Uniqlo Opens First Transit Hub Store at Union Station

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September 8, 2025

image - 2025-09-06T164726.406 — Opening day at Uniqlo Union Station. Image: Joel John

Japanese apparel retailer Uniqlo has opened its first Canadian store inside a major transportation hub, unveiling a new 3,500-square-foot location at Toronto’s Union Station on Friday morning. The store signals a strategic pivot for the brand as it targets commuter-heavy environments across Canada.

The opening was met with considerable excitement, with long queues wrapping around the corner during the morning rush. With Union Station serving an estimated 250,000 passengers daily, the new store is poised to capture a steady stream of commuters, travellers, and downtown workers seeking quick, convenient access to the retailer’s popular basics.

The decision to open at Union Station aligns with Uniqlo’s global strategy of situating stores in major transportation hubs. Similar models have been rolled out across Asia and Europe, where rail and subway stations often double as high-traffic retail corridors.

Unlike larger suburban mall stores, the Union Station unit is more compact, designed for quick shopping trips rather than extended browsing. The curated 3,500-square-foot footprint represents Uniqlo’s smallest store in Canada to date.

The retailer replaces French sporting goods chain Decathlon, which shuttered its Union Station location after just three years of operation. Decathlon has been scaling back its Ontario presence, with multiple closures announced in recent months.

Product Offering for Commuters as Part of a Larger Canadian Expansion

Despite its smaller size, the Union Station store offers Uniqlo’s complete LifeWear collection for men, women, and children. The assortment includes core items such as Ultra-Light Down jackets, fleece, denim, and the company’s proprietary HEATTECH and AIRism technologies tailored to Canada’s climate.

The Union Station store represents only one piece of Uniqlo’s broader Canadian growth strategy. The brand currently operates 34 stores nationwide and plans to reach 37 by year’s end, expanding its footprint across British Columbia, Alberta, Quebec, and Ontario.

This summer, Uniqlo debuted at Place Ste-Foy in Quebec City and Galeries d’Anjou in Montreal, both of which drew strong crowds. By fall 2025, new stores will open at Mayfair Shopping Centre in Victoria, South Edmonton Common, CrossIron Mills near Calgary, and Galeries de la Capitale in Quebec City.

Uniqlo’s Canadian expansion is managed by Jeff Berkowitz Aurora Realty Consultants, which oversees site selection and negotiations. The retailer’s strategy has been described as measured but steady, focusing on long-term growth in markets where its value proposition resonates with a broad consumer base.

Uniqlo at Union Station. Image: Joel John

Union Station’s Retail Transformation

Uniqlo’s opening is also part of Union Station’s retail reinvention. Over the past decade, the station has undergone a multi-billion-dollar revitalization that has introduced approximately 160,000 square feet of retail space alongside food courts, concourses, and expanded PATH connections.

The retail plan is managed through a partnership between Osmington Inc., which holds a 75-year lease with the City of Toronto, and Beauleigh Retail Consultants, which has curated the tenant mix. The vision is to make Union Station a dual-purpose space: both a commuter hub and a shopping destination.

Recent retail additions include Miniso, HARVEST Clean Eats, and French bakery Nord Lyon, all of which have contributed to a diversified offering. Union Station’s tenant mix now reflects an emphasis on convenience retail, fast-casual dining, and lifestyle concepts designed to meet the needs of travellers and downtown residents alike.

A Global Retail Powerhouse

Founded in 1949 in Ube, Yamaguchi, Japan, Uniqlo began as a small menswear shop before transforming into a global apparel powerhouse under parent company Fast Retailing Co., Ltd.. Its rise accelerated in the 1990s during Japan’s economic slowdown, when affordable, high-quality basics gained mass appeal.

Uniqlo distinguishes itself from traditional fast-fashion brands by focusing on essentials and fabric innovation rather than fleeting trends. Its philosophy, “Made for All,” emphasizes universal design and functional clothing accessible across age, gender, and lifestyle.

The brand is best known for innovations such as HEATTECH, AIRism, and Ultra-Light Down, a fabric technologies that enhance comfort and performance. Founder and chairman Tadashi Yanai has compared Uniqlo’s approach to that of Apple, prioritizing product innovation over seasonal fads.

Today, Uniqlo operates thousands of stores across Asia, North America, and Europe, competing with rivals like Zara and H&M but with a more technology-driven, essentials-focused strategy.

Market Position in Canada

Since entering the Canadian market in 2016 with flagship stores at CF Toronto Eaton Centre and Yorkdale Shopping Centre, Uniqlo has pursued a strategy of nationwide expansion. Its approach blends flagship stores in major malls with mid-sized stores in suburban centres and, now, smaller commuter-focused concepts like Union Station.

By the end of 2025, the company’s 37-store footprint will position it as one of Canada’s fastest-growing international apparel chains. Its appeal lies in offering affordable basics that bridge the gap between fast fashion and premium brands, filling a niche for consumers seeking both value and quality.

Industry observers note that Uniqlo’s ongoing expansion, particularly in secondary markets such as Victoria and Quebec City, underscores its confidence in long-term Canadian demand. With Canadian consumers increasingly value-conscious, Uniqlo’s essentials-based model continues to resonate.

More from Retail Insider:

Canadian retailers catching up fast in in-store media, says Vistar’s Sean Cheyney

By

Mario Toneguzzi

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September 7, 2025

As retailers across the globe ramp up investment in retail media, Canadian grocers and merchants are moving quickly to close the gap, particularly when it comes to integrating in-store digital solutions. That’s according to Sean Cheyney, Head of Retail Media at Vistar Media, a global leader in digital out-of-home (DOOOH) technology.

Vistar Media recently launched a new study exploring the trends shaping the future of in-store retail media, and the consumer sentiment towards it.

Key figures include:

In the US, 96 per cent of consumers have a positive or neutral view of retail media (or in-store DOOH).
23 per cent said the ads made them think about brands or products they wouldn’t have considered.
50 per cent of consumers felt DOOH improved their shopping experience and found the ads appealing—highlighting the importance of high-quality, eye-catching creative.
Storefront Ads are the strongest drivers of purchase with 58% of viewers buying an advertised product.

“Vistar is the world leader when it comes to providing solutions for digital out-of-home,” said Cheyney. “We power a vast majority of all digital screens across the globe, roughly 1.2 million screens, with a variety of products.”

These solutions range from ad servers and player software to programmatic offerings like mediation layers, SSPs, and a buying platform (DSP) for digital out-of-home media.

When it comes to retail media adoption, Cheyney said most retailers are already engaged to some degree. “I’d say the majority of retailers are doing something as it relates to retail media at this point. It’s pretty unusual to find a retailer who’s not participating in any way,” he said.

However, there’s a clear split between online and in-store strategies.

“In Canada, there’s more of a ‘dipping your toe in the water.’ More is happening on the digital side of retail media than the in-store side right now,” said Cheyney. “That said, a lot of retailers are starting to play around and take steps to integrate the in-store piece into the rest of their retail media business.”

Retailers are realizing that while digital ads have limits, their brick-and-mortar spaces offer untapped potential.

“You can only add so many ads on your website before it starts to become a bad customer experience,” Cheyney explained. “So they’re looking for new, high-quality ad inventory that brand suppliers are going to be interested in that doesn’t negatively impact the customer experience, but instead helps people along their shopper journey.”

Cheyney said the push toward in-store retail media is both “an offensive and a defensive move.”

From an offensive perspective, he said grocers are competing for limited supplier trade dollars. “Let’s say you’re Loblaw. Your suppliers are also being sold at Sobeys, at Metro, at Save-On-Foods. They’re looking where to invest trade dollars,” he said. “If a brand has a certain amount of trade dollars allocated, they’re probably going to shift a little bit more from competitive sets into somebody who makes this inventory available first.”

On the defensive side, inaction could cost retailers valuable media dollars. “If your competitors are starting to run pilots for their in-store, and you don’t do something, you’re at risk of losing out not only on trade dollars but also media dollars that are coming from the agencies,” he said.

So where does Canada stand compared to other global markets?

“In comparison to the U.S. and even the U.K., I’d say Canada is behind, both on the digital and the in-store side,” said Cheyney. “Even retailers in Germany, France, and other European markets are ahead, though they’re catching up at a faster pace.”

He noted that U.S. retailers like Walmart have had retail media programs for over two decades, while Canadian companies such as Loblaw only began to seriously scale their efforts in the past few years. But that’s changing fast.

“Canada was late to the game, but it’s catching up quickly,” Cheyney said.

One area still lagging is data and identity. “Being able to track people from a targeting and measurement perspective is not at the same level as other global markets,” he said. “But that’s also catching up rapidly.”

Cheyney believes Canada’s in-store retail media segment is poised for rapid growth. “The in-store component is also closing the gap and will likely catch up very quickly within the next 12 to 18 months,” he said, adding that Canada will likely follow the U.S. path in combining digital with in-store strategies.

Retailers here, he added, have a valuable opportunity to avoid some of the missteps seen in more mature markets.

“One thing I’ll say, and this is where Canadian retailers can really benefit, is by learning from mistakes made in other markets, especially the U.S.,” said Cheyney. “When people go too fast without thinking about their objectives and strategies, they often make decisions they later regret.”

He described common pitfalls, including assuming screen installations lead directly to proportional revenue. “They’ve said, ‘Oh, if we have two screens, we’ll make X amount. So, four screens means double, and eight means quadruple.’ But that’s not how it works.”

“Adding more screens doesn’t change the number of people walking into your store,” he added. “And plastering your store with screens just creates a bad customer experience.”

Cheyney said Vistar encourages a more thoughtful, measured approach. “We advise retailers all over the world to be very intentional with what they’re doing.”

The good news? Canadian retailers seem to be doing just that.

“What I’ve found is that Canadian retailers are already thinking that way. They don’t need coaching to start thinking strategically, they already are,” he said. “They’re watching the pitfalls others have encountered and saying, ‘Let’s start with a firmly entrenched strategy and be intentional with everything we do.’”

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Restaurants Canada says supply of Temporary Foreign Works represents only a small but critical percentage of the total workforce

By

Mario Toneguzzi

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September 7, 2025

In response to the Leader of the Official Opposition’s calls recently to scrap the Temporary Foreign Worker program, Restaurants Canada says that without enough staff for key roles, restaurants in rural and remote communities risk reduced hours, closures, and lost local jobs.

Temporary Foreign Workers (TFWs), while making up only 3% of the foodservice workforce, play a vital role in sustaining operations in underserved areas. These workers: predominantly skilled chefs and cooks are often the cornerstone of a restaurant’s ability to operate and maintain operations. The realities of the aging labour market in many of these areas, means chefs and cooks are simply not available, said the national organization.

“Our ask is simple,” said Kelly Higginson, President and CEO of Restaurants Canada. “Let’s work together to ensure rural and remote communities have a supply of key labour positions to protect the small businesses, support communities, and ensure Canadians can continue to enjoy the food, hospitality, and culture our restaurants bring to the table. Restaurants are looking for permanent solutions, not temporary ones.”

Temporary Foreign Workers are not a low-cost option for labour, but a last resort for restaurants in many areas. The costs of bringing in TFWs can be as high as $8,600 per worker. The preference has always been to hire locals, explained the organization.

“Forty percent of the restaurant industry’s workforce is currently youth, and the industry has long been the #1 source of first-time jobs for youth for decades,” it said.

Restaurants Canada is a national, not-for-profit association advancing Canada’s foodservice industry. Restaurants are a $120 billion industry employing nearly 1.2 million Canadians and the number one source of first-time jobs in Canada, it says.

After a tumultuous first quarter, the outlook for the foodservice industry has moderated thanks to a cooling of tariff war rhetoric and a slight uptick in consumer confidence, but operators remain cautious, according to the organization’s Q2 Quarterly Report.

Restaurants Canada said it expects real commercial foodservice sales to experience -0.5% to 0.5% growth in 2025 and a 0.1% to 0.6% decline in 2026.

In the first four months of 2025, commercial foodservice sales grew by a solid 6.6%, supported in part by the GST/HST holiday in January, explained the national organization. With headwinds picking up speed again and a majority of restaurants having to increase prices, it is urging the federal government to permanently exempt all food, including restaurant meals, from GST/HST.

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WingsUp! set for major expansion across Canada and U.S.

By

Mario Toneguzzi

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September 7, 2025

WingsUp- Restaurants-WingsUp- Touches Down in Calgary — Calgary Location (CNW Group/WingsUp! Restaurants)

WingsUp! Restaurants, a fast-growing takeout and delivery brand specializing in fresh chicken wings, is ramping up its national and international expansion plans with new locations opening in Vancouver and Surrey, and ambitious targets across Canada and the United States.

“We have 37 stores, mostly in Ontario. We have one in Calgary and we just opened in Vancouver,” said Darren Czarnogorski, President of WingsUp! Restaurants.

The brand, which started in Milton, Ontario in 1988, has a loyal customer base thanks to its focus on fresh, never frozen wings and gourmet sauces. “For the longest time it was just one store. It built the following in the community. People really love the fresh never frozen chicken wings and the gourmet sauces and things like that,” said Czarnogorski.

The second WingsUp! location opened in Burlington, Ontario in 1995, and growth has steadily followed, including recent expansions westward.

The brand is actively looking to expand further in northwest Calgary. “Finding locations is a little bit tough just because it’s a very, very tight market when it comes to real estate it seems like,” said Czarnogorski.

In British Columbia, WingsUp! is beginning construction in Surrey and a recent opening on Kingsway in Vancouver.

Looking ahead, Czarnogorski has clear expansion goals: “For the Alberta market, we’re targeting about 30 restaurants between Edmonton, Red Deer, and Calgary. We think that’s kind of a reasonable amount of restaurants given the population and the growth that’s happening in Alberta.”

He added: “In the B.C. market, I would say it’s about similar, 30 to 40 restaurants. There’s the Lower Mainland, which can have quite a few restaurants as well. Surrey as well as Vancouver Island. So, there’s a lot of growth there for sure.”

While WingsUp! is focused on Ontario, Alberta, and B.C., Czarnogorski said they’ve had requests from other provinces. “We get requests sometimes from the East Coast, Newfoundland and Nova Scotia, and those are great markets. We’re just not 100% ready to jump into those.”

The brand is also setting its sights on the U.S., where it recently cleared a key hurdle. “We just got our FDD (Franchise Disclosure Document) about six months ago,” he said. “The U.S. states that we’ve kind of identified are Texas and Florida. And now recently we kind of identified Georgia as another potential nice spot to open with a lot of potential.”

When it comes to footprint, the brand is a takeout and delivery model, not a full dine-in restaurant. “In Canada, we target anywhere from like 1,200 to 1,600 square feet. In the U.S. it’ll be closer to about 1,500 to 2,000 square feet.”

“We’re not big on seating, maybe at a maximum 20 seats. We really focus on delivering to people’s homes and people coming in for takeout,” he explained.

So, what separates WingsUp! from competitors in an increasingly crowded space?

“I would say first and foremost we focus on quality. A lot of places will have wings as an afterthought. We don’t really get into beer that much. Like we have a few restaurants that are licensed, but we’re not focused on alcohol sales,” said Czarnogorski.

“We focus on our fresh, never frozen chicken wings, focused on our gourmet sauces and making sure we deliver on a nice experience. And I would say that’s the biggest differentiator.”

As for site selection, Czarnogorski is clear about what makes a great location: visibility, accessibility, and proximity to residential areas. “We like parking, especially in suburban areas. We want convenience so people can come and go and pick up their products,” he said.

“We always want to be in the centre of good urban density because we do a lot of evening and late-night deliveries, people sitting, watching Netflix, ordering Amazon and they want to order food. So we fill that void and we want to be close to their homes, be able to deliver quickly within 20–30 minutes. And that’s our focal point.”

WingsUp! continues to serve up a strong growth trajectory while staying close to its original formula—delivering quality wings with speed and consistency to hungry customers across Canada.

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Peavey Mart to reopen select Prairie stores in Fall 2025

By

Mario Toneguzzi

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September 7, 2025

Peavey Mart, Canada’s largest farm and ranch retail chain, which officially announced the closure of all its 90 stores nationwide earlier this year, has now announced it is coming back this Fall.

The company said many customers learned recently that Peavey Mart is planning to reopen in select locations in Alberta.

“This announcement was made public and shared prematurely, and while this leak was unintentional, we are excited to share that Peavey Mart is coming back to Spruce Grove, Westlock, Camrose and Lacombe this fall, and will include many of your favourite brands back on store shelves. Peavey Mart stores will reflect the needs of customers by providing reliable and relevant products, focusing on high quality, unique, and locally sourced items that highlight the Canadian entrepreneurial spirit,” it said on its website.

“The revival will bring back the Peavey Mart that people know and love – a Peavey Mart focused on the needs of the farmer, rancher, acreage owner, and homesteader with a strong emphasis on providing value for dollars spent in our stores.

“More information will be released in the coming weeks, and we invite you to celebrate with us as we look forward to providing the service and selection of hardware and a whole lot more that customers have relied on for decades.”

The brand’s closure earlier in the year marked the end of a nearly six-decade-long legacy for the Alberta-based retailer, which has been a staple in Canada’s rural and suburban retail market.

The decision followed the company’s filing for creditor protection under the Companies’ Creditors Arrangement Act (CCAA), granted by the Court of King’s Bench Alberta and the closures affected 90 Peavey Mart stores and six MainStreet Hardware locations.

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Zellers re-launch delayed now until October (Photos/Video)

By

Mario Toneguzzi

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September 7, 2025

Londonderry Mall. Photo: Mario Toneguzzi

News that Zellers, the once-dominant Canadian discount retailer that disappeared from the national retail landscape more than a decade ago, is making another comeback has been met with great anticipation and hype but retail experts and consumers are still wondering when the brand will actually re-launch in Edmonton.

The first new store, spanning 60,000 square feet, to open at Londonderry Mall in Edmonton, confirmed by landlord Leyad, which owns the shopping centre, was expected to open August 29 in the former Hudson’s Bay location, making this the first announcement of a tenant filling a former Hudson’s Bay space since the department store chain’s collapse earlier this year.

Then it was going to open September 1 and people lined up for that, but the store didn’t open.

According to a media report: “In an email to CTV News Edmonton on Friday, mall management said the store would open in October, but did not provide a date.”

Bruce Winder, a retail analyst and author, said: “It is unfortunate that the opening of new Zellers store in Edmonton has been so significantly pushed forward to next month.

“Obviously, the company running the new launch should have ensured they were almost 100% a go before notifying the media and getting customers excited. But stuff happens in the world of retail.

“Now the re-launch of the Zellers brand could be somewhat tainted in the eyes of Canadians. ‘Here we go again’. However, customers will forget about the tardiness of the launch over time if the store exceeds expectations once open.”

“We are thrilled to bring back a beloved Canadian brand that stirs up nostalgic memories for many of our shoppers, while providing an opportunity to introduce Zellers to a new generation,” said Henry Zavriyev, CEO of Leyad, on August 28 when the company made the announcement. “This announcement represents a bold step forward in reimagining retail space and responding to community demand with purpose and vision.”

The transformation of the former Hudson’s Bay store—closed in June 2025—into a vibrant new Zellers location was completed in under two months, showcasing Leyad’s commitment to swift, strategic redevelopment, said the company.

Michael Kehoe, Broker of Record, Fairfield Commercial Real Estate, said: “The return of Zellers to the Canadian retail scene with the debut of a store at Londonderry Mall in Edmonton was highly anticipated in recent days. Prototype retail projects of this scale are complex endeavors and dependent on a multitude of things aligning on schedule to ensure they open on time.

“If any one or two factors fail to come together in an orderly way it can throw the entire project off schedule and delay a store opening. You only get one chance to make a good impression with shoppers, and I hope things can get back on track for a successful Canadian solution for this key anchor position at Londonderry with a 60,000 square foot store. I am sure this will continue to be a national good news Canadian retail story.”

The newly reimagined Zellers will offer a wide range of stylish clothing lines for women, men, and youth, alongside contemporary home décor—blending the brand’s rich heritage with modern design and value-driven offerings, explained Leyad

“This launch at Londonderry Mall is not just the return of a brand—it’s the beginning of a new chapter for a retailer woven into Canada’s cultural fabric,” it said.

Perhaps the most intriguing element of Zellers’ return is the question of who now owns and operates the brand.

A previous Retail Insider story noted: “The Hudson’s Bay Company (HBC) previously held Zellers’ intellectual property, having run the chain for decades before selling most of its store leases to Target in 2011. While Canadian Tire purchased HBC’s intellectual property portfolio during its bankruptcy earlier this year, it did not acquire the Zellers name. This leaves uncertainty around how the brand has re-emerged in Edmonton.

“When asked directly, Zavriyev declined to identify the new operator. “It’s a Canadian group that operates a number of other brands,” he said, adding only that “they know what they’re doing.”

“Retail Insider reached out to industry sources, one of whom strongly speculated that the owner may be INC Group, parent company of Fairweather, International Clothiers and Randy River. The company has experience in discount and value-focused retail, and was recently working on a ‘big project’ in Edmonton.”

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Canadian Retail News From Around The Web For September 8, 2025

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Retail Insider

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September 7, 2025

News at a Glance

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

Lululemon says U.S. tariffs taking a bite, but also some of its athleisure wear became ‘too predictable’ (CBC)

Opening of Edmonton Zellers store delayed for a 3rd time (CTV)

Organized crime biggest threat to Canadian retailers, study finds (CityNews)

Canada’s last waterbed salesmen still try to make waves in a dozing industry (Globe & Mail)

Simons revives Canadian department store legacy (Yahoo)

Pattison Food Group signs Grocery Code of Conduct (Grocery Business)

Gap to Bring Beauty Aisles Into Old Navy Stores (Yahoo Canada)

‘Glorifying crime’: Quebec minister tells Walmart, Amazon to stop selling Hells Angels clothing (CTV)

Convenience stores see sales boost one year after booze sales approved by Ford government (CTV)

Alberta youth losing hope about job prospects as unemployment reaches new highs (CBC)

Most new INS Market stores in Ontario to stock beverage alcohol (CCentral)

Nanaimo store owners mull moving back to India due to rampant crime – BC (Global)

Brookfield Looks To Sell Retail Component Of Shangri-La Vancouver (Storeys)

Newmarket Chatime bubble tea shop reopens with focus on Canadian market (Newmarket Today)

Small town Ont. designer creates custom suit for Ryan Reynolds at TIFF (CTV)

Remembering Giorgio Armani and Toronto’s First Boutique

By

Craig Patterson

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September 5, 2025

image - 2025-09-05T162311.940 — Giorgio Armani, the esteemed Italian fashion icon and founder of the Armani empire, has died aged 91. Credit : The Fashionton post.

The global fashion world is mourning the death of Giorgio Armani, a designer whose impact on how women and men dress is immeasurable. Armani, often called the “King of Fashion,” redefined tailoring with his soft-shouldered jackets and fluid fabrics while creating an independent empire that remained under his control until his passing. For Toronto, Armani’s story has a particularly unique resonance. In 1979, the first standalone Giorgio Armani boutique in North America opened at Hazelton Lanes, before New York’s department stores carried the line.

That groundbreaking store was introduced to Canada by Catherine Hill, owner of Chez Catherine, with her daughter Stefanie Hill by her side. More than four decades later, Stefanie reflects on Armani’s influence and her personal memories of the man behind the brand.

Stefanie Hill in her store Stefanie’s at 446 Spadina Road in Toronto’s Forest Hill neighbourhood. Image: Stefanie’s

Chez Catherine’s Bold Introduction of Armani

Chez Catherine was a pioneering fashion retailer in Toronto, founded by Catherine Hill in 1972 on Yorkville Avenue before moving into Hazelton Lanes. Known for its colourful, high-impact approach, the store introduced Canadian women to designers such as Claude Montana, Issey Miyake, Karl Lagerfeld, and Gianfranco Ferré. Among these international names, Giorgio Armani stood out.

“We had the first Armani boutique freestanding in Canada in Hazelton Lanes in 1979,” recalls Stefanie Hill. “We even had it before Bergdorf Goodman in New York, which didn’t carry Armani until a year later in 1980. It was really at the start of his collection.”

The boutique was located directly across the hall from Chez Catherine’s main shop, serving as both a symbolic and physical extension of the Hill family’s bold approach to fashion retail. Armani himself attended the Toronto opening, accompanied by sales director Gabriella Forte, for what Stefanie describes as a memorable press launch.

“We did it upstairs in Hazelton Lanes, in an empty condo that hadn’t sold yet,” she remembers. “We created a press kit that included a silver padlock engraved with ‘“Chez Catherine has Giorgio Armani all locked up“.’ I still have it to this day.”

Stefanie Hill, left, with mother Catherine Hill in 1986. PHOTO: TORONTO PUBLIC LIBRARY ARCHIVES

Meeting the Man Behind the Brand

While Armani’s collections would go on to become synonymous with understated elegance and global success, Stefanie Hill remembers him most for his humility.

“When I heard he had passed away, I teared up,” she says. “He was such a down-to-earth person, which in this business is not always common. He was real, gracious, and always smiling.”

Stefanie, who speaks Italian, recalls that Armani communicated exclusively in his native language, even when visiting Canada. “He never spoke English publicly, even though he understood it,” she says. “That never caused an issue. We connected easily.”

Her most vivid memory is a moment of honesty that underscored Armani’s humanity. “We were setting up the store, and he suddenly realized, ‘Oh my goodness, I don’t have any skirts.’ He only had blazers, pants, and shirts. So we went across to Chez Catherine, and he picked skirts to pair with jackets. It was just so genuine, and it showed how new he was at building a full collection.”

The Boutique Experience in Toronto

Unlike the lavish brand temples of today, the first Giorgio Armani Toronto boutique was intentionally understated. “It was very minimal,” Stefanie explains. “Carpeted, dark with beige tones, and very simple. The focus was on the clothes, which were lightweight, beautifully woven, and in subtle colours.”

The clientele was eclectic, ranging from high-powered lawyers who adopted Armani’s pantsuits as their uniform to women who simply wanted a fantasy wardrobe. “It was the pantsuit that defined his early following,” she recalls. “The simplicity, the flow of his fabrics, and the soft blouses — there was nothing harsh about his designs.”

TORONTO’S HAZELTON LANES SKATING RINK IN 1976. PHOTO: TORONTO PUBLIC LIBRARY ARCHIVES

An Era of Fashion Icons

Chez Catherine was central to an extraordinary moment in fashion history. The Hazelton Lanes boutiques represented what Stefanie calls “the super five” of international designers: Armani, Versace, Gianfranco Ferré, Karl Lagerfeld, and Valentino.

“It was quite an era,” she says. “Each designer had such a distinct look. Armani was known for his understated elegance, while others were more flamboyant. What separated him was how true he stayed to his vision. He never compromised.”

1979 Giorgio Armani Boutique Fashion Ad. Image via eBay

Unlike many contemporaries, Armani also resisted being absorbed by a luxury conglomerate. “To the day he passed, it was his company,” Stefanie notes. “That is rare in fashion. He stayed independent and true to his designs.”

Chez Catherine’s Broader Legacy

The Armani boutique remained under Chez Catherine’s umbrella for nearly a decade, with the Hills later carrying his collections in their Palm Beach location as well. As Armani diversified into secondary lines such as Armani Exchange and white label collections, distribution widened to department stores, and the Hills shifted their focus to other designers.

Still, the significance of introducing Armani to Canada cannot be understated. Chez Catherine’s retail daring helped solidify Yorkville as Canada’s luxury shopping district and positioned Toronto as an early player in global fashion trends.

“Those were exciting times,” Stefanie reflects. “We were fortunate to be part of Armani’s story from the very beginning.”

Remembering King Armani

For Stefanie Hill, Armani’s passing is both a personal and professional loss. “He truly leaves a legacy in fashion,” she says. “People called him King Armani, and it’s true. He changed how women dressed, and he did it with such grace.”

She recalls dining at his Milan home with her mother Catherine and his partner Sergio Galeotti, describing evenings filled with warmth and humility. “It wasn’t about grandeur. It was couches, little tables, and conversation. That was Armani — low key, genuine, and always kind.”

With Armani’s death, the future of his namesake company remains uncertain. His two nieces have been involved in the business, and observers are watching closely for news about succession. A planned 50-year anniversary retrospective in Milan now carries new meaning.

“It will be interesting to see what the family does,” Stefanie says. “He built something extraordinary, and his vision will always live on.”

A Toronto Legacy Within a Global Story

For Toronto, Giorgio Armani’s legacy carries a special resonance. The opening of the Giorgio Armani Toronto boutique at Hazelton Lanes in 1979 placed the city at the forefront of international fashion. It was a moment of alignment between a visionary designer and a pioneering Canadian retailer.

As Stefanie Hill remembers, “Fashion today isn’t what it was back then. We had designers who truly changed the way people dressed. Giorgio Armani was one of them. He was not only a legend in fashion but also a gentleman. Toronto was lucky to be part of his story.”

More from Retail Insider:

Prime Minister Carney launches new measures to protect business impacted by tariffs

By

Mario Toneguzzi

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September 5, 2025

image - 2025-02-14T002741.693 — US President Donald Trump. Photo: Slate.com

Prime Minister, Mark Carney announced Friday a series of new, strategic measures for workers and businesses in those sectors most impacted by U.S. tariffs and trade disruptions.

“These initiatives will help workers acquire new skills and businesses retool their production and diversify their products, while spurring more domestic demand for Canadian businesses. As we build the economy of the future, we’re ensuring workers and industries can bridge to seize its opportunities,” said the government.

“The global trade landscape is rapidly changing, as the United States fundamentally transforms all of its trading relationships. The effect is profound – displacing workers, disrupting supply chains, forcing companies to rethink where they source their materials and products, and causing uncertainty that is curbing investment. Canada has the best deal of any U.S. trading partner – yet we cannot rely on our most important trade relationship as we once did. We must build our strength at home.

“Canada’s new government is building a new industrial strategy to meet this moment. This will transform our economy – from one of reliance on specific trade partners to one that is more resilient to global shocks, built on the solid foundation of strong Canadian industries, and bolstered by diverse international trade partners.”

Building on previously announced measures to help transform the Canadian steel and softwood lumber industries, the following new initiatives were announced on Friday:

A strong, confident workforce: The government will introduce a new reskilling package for up to 50,000 workers, make Employment Insurance more flexible and with extended benefits, and launch a new digital jobs and training platform with private-sector partners to connect Canadians more quickly to careers.
A new Strategic Response Fund: The government will invest $5 billion through a new fund with flexible terms to help firms in all sectors impacted by tariffs adapt, diversify, and grow, with support provided to industries by new Workforce Alliances to align training and workforce needs.
A new Buy Canadian Policy: The government will introduce a new policy to ensure the federal government buys from Canadian suppliers, require local content when domestic suppliers are unavailable, extend this approach to all federal funding streams and Crown corporations, and provide a roadmap for provinces and municipalities to apply similar standards to their own procurement.
Immediate liquidity relief: The government will expand Business Development Bank of Canada loans for small and medium-sized enterprises (SMEs) to $5 million, provide more flexible financing through the Large Enterprise Tariff Loan Facility, and give the auto sector flexibility by waiving 2026 model year vehicles from Electric Vehicle Availability Standard requirements and by launching an immediate 60-day review to reduce costs.
Assisting Canada’s canola and agriculture producers: The government will introduce a new biofuel production incentive, with over $370 million for domestic producers to address immediate competitiveness challenges, amend Clean Fuel Regulations to support the domestic biofuels industry, temporarily increase the Advance Payments Program interest-free limit to $500,000 for canola advances, and provide increased funding for the AgriMarketing Program to support diversification into new markets of agricultural products.
Regional Tariff Response Initiative: The government will expand support to SMEs to $1 billion over three years, with flexible terms, and increase new non-repayable contributions to eligible businesses impacted by tariffs across all affected sectors, including agricultural and seafood.

The full list of measures is available here.

“We cannot control what other nations do. We can control what we give ourselves – what we build for ourselves. Canada is building the strongest economy in the G7, one that is less reliant on foreign powers and more resilient in the face of global shocks. In the face of uncertainty around the world, we are ensuring that our workers and businesses will prosper by building Canada’s strength at home,” said Carney.

Bea Bruske, President of the Canadian Labour Congress, released the following statement:

“Canada’s unions are ready to work with government to make sure today’s announcement delivers for workers and for our economy. Ottawa’s strategy must prioritize good jobs and better lives for workers their families. To succeed, we need we need a clear industrial strategy that coordinates across industries, regions, and different levels of government while bringing workers into the heart of decision-making.

“We want to work together to ensure that trade diversification efforts are not just about opening new markets, but about building the infrastructure and capacity here at home to succeed. That means major federal investment in warehousing, rail, ports, energy, and logistics, all delivered with prevailing wage requirements and strong labour standards. It also means supporting decarbonization so that Canadian exports can reach Europe and other markets without being penalized by carbon border tariffs.

“The new ‘Buy Canada’ plan could become a powerful tool for strengthening our economy and creating demand for Canadian products. But we know from past experience that procurement rules only succeed if they are designed to prioritize creating and protecting good, unionized jobs. Otherwise, public money will flow into corporations and private hands without securing long-term benefits for communities and working people.

“Workers welcome enhancements to Employment Insurance — this is a great move that if done right is an essential piece of building a resilient economy. As government moves ahead, it will be important to ensure these improvements cover everyone who needs them, including women, young people, and those in precarious or non-standard jobs.

A sign encouraging shoppers to buy Canadian products at a liquor store in Vancouver on Feb. 2, 2025. Shoppers have been caught up in the buy Canadian fervour since U.S. President Donald Trump began threatening to apply tariffs on imports from Canada. THE CANADIAN PRESS/Ethan Cairns

“There are always ways to find savings, but governments must remember that economic strength also depends on strong public services. Canadians need access to health care, child care, and housing that help bring down costs for families. Workers need confidence that Employment Insurance, skills training, and supports will be there when they are needed most. These investments make the economy more resilient and help families weather the shocks that tariffs, trade disruptions, and corporate decisions can bring. With unemployment rising and the job market deteriorating fast, now is the worst possible time for austerity and severe budget cuts to social programs and public-service jobs.

“While today’s announcement is welcome, there are still some gaps that need to be addressed. For steel and aluminum producers, the absence of strengthened tariff rate quotas is a missed opportunity. Without this breathing room, workers and employers alike will struggle to adapt to fast-changing market conditions. On electric vehicles, relief for automakers must be tied to clear commitments: investments in Canadian production, guarantees for Canadian jobs, and support for the transition measures that unions are calling for. Canadians expect no less when billions of dollars in public funds are being put on the table.

“The funding programs and worker supports announced today are important, but they will only succeed if they look beyond short-term reskilling. We want to ensure these tools prioritize upskilling, retention, and pathways to unionization so that workers can build stable, long-term careers in growing industries.

“Canada’s unions will continue to push for a bold and comprehensive plan — one that connects today’s measures into a coherent industrial strategy, ensures public investments build Canadian capacity, and guarantees that the payback is measured in secure union jobs. We look forward to working with government to make that vision a reality, because that’s the only way to secure Canada’s future in a turbulent global economy.”

Canadian Manufacturers & Exporters (CME) said it welcomes the announcements by the Prime Minister to support Canada’s industrial economy. Manufacturing has been among the hardest hit by U.S. tariff actions, and these measures represent a necessary step toward stabilizing the sector. As a strategic industry that employs over 1.8 million well-paid workers across the country, manufacturing is key driver or exports, and innovation and productivity – and is essential to Canada’s long-term economic resilience and sovereignty, it said.

“CME applauds the federal commitment to retrain 50,000 workers. To succeed, this program must prioritize employer-led, on-the-job training and reduce barriers for manufacturers seeking to retain and upskill their workforce. CME has extensive experience delivering sector-based training solutions and currently partners with manufacturers nationwide to build practical, work-integrated training programs that meet real-world needs. We welcome the opportunity to work with the federal government to deliver urgently needed support to Canadian workers,” said the organization.

“The $5 billion Strategic Response Fund offers a promising mechanism to help manufacturers retool, diversify, and stay globally competitive. But success will hinge on speed and flexibility. This fund cannot be weighed down by red tape and lengthy approvals. CME calls on the government to deliver fast, practical assistance that strengthens domestic production and supply chains.

“CME has long urged the federal government to pursue a more robust Buy Canadian policy. We are cautiously optimistic about the new commitment requiring federal agencies and Crown corporations to prioritize Canadian-made goods. However, we recognize there are significant barriers to creating a truly national procurement policy. If implemented effectively, this initiative could be a critical step toward bolstering domestic supply chains, building industrial resilience, and supporting Canadian jobs. We look forward to working with government to ensure the policy is rolled out efficiently and with minimal administrative burden.”

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Weekday or Weekend: When Is the Best Time to Move?

By

Retail Insider

-

September 5, 2025

Moving to a new home is both exciting and overwhelming. Timing your move can make a big difference in how smooth the process feels. Many people wonder if weekdays or weekends are better for relocating, and the answer depends on lifestyle, budget, and personal priorities. From my own experience and advice shared by professional calgary movers, the timing of your move is more than just picking at any date – it’s about making choices that reduce stress and maximize convenience.

Why Timing Matters When Moving

The day you choose to move affects more than just your calendar. It impacts traffic, cost, availability of moving services, and even your energy level. Imagine moving on a Friday afternoon when everyone else is leaving work – stressful traffic jams and delays are almost guaranteed. On the other hand, moving on a Sunday morning may give you a quiet neighborhood but could limit the time you have to unpack before starting the work week.

Timing matters because:

Movers’ availability changes throughout the week.
Rental trucks and moving supplies may cost less on certain days.
Schools, offices, and banks operate on fixed schedules that may interfere with move-related tasks.
Your own work and family routines need to align with the moving day.

The Case for Weekday Moves

Easier Scheduling

On weekdays, moving companies usually have more open slots. This is especially true days like Tuesday and Wednesday. Since fewer people are moving then, you may have more flexibility in choosing your time and ensuring movers aren’t rushed.

Lower Costs

Weekdays often come with slightly lower rates compared to weekends. It’s the same principle as booking a flight midweek instead of Friday night – demand is lower, so prices drop.

Administrative Convenience

When you’re moving on a weekday, it’s easier to get things done. Need to drop by the bank, pick up paperwork from your lawyer, or contact utility companies? All of these services are open during standard business hours. That makes a weekday move practical for handling the “official” side of moving.

Downsides of Weekday Moves

Of course, weekday moves are not perfect. Most people work during the week, and taking time off may not always be possible. If you have school-aged children, pulling them out of class for a move can also disrupt routines.

The Case for Weekend Moves

More Personal Time

Weekends are the obvious choice for many families. Most people don’t have to request vacation days, and kids are home from school. This allows the entire family to come together and help to pack and load, which makes the whole process much easier.

Less Pressure to Rush

When moving on a Saturday, you still have Sunday to unpack, organize, or just recover. That extra buffer day can be invaluable, especially after a long day of lifting boxes and setting up furniture.

During weekends your friends and relatives are more likely to be available to help. Having extra sets of hands can reduce both costs and stress.

Downsides of Weekend Moves

The main challenge with weekend moves is availability. Movers and rental companies are busier, so you need to book in advance. Prices may also be slightly higher. Traffic can also be heavier on Saturdays, especially in residential areas with lots of weekend activities.

Comparing Weekday vs. Weekend Moves

Factor	Weekday Move	Weekend Move
Cost	Lower, more budget-friendly	Higher due to peak demand
Mover Availability	Easier to schedule, flexible	Must book early, limited availability
Time Off Needed	Yes, usually requires leave	No, works around regular schedules
Traffic	Rush hour delays possible	Smoother overall (except busy Saturdays)
Errands & Services	Offices open, easier errands	Many offices closed, limited support
Family/Friend Help	Limited during work hours	Easier to get help from family/friends

Other Timing Factors to Consider

Seasonality

In Canada, moving during winter weekdays is very different from moving on a sunny summer Saturday. Winter can be unpredictable, and shorter daylight hours will definitely make moving process tricky. On the other hand, summer weekends are the busiest moving season, which may mean higher costs and busier schedules.

Time of Day

Even within weekdays or weekends, the time you start matters. Morning moves are usually smoother – you’re energized, traffic is lighter, and you’ll have the whole day ahead of you. Evening moves may seem more convenient, however fatigue and limited daylight can make them more stressful.

Personal Lifestyle

Are you someone who prefers handling logistics during workdays? Or do you value using your weekends for tasks like unpacking and settling in? Your own lifestyle will heavily influence whether weekday or weekend moves are best.

Tips for Choosing the Best Moving Day

Check your work schedule early. If you can request a personal day during the week, you might save money and stress.
Book movers in advance. Weekend slots go fast, so don’t wait until the last minute.
Plan around kids’ schedules. Consider exam periods, sports events, or vacations before choosing your date.
Think about utilities. Some companies won’t connect or disconnect services on weekends, it is best to arrange everything prior to your move.
Don’t forget recovery time. Give yourself at least half a day after the move to rest.

Final Thoughts

So, should you move on a weekday or weekend? The answer depends on your unique situation priorities. If saving money and handling logistics smoothly are your main concerns, a weekday move might be best for you best. If having family support and avoiding missed workdays matters more, weekends could be the smarter choice.

Ultimately, the “best” moving day is the one that balances convenience, cost, and personal needs. With the right preparation and mindset, both weekday and weekend moves can be successful – it’s all about planning ahead and choosing what feels right for your lifestyle.

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More from Retail Insider:

Why Timing Matters When Moving

The Case for Weekday Moves

Easier Scheduling

Lower Costs

Administrative Convenience

Downsides of Weekday Moves

The Case for Weekend Moves

More Personal Time

Less Pressure to Rush

Social Support

Downsides of Weekend Moves

Comparing Weekday vs. Weekend Moves

Other Timing Factors to Consider

Seasonality

Time of Day

Personal Lifestyle

Tips for Choosing the Best Moving Day

Final Thoughts

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