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Safer Stores Start With Smarter Prevention

By
Retail Insider
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Slip and fall accidents are among the most common injuries reported in retail stores. A spilled drink, freshly mopped floor, uneven surface, or cluttered aisle can quickly turn an ordinary shopping trip into a serious medical emergency. Beyond the physical harm to customers, these accidents may also expose businesses to costly legal disputes under premise liability and liability law. Retail stores that prioritize safety and maintenance are often in a much stronger position to protect both customers and their business operations.

Routine Inspections Reduce Hidden Risks

One of the most effective ways retail stores can prevent slip and fall injuries is through regular inspections. Employees should routinely monitor store aisles, entrances, restrooms, and checkout areas for potential hazards throughout the day.

Spilled liquids, loose floor mats, damaged tiles, and merchandise left in walkways are all common causes of accidents. Busy stores may experience these hazards multiple times daily, especially during peak shopping hours.

Under premise liability principles, businesses are generally expected to address dangerous conditions within a reasonable amount of time. Frequent inspections help employees identify problems quickly before customers are injured.

Immediate Cleanup Matters

Delaying cleanup efforts can dramatically increase the risk of slip and fall accidents. Even small spills may create dangerous surfaces, particularly on polished tile or concrete floors. Retail employees should be trained to respond immediately when hazards are discovered. Cleaning supplies and warning signs should remain easily accessible so staff can act quickly without confusion or delays.

Wet floor signs are especially important during mopping or after weather conditions create slippery entrances. Liability law often examines whether businesses took reasonable steps to warn customers about temporary dangers while cleanup was underway.

Proper Flooring and Maintenance Improve Safety

Store flooring plays a major role in customer safety. Worn carpeting, cracked tiles, loose mats, or uneven walking surfaces can all increase the likelihood of falls. Retail stores should regularly inspect flooring for damage and repair hazards as quickly as possible. Entryways deserve extra attention because rainwater, mud, and debris often accumulate near doors.

Non slip mats and textured flooring may help reduce accidents in areas where moisture is common. Even lighting conditions can affect customer safety by making hazards harder to see. Businesses that actively maintain safe walking surfaces often reduce both injuries and legal exposure under premise liability standards.

Employee Training Is Essential

Employees are often the first line of defense against slip and fall injuries. Proper training helps workers recognize hazards and understand how quickly they should respond. Staff should know how to report dangerous conditions, block off unsafe areas, and communicate clearly with customers when temporary risks exist. Training should also emphasize the importance of keeping aisles clear of boxes, equipment, or merchandise.

Weather Conditions Create Extra Challenges

Rainy weather can dramatically increase slip and fall risks inside retail stores. Water tracked indoors by customers often creates slippery conditions near entrances and checkout areas. Retail stores should increase inspections during storms and place absorbent mats near entryways. Employees may need to mop more frequently and replace saturated mats throughout the day. Outdoor walkways, parking lots, and sidewalks should also remain clear of hazards whenever possible. 

Conclusion

Preventing slip and fall accidents requires retail stores to remain proactive, organized, and attentive to changing conditions throughout the day. Premise liability law places important responsibilities on businesses to maintain reasonably safe environments for customers and visitors. Routine inspections, immediate cleanup efforts, safe flooring, employee training, and weather related precautions all help reduce injury risks.

Swatch x AP Launch Sparks Chaos at Canadian Malls

By
Craig Patterson
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Toronto police and crowds at CF Sherway Gardens in Toronto on May 16, 2026. Photo: Rhonda Richie

Swatch temporarily closed stores at Toronto’s CF Sherway Gardens and CF Fairview Mall on Saturday after large crowds gathered for the release of the new Swatch x Audemars Piguet “Royal Pop” collection. Overnight lineups formed at malls across Canada while crowd-control concerns spread internationally as shoppers rushed to buy the luxury-inspired timepieces.

Consumers began lining up outside some Canadian Swatch locations Friday night ahead of the Saturday release, with videos posted to TikTok, Instagram, and Reddit showing shoppers camping outside storefronts and waiting overnight in Toronto, Montreal, Vancouver, and other cities. Similar scenes unfolded in New York, London, Mumbai, and Tokyo, where dense crowds formed around Swatch stores and security personnel were reportedly called in to help manage the situation.

In Canada, Swatch Canada acknowledged the disruptions publicly, posting notices confirming that the stores at CF Sherway Gardens and CF Fairview Mall would remain closed because of “public safety considerations.” A separate statement from Swatch’s global Instagram account urged consumers not to rush stores and warned that sales could be paused in locations where queue sizes exceeded acceptable limits.

The intensity of the response surprised many observers because the product driving the frenzy is not a traditional luxury wristwatch. Instead, the “Royal Pop” collection reimagines AP’s iconic Royal Oak aesthetic as a series of colourful Bioceramic pocket watches and wearable pendants priced between approximately $525 and $560 CAD.

Swatch x Audemars Piguet ‘Royal Pop’ collection. Image: Swatch

Overnight Queues Form Across Canada

In the Greater Toronto Area, overnight lineups formed outside several Swatch locations, including CF Toronto Eaton Centre and Yorkdale Shopping Centre, while Montreal shoppers gathered outside the brand’s Sainte-Catherine Street boutique before stores opened Saturday morning.

Social media posts showed consumers waiting for hours along sidewalks and mall corridors amid uncertainty surrounding launch-day inventory levels. Some shoppers claimed certain locations received fewer than 100 units for the initial release, though Swatch has not publicly confirmed inventory allocations.

In Vancouver, shoppers also lined up outside the standalone Swatch boutique on Robson Street ahead of the release.

The atmosphere drew comparisons to the MoonSwatch release in 2022, which also triggered massive lineups and resale activity worldwide. However, many collectors initially expected the AP collaboration to generate more restrained demand because of its unusual pocket-watch format.

Instead, the Royal Oak design language appears to have outweighed concerns about practicality.

A Rare Luxury Collaboration

The partnership between Swatch and Audemars Piguet represents one of the most unusual collaborations in modern watchmaking.

Unlike Omega and Blancpain, which previously collaborated with Swatch through existing corporate ties within the Swatch Group, Audemars Piguet operates independently and sits at the top tier of Swiss luxury watchmaking.

The Royal Oak remains one of the most recognizable luxury watch designs in the world, known for its octagonal bezel, exposed screws, and integrated bracelet. Original Royal Oak models often retail for tens of thousands of dollars, placing them well outside the reach of most consumers.

The Swatch collaboration lowers that barrier while preserving much of the Royal Oak’s recognizable design language.

That contrast became central to the online reaction Saturday. Across social media, users alternated between mocking the frenzy over what some described as a “plastic pocket watch” and documenting hours-long waits to purchase one.

Swatch x Audemars Piguet ‘Royal Pop’ collection. Image: Swatch

Swatch Warns Customers Not to Rush Stores

As crowds intensified, Swatch issued a statement asking customers not to “rush to our stores in large numbers” and emphasized that the Royal Pop collection is not a limited edition.

The company stated the watches would remain available “for several months,” adding that future restocks are expected. Swatch also noted that in some jurisdictions “queues of more than 50 people cannot be accepted, and sales may need to be paused.”

Swatch told customers on social media that approximately 200 stores globally received the collection. Even with that level of distribution, several locations still experienced overwhelming demand and crowd-control concerns.

Separate notices later appeared on Swatch Canada’s Instagram account confirming that the stores at CF Sherway Gardens and CF Fairview Mall would remain closed for the day because of safety concerns.

Even with repeated messaging that additional inventory is expected, resale listings began appearing online within hours of stores opening. Listings on platforms including Facebook Marketplace, Kijiji, Chrono24, and eBay quickly surfaced at prices significantly above retail.

In some cities, people reportedly sold positions in line before stores even opened.

Mall Traffic, Hype Culture, and Retail Spectacle

Beyond watch collectors, Saturday’s release highlighted how luxury collaborations and viral online attention continue to generate major in-person traffic for shopping centres.

The scenes were particularly striking at a time when many retailers continue searching for ways to increase mall traffic and create stronger in-person engagement.

The event also demonstrated how quickly modern “drop culture” can create operational strain inside malls designed primarily for conventional shopping traffic rather than crowd-heavy product releases.

In many ways, the launch blurred the line between luxury watch retail, sneaker culture, and live entertainment-style consumer events.

The collaboration has additionally sparked discussion within the watch industry about branding and intellectual property strategy. Some industry observers have speculated that the extraordinary visibility surrounding the launch could strengthen public association between Audemars Piguet and the Royal Oak’s distinctive octagonal design following a trademark-related setback in Japan involving the shape of the watch. Audemars Piguet has not publicly linked the collaboration to any legal strategy.

More from Retail Insider:

From The Desk: Strategic Brick-and-Mortar Growth and Consumer Caution Shape Canadian Retail

By
Craig Patterson
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This week’s Canadian retail landscape highlights two key trends: retailers are continuing to expand stores while consumers remain cautious about spending. Fast-growing apparel and menswear brands are opening new physical locations, while established retailers are investing in more experiential concepts and community-focused spaces. At the same time, retailers and landlords are navigating slower consumer spending and ongoing supply chain pressures.

As spring moves into summer (despite recent temperatures), shopping centres and retailers across Canada are also celebrating major milestones and welcoming new brands to the market. These developments suggest that investors and retailers still see long-term opportunity in Canadian retail, even amid economic uncertainty. Overall, the industry continues to adapt by combining digital strategies, in-store experiences, and local engagement to strengthen customer relationships and support growth.

 

Retailer News

The momentum of Canadian brick-and-mortar growth remains notable with Knix accelerating to over 30 stores nationwide, including its strategic first Atlantic Canada location in Halifax. This expansion demonstrates the brand’s conviction in a hybrid retail model that pairs strong online presence with immersive in-store experiences to foster community ties. Complementing this, the international Flying Tiger Copenhagen’s debut in the GTA highlights increasing consumer appetite for Scandinavian-inspired, discovery-driven retail formats inside major shopping centres seeking dynamic tenant mixes. These stores add value for customers via immersive designs and also help centre owners refresh foot traffic.

Locally, the launch of menswear brand Guardin in retailer TNT amplifies consumer demand for timeless, sustainably produced menswear that sits between mass-market and luxury segments. This is aligned with rising preference for investment-quality apparel over fast fashion. At a broader real estate level, the continued Primaris REIT acquisition strategy consolidates high-performing regional malls, reinforcing the trend toward retailer concentration in dominant shopping hubs capable of driving consistent customer engagement.

Highlighting the pivot toward experiential retail models, notable store launches and expansions surfaced: Atelier Munro’s Vancouver flagship embodies hospitality-driven menswear, while Princess Auto’s flagship in Winnipeg signals a shift towards interactive, community-centric retail. Additionally, the upcoming Oakridge Park opening in Vancouver embodies a mixed-use retail and lifestyle hub, representing the move from conventional malls to transit-connected town centres that integrate culture and luxury retail.

Financial insights this week reflect a mixed but cautiously optimistic environment. While Pet Valu’s Q1 results show modest sales growth amid rising discounting and cost pressures, the consumer base appears increasingly value-conscious. This is echoed in Canadian Tire’s reported retail sales dip despite growth in specialty banners, confirming selective spending patterns among shoppers. On the real estate front, grocery-anchored portfolios like Slate Grocery REIT’s rental revenue surge highlight the sector’s resilience amid tight supply and solid demand for necessity retail assets.

Similarly, CT REIT’s increased distributions and robust occupancy levels illustrate investor confidence in dominant retail real estate platforms anchored by Canadian Tire Corporation. Meanwhile, the strong performance of Happy Belly Food Group’s QSR sales growth demonstrates the expanding footprint and consumer demand in quick service dining, a dynamic sector likely to attract further retail real estate interest.

Retailer People News

Strong leadership appointments were reported, signalling a focus on strategic evolution and technology integration. Notably, Deb Craven’s recognition as Distinguished Canadian Retailer of the Year underscores the importance of innovative growth and digital transformation within grocery retail. Meanwhile, Lightspeed Commerce’s CTO appointment highlights the increasing role of advanced technology and AI in enhancing omnichannel retail platforms and operational efficiencies. In automotive retail, AutoCanada naming Mike Woodward as CFO signals a sharpened strategic focus on operational discipline amidst portfolio transitions.

Retailer Op-Eds

The competitive pulse of Canada’s quick-service coffee market was illuminated in the analysis of Dunkin’ Donuts’ return, with Dr. Sylvain Charlebois forecasting an intensified brand rivalry that could reshape consumer loyalty and influence retail real estate tenancy strategies in foodservice segments. Meanwhile, a deeper look by Suzanne Sears at retail employment challenges revealed in the editorial on retail jobs disappearing raises critical questions about the sustainability of in-store service amid staffing reductions. This trend suggests a growing tension between cost control and the in-person retail experience that retailers must navigate carefully in an age of evolving consumer expectations and labour market shifts.

 

Editor’s Take

This week’s coverage shows a Canadian retail sector balancing strong expansion plans with cautious consumer spending driven by economic uncertainty and rising costs. Retailers continue to invest in physical stores, especially experiential concepts and well-located spaces, because stores remain important for brand visibility and customer connection even as digital retail grows.

At the same time, consumers are becoming more value-focused and selective with spending, creating pressure for retailers to grow carefully while maintaining service quality and controlling costs. Changes in retail hiring, including leaner staffing models and a greater focus on experienced employees, also reflect these challenges.

Grocery and essential retail real estate continue to perform well because of steady consumer demand and strong leasing conditions. Meanwhile, foodservice and luxury retail brands are introducing new experiences to attract customers, highlighting how adaptability and local engagement are becoming increasingly important for success in 2026 and beyond.

This Week’s Articles

Retailer News

Retailer People News

Retailer Op-Eds

News From Around the Web

Daily Synopsis: May 15, 2026

By
Retail Insider
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Welcome to the Daily Synopsis by Retail Insider. We published 10 articles most recently, covering notable developments across Canadian retail sectors including expansions and new platform launches.

Knix is expanding its brick-and-mortar presence with plans to open 10 more stores in 2026, including its first in Atlantic Canada in Halifax. Montreal’s luxury beauty retailer Rennaï launched a nationwide e-commerce platform that enhances its flagship store experience with virtual consultations and personalized services. Flying Tiger Copenhagen entered the Canadian market by opening multiple locations in the Greater Toronto Area, bringing its Scandinavian-inspired experiential retail concept to major shopping centres.

 

Among optional stories, McDonald’s Canada raised over $10.8 million during its 32nd annual McHappy Day for Ronald McDonald House, while Chick-fil-A is opening a new restaurant in St. Albert, Alberta, creating up to 95 jobs. Additionally, RioCan reported near-record 98.6% retail occupancy driven by grocery, pharmacy, and value retailers, reflecting strong demand in Canadian retail real estate.

🗞️ The Day’s Retail Insider Article List

 

🌐 Canadian Retail News From Around the Web

Recycling Rules Are Quietly Driving Food Inflation in Canada

By
Sylvain Charlebois
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Woman shopping at a grocery store in the produce aisle looking for vegetables. Photo: Statistics Canada

Something very few people are talking about right now is how recycling policy is quietly adding pressure to food inflation in Canada.

For years, Canadians have tried to understand why food inflation has become such a persistent problem. We’ve debated carbon taxes, labour shortages, transportation costs, supply management, exchange rates, climate events, and corporate concentration. All of these factors matter. But another growing source of inflationary pressure has received remarkably little attention: recycling policy.

Across Canada, provinces are rapidly implementing something called Extended Producer Responsibility (EPR) programs, shifting recycling costs from municipalities to manufacturers, processors, retailers, and brand owners. While EPR policies have existed in parts of Canada for years, the major expansion of packaging rules and producer obligations only accelerated between 2021 and this year. As provinces shifted recycling costs onto producers, compliance costs across the food supply chain increased significantly, costs that are now increasingly embedded into grocery prices.

 

The idea sounds reasonable, make producers responsible for the waste they generate. But food packaging is not like other packaging. It protects safety, extends shelf life, reduces spoilage, enables transportation, and supports food security.

Yet policymakers increasingly treat all packaging as waste.

Quietly, EPR is adding structural costs throughout Canada’s food supply chain. Industry estimates suggest compliance and recycling obligations now total hundreds of millions annually, and those costs inevitably flow into grocery prices. Based on our analysis, EPR-related costs may now be contributing roughly 0.3 to 0.8 percentage points to grocery inflation overall, with some packaging-intensive categories seeing even higher impacts. Prepared meals, frozen foods, soups, sauces, and beverages could be facing inflationary pressures approaching 1 to 1.5 percent from EPR costs alone. Dairy, meat, bakery products, canned goods, and snacks are also increasingly exposed. That is a lot. 

No, EPR is not the main reason food prices are rising. Energy, labour, logistics, exchange rates, and commodity volatility remain far more influential. But EPR is becoming another permanent layer of inflationary pressure within an already stressed food system in Canada. 

 

What makes matters worse is Canada’s fragmented approach. Every province has different rules, reporting systems, fee structures, accepted materials, and recycling capabilities. A package considered recyclable in one province may not qualify in another. For national food manufacturers, compliance has become extraordinarily complex and expensive.

Consumers rarely see these costs directly because they are embedded into retail pricing. Unlike bottle deposits or plastic bag fees, EPR functions more like a hidden tax on packaging-intensive sectors like food and beverages.

Bottle recycling, blue bins, recycling bins, Photo: Maple Leaf Foods

More concerning, smaller food manufacturers may already be discontinuing niche products because compliance costs have become too burdensome. Regional processors, specialty brands, artisanal frozen foods, seasonal products, and low-volume SKUs are increasingly difficult to justify economically. Ironically, policies meant to improve sustainability may end up reducing consumer choice while favouring larger multinational firms that can absorb compliance costs more easily.

That does not mean EPR is failing entirely. Companies are redesigning packaging, reducing hard-to-recycle materials, and improving recyclability. But Canada should pay attention to models like Oregon’s, where recycling modernization focuses on standardized materials, centralized oversight, measurable environmental outcomes, and system efficiency. Many experts believe Oregon’s approach achieves better environmental results with less administrative friction and potentially less inflationary pressure.

Most importantly, Oregon recognized something Canadian policymakers often overlook: food packaging and environmental sustainability are not enemies. Reducing packaging too aggressively can actually increase food waste, which is often environmentally worse than the packaging itself.

Canada needs a more balanced conversation. Sustainability matters, but policies must also respect affordability, food safety, logistics, and competitiveness. Otherwise, we risk building systems that are expensive, fragmented, bureaucratic, and only marginally more effective environmentally.

Recycling policy is no longer just waste policy.

It is food policy now.

More from Retail Insider:

M&M’S, Marvel launch Canadian campaign with Toronto pop-up, limited-edition products

By
Mario Toneguzzi
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Green M&M'S lentil in Sankofa Square (CNW Group/Mars, Incorporated)

Mars Inc. and The Walt Disney Company have launched a Canadian marketing campaign tying together M&M’S and Marvel through limited-edition products, contests and a Toronto pop-up event running later this month.

The campaign is part of a broader global collaboration between the confectionery brand and Marvel that will include special packaging, consumer promotions and in-person experiences across more than 65 markets through 2026.

The Canadian component of the campaign includes the opening of an M&M’S Hero Studio pop-up in Toronto from May 21 to 31 at 938 Queen St. W., where visitors will be invited to participate in themed activities tied to Marvel characters and the M&M’S Spokescandies.

“At Mars, our global relationship with Disney has always been rooted in a shared belief in the power of fun and creating meaningful moments of connection,” said Rankin Carroll, chief brand officer at Mars Snacking.

Rankin Carroll
Rankin Carroll

“M&M’S and Marvel fans share a passion for characters and storytelling. This next phase of our collaboration combines the best of both brands to deliver immersive experiences, content, and new ways for fans to engage. By leading with what our consumers love, we’re inspiring fun, fandom and connection in a way only our two brands can.”

Mars said the campaign storyline centres on the M&M’S Spokescandies auditioning for Marvel-inspired roles after being invited to visit Marvel Studios earlier this year.

The company said Toronto residents will be able to gain access to the Hero Studio activation through promotional activity tied to oversized M&M’S installations appearing around the city. The pop-up will feature themed challenges, photo opportunities and product sampling.

The campaign also includes a national consumer contest running from April 1 through Aug. 31. Consumers who purchase M&M’S products can enter online for a chance to win a Disney Cruise vacation grand prize or one of 44 secondary prizes through a promotional website operated by Mars.

“Our M&M’S Spokescandies found their way to Marvel Studios and were given the chance to audition to become real heroes. Now, we’re giving Toronto a turn!” said Patrick Zeng, marketing head for Mars Snacking Canada.

“We’re excited to watch the city step into the spotlight and prove they’ve got the power to join this heroic lineup.”

Patrick Zeng
Patrick Zeng

Disney said the campaign builds on its existing relationship with Mars and uses Marvel characters alongside the M&M’S brand mascots to create consumer engagement opportunities.

“We have a wonderful long-term relationship with Mars that enables us to come together in exciting ways,” said Mindy Hamilton, senior vice-president of alliance marketing and creative at The Walt Disney Company.

Mindy Hamilton
Mindy Hamilton

“The Marvel Universe has built a rich legacy through iconic storytelling, resonating with generations of fans, and it was fun to imagine what could happen if M&M’S Spokescandies were part of that fandom, too. The result is an engaging global campaign that honours fans of both brands, celebrating moments of connection and fun!”

The collaboration will also extend to retail shelves through seven limited-edition M&M’S x Marvel product packages now available across Canada.

The company said the packaging features character pairings including Yellow as Wolverine, Red as Deadpool, Blue as Daredevil, Purple as Elektra, Green as She-Hulk, Brown as Yelena and Orange as Red Guardian.

The themed products are being sold in milk chocolate, peanut, peanut butter and minis varieties at retailers including Loblaw Companies Limited, Walmart and Dollarama.

Mars said consumers can also scan QR codes on the packages to enter contests and access additional digital campaign content.

The companies said further campaign activities, products and in-store experiences are planned throughout 2026 as part of the broader international rollout.

More from Retail Insider:

McHappy Day raises more than $10.8 million for Ronald McDonald House, children’s charities

By
Mario Toneguzzi
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Photo: McDonald's Canada

McDonald’s Canada says this year’s McHappy Day campaign raised more than $10.8 million in support of Ronald McDonald House Canada and other local children’s charities across the country.

The company said the May 6 fundraiser marked the 32nd edition of the annual campaign, which directs proceeds and donations toward programs supporting families with critically sick and injured children.

McDonald’s said customers contributed through purchases ranging from coffee to meals during the one-day event, with funds helping Ronald McDonald House programs provide accommodation, meals and wellness support for families while children receive medical treatment.

“Seeing Canada come together with such heart on my first McHappy Day was truly moving. To every guest who purchased their favourites, and to our franchisees and their crews who made the day so special–thank you,” said Annemarie Swijtink, President and CEO of McDonald’s Canada.

Annemarie Swijtink
Annemarie Swijtink

“You have shown the incredible positive impact we can create when we unite for families in our communities.”

McDonald’s Canada said this year’s campaign brings the total amount raised through McHappy Day over the past 32 years to more than $122.1 million for Ronald McDonald House and other local children’s charities.

The company said Ronald McDonald House programs operate at 37 locations across Canada, including 16 Ronald McDonald Houses and 21 in-hospital Ronald McDonald House Family Rooms.

According to the organization, the programs support tens of thousands of families annually by helping them stay close to a child receiving medical care.

The organization said funding raised through McHappy Day helps maintain services intended to reduce financial and logistical pressures on families during treatment periods.

“Over the past 45 years, more than 536,000 families with critically sick and injured children have turned to Ronald McDonald House as their lifeline of support when it matters most,” said Kate Horton, President and CEO of Ronald McDonald House Canada. 

“McHappy Day is a powerful reflection of the compassionate care and generous spirit in our communities. Thank you to our founding and forever partner, McDonald’s Canada, its franchisees, restaurant teams, and guests for their unwavering support of families from coast-to-coast-to-coast.”

Kate Horton
Kate Horton

McDonald’s Canada said support for Ronald McDonald House programs continues throughout the year through initiatives including Happy Meal and Caring Cookie purchases, customer donations through round-up programs and coin box contributions.

The company said a portion of proceeds from every Happy Meal and Caring Cookie sold supports Ronald McDonald House programs across Canada.

McDonald’s Canada opened its first Canadian restaurant in Richmond, B.C., in 1967. The company said it now operates about 1,500 restaurants across the country, the majority of which are owned and operated by independent franchisees.

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Chick-fil-A to open new St. Albert restaurant, create up to 95 jobs

By
Mario Toneguzzi
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Photo- Chick-fil-A
Photo- Chick-fil-A

Chick-fil-A will open a new restaurant in St. Albert, Alberta, next week as the company continues expanding its presence in Alberta and across Canada.

The company said Chick-fil-A East Village will open May 21 at 815 St. Albert Trail and is expected to create approximately 85 to 95 jobs. The restaurant will offer dine-in, drive-thru, carry-out and mobile ordering service and will operate Monday through Saturday from 10:30 a.m. to 10 p.m.

The St. Albert location will be operated by Samuel Messick, who was selected by the company as the local owner-operator. The restaurant will become the seventh Chick-fil-A location in Alberta.

The opening comes as the Atlanta-based company continues its Canadian growth strategy. Chick-fil-A opened its first Canadian restaurant in Toronto in 2019 and announced plans last year to add as many as 20 more restaurants across Canada by 2030.

Sam Messick
Sam Messick

Messick, who grew up in Camrose, Alta., said the move to St. Albert represents a return to the region for his family.

“My wife and I could not be happier to call St. Albert home and to build our lives here while raising our three children,” he said. “Beyond serving delicious food, we are dedicated to pouring into our Team Members and local community. We’ve always envisioned our restaurant as a true community hub – a welcoming space to gather, share a meal, and create lasting memories.”

According to the company, Messick developed business experience early in life through a lawn care and snow removal business and by working in his family’s business at the Edmonton farmers’ market.

The company said he spent the past 11 years working for a refrigerated trucking company, where he advanced to the position of senior director.

Chick-fil-A said the brand has also played a role in several personal milestones for Messick, including his first visit to a restaurant location during a family trip to Texas as a teenager and his wedding rehearsal dinner, which was catered by the chain.

To mark the opening, the restaurant will host a “Moove-In Party” tied to Chick-fil-A’s long-running cow-themed marketing campaign.

Customers who wear cow-print clothing or accessories on opening day will be eligible to receive a free entrée or kid’s meal in person or through the drive-thru, while supplies last.

The company said the opening will also include a $25,000 donation to Second Harvest to support hunger-relief efforts in the greater Edmonton area.

The St. Albert restaurant will also participate in the company’s Shared Table program, which redistributes surplus food to local non-profit organizations.

Chick-fil-A said the program has helped create more than 232,000 meals nationwide to date.

Founded in 1967 by S. Truett Cathy, Chick-fil-A operates more than 3,000 restaurants across the United States, Canada, Puerto Rico, the United Kingdom and Singapore.

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Shoot 360 Opening Largest Canadian Facility in Oakville

By
Lee Rivett
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Photo: Shoot 360

Canada has become an increasingly important growth market for technology-driven sports training concepts, and U.S.-based basketball company Shoot 360 is continuing its expansion with the opening of its largest Canadian facility to date in Oakville, Ontario.

Scheduled to officially open on May 29 at 89 Loyalist Trail, Unit 10, the new Oakville location represents another milestone in Shoot 360’s broader international growth strategy. The company selected Canada for its first expansion outside the United States in 2024, launching an initial facility in Sherwood Park, Alberta, near Edmonton before expanding further into Calgary and now the Greater Toronto Area.

The Oakville facility will serve as the company’s Ontario flagship and includes two full-sized basketball courts, six interactive training stations, agility and performance areas, and integrated analytics systems designed to provide athletes with real-time performance feedback during workouts.

The opening comes as demand for specialized youth sports training infrastructure continues to grow across Canada, particularly in suburban GTA communities where basketball participation and elite development programs have expanded rapidly over the past decade.

 

From Experimental Gym to Global Sport-Tech Franchise

Founded in 2012 by CEO Craig Moody, Shoot 360 is headquartered in Vancouver, Washington, where the company originally developed a prototype training facility that combined basketball drills with motion-tracking cameras, sensor-equipped training stations, and software-based analytics.

What began as a single experimental gym later evolved into a rapidly expanding franchise network after the company refined its proprietary systems and demonstrated that the concept could scale commercially.

Today, Shoot 360 operates more than 60 locations across North America, Europe, and Asia. The company reportedly targeted a 50 per cent increase in sales for 2026 following revenues exceeding $22 million in 2025.

Canada has emerged as an attractive market for basketball-focused businesses as participation in the sport continues to rise nationally. The influence of the Toronto Raptors, along with the growing number of Canadian athletes entering NCAA and professional basketball systems, has helped fuel demand for year-round training facilities and advanced player development programs.

The GTA in particular has evolved into one of North America’s most active youth basketball markets, with specialized academies, competitive club programs, and private training operators becoming increasingly common throughout suburban communities.

 

Training Built Around Analytics and Gamification

Unlike traditional basketball gyms, Shoot 360 facilities are designed around data collection, analytics, and interactive digital training systems intended to gamify player development.

Its proprietary “Splash Meter” technology measures shot arc, depth, and left-to-right alignment in real time, while sensor-equipped passing stations and virtual ball-handling programs track reaction speed, ball movement, and accuracy during drills.

Inside the Oakville facility, athletes rotate through digitally connected stations where drills appear on overhead screens and performance data is captured instantly through integrated software systems. Players can then review workout metrics through a mobile app that tracks long-term progress while allowing users to compare rankings and performance data against athletes across the broader Shoot 360 network.

The company increasingly positions itself as a software and analytics business operating within sports rather than a conventional gym operator. Its leadership team includes specialists in software engineering, sports science, and digital product development.

That positioning has attracted investment and promotional support from several high-profile basketball figures, including NBA players Trae Young and Zaza Pachulia.

In April 2026, Shoot 360 expanded its connected training ecosystem through a partnership with fintech and social competition platform Lucra. The partnership introduced digital rewards, rankings, and adult competition features into portions of the Shoot 360 platform, further blending athletic training with gaming and connected consumer experiences.

Oakville Location Anchors GTA Expansion

The Oakville location is locally owned and operated by residents Majed Abukhater and Majed Barhoush, who said the facility was created in response to growing demand for dedicated basketball training space in the region.

“We’ve always loved basketball and saw a need for a dedicated training environment focused purely on player development, independent of any one club or team,” said Abukhater.

Memberships at the Oakville facility range from approximately $179 to $329 per month depending on access levels and coaching support. The company is initially targeting roughly 200 founding members for the location.

More than 15 local coaching positions have already been created as part of the launch, with additional hiring expected as operations expand.

Experiential Sports Concepts Continue Expanding

Shoot 360’s growth also reflects broader shifts taking place across commercial real estate and experiential consumer businesses.

Large-format sports and entertainment concepts increasingly occupy suburban industrial and flex-commercial properties that historically housed warehouse or light industrial tenants. Landlords have increasingly embraced experiential tenants that generate recurring visits, membership revenue, and destination-oriented traffic patterns that are less vulnerable to e-commerce disruption.

Similar trends have emerged across golf simulator venues, pickleball clubs, immersive fitness concepts, and competitive social entertainment businesses that combine recreation, analytics, software integration, and recurring subscription models.

As Shoot 360 continues expanding internationally, Canada appears to be playing an increasingly important role in the company’s long-term strategy and in the broader emergence of “sport-tech” businesses that blend athletic training, analytics, gaming, and experiential consumer engagement into a single platform.

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Millennials adapting grocery habits through multi-store

By
Mario Toneguzzi
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Gustavo Fring photo
Gustavo Fring photo

A new survey from Cashew Research suggests Millennials in Canada and the United States are changing how they shop for groceries as food prices rise, relying on more calculated purchasing habits rather than simply reducing spending.

The Calgary-based research company said that its survey of 783 Millennial shoppers found consumers are increasingly cooking at home, tracking discounts and using multiple shopping tools to manage household costs.

Cashew said 68 per cent of Millennial respondents are cooking at home more often than they were a year ago, with 56 per cent of those saying saving money is the main reason for the change.

The company said the findings point to broader shifts in household decision-making as consumers respond to inflationary pressures through more planned shopping behaviour.

Addy Graves
Addy Graves

“This is a generation under pressure that has moved quickly into solutions mode,” said Addy Graves, chief executive of Cashew.

“They are feeling the impact, but they are also actively reworking how they shop to stay in control.”

According to the report, Millennials are increasingly combining strategies such as couponing, loyalty programs, sale tracking and advance planning across multiple stores in an effort to stretch grocery budgets.

Cashew said the survey also found 59 per cent of respondents are deliberately choosing where to spend more and where to cut back within their grocery purchases.

The company described those decisions as intentional trade-offs rather than broad reductions in spending.

At the same time, social media continues to influence buying decisions among younger consumers, the report said.

Cashew found 78 per cent of respondents reported purchasing a food item specifically because they saw it on social media.

The company said the findings show Millennial shoppers are balancing cost management with interest in new products and trends.

“What looks complex is, in fact, highly strategic,” the release said.

“In true millennial fashion, these decisions are highly considered – shaped by research, comparison and the desire to get it right – even when it slows the path to purchase.”

Cashew said the report, titled Data Drop: Grocery Chess: How Millennials Mastered Shopping, is available free of charge.

The company said it provides consumer insights through an AI-powered research platform that gathers custom survey responses intended to help brands better understand consumer decision-making.

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