Five-Year Vision
While Jessop West has been CEO only since January 2025, she is clear about the brand’s future. With strong backing from ONCAP, part of ONEX Corporation, and the continued involvement of co-founder Jason Volk as Chairman, the company is positioned for sustained growth.
“We see growth potential on every front,” she said. “We have a strong network of engaged stylists, a rapidly expanding e-commerce business, new beauty service offerings, and opportunities to expand our product portfolio. All of these pieces support a very exciting future for Chatters.”
Jessop West added that the company plans to strengthen its presence in under-served Canadian markets, expand beauty services, and roll out the new rewards platform nationally.
The Sustainability Shake-Up Retail Can’t Ignore — RCC 2025 Conference
October 29–30 | Toronto Congress Centre
What’s Next in Regulatory Risk for Retailers, QSRs, CPGs and Supply Chains: From emerging recycling rules and plastics reporting to responsible sourcing and greenwashing under the Competition Act, regulatory risk is reshaping the landscape for retailer operations and global supply chains. At the same time, consumer expectations are also rising — more than half of Canadians now factor climate impact into their purchases (Boston Consulting Group, Climate and the Canadian Consumer, 2023), making sustainability both a compliance requirement and a business imperative.
Retail Council of Canada (RCC) is convening industry leaders at the Retail Sustainability Conference 2025, October 29–30 at the Toronto Congress Centre. Expect hands-on workshops, sharp regulatory insight, and actionable case studies to help your business move from ambition to execution. Buy tickets(20% group discounts available — ideal for cross-functional teams).
This year carries extra weight with opening remarks from Todd McCarthy, Hon. Minister of the Environment, Conservation and Parks (Ontario), underscoring that government policy and retail strategy must now move in lockstep in order to drive meaningful progress.
October 29 — Practical, Interactive Workshops
Day one is built for leaders who need solutions they can implement now. Sessions include:
Electronic Vehicle (EV) Zero-Emission Fleet Transformation Deep Dive — IKEA Canada and PowerON share real-world lessons on electrifying delivery fleets, from cost modeling to charging infrastructure and what it takes to accelerate adoption across operations.
Extended Producer Responsibility (EPR) Deep Dive — Featuring regulator and producer perspectives, this workshop will tackle cost pressures, compliance challenges, and opportunities to streamline reporting and harmonize recycling systems as new provincial programs roll out.
Additional experts will bring perspectives on financing, infrastructure, and compliance tools — helping teams understand the latest trends, best practices and innovation efforts in navigating emerging requirements.
October 30 — Strategy, Regulation & Innovation
Day two dives into the biggest sustainability challenges shaping Canadian retail, quick-service restaurants, CPGs and supply chain partners — and how to turn them into opportunity:
Big Brand Journeys & Strategy:Costco’s Sustainability Journey: From Operations to Global Supply Chains · From Risk to Resilience: Sustainability as a Retail Strategy · Why Nature Is a Business Imperative
Supply Chains & Packaging:Rethinking Supply Chains for a Sustainable Future · Legislation and Regulations Are Here. Is Your Packaging Ready? · Solving Common Packaging Data Management Challenges
Consumer-Driven Innovation:How Refill and Reuse Are Reshaping Consumer Goods · Sustainable Procurement for Retail Leaders: The Advantage Your Brand Needs · Scaling Solar Energy in Retail Real Estate
Regulatory & Risk Readiness:What’s Next in Regulatory Risk for Retailers, QSRs, CPGs and Supply Chains: From EPR and plastics reporting to responsible sourcing, and the rising risk of greenwashing under the Competition Act.
Circularity & Recycling:The Evolution of Flexible Plastics Recycling – Improving Recycling Opportunities and Outcomes · Advancing Producer-Led Recycling: Circular Materials’ Strategic Vision for Canada
Global Brand Insight:Hear from PepsiCo’s global sustainability leadership on embedding climate resilience, circular packaging, and value chain decarbonization into growth strategy.
These sessions cut through theory to deliver clear strategies, compliance insight, and emerging pathways to scale change.
Why Bring Your Team
Speakers span PepsiCo, IKEA, Unilever, McCain Foods, leading compliance experts, and government voices — a rare chance for sustainability, supply chain, operations, government relations, marketing, legal and finance teams to learn together. Group ticket discounts make it easy to send the right mix of leaders to build one coordinated plan.
Seats are limited — prepare your team to navigate regulatory and market pressures with insights to drive best practices into action.
Canadian Tire Corporation announced Tuesday that it identified a data breach on October 2 involving customer information in an e-commerce database.
“The unauthorized activity was limited to that database, which did not include Canadian Tire Bank information or Triangle Rewards loyalty data. CTC has resolved the vulnerability and is working with external experts to enhance related protections. There was no impact on in-store transactions, and all e-commerce systems are operational,” said the company in a news release.
“The database contained basic personal information for customers who have an e-commerce account with one or more of Canadian Tire, SportChek, Mark’s/L’Équipeur and Party City. This included name, address, email, and year of birth. It also included encrypted passwords and, in some cases, truncated (i.e. incomplete) credit card numbers, none of which can be used for account access, transactions or purchases.”
In the case of fewer than 150,000 accounts, the data included date of birth. Consistent with customary regulatory compliance, CTC said it has identified these individual account holders and will contact them in the coming days to provide notification and offer credit monitoring. CTC said it has reported this matter to applicable privacy regulators.
“In an environment of escalating industrywide cyber threats, CTC has prioritized data security and customer trust. The Company has invested significantly to maintain and enhance cybersecurity capabilities and infrastructure, adding advanced protection, monitoring systems and data-segmentation controls that have helped secure the most sensitive customer information,” added the company.
Canadian Tire Corporation, Limited has been a Canadian business since 1922. Since that time, CTC has built an expansive national retail presence that includes Canadian Tire, Party City, PartSource, Mark’s, SportChek, Hockey Experts, Sports Experts, Atmosphere, and Pro Hockey Life. CTC’s banners, brand partners and credit card offerings are unified through its Triangle Rewards loyalty program, providing valuable rewards and personalized experiences across nearly 1,700 retail and gasoline outlets. CTC also operates a retail petroleum business and a Financial Services business and holds a majority interest in CT REIT, a TSX-listed Canadian real estate investment trust.
Hudson's Bay downtown Calgary. Photo by Mario Toneguzzi
The iconic downtown Calgary Hudson’s Bay Company building has been placed on the National Trust for Canada’s Endangered Places List, which shines a national spotlight on heritage places at risk, from places of faith to Indigenous cultural landscapes, historic homes and schools to traditional main streets.
The organization described its current status as “Immediate Threat.”
“Despite its architectural merit and deep social legacy the Calgary Bay building lacks formal heritage designation, leaving it vulnerable to demolition and redevelopment,” said the organization.
Hudson’s Bay downtown Calgary. Photo by Mario Toneguzzi
“Prominently located on historic Stephen Avenue, the Calgary Hudson’s Bay Company Building is one of the most architecturally and historically significant commercial buildings in Western Canada. Completed in 1913 and expanded in 1930 and 1958, the six-storey Edwardian Classical landmark was designed by renowned Toronto firm Burke, Horwood and White. It features Chicago Commercial-style massing, rare cream-glazed terracotta cladding, granite columns, and a sweeping colonnade — making it a showpiece of early 20th-century department store design and Calgary’s first large-scale commercial concrete structure. As a national prototype, Calgary’s Bay building would go on to inspire similar flagships in Vancouver, Victoria, and Winnipeg — setting the tone for a retail empire across the West.
“The collapse of the Hudson’s Bay Company has put this and other landmark Bay buildings at risk. Now vacant, the future of the Calgary Bay Building is uncertain. The Hudson’s Bay Company has announced the closure of nearly all its remaining stores across Canada. Earlier this year, the Calgary building’s financial caretaker stated it will no longer inject capital into the site. Former historic Bay stores in other cities, including Winnipeg, are finding new life as housing and cultural hubs.”
Hudson’s Bay downtown Calgary. Photo by Mario Toneguzzi
In September, the James Bay Eeyou Corporation and JHD Immobilier announced their intention to bid on the acquisition of the former Hudson’s Bay building in downtown Montreal, located at 585 Sainte-Catherine Street West. With a $400 million investment, the developers plan to transform this iconic building into a museum and cultural hub, celebrating the heritage and contemporary vitality of the Cree Nation.
“The Hudson’s Bay Company (HBC) opened the downtown Winnipeg department store in 1926 as its Canadian flagship, prominently situated on Portage Avenue with sightlines to the nearby Manitoba Legislative Building. It was a monumental retail emporium with 600,000 square feet of retail space spread over eight storeys (six above ground and two below), including a grocery store, the iconic Paddlewheel restaurant, and a museum reflecting the company’s key role in the colonization of Western and Northern Canada. A symbol of local construction prowess, it was the largest poured reinforced concrete building in Canada when built – offering tremendous load-bearing strength – and its Classical Revival style exterior clad in 125,000 cubic feet of Manitoba Tyndall limestone. One of the city’s most prominent buildings and a beloved civic landmark, it received a municipal heritage designation from Winnipeg City Council in 2019,” it said.
“Beginning about 2000, HBC’s retail footprint in the building began to progressively shrink to just two floors, and on November 30, 2020 the store was permanently closed. This has increased civic concern that the Bay building will eventually be demolished like the massive nearby Eaton’s department store in 2002, just three years after that chain’s bankruptcy. Over the past decade, the Bay building has seen multiple reuse proposals explored – from Manitoba Hydro, to the Winnipeg Art Gallery, and the University of Winnipeg – but all have floundered on adaptation and funding issues. Recently there have been calls for the adaptive reuse of the building to leverage HBC’s history and help support Reconciliation efforts. Heritage Winnipeg has been working with the community, and Winnipeg’s Mayor created an advisory committee to advance solutions, given that the funding challenges are daunting. The Bay building’s predicament underscores the need for catalytic tripartite financial support (municipal, provincial-territorial, and federal government) for heritage rehabilitation projects to entice and strengthen public/private partnerships.”
Historic photo of the former Hudson’s Bay store in Winnipeg. Image: Manitoba Archives
Once a year, the National Trust releases the Endangered Places List to bring media attention and support to local groups involved in challenging campaigns to save heritage places. Nominations are reviewed by National Trust staff and additions to the list are chosen in consultation with local community stakeholders and subject matter experts.
“The National Trust is an independent national charity that empowers communities to save and renew heritage places. Heritage places are the backbone of resilient, diverse and sustainable communities: think of historic lighthouses and schools, rural landscapes, Indigenous heritage sites, places of faith, older homes and neighbourhoods, and the buildings and vibe on Main Street,” it says.
“We work with partners, donors and funders to see heritage places play their part as cornerstones of climate action and social cohesion, and we spark important conversations about Canada at the places our members visit and discover.
“We empower local heritage sites with game-changing coaching and expertise, we inspire travellers with beautiful historic places to visit and discover, and we challenge the status quo to keep useful older and heritage buildings out of landfill.”
Good Earth Coffeehouse, Calgary AB (CNW Group/Good Earth Coffeehouse)
Calgary-based Good Earth Cafes Ltd. plans to expand its presence across Canada by acquiring former Starbucks locations left vacant after recent closures by the international coffee chain.
The company says the move presents an opportunity to bring its community-oriented coffeehouses to more neighbourhoods that may be left without a local café option.
Michael Going
“While some brands are shrinking and others are consolidating, we are stepping up to serve communities,” said Michael Going, founder and CEO of Good Earth Cafes Ltd. “We believe the human interaction that takes place in our coffeehouses is valuable – as valuable as the ethically sourced coffee and fresh food we serve.”
To support the expansion, Good Earth has enlisted Doug Basarovich of Greenwood Realty, Stan Boniferro and Michael Kehoe of Fairfield Commercial Real Estate, and Warren Smagaren of Warren E Smagaren Consulting. The team will work with landlords and developers to identify suitable sites for conversion to Good Earth Coffeehouses.
The company said it will focus on potential locations in Toronto, southwestern Ontario, the Lower Mainland of British Columbia and Halifax. These sites, according to Good Earth, will create new growth opportunities for the company and its franchise partners.
Gerry Docherty
“This unique opportunity in a competitive landscape offers excellent partnership possibilities for investors looking for multi-unit franchises and for single-unit owner operators alike,” said Gerry Docherty, president and COO of Good Earth Cafes Ltd.
Good Earth Coffeehouse emphasizes ethically sourced coffee, fresh food, and an inviting café environment. The company states it is committed to fostering community interaction and environmental responsibility, and aims to attract customers, landlords and franchisees who share those values.
Good Earth was founded in 1991 and currently operates more than 50 locations nationwide.
Historical Simpsons branding revealed on the former Hudson's Bay building at 176 Yonge Street, October 12, 2025. The building was occupied by Simpsons from the late 1800s to 1991. Photo: Craig Patterson
Landlord Cadillac Fairview has begun removing signage from the former Hudson’s Bay store at 176 Yonge Street, revealing a striking piece of Toronto’s retail history. On the Queen Street façade, the word “Simpsons” is once again visible. It’s a reminder of the building’s past as the flagship of the Robert Simpson Company, one of Canada’s most storied department store chains.
The massive retail complex, spanning nearly one million square feet, has remained dark since the Hudson’s Bay Company shuttered its stores nationwide on June 1. While Cadillac Fairview has not announced future plans for the site, the re-emergence of the Simpsons name has reignited public nostalgia and speculation about the building’s next chapter.
According to one source, the Ontario Legislature had briefly considered using the site as a temporary home during the decade-long Queen’s Park renovation period, but the idea has since been ruled out. For now, the property remains empty, its legacy resting in the layers of history behind its walls.
Saks Fifth Avenue in the Hudson’s Bay Queen Street building, May 2025. Photo: Craig Patterson
From Dry Goods to Department Store Giant
The Simpsons Queen Street store traces its roots to 1858, when Scottish immigrant Robert Simpson opened a small dry goods shop in Newmarket, Ontario. In 1872, he moved the business to Toronto, setting the stage for what would become one of Canada’s most important retail institutions.
By 1881, Simpsons had settled at the southwest corner of Queen and Yonge Streets, a location that would grow to occupy an entire city block. The company became a direct rival to Eaton’s, located just across Queen Street, as both department store empires vied for the attention of Toronto’s growing urban population.
Simpsons introduced many innovations that defined early Canadian retail, including the “one-price-only” policy and seasonal sales events that attracted shoppers from across Ontario.
Robert Simpson Company Building at Yonge and Queen streets, 1895. photo credit Toronto Public Library
Architectural Innovation and Fire Recovery
In 1894, Robert Simpson commissioned architect Edmund Burke to design a new six-storey steel-frame department store at the Queen Street site, the first of its kind in Canada. However, a devastating fire in March 1895 destroyed the building only months after its completion.
Undeterred, Simpsons rebuilt almost immediately. By 1896, a grand new structure rose on the site, complete with fireproof construction and ornate architectural details. The building soon became a Toronto landmark and a symbol of modern retailing.
Further expansions through the early 20th century saw the store stretch west to Bay Street, culminating in the 1929 art deco addition that introduced the iconic Arcadian Court, a ballroom and restaurant that would become synonymous with Toronto’s social life.
Historical plaque on the former Hudson’s Bay building at 176 Yonge Street, October 12, 2025. The building was occupied by Simpsons from the late 1800s to 1991. Photo: Craig Patterson Subway entrance with historical plaque on the former Hudson’s Bay building at 176 Yonge Street, October 12, 2025. The building was occupied by Simpsons from the late 1800s to 1991. Photo: Craig Patterson
The Simpsons Legacy and “Miracle on Queen Street”
By the mid-20th century, Simpsons Queen Street Toronto was one of the largest and most prestigious department stores in Canada, and also among its top-selling. Its marble floors, brass fittings, and lavish window displays reflected an era when department stores were temples of urban sophistication.
In 1968, Simpsons constructed the adjoining 33-storey Simpson Tower, cementing its status as a business and retail hub. The store’s reputation for excellence continued through the 1970s, even as consumer habits began to shift.
Facing increased competition, Simpsons launched the “Miracle on Queen Street” renovation in 1989, a $30 million modernization project aimed at revitalizing the flagship. The redevelopment expanded the store to nearly one million square feet across ten levels and introduced the world’s largest cosmetics department, along with a gourmet food hall in the basement.
While the transformation was ambitious, the merger of Simpsons and Hudson’s Bay Company in 1989 soon overshadowed it. By 1991, the Simpsons name was officially retired as the building was rebranded Hudson’s Bay, ending more than a century of continuous operation under the Simpsons banner.
Hudson’s Bay, Queen Street, Toronto, 2017 – Photo by Hudson’s Bay
Transition to Hudson’s Bay and Modern Revitalization
The rebranding in 1991 marked a new era for the building. Hudson’s Bay transformed the space into its national flagship, continuing the store’s tradition of elaborate holiday windows and major retail events.
In 2014, Hudson’s Bay sold the Queen Street property to Cadillac Fairview through a sale-leaseback arrangement, formally linking it to the CF Toronto Eaton Centre. Two years later, the eastern portion of the building was converted into a Saks Fifth Avenue, while Hudson’s Bay continued to operate on the western side.
The basement became home to the Saks Food Hall by Pusateri’s, followed by the introduction of a Zellers pop-up in 2023 as part of HBC’s discount brand revival. These moves reflected the company’s ongoing attempts to modernize its retail offerings and adapt to changing shopping habits.
Historical plaque on the former Hudson’s Bay building at 176 Yonge Street, October 12, 2025. The building was occupied by Simpsons from the late 1800s to 1991. Photo: Craig Patterson
Bonnie Brooks and The Room Revival
One of the most celebrated chapters of the Queen Street store came under the leadership of Bonnie Brooks, who became President and CEO of Hudson’s Bay in 2008. Brooks spearheaded a multi-year revitalization of the flagship, blending its historical charm with contemporary design.
Under her direction, the Arcadian Court was restored to its 1929 grandeur and reopened as an event and dining venue in partnership with Oliver & Bonacini. She also worked with acclaimed design firm Yabu Pushelberg to reimagine key retail spaces, notably The Room, a luxury fashion department featuring designers such as Balmain, Erdem, and Thom Browne.
Brooks’ modernization strategy brought new life to Hudson’s Bay, drawing international attention and positioning the Queen Street store as a hub for high fashion. Her initiatives included the launch of Kleinfeld Bridal, collaborations with Topshop, and high-profile promotional events that reinvigorated the brand.
The Room women’s luxury department at Hudson’s Bay Queen Street in Toronto. Photo taken April 23, 2025 by Craig Patterson
Nicholas Mellamphy and the Expansion of The Room
Creative Director Nicholas Mellamphy played a defining role in elevating The Room into one of Canada’s most distinguished luxury fashion destinations. Between 2009 and 2016, working closely with Bonnie Brooks, Mellamphy transformed The Room at Hudson’s Bay Queen Street into a space recognized internationally for its curation and style.
Under Mellamphy’s leadership, the 21,500-square-foot space became synonymous with exclusive designer labels and creative vision. Through his extensive fashion industry connections, The Room introduced Toronto clients to international luxury brands such as Balmain, Proenza Schouler, Erdem, Giambattista Valli, and Thom Browne. High-profile events, designer appearances, and intimate fashion previews helped position The Room as a cultural hub for fashion insiders and enthusiasts alike.
In 2011, Hudson’s Bay expanded The Room concept to its Vancouver flagship, cementing the Queen Street location’s influence in shaping national retail trends.
In February 2024, HBC brought Mellamphy back as Creative Director at Large for The Room, marking a celebrated return that revitalized the storied department. He oversaw a renovation of the space, commissioning artist Peter Triantos to create striking contemporary artworks that redefined the atmosphere of the luxury floor. Mellamphy also introduced a new wave of designer brands, blending established names with emerging international talent to reassert The Room’s place in the global fashion conversation.
Doors leading from Queen Street into the Hudson’s Bay store in downtown Toronto, May 2025. Photo: Craig PattersonThe same Queen Street entrance to the building, without branding, October 12, 2025. Photo: Craig Patterson
A Cinematic Landmark: From Today’s Special to Short Circuit 2
The Simpsons Queen Street Toronto building also holds a special place in popular culture. For years, its distinctive interiors and iconic façades served as backdrops for television and film productions that captured the imagination of audiences in Canada and beyond.
One of the most beloved examples is the children’s television series Today’s Special, which aired on TVOntario from 1981 to 1987. The show was filmed largely on location within the former Simpsons department store, using its displays, staircases, and window sets as the basis for a magical world that came alive each night after closing time. The series, which starred Jeff the mannequin, Jodie the display designer, and Sam the night watchman, became a touchstone for a generation of Canadian children. Its whimsical portrayal of a department store after dark added to the building’s mythic aura, blending the magic of retail with the wonder of storytelling.
A 1983 episode of Today’s Special, the plot being the closure of the Queen Street Simpsons flagship store.
In 1988, the store once again stepped into the spotlight when it appeared in the Hollywood film Short Circuit 2, starring Fisher Stevens and the robot character Johnny 5. The production made extensive use of the store’s interiors, including escalators, display areas, and architectural details, showcasing the grandeur and scale of the Queen Street flagship. The film’s lively chase sequences through the aisles introduced the building’s art deco features to an international audience, immortalizing it as one of Toronto’s recognizable landmarks on screen.
Over the years, other productions have drawn inspiration from the building’s historic character and cinematic charm. Its combination of retail vibrancy and architectural drama made it a natural fit for both fictional storytelling and documentary exploration. As such, the Simpsons Queen Street Toronto store became not only a commercial institution but also a stage for cultural memory where shopping, imagination, and entertainment converged.
Johnny 5 the robot takes a tour of the main floor of Simpsons Queen Street in the 1988 opening of the movie ‘Short Circuit 2’. Included is a scene in the former Browns Shoes men’s concession that was on the second floor at the time.
The end of Simpsons: Hudson’s Bay Co. rebrands all Simpsons stores, ending the historic department store chain. Video from June 5, 1991
The Store’s Final Years and Closure
Despite its storied history and numerous revitalizations, Hudson’s Bay faced mounting financial pressures in the 2020s. The rise of online retail, coupled with declining department store traffic and neglect by owner Richard Baker, placed immense strain on its operations.
In March 2025, Hudson’s Bay filed for creditor protection under the Companies’ Creditors Arrangement Act, citing debt obligations exceeding $950 million. Plans to keep select flagship stores open ultimately proved unviable, and liquidation sales began on March 24, 2025.
By June 1, 2025, the Queen Street store, along with the rest of the chain, had permanently closed. The event marked the end of Hudson’s Bay’s 355-year run as a retailer, the longest in North America, and a significant loss for Canada’s retail heritage. Over 8,000 employees were affected nationwide, with hundreds tied to the Queen Street flagship.
