Tim Hortons launches new TV campaign celebrating the unspoken Canadian Dream featuring Canadians Kiefer Sutherland and singer-songwriter Bahamas (CNW Group/Tim Hortons)
Tim Hortons says it has proudly been fueling Canadian road trips since 1964 and with the long weekend ahead, Tims wanted to share a message that celebrates the country and what connects people.
Starting today, the new Tim Hortons campaign “The Canadian Dream” begins airing on TV and streaming online.
Narrated by acclaimed actor Kiefer Sutherland and set to music by singer-songwriter Bahamas, the campaign blends scenic imagery from across the country with a message about pride and connection, said the company in a news release.
“Tim Hortons is such an iconic Canadian brand. Having the chance to partner with them to share this message about Canadians for Canadians has been a special privilege,” said Sutherland.
Developed in partnership with GUT Toronto, “The Canadian Dream” is available to stream on YouTube and will air during playoff hockey games this weekend.
Hope Bagozzi
“At a time when more and more Canadians are proudly flying our flag and reflecting on all the things that make our country special, we were thrilled to work with Kiefer on this campaign to celebrate the unspoken Canadian Dream that we share,” said Hope Bagozzi, Chief Marketing Officer for Tim Hortons.
In 1964, the first Tim Hortons restaurant in Hamilton, Ontario opened its doors. Owned now by Restaurant Brands International, it is Canada’s largest restaurant chain operating in the quick service industry with nearly 4,000 restaurants across the country. It has more than 6,000 restaurants in Canada, the United States and around the world.
OK Tire Stores Inc. and Groupe Touchette Inc., have announced a strategic partnership that will enhance their business offerings and customer service, boost distribution capabilities, and reinforce their presence and commitment in communities across the country.
With longstanding roots servicing customers across Canada and a shared legacy of excellence in the automotive and distribution sectors, this collaboration brings together the strengths of two industry leaders. OK Tire is recognized as Canada’s largest independent network of tire and auto service retailers, while Groupe Touchette stands as the country’s largest Canadian-owned tire distributor, according to a news release.
Effective June 9, consumers across Canada can expect to see immediate benefits from this partnership, including improved product availability, faster delivery times, and continued support from trusted, locally based experts. The partnership offers the best of both companies, building on the trusted local service customers have come to expect. It also reaffirms both companies’ commitment to local service by uniting their expertise and resources to deliver even greater value to communities nationwide, say officials.
“We are proud to partner with Groupe Touchette—a brand that understands this is about more than just business. It’s about delivering the level of service Canadians deserve, no matter where they are. We believe true innovation comes from working with like-minded partners who understand that we offer more than just tires—we offer solutions.”
While both companies will continue to operate as independent entities under this distribution agreement, each will leverage the strengths of the other’s expanding network. Building upon Groupe Touchette’s industry-leading logistics and national network of more than 40 distribution centres, the company will now serve as the official distributor for OK Tire—enhancing delivery speed and efficiency, while offering an unmatched depth of inventory and a wide assortment of leading tire brands. OK Tire will benefit from Groupe Touchette’s top tier service, access to established network relationships and on-the-ground service excellence from coast to coast, reinforcing the brand’s commitment to local service excellence, said the release.
“We see this partnership as a natural evolution in our mission to deliver exceptional value to customers across Canada,” said Paul Hyshka, Associate Vice-President Sales, Independent and Commercial at Groupe Touchette. “By combining our distribution expertise with OK Tire’s retail strength, we’re reinforcing what matters most—reliable access to quality products, timely service, and strong support for local businesses. Together, we are creating a more agile, responsive supply chain that puts the customer first.”
OK Tire Stores Inc. is the largest independent tire and auto service retailer network in Canada. Part of the Canadian landscape since 1953, there are more than 325 independently owned and operated OK Tire locations across the country offering a full range of both retail and commercial services.
Founded by André Touchette in 1979, Groupe Touchette, the largest Canadian-owned tire distributor, is led by Nicolas Touchette and Frédéric Bouthillier and isheadquartered in Montréal. Groupe Touchette employs over 1,800 people and has a presence across Canada with more than 40 distribution centres.
Helping Canadian businesses manage the complexities of cross-border payments and banking is at the heart of what Loop does—and for founder and CEO Cato Pastoll, the drive to serve entrepreneurs stems from personal experience.
“I grew up in a very entrepreneurial family. My parents were small business owners, so I’ve kind of been very connected to small businesses my whole life,” said Pastoll. “That’s one of the things that inspired me to start the company.”
Launched in 2015, Loop is a financial services platform based in downtown Toronto, serving small and medium-sized businesses across Canada—especially those in the retail sector. “Loop is a financial services platform. We help small businesses across Canada access a platform that helps them manage their business, banking and payments in a single, centralized place.”
At its core, Loop is designed to simplify international commerce. “We help businesses manage their money more seamlessly internationally. So oftentimes in today’s modern world, companies have customers that are international or have suppliers that are international, and what we do is we make it easier for businesses to get paid in other markets or other countries and other currencies.”
This includes helping clients open local bank accounts abroad to facilitate smoother transactions. “We can help companies set up local bank accounts in those countries so they can receive payments or make payments to their suppliers as they expand into markets like Europe.”
Loop’s relevance has grown amid economic shifts and trade uncertainty. “Many businesses are looking to diversify,” said Pastoll. “There’s a lot of Canadian businesses that rely heavily on the US… but one thing that I’ve been hearing on the ground is people are starting to look at, okay, what about Europe? What about the UK? Are there other countries, other markets that we can do business with?”
Retailers, in particular, are a key segment for the company. “Loop today works with many retail brands. It’s a very big industry segment of ours,” he noted. “We’ve been very much listening to customers, understanding what their challenges and pain points are, and then trying to figure out what we can do to help them navigate these times.”
With inflation and rising costs squeezing margins, businesses are also leaning on Loop to improve efficiency. “People are just watching their bottom lines even closer right now… Our product and platform can help them potentially eradicate some of those costs to help boost profitability when times are tough.”
Loop’s evolution accelerated in 2022 with the launch of new products including a credit card and accounts payable platform, giving businesses even more tools to manage their operations under one roof.
The company, now at 30 employees, remains fully based in Toronto. “All our team is in downtown Toronto. Everyone is actually here in our office.”
Pastoll describes his leadership style as dynamic and situational. “I can be somebody that’s really hands-on… working alongside the team,” he said. “At the same time, I like to build support around people and I like to see other people kind of take on challenges themselves and help them succeed.”
He believes the most effective leaders can toggle between both modes. “Not always needing to be in the driver’s seat, and also inversely not always kind of giving backseat instructions to the driver. I think you’ve got to kind of strike the right balance.”
Born and raised in London, England, Pastoll moved to Canada as a teenager when his mother—who ran a catering business—relocated. He later studied at Western University’s Ivey Business School, earning a degree in business and economics.
At a very young age he taught himself how to program and build computers. He always had a passion for technology and knew he wanted to be an entrepreneur.
Source: Loop
That early exposure to entrepreneurship, technology, and banking challenges shaped his career. “I used to help with some of the financial parts of running [my mother’s] business,” he said. “I think I drew back to that experience of like, why aren’t banks and financial solutions helpful to entrepreneurs?”
With Loop, Pastoll has aimed to answer that question with innovation.
“When you think about why financial institutions exist, one of their primary missions is supposed to be to help businesses and help stimulate commercial activity,” he said. “But in the modern world, they’ve kind of very much gotten removed from that mission.”
Loop is working to change that—starting with Canada’s retailers.
“We have been working to help many companies, but we’ve seen that retailers in particular have been a key and important segment of Canada. So excited to kind of build our relationship with that community further.”
Motorcycle sales in Canada are taking a hit in 2025, as industry leaders continue to grapple with economic uncertainty and rising tariffs—particularly those targeting U.S.-manufactured products.
Landon French, CEO of Moto Canada, says the combination of supply chain disruption, shifting consumer behaviour, and cross-border trade tensions is weighing heavily on the industry.
Landon French
“Going into the year, some of the motorcycle brands were soft and struggling, while the off road ATVs and side by sides were actually up and doing well,” says French. “So when you add the economic uncertainty and some of the tariff threats, that has cooled a lot of the growth that we were seeing early in the year.”
Moto Canada, based in Markham, Ontario, represents manufacturers and retailers of motorcycles, scooters, and off-road vehicles. It collects and shares monthly sales data for 15 major OEMs (original equipment manufacturers), while also leading advocacy efforts for the sector.
In April, Moto Canada reported a significant drop in first quarter retail sales data for 15 of the top powersport brands across all motorcycles for the first three months of 2025, compared to the same quarter last year.
The impact of the ongoing trade war between the United States and Canada, driven by tariffs first imposed by U.S. President Donald Trump and Canadian counter-tariffs, has hit motorcycles the hardest, down nearly 22 per cent over 2024.
“To be clear: this decline is almost exclusively due to Canadian consumers feeling nervous about their financial situation due to tariffs,” said French. “The year began on a positive note across all categories in January, but took a major downward turn in February, with the trend continuing through March. The uncertainty has led to significantly reduced spending on motorcycles.”
“The damage inflicted by tariffs and counter-tariffs is already underway, and it needs to be halted before it causes irreparable harm.”
Approximately 32 per cent (45,000) of all motorcycles, scooters, all-terrain vehicles, and side-by-sides sold in Canada each year are manufactured in the U.S., while 4,000 motorcycles are manufactured in Canada and sold in the U.S.
“The next few months will be critical for powersport manufacturers and dealers in Canada,” says French. “Ensuring that dealers can continue to keep their skilled employees working will be the key to emerging from this situation when things improve. It’s important that governments recognize the contribution the more than 900 dealers and 88,000 jobs make in Canada, particularly in rural Canada. While much attention is rightfully given to the auto industry at this time, we are working every day to ensure the powersport industry receives the attention it deserves.
“We’ve been around since the early 70s in different incarnations, under different names, but essentially the jobs remain the same,” says French. “One is to capture the sales data… and we also work on advocacy, and that’s how we started when importing motorcycles to Canada back in the late 60s and early 70s was a real challenge.”
According to French, the industry had seen strong demand during the COVID-19 pandemic, as Canadians had both time and money to invest in recreational vehicles. But that momentum is beginning to stall.
“January, we were actually up. But then come February, March, it sort of dropped,” says French. “Particularly the off road side, people are still buying and still hanging in there. It’s in the on road side, the motorcycles in particular, [that] have had a real struggle, because they are the subject of the tariffs.”
Source: Moto Canada
Those tariffs, he adds, don’t just impact complete vehicles—they’re also hitting parts, tires, apparel, and other related products. “There are not tariffs on off road vehicles, recreational vehicles, like ATVs and side by sides yet, but the Canadian government has threatened those as reciprocal tariffs to the United States.”
French says the industry is closely watching political developments. “We really were looking forward to seeing how this election turns out. So now that that’s done, we can start moving forward with the renegotiation with the United States, and we really are looking forward to that process.”
In a complex and globally connected industry, even small shifts in policy have major ripple effects. Moto Canada’s members import from 16 countries. Only one OEM, BRP, manufactures motorcycles and snowmobiles domestically in Quebec. “Half of our OEMs produce in the United States,” notes French. “Of the 140,000 vehicles that come to Canada [and are] purchased by Canadians every year, about 40,000 of those are produced in the United States and shipped to Canada under the Canada US Mexico free trade agreement.”
Adding to the challenge is the fragility of the dealer network.
“Motorcycles are not being shipped from the United States to Canada right now because of the tariffs,” says French. “OEM dealers are doing okay on inventory because they were [in a] pretty good position to start the year, but that’s not going to last forever. And the longer this goes, the more difficult it becomes for both the OEMs and the dealers.”
And it’s not just a supply problem. Consumers are increasingly cautious with how they spend.
“It also becomes more difficult for consumers who are quite concerned about their disposable income,” French explains. “Recreational vehicles and power sports are not a necessity, usually. So that’s something that people are being very careful about right now, until they understand more what the future holds.”
Looking ahead, Moto Canada is hopeful that the regulatory landscape will stabilize and offer clarity to the businesses and consumers who rely on the powersports industry.
“Everybody’s trying to get through this current period, but also [has] an eye on what the future is going to look like and where they need to place their bets,” says French.
Moto Canada is the nation’s leading industry association representing the interests of the world’s best powersports brands — including Arctic Cat, Argo, Aprilia, BMW Motorrad, BRP, Can-AM, Ducati, GasGas, Harley-Davidson, Honda, Husqvarna, Indian Motorcycles, Kawasaki, KTM, MV Agusta, Moto Guzzi, Piaggio, Polaris, Royal Enfield, Suzuki, Triumph, Vespa and Yamaha. Moto Canada members represent more than 90 percent of the powersports industry in Canada, generating $17.3 billion in economic activity and supporting over 88,000 Canadian jobs.
Real Canadian Superstore has launched a new national campaign celebrating the resilience and pride of Canadians. Featuring a powerful brand spot voiced by iconic Canadian actor Michael J. Fox, Real Canadian Superstore highlights the importance of unity and standing together, said the company on Thursday in a news release.
The commercial showcases the Canadian flag flying proudly above a Real Canadian Superstore, symbolizing the brand’s deep commitment to its Canadian heritage and values. Fox’s narration emphasizes the strength and spirit of Canadians, reminding viewers that collective action is key to overcoming adversity, it said.
Shelley Tangney
“Real Canadian Superstore is a proudly Canadian brand, and we wanted to create a message that resonates with the values we share with our customers,” said Shelley Tangney, VP of Marketing at Real Canadian Superstore. “Michael J. Fox embodies the Canadian spirit of resilience, and we are honoured to have him lend his voice to this message.”
The campaign also includes a second commercial that shines a spotlight on the dedicated Real Canadian Superstore colleagues working in communities across the country, to the musical backdrop of iconic Canadian band Rush’s track The Spirit of the Radio. These Real Canadian Superstore individuals are the backbone of the stores, ensuring that Canadians have access to essential products and services, including thousands of local products on store shelves.
Real Canadian Superstore is making a $100,000 donation to The Michael J. Fox Foundation for Parkinson’s Research (MJFF) to support its important work in Parkinson’s research. Since its founding in 2000, MJFF has funded more than $2.5 billion in global research, including in Canada, fundamentally altering the trajectory of progress toward a cure.
Loblaw is Canada’s food and pharmacy leader, and the nation’s largest retailer. Loblaw provides Canadians with grocery, pharmacy, health and beauty, apparel, general merchandise, financial services and wireless mobile products and services. With more than 2,500 corporate franchised and Associate-owned locations, Loblaw, its franchisees, and Associate-owners employ more than 220,000 full- and part-time employees, making it one of Canada’s largest private sector employers. It has more than 1,100 grocery stores that span the value spectrum from discount to specialty; full-service pharmacies at nearly 1,400 Shoppers Drug Mart® and Pharmaprix® locations and close to 500 Loblaw locations; PC Financial® services; affordable Joe Fresh® fashion and family apparel; and four of Canada’s top-consumer brands in Life Brand®, Farmer’s Market™, no name® and President’s Choice®.
Kathleen Epp, Keeper, Hudson’s Bay Company Archives (HBCA), with materials at the Archives of Manitoba in Winnipeg, May 2, 2025. The HBC made a bulk donation to the archive in 1994. THE CANADIAN PRESS/John Woods
The proposed liquidation of many of the Hudson’s Bay Company’s (HBC) collections that together trace over three centuries of Indigenous and European interaction across this continent represents a profound threat to Canada’s collective memory and identity.
An Ontario Superior Court judge ruled that the company could move forward with an auction of 4,400 items — including historic artifacts and artworks.
This situation exposes the reach and limits of Canada’s Cultural Property Export and Import Act (CPEIA). The act has provisions to delay or block export of cultural property, defined broadly as “any cultural or heritage object, regardless of its place of origin, which may be important from an archaeological, historical, artistic or scientific perspective.” Yet, this legislation offers no guarantees that the objects will end up in Canadian museums or under Indigenous stewardship.
Hudson’s Bay Company Archive (HBCA) material is photographed in the vault during a HBCA exhibit at the Archives of Manitoba in Winnipeg on May 2, 2025. THE CANADIAN PRESS/John Woods
If the items heading to auction are similar, they, too, would be embedded with stories of political negotiation, cultural exchange and economic transformation that helped forge Canada over three centuries.
Some HBC records have provided a window into Canada’s climate history and ecology, offering valuable long-term data to environmental researchers. Others show evidence of Indigenous trade, land occupation and cultural presence relevant to genealogical research, band membership documentation and land claims.
The Assembly of Manitoba Chiefs, citing the United Nations Declaration on the Rights of Indigenous Peoples, has called for transparency and consultation in any discussion concerning the disposition of HBC items and stopping any sale or transfer of artifacts that “may belong to or be linked with First Nations.”
Hudson’s Bay Company Archive (HBCA) material photographed in the vault during a HBCA exhibit at the Archives of Manitoba in Winnipeg, May 2, 2025. THE CANADIAN PRESS/John Woods
1977 legislation
Prior to Parliament passing the CPEIA legislation in 1977, the federal government had few legal mechanisms to safeguard cultural heritage at home or abroad.
By the 1960s, Canada was studying British and French laws, particularly the U.K.’s 1952 Waverly Report, as models for export controls. Borrowing from the Waverly Report, CPEIA relied upon, in the words of Canadian diplomat Ian Christie Clark, a “co-operation of the collector-dealer fraternity” working together with the government to ensure compliance.
In such a circumstance, the HBC, in tandem with a collecting institution, can request a review to unlock generous tax incentives if certified.
This designation could also arise if the owner — either the HBC or a successful buyer — applied for an export permit to move the collection out of Canada. This application would be screened against CPEIA’s export control list, which covers everything from archaeological and scientific specimens to documentary records and artworks that exceed age and value thresholds.
If those thresholds were met, and an export permit is denied, the works would be referred to an expert examiner for a full Canadian Cultural Property Export Review Board assessment. A private sale within Canada would not alone prompt the review.
HBC’s records are embedded with stories of political negotiation. The store plaque at Toronto’s downtown Hudson’s Bay store is seen in 2005. THE CANADIAN PRESS/Derek Oliver
HBC’s historic archive is a prism through which we view Canada’s origins.
Dispersing or exporting this collection would significantly diminish our understanding of Canada. While CPEIA may play a role in retaining it, it offers no certainties.
About the Author: Norman Vorano is an Associate Professor of Art History and Head of the Department of Art History and Art Conservation at Queen’s University.
L’Oréal Canada has unveiled the results of a global study conducted by economic researchers at Asterès assessing its socio economic impact by utilizing data from the OECD tables. Far beyond the company’s direct operations, the study demonstrates that thanks to the investments and activities of its distributors and suppliers, 1 job created at L’Oréal generates 11 jobsin the Canadian economy, totaling 20,500 jobs, said the company.
This ripple effect of benefits reaches countless Canadian businesses and communities and includes additional employment, skills and revenues that contribute to the country’s prosperity, it said.
An Verhulst-Santos
“L’Oréal’s considerable impact in Canada is a testament to our commitment over the last 67 years, combined with the efforts of our local partners, to create sustainable value-creation and growth for the Canadian economy,” saidAn Verhulst-Santos, President and CEO of L’Oréal Canada.
“The Asterès study confirms that L’Oréal’s influence extends beyond our own operations, adding to economic vibrancy, resilience and national prosperity. The commitment of L’Oréal to Canada is unwavering, and we will continue to invest in and support the Canadian economy and its people.”
L’Oréal has operated in Canada since 1958 and plays a crucial role in shaping the beauty industry’s trajectory. The company currently employs close to 1,800 employees in Montréal, at a head office, production plant and distribution centre, and a sales offices in Toronto. L’Oréal also employs more than 200 beauty advisors and temporary workers and provides internship opportunities to 70 students each year. L’Oréal is an employer of choice and has been recognized as one of Canada’s top 100 employers for the past 20 years, it said.
Economic Leadership and Impact:
In addition to the employment impact, the company said it also has other substantial economic and social contributions:
The total footprint of L’Oréal in the Canadian economy (direct activity of L’Oréal and cascading effects for other businesses in the country) represents a total turnover of approximately 5.2 billion Canadian Dollars (CAD).
The portfolio of L’Oréal in Canada includes 39 brands distributed nationwide, offering a wide and diverse range of products to meet varying consumer needs.
L’Oréal is dedicated to serving vulnerable populations across the country through its social initiatives. Thanks to the Fondation L’Oréal, brand-supported causes, and partnerships with 75 local NGOs and NPOs, including the Canadian Cancer Society, L’Oréal helps 110,000 people in Canada each year.
Montréal Plant:
1,000 jobs supported, contributing directly to local employment and economic stability.
Montréal Distribution Centre:
1 million orders prepared and delivered per year, demonstrating the scale and efficiency of L’Oréal’s distribution network. All orders delivered to Canadian retailers and consumers (online shopping) are shipped directly from its Montréal distribution centre.
L’Oréal Canada is a subsidiary of the L’Oréal Groupe, the world’s leading beauty company. The Canadian subsidiary, established in 1958, includes a head office, plant and distribution centre in Montréal, a sales office in Toronto, and employs close to 1,800 people from 73 different nationalities. The products from its 39 iconic brands are available in all distribution channels, including hair salons, department stores, supermarkets, pharmacies, medi-spas and e-commerce.
L’Oréal, the world’s leading beauty player, has been around for 115 years. It has a portfolio of 37 international brands. In 2024 the Group generated sales amounting to 43.48 billion euros.
Canada Post Building in Vancouver BC. Image: citycaucus.com
Last year’s postal strike came at a brutal time, just ahead of the holiday season, and cost small companies over $1 billion in lost revenue and sales. More than three-quarters (79%) of small business owners rely on Canada Post services to do business, says the Canadian Federation of Independent Business (CFIB).
Today, there is renewed concern about another labour disruption.
Dan Kelly
“If no deal is reached between Canada Post and its union and strike action takes place in the coming weeks, the impact on small business will be significant. We are at a critical time for the country with small businesses grappling with massive uncertainty created by trade tensions with the United States and China. Small business confidence in the economy is at a near historic low,” said Dan Kelly, President of the CFIB.
“We cannot afford another threat to our economic stability, and we can’t keep finding ourselves back in the same spot with an unreliable supply chain and an important service again not being available to small firms. Canada Post needs major reforms to its business model, and we need to find better ways to resolve major labour disputes. We look forward to seeing the recommendations of the Industrial Inquiry Commission’s report.
“We’re urging both parties to work through their differences and avoid any disruption that would throw the operations of hundreds of thousands of Canadian small businesses in further jeopardy. If an agreement cannot be reached, government needs to use its legislative authority to maintain operations while it implements emergency reforms to address the long-term future of Canada Post.”
Last December, the CFIB released data indicating nearly three-quarters (73%) of small business owners say they will be using Canada Post less in the future because of the strike at that time.
From left to right, J.P. Towner, President and Chief Executive Officer, RONA inc., Andréanne Larouche, Deputee of Shefford, Robert Vincent, City Councillor, City of Granby, Alexandre Pronovost, actor of ‘Mike chez RONA’, Éric Lamarche, Store Manager, RONA+ Granby, Stéphane Giard, City Councillor, City of Granby, Sylvain Proulx, Senior Vice-President, Store Operations, RONA inc., and Marc-André Morency, Constituency Office Manager and MP for Granby. (CNW Group/RONA inc.)
RONA inc., one of Canada’s largest home improvement retailers, has announced the conversion of 15 additional stores to its flagship RONA+ banner. The latest conversions mark another major step in the company’s ambitious rebranding initiative that began in 2023, phasing out the Lowe’s name in Canada in favour of a consolidated Canadian identity.
With this move, RONA inc. continues to reshape the country’s home improvement retail landscape, bringing the total number of RONA+ stores to several dozen across the country. The company currently operates and services approximately 425 corporate and affiliated stores under the RONA+, RONA, and Dick’s Lumber banners.
Strategic Transformation of Canadian Retail Footprint
The transition to the RONA+ banner follows RONA’s October 2024 announcement that it would become the company’s sole retail brand. This latest rollout includes store locations primarily in Québec, including major markets such as Laval, Saint-Laurent, Trois-Rivières, and Gatineau. RONA+ stores are tailored to deliver an enhanced shopping experience, offering expanded product assortments, curated departments, and services targeting both professional contractors and do-it-yourself (DIY) customers.
“Canadians truly connect with our brand, and RONA’s enhanced store concept has won over our customers,” said J.P. Towner, President and CEO of RONA inc. “Indeed, stores that have been converted across Québec and Canada are flourishing. The enthusiasm for our brand in recent months is a testament to our efforts, and this makes me very proud.”
New RONA+ store at Emerald Hills in Sherwood Park, Alberta. Photo: Christa Patterson
Store Locations Converted to RONA+
The 15 newly converted stores include:
RONA+ Carrefour Laval – 3065, boul. Le Carrefour, Laval, QC
RONA+ Saint-Laurent – 3600, boul. de la Côte Vertu, Saint-Laurent, QC
RONA+ Saint-Bruno-de-Montarville – 1221, boul. des Promenades, Saint-Bruno, QC
RONA+ Trois-Rivières – 4025, boul. des Récollets, Trois-Rivières, QC
RONA+ Chicoutimi – 465, boul. du Royaume Ouest, Chicoutimi, QC
RONA+ Gatineau – 777, boul. de la Cité, Gatineau, QC
These conversions reflect RONA inc.’s commitment to reinforcing its presence in Quebec, a province where the brand has deep historical ties, while also creating a unified national identity under the RONA+ banner.
From Lowe’s to RONA+: A Strategic Shift
RONA was founded in 1939 and has long been recognized as a cornerstone of the Canadian home improvement sector. After being acquired by U.S.-based Lowe’s Companies, Inc. in 2016, the brand continued to operate in Canada under both the RONA and Lowe’s banners. In 2022, private equity firm Sycamore Partners acquired Lowe’s Canadian operations, including RONA, and set in motion a complete brand repositioning.
The RONA+ concept first launched in Ontario in July 2023 with the conversion of 10 Lowe’s stores. By February 2024, all Lowe’s stores in Canada had been transitioned to RONA+, officially retiring the Lowe’s brand from the Canadian market. In October 2024, the company converted the final 16 Réno-Dépôt stores to the RONA+ format as well, completing the transition.
What RONA+ Means for Canadian Shoppers
The RONA+ model builds on the strengths of both RONA and the former Lowe’s operations. Stores offer an extensive assortment of products—ranging from building materials to home décor—designed to appeal to a broad range of customers, from homeowners to large-scale contractors.
Enhancements in the RONA+ stores include:
Dedicated spaces for top-tier brands such as DeWalt
Improved seasonal and kitchen departments
An upgraded PRO section with tailored offerings for construction professionals
Flexible payment options and financing solutions
Clean and modern store layouts designed to simplify navigation and improve customer satisfaction
The rebranding simplifies the customer experience and also aligns with the company’s operations with a clear and cohesive Canadian brand identity.
Headquartered in Boucherville, Quebec, RONA inc. employs approximately 21,000 staff across its corporate and affiliated locations. The company is known for its emphasis on community engagement, Canadian heritage, and sustainability. It has been recognized as one of Canada’s Greenest Employers, reflecting its commitment to environmentally responsible practices and workplace inclusion.
While Washington appears to be softening its stance with several key trading partners, Canada remains entrenched in a solitary and expensive tariff posture. This week, Loblaw president Per Bank issued a public warning: a new wave of price hikes, directly linked to Canada’s retaliatory tariffs, is about to hit store shelves. For consumers, this will mean more products marked with a subtle yet telling symbol: a “T” — indicating tariff-impacted goods.
Skeptics may view this as a convenient deflection tactic by Loblaw. But the issue extends far beyond one retailer. All major grocers will be affected. As of now, approximately 1,000 products at Loblaw stores already carry the “T” symbol — a number expected to climb above 6,000 in the next two months as inventories run dry and replenishments reflect increased import costs. And these are just the direct effects. Indirect impacts are mounting too, particularly for food manufacturers grappling with sustained input cost inflation on key imported ingredients.
Since March 4, 2025, Canada has implemented several rounds of 25% counter-tariffs on U.S. goods in retaliation for protectionist measures from the Trump administration. The surcharges apply to a wide range of imports: orange juice, peanut butter, wine, beer, coffee, appliances, apparel, tools, cosmetics, and other consumer goods. In total, nearly $60 billion in imports are now affected.
Agri-Food Sector Faces Serious Strain
The agri-food sector is especially vulnerable to these trade frictions. With thin profit margins and a high reliance on strategic imports, food processors and retailers are under intense pressure. Ottawa’s tariff list includes about $5.8 billion worth of U.S. agricultural products — dairy, poultry, fresh produce, candy ingredients, bouillons, condiments, grains, rice, and more. Some iconic items, like Kentucky bourbon, have already disappeared from Canadian shelves. Since April, any U.S. vehicle not meeting CUSMA rules of origin is also subject to a 25% levy.
In many cases, Canadian manufacturers have no viable alternatives. For a significant number of ingredients or components, the United States remains the only feasible supplier in the short term. The result? Higher costs, few substitutes, and inevitably, a pass-through to consumers.
To its credit, the Carney government has tried to shield some raw materials and sustain dialogue with Washington. But sources suggest Ottawa is considering expanding its countermeasures to cover up to $125 billion in imports — including fruits, vegetables, beef, pork, dairy, EVs, and a range of electronic goods. Such escalation risks further undermining food security and the competitiveness of our agri-food sector.
Tariffs Lead to Higher Prices and Fewer Choices
This tariff path imposes a double penalty on Canadians: rising prices and shrinking choices. Ironically, despite Trump’s aggressive tariff playbook, U.S. food inflation fell to 2.0% in April — way below Canada’s. In theory, tariffs should drive prices up. That hasn’t happened in the U.S., where a denser, more competitive market absorbs external shocks more effectively. Canada lacks that economic cushion.
The ‘Elbows Up’ campaign may be meant to inspire resilience, but from an economic standpoint, it’s little more than a distraction. While the U.S. manages to contain food inflation at 2.0% despite aggressive tariffs, Canada is facing higher prices and fewer choices — a direct result of poor policy insulation and limited market competitiveness. Symbolic gestures won’t offset structural inefficiencies.
The message from grocers is clear: it’s time for Ottawa to rethink its retaliatory tariff strategy — before the cost becomes too steep for households and industry alike.
