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 48 hours.
“Building on Q1, we are pleased to report continued momentum in leasing demand and operational performance in Q2,” said Mitchell Goldhar, CEO of SmartCentres.
“Occupancy has improved to 98.6% with approximately 148,000 square feet leased up during the quarter and rent growth of 8.5% (excluding Anchors). Same Properties NOI increased by 4.8% (7.7% excluding Anchors) showcasing improving customer traffic and a strengthened tenant base. Pacific Fresh and Costco both took possession of large spaces during the quarter and are expected to open later this year. Our development pipeline continues to add to the bottom-line with the completion this quarter of three self-storage projects and the closing of nine townhomes at our Vaughan NW project.”
Mitchell Goldhar
2025 Second Quarter Highlights
Retail Operations
Improving customer traffic and a strengthened tenant base delivered strong Same Properties NOI for the three months ended June 30, 2025 which increased by 4.8% (7.7% excluding Anchors) compared to the same period in 2024.
147,818 square feet leased during the quarter, resulting in an in-place and committed occupancy rate of 98.6% as of June 30, 2025. In addition, growing demand for new-build retail continues with approximately 38,740 square feet executed during the quarter.
Extended or finalized 82.1% of all leases maturing in 2025, with strong rent growth of 8.5%, excluding Anchors.
In April 2025, Pacific Fresh took possession of 136,703 square feet in Vaughan, previously occupied by Lowe’s, and Costco took possession of 125,040 square feet at Winston Churchill and highway 401. Both tenants plan to open later in the year.
Development
Significant development pipeline is expected to provide long-term portfolio expansion and profitable growth from the approximately 58.9 million square feet (at the Trust’s share) of zoned development permissions of various forms, including 0.8 million square feet currently under construction.
Construction of self-storage facilities in Toronto (Gilbert Ave.), Toronto (Jane St.), and Dorval (St-Regis Blvd.) is substantially complete, with all three facilities opened during the quarter. Construction is underway at Montreal (Notre Dame St. W), and Laval E, Quebec, with facilities expected to open in 2026. Site preparation and demolition works were completed at Burnaby, British Columbia, with building construction commencing shortly and expected to open in 2027.
Construction of Phase I of the Vaughan NW townhomes is mostly completed, with nine units closed in Q2 2025. As at June 30, 2025, a total of 98 out of the 120 units in Phase I have closed.
Financial
Net rental income and other for the three months ended June 30, 2025 was $141.3 million representing an increase of $8.1 million or 6.1% compared to the same period in 2024. This increase was primarily due to lease-up and renewal activities mainly from retail properties.
FFO per Unit for the three months ended June 30, 2025, was $0.58 compared to $0.50 for the same period in 2024. This increase was primarily due to an increase in NOI mainly due to lease-up activities and changes in fair value adjustment on the TRS resulting from fluctuations in the Trust’s Unit price, partially offset by a decrease in interest income as a result of the repayment of mortgage receivables and lower loan interest rates compared to the prior year period. FFO with adjustments per Unit for the three months ended June 30, 2025, was $0.55 compared to $0.51 for the same period in 2024, an increase of 7.8%.
Net income and comprehensive income for the three months ended June 30, 2025, decreased by $19.7 million compared to the same period in 2024. This decrease was mainly driven by a $27.7 million reduction in fair value gain on investment properties, partially offset by a $10.2 million increase in NOI primarily due to lease-up activities for retail and mixed-use properties.
SmartCentres is one of Canada’s largest fully integrated REITs, with a best-in-class and growing mixed-use portfolio featuring 197 strategically located properties in communities across the country. SmartCentres has approximately $12.0 billion in assets and owns 35.6 million square feet of income producing value-oriented retail and first-class office properties with 98.6% in place and committed occupancy, on 3,500 acres of owned land across Canada.
“RioCan delivered another quarter of strong results and sustained leasing momentum, highlighted by exceptional leasing spreads and a high retention rate. The continued demand from high-quality retailers underscores the strength of the RioCan portfolio and reinforces our position as the landlord of choice. We continue to simplify our business, progress our capital recycling initiatives, and successfully execute our de-leveraging plan. These initiatives sharpen the operational focus of the Trust and enhance our financial flexibility to drive sustained growth,” said Jonathan Gitlin, President and CEO of RioCan.
Jonathan Gitlin
RioCan said it meets the everyday shopping needs of Canadians through the ownership, management and development of necessity-based and mixed-use properties in densely populated communities. As at June 30, its portfolio is comprised of 178 properties with an aggregate net leasable area of approximately 32 million square feet (at RioCan’s interest).
Highlights:
FFO per unit increased to $0.47, up $0.04 or 9.3% from the same period last year. This growth was driven by strong operating performance, reduced G&A expenses, accretion from unit buybacks in the current year and higher residential inventory gains. Higher interest expense partially offset these increases in FFO.
Net income per unit of $0.49 was $0.08 per unit higher than the same period last year, reflecting greater fair value gains of $15.9 million on investment properties, compared to $5.9 million in the prior year quarter, in addition to the items noted for FFO above.
Adjusted Debt to Adjusted EBITDA improved to 8.88x, ratio of unsecured to secured debt reached 61% to 39% and the FFO Payout Ratio was 60.5%. RioCan’s strong balance sheet, reinforced by $1.3 billion of Liquidity and $9.0 billion in Unencumbered Assets, enables flexibility and optimization of capital allocation.
Leasing Progress: 1.3 million square feet were leased in the Second Quarter, including 1.2 million square feet of renewals.
Leasing Spreads: In the Second Quarter, RioCan achieved a blended leasing spread of 20.6% with a new leasing spread of 51.5% and a renewal leasing spread of 17.4%, marking three consecutive quarters of leasing spreads at least in the high-teens. RioCan continued to capitalize on mark-to-market opportunities, achieving an average blended leasing spread of 23.5% on market deals. 72% of renewals were at market rates, while retaining high-quality essential retailers, including the renewal of eight grocery anchors in the quarter. The retention ratio of 91.6% reflects an effective balance between upgrading tenant quality and preserving strong tenancies, with elevated leasing spreads confirming the success of this strategy.
Same Property NOI: Commercial Same Property NOI growth was 2.0% in the Second Quarter. Excluding the impact of higher legal and CAM/property tax settlements and a provision reversal in the prior year, Commercial Same Property NOI growth is 4.0%. Full year guidance for SPNOI is unchanged at ~3.5%.
Occupancy: RioCan’s committed occupancy and retail committed occupancy were strong at 97.5% and 98.2%. Committed occupancy benefited from strong, more resilient retailers replacing transitional tenants who were paying under-market rents and offset the impact of recently vacated HBC units at Georgian Mall, Oakville Place and Tanger Ottawa. Our leasing team is actively working toward backfilling these units.
Market Demographics: Average population and household income within a five-kilometre radius of RioCan’s portfolio increased by 1% and 5% to 277,000 and $155,000, respectively from the previous year.
RioCan Living – Residential Rental: Residential rental operations generated $9.0 million of NOI, an increase of $1.8 million or 25.0% over the same period last year. As of June 30, 2025, there are 14 buildings in operation with a total fair value of $1.1 billion. RioCan continues to execute on its strategy of unlocking the value in its residential portfolio.
RioCan Living – Residential Condominium: The construction loan for U.C. Tower 2 & 3 was fully repaid in the Second Quarter. The outstanding balance on the 11YV construction loan was reduced to $3.6 million reflecting payments made through to August 7, 2025. As a result, as of August 7, 2025, RioCan’s debt decreased by $124.2 million, and its outstanding guarantees related to 11YV declined by $298.0 million compared to Q1 2025. Full repayment of the remaining 11YV construction loan balance is expected in Q3 2025. Interim closings have commenced at Queen & Ashbridge and U.C. Tower 3.
“The first half of 2025 has demonstrated how our operating performance remains resilient. We are executing grocery anchored optimizations and intensifications, while consolidating ownership positions to drive accretive embedded growth within the existing portfolio,” said Jason Parravano, President & CEO.
Jason Parravano
“We began some exciting projects this quarter. We are in the process of converting roughly 30,000 square feet of space at the Village Shopping Center in St John’s, Newfoundland to a No Frills. This will convert the center to a grocery anchored property, which will enhance value and liquidity for the asset. In addition, we have begun the construction of a 28,000 square foot No Frills store at one of our existing plazas in Brockville Ontario. We will also soon be converting 30,000 square feet of space for another dominant retailer at the same property. We made progress on another No Frills conversion at Spring Park Plaza in Charlottetown, PEI, converting a 10,000 square foot space to a small format No Frills. We also have a number of other property enhancements underway throughout our portfolio.”
“Through disciplined execution, we also increased our ownership in 3 Ontario Shoppers Drug Mart properties from 25% to 100% at the beginning of June. During the quarter, we were able to achieve a 5.3% increase in per unit FFO, drive same-property NOI growth of 1.5%, achieved blended leasing spreads of 14.8% year-to-date, and increased our committed occupancy to 98%. Our negotiated weighted average renewal rates over the term for our open-air centres was 23.8% and our occupancy rate for the same category was just shy of 99%. I am extremely proud of the progress we have made so far this year.”
Photo: Plaza Retail REIT
Plaza is an open-ended real estate investment trust and is a leading retail property owner and developer, focused on Ontario, Quebec and Atlantic Canada. Plaza’s portfolio at March 31, 2025 includes interests in 211 properties totaling approximately 8.9 million square feet across Canada and additional lands held for development. Plaza’s portfolio largely consists of open-air centres and stand-alone small box retail outlets and is predominantly occupied by national tenants with a focus on the essential needs, value and convenience market segments.
In an era where experience drives retail, hospitality, and mixed-use success, Vancouver-based Black Label Designs is leading a quiet revolution. Founded by Pria Rajput, the firm is repositioning underperforming properties into dynamic, revenue-generating destinations by treating design not as decoration, but as strategy.
Pria Rajput. Photo: LinkedIn.
In a Q&A with Retail Insider, Rajput shares how her multidisciplinary firm integrates architecture, interiors, and brand identity to drive performance and emotional connection — whether for a legacy restaurant, transit-adjacent strip mall, or new mixed-use development in Squamish.
“We treat every square foot as investable equity,” says Rajput. “Design isn’t just about how a space looks — it’s about how it performs.”
A Strategic Repositioning Approach
Black Label Designs refers to itself not simply as a design studio but as a “branding-and-design repositioning strategist.” For developers, landlords, and hospitality groups, that distinction is meaningful.
“We audit a property through three converging lenses: asset value, brand story, and guest experience,” explains Rajput. “Then we choreograph those elements so the space starts performing like a business engine, not just a backdrop.”
One example she shares is a heritage hotel restaurant with strong bones but lagging traffic. Instead of gutting the space, Black Label Designs salvaged original millwork, refreshed the visual identity, and re-mapped circulation.
“We created a coffee-to-cocktail concept that works from 7 a.m. to midnight,” she says. “Six months later, seat turns were up 35 percent, the grab-and-go counter added a new revenue stream, and bar sales surpassed previous full-day totals — all without a costly rebuild.”
From Fashion Shoots to Design Strategy
Rajput’s unconventional path to leading a design firm helps explain her unique lens.
“Before architecture and interiors, I ran a hair-and-makeup studio as a creative director,” she shares. “I was curating lighting, music, and palettes for shoots. That taught me that great design is a mosaic of emotion, function, and atmosphere.”
Her multidisciplinary career spans beauty, branding, and large-scale architectural projects. Founding Black Label Designs allowed her to unite those experiences into a cohesive offering.
“Space, story, and operations must dance together or the experience falls flat,” she notes.
That philosophy now underpins projects across Canada and internationally, from New York to Dubai.
Rooted in Vancouver, Working Nationally
While now headquartered in Vancouver, Black Label Designs works across Canada with a growing portfolio.
“Vancouver is a city where design, culture, and commerce intersect,” Rajput says. “There’s a strong appetite for intentional, community-driven spaces. But our studio has always been national. We’re set up to work remotely and on the ground.”
One of the most anticipated projects currently underway is in Squamish, where the team is reimagining a long-vacant site into a food and entertainment destination.
“Picture a dark, unused space,” she says. “We saw a chance to flip it into a regional draw. Think chef-driven kiosks, rotating pop-ups, intimate performance corners — a flexible plaza for markets and music.”
Though branding and tenant details remain under wraps, community and operator interest has been “electric.”
“We’re layering the experience so it feels both rooted in Squamish’s mountain-to-sound heritage and forward-looking. More to come soon,” Rajput adds.
One Studio, Two Disciplines: Design and Branding
What makes Black Label Designs stand out in a crowded field is its dual offering of interior design and branding services — a rare combination under one roof.
“Most studios do interiors or branding, not both. Fewer still do both with a strategic lens grounded in business goals,” says Rajput.
The firm’s integrated model means messaging, customer journey, visual identity, signage, and spatial layout are all created as one system.
“That saves time, avoids misalignment, and results in spaces that are beautiful, branded, and revenue-aware,” she says. “We think holistically, whether it’s naming a concept, planning the back-of-house, or laying out the customer journey.”
Metrics That Matter
Rajput and her team don’t just design — they measure. Key metrics include dwell time, spend per square foot, energy usage, and brand sentiment.
“Those numbers tell you whether the space is delivering both economic and emotional returns,” she says.
Black Label Designs uses dashboards integrating tenant POS data and visitor analytics to track real-time performance, enabling clients to move beyond subjective aesthetic judgments.
Unlocking Hidden Value
Rajput is especially enthusiastic about overlooked real estate and adaptive reuse opportunities.
“Under-loved strip centres near transit, heritage buildings with boutique landlords, hospitality groups exploring wellness amenities — these are the spaces we love,” she says. “They’re ripe for blending narrative, architecture, and commerce.”
The firm’s recent refresh of 49th Parallel Coffee Roasters’ flagship illustrates that approach. The redesign increased seating by 45 percent, added a branded merchandise area, and introduced layout changes that aided content creation for marketing.
“We aligned story, layout, and brand touchpoints — lighting, scent, digital — to reignite emotional connection. The results spoke for themselves,” Rajput notes.
Planning for the Future
Looking ahead, Rajput envisions a future where Black Label Designs is embedded earlier in the development process.
“We want to be strategic partners at the acquisition stage,” she says. “That means helping investors assess upside potential before the deal closes.”
To that end, the firm is investing in research, data partnerships, and a growing library of adaptive reuse case studies.
“We’re building tools that support better decision-making — combining gut and data, creativity and commercial logic,” she says.
Helping Brands Break Through Stagnation
Rajput is also increasingly approached by retailers stuck in dated environments or brand fatigue.
“It usually starts with a gap between what a brand promises online and what customers feel in-store,” she explains. “Those gaps bleed revenue.”
Black Label Designs begins by clarifying a brand’s story and translating it into the physical experience. That could mean reshaping sightlines, updating merchandising zones, or adding tactile brand moments.
“Too many brands start to blend in,” says Rajput. “Our job is to help them stand out again — with intention.”
Design as a Business Lever
At its core, Black Label Designs operates with the belief that design is a business lever, not a luxury.
“Design is profit strategy,” Rajput asserts. “It converts tired square footage into top-performing assets.”
Clients include developers, operators, and even healthcare providers. Across sectors, Rajput and her team focus on balancing aesthetics with performance, blending emotional resonance with measurable ROI.
“We’re not just about beauty — we’re about outcomes,” she says. “Whether it’s dwell time, sales per square foot, or tenant mix, our work is grounded in results.”
Black Label Designs. Photo: Black Label Designs
A Distinctive Blend of Art and Strategy
Founded more than a decade ago, Black Label Designs brings together branding, interiors, and architectural design with a refined aesthetic and entrepreneurial drive. The firm is known for fusing classic and contemporary styles, sourcing one-of-a-kind pieces from global and local artisans, and crafting immersive environments tailored to brand stories.
Rajput’s background in makeup artistry, sculpture, and branding continues to influence the firm’s human-centred design philosophy. And despite its boutique size, the firm handles projects with national and international reach — from hospitality to mixed-use developments, retail to wellness.
“Design is about more than style,” says Rajput. “It’s about solving problems, telling stories, and creating spaces people want to return to.”
Final Word
As retail, hospitality, and real estate markets shift rapidly, Black Label Designs offers a nimble, imaginative partner for brands and owners seeking to evolve.
With Rajput at the helm, the Vancouver-based studio delivers design with depth — emotionally compelling, brand-aligned, and bottom-line driven. Whether repositioning a forgotten plaza or redefining a flagship store, Black Label Designs proves that thoughtful design is no longer a luxury — it’s essential infrastructure for growth.
“The goal is to make spaces that people love, and investors prize,” says Rajput. “Because when design and strategy align, real estate doesn’t just work — it thrives.”
Future Läderach at 110 Bloor Street West in Toronto. Photo: Craig Patterson
Swiss premium chocolatier Läderach will open a new location at 110 Bloor Street West in Toronto later this year, marking the brand’s first Canadian store outside of an enclosed shopping centre. The boutique will add to the growing mix of high-end retailers on Canada’s most prestigious shopping street.
The upcoming Bloor Street store will occupy a narrow retail space of just over 1,000 square feet, situated between the Winners/HomeSense entrance and the Alexander Wang boutique, which opened in November 2023. The building, managed by Salthill Capital and owned by ProWinko, has become a magnet for luxury and lifestyle brands.
Previously, the space had been slated for French fashion brand Anne Fontaine, which signed a lease during the pandemic but never opened. Leasing for Läderach was negotiated by Casdin Parr of Odyssey Retail Advisors and Jason Richter of Capricorn Retail Advisors, while the property was co-listed by the CBRE Urban Retail Team alongside Carmen Siegel of Cushman & Wakefield.
An official opening date has not yet been announced, but the location is expected to debut before the end of the year.
Photo: Läderach
Bloor Street’s Continued Evolution
The addition of Läderach to Bloor Street aligns with the corridor’s transformation into Canada’s leading luxury street retail destination. Over the past five years, the stretch between Bellair Street and Avenue Road has attracted major international brands. In the summer of 2024, Saint Laurent unveiled a 10,000-square-foot flagship in the same building, while Paris Baguette and Mandy’s Salads opened nearby, adding to the vibrant retail mix.
Bloor Street has long been synonymous with high-end retail, anchored by Holt Renfrew’s flagship store. The arrival of Läderach reinforces the street’s appeal as a destination for premium experiences, from fashion to fine dining and, now, artisanal Swiss chocolate.
Future Läderach at 110 Bloor Street West in Toronto. Photo: Craig Patterson
Additional Canadian Openings This Month
Alongside the Bloor Street news, Läderach is continuing its Canadian expansion with two new locations opening this month. A boutique at CF Sherway Gardens will cater to West Toronto shoppers, while another at CF Richmond Centre will mark the chocolatier’s first entry into British Columbia.
These openings are part of a steady rollout that began in 2019 when Läderach launched its Canadian flagship at CF Toronto Eaton Centre. Since then, the brand has expanded to Yorkdale Shopping Centre, Square One Shopping Centre, and York Mills Centre, with more growth anticipated in the months ahead.
Läderach’s expansion in Canada forms part of a broader North American growth plan, which accelerated after it assumed several leases previously held by Godiva following that brand’s market exit. By introducing a “bean-to-bar-to-store” model, Läderach differentiates itself in a competitive market for premium chocolate.
Läderach Yorkdale Store in 2022 (hence the face masks) (Image: Läderach)
A Global Brand with Swiss Heritage
Founded in 1962 in Ennenda, Switzerland, Läderach is a family-owned chocolatier recognized for its commitment to freshness, artisanal craftsmanship, and Swiss quality. The company oversees its entire production process, from cocoa bean sourcing to in-house manufacturing, ensuring every product meets strict quality standards.
Läderach’s signature offering, FrischSchoggi™, is a standout feature in its boutiques. Customers can choose from an assortment of chocolate slabs, broken to order and sold by weight. Other products include pralines, truffles, seasonal assortments, and single-origin chocolate bars, all crafted in Switzerland.
Today, Läderach operates more than 200 boutiques across 21 countries, along with a growing e-commerce presence. Its global reputation has been enhanced by high-profile openings, including a flagship on New York City’s Fifth Avenue and its recent debut in Puerto Rico.
Woman shopping for eggs in a grocery store. Image: eggs.ca
Many food items are significantly more expensive at the grocery store today than they were a year ago in Canada. Leading the pack is rice, with a year-over-year increase of 48.9%, according to Statistics Canada. The spike is largely driven by export restrictions in key producing countries such as India and Thailand. Grapes come second with a 34.1% jump, likely the result of Canadian grocers pivoting away from U.S. suppliers this past winter—many stores carried grapes from South Africa, Peru, and Chile instead.
Other notable price increases are linked to Ottawa’s retaliatory tariffs, especially on U.S. goods like coffee and oranges. These items have risen well over 25% in the past year—an outcome that was both foreseeable and politically driven.
But what stands out in the data is the rise in prices for supply-managed commodities, especially eggs. Canada’s egg sector is governed by supply management, which theoretically ensures price stability by matching domestic production to demand through quotas and tariff protections. In practice, however, external shocks can still ripple through the system.
The most significant of these shocks has been the avian influenza outbreak, which has led to the culling of over 14 million birds in Canada in recent months. This has put immense pressure on egg supply across the country, even within a regulated framework.
In the U.S., the same virus made headlines when egg prices surged earlier this year, increasing by as much as 53% in some states. Even now, in June 2025, the average retail price of eggs in the U.S. remains 27.3% higher than a year earlier.
Canada hasn’t escaped the impact. Despite supply management, egg prices are up 12% nationally over the past year. In 2017, it wasn’t uncommon to find a dozen eggs for under $3. Today, anything under $4.50 is seen as a deal. The national average now hovers just below $5.
This begs the question: If we have supply management, why the price hikes?
Egg prices in Canada are being driven by a combination of biological and structural factors. The avian flu’s impact on domestic flocks has reduced supply, while the market’s rigidity—designed to avoid surplus—offers little flexibility to respond to rapid shifts in production. While the system can dampen extreme volatility, it cannot fully shield consumers from inflationary shocks.
What’s particularly telling is the variation in prices across provinces, despite the existence of a national quota system. In British Columbia, where the avian flu hit hardest, prices have barely budged—up just 0.4% over the past year. In Alberta, they rose by 1.2%. Ontario saw a 7% increase. But in Quebec, prices jumped an eye-watering 28%, rivaling the U.S. spike—even though Quebec’s egg sector is also supply-managed. Nova Scotia saw a more moderate rise of 6.2%.
That level of disparity—more than a dollar a dozen between provinces—raises questions about the consistency and fairness of price transmission under supply management. Unlike dairy boards, which often act independently and defensively, egg boards across provinces have historically worked more collaboratively. That makes the interprovincial variation even more puzzling—and concerning.
Another trend this summer is the decline in promotional pricing. Eggs, once a staple of grocery flyers, are rarely discounted today. When they are, the discounts are modest. This week, the lowest advertised price is $3.89 for a dozen Grade A large eggs—offered not by a grocer, but by a pharmacy chain. Most retailers are charging well above $4.50, despite summer usually being a low-demand period when sales are common.
Clearly, affordability is slipping, even for staples like eggs, often regarded as one of the most accessible forms of animal protein. While supply management provides critical support to producers and helps ensure domestic food sovereignty, it must not lose sight of the consumer.
The egg sector’s strength lies in its ability to coordinate across provinces—a feature not shared with other supply-managed commodities. If there’s one system capable of improving affordability and transparency, it’s this one. Now is the time for egg producers and boards to demonstrate leadership—not just in ensuring supply, but in addressing regional inequities and restoring consumer trust.
Saje Natural Wellness launches in The Wellness Shop at Ulta Beauty
Saje Natural Wellness, a leader in North America for 100% plant- powered essential-oil remedies, has announced Ulta Beauty as the brand’s first-ever national retail partner.
The brand’s bestsellers are now available in 200+ Ulta Beauty stores across the U.S, as well as online at ulta.com. The partnership underscores Ulta Beauty’s continued commitment to the fast-growing wellness space as a strategic priority, creating a natural fit as they bring Saje Natural Wellness’s functional, plant-based solutions to millions of new guests nationwide.
“We’re thrilled to be the exclusive retail partner for Saje Natural Wellness and to welcome them into The Wellness Shop at Ulta Beauty. As a category leader in essential oil-based remedies, Saje Natural Wellness brings a differentiated, plant-powered approach that complements our growing wellness assortment in a truly unique way. Their high-quality, efficacious formulas tap into the proven power of essential oils to support sleep, stress relief, pain management and more – helping our guests feel good from the inside out.”
As a pillar brand within The Wellness Shop at Ulta Beauty – the retailer’s dedicated destination for holistic wellbeing – Saje Natural Wellness will be featured prominently in participating locations across the wellness wall, rolling out to 50 additional stores later this year, becoming available in over 250+ Ulta Beauty stores by the end of 2025, according to a news release.
This partnership signals a strategic shift for the brand as it deepens its investment in the U.S. market. With an increased focus on retail partnerships, media visibility, and influencer collaborations, Saje Natural Wellness is laying the groundwork for long-term growth and establishing a more substantial footprint in the U.S. wellness space – making functional wellness more accessible to people across the country, it said.
“As Nature’s Farmacy, Saje Natural Wellness’s 100% plant-powered remedies are proven, safe and effective solutions for pain, sleep, stress and more. Their mission is to empower everyone to live their life to the fullest, naturally, with products designed to fit seamlessly into routines. Backed by science and rooted in century-old traditions, Saje Natural Wellness’s cruelty-free products are blended to perform without artificial fragrances, parabens, SLS, and other harmful chemicals,” according to officials.
“For over three decades, Saje Natural Wellness has redefined the wellness space by championing the power of 100% natural remedies for the mind, body, and spaces. With a deep understanding of individual needs, the brand delivers purposefully crafted, plant-based solutions that support physical, mental, and environmental well-being helping people feel better, naturally.”
Saje Natural Wellness will be launching at Ulta Beauty with 48 products.
Barbara De Laere
“At Saje Natural Wellness, our mission has always been to connect people to the healing power of plants through 100% natural, proven remedies,” said Barbara De Laere, CEO of Saje Natural Wellness. “We believe wellness should be accessible to all, and Ulta Beauty’s unmatched reach and commitment to discovery make them the ideal partner to help us do just that. This partnership marks a pivotal first step in our long-term U.S. expansion strategy as we bring our plant-powered solutions to more people than ever before.”
INDOCHINO at Nordstrom (CNW Group/Indochino Apparel Inc.)
INDOCHINO, the global leader in made‑to‑measure apparel, and Nordstrom, the leading fashion retailer, have announced the opening of five new INDOCHINO shop‑in‑shops within Nordstrom stores.
These new locations reinforce the brands’ shared commitment to personalized style and exceptional customer service, according to a news release.
New Locations Include:
Nordstrom Aventura Mall, Aventura, FL
Nordstrom Boca Raton, FL
Nordstrom Park Meadows, Lone Tree, CO
Nordstrom Woodfield, Schaumburg, IL
Nordstrom Southcenter Mall, near Seattle, WA
“With these additions, INDOCHINO now operates in 33 Nordstrom locations, placing its made‑to‑measure experience within easy reach of more than 90% of U.S. consumers,” it said.
Image: Drew Green, INDOCHINO CEO
“We are thrilled to bring our made‑to‑measure experience to these exciting new Nordstrom locations,” said Drew Green, President and CEO of INDOCHINO. “This expansion reflects the continued success of our collaboration and growing consumer demand for personalized fashion—from Aventura and Boca Raton to Woodfield and Southcenter, we’re delivering quality tailoring with accessibility and ease.”
What customers can expect, according to Green:
A personalized appointment with an INDOCHINO Style Guide
Selection from hundreds of premium fabrics, linings, and customization touches including lapels, buttons, monograms, and more
Measurements taken in‑store; garments delivered to the customer’s doorstep in approximately three weeks
Complimentary simple alterations through Nordstrom’s renowned tailoring services
INDOCHINO is a global leader in made-to-measure apparel. Founded in 2007, the brand offers customizable garments crafted to each customer’s precise measurements and delivered directly to their door with almost 60 showrooms and its Nordstrom shop-in-shops across North America.
“The strength of our portfolio is reflected in another quarter of healthy same-property NOI growth, supported by sustained demand for our high-quality spaces and consistent double-digit renewal spreads. At the same time, we remain focused on prudently managing the REIT’s balance sheet and upcoming debt maturities. Against a backdrop of favorable fundamentals and attractive supply-demand dynamics in the grocery-anchored sector, we believe our portfolio – anchored by below-market rents – is well positioned to drive stable growth and long-term value,” said Blair Welch, Chief Executive Officer of Slate Grocery REIT.
Highlights
Several consecutive quarters of strong leasing volumes at attractive spreads continued to drive same-property Net Operating Income growth of 3.6% or $5.7 million on a trailing twelve-month basis, adjusting for completed redevelopments
The REIT completed 423,894 square feet of total leasing in the quarter; renewals were completed at 13.8% above expiring rents, and new deals were completed at 28.8% above comparable average in-place rent
Portfolio occupancy remained stable at 94.0% as at June 30, 2025
The REIT’s average in-place rent of $12.77 per square foot remains well below the market average of $24.00, providing significant runway for continued rent increases
The REIT has only $171.4 million of debt maturing through the end of 2026, at the REIT’s proportionate interest, which represents just 12.3% of the total debt outstanding and provides a stable outlook for the REIT’s near-term financing costs
During the second quarter, the REIT refinanced a four-property portfolio for $39.3 million and entered into a credit facility totaling $17.4 million at attractive spreads, highlighting continued demand for high-quality grocery-anchored real estate assets in the lending space
Subsequent to quarter end, the REIT amended two of its existing interest rate swaps, extending the total maturity to 2.8 years and achieving a blended weighted average interest rate of 5.0% on a proportionate interest basis
The REIT’s current portfolio valuation continues to provide significant positive leverage; this attractive valuation, combined with continued NOI growth, is expected to increase portfolio valuation over time
The REIT’s units continue to trade at a discount to net asset value, presenting a compelling investment opportunity for unitholders looking for an attractive total return
Slate Grocery REIT is an owner and operator of U.S. grocery-anchored real estate. The REIT owns and operates approximately $2.4 billion of critical real estate infrastructure across major U.S. metro markets that communities rely upon for their everyday needs.
