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YMCA to Open New Facility at Mississauga’s Square One

By
Craig Patterson
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Square One in Mississauga. Image: Oxford Properties

The YMCA of Greater Toronto has announced plans to open a modern new facility within Mississauga’s Square One Shopping Centre, bringing an essential community hub into one of the country’s most successful retail destinations. Scheduled to open in early 2027, the new Mississauga YMCA will be located in a large space that formerly housed Empire Theatres — a unit that has sat vacant for over a decade.

The new YMCA will be situated near luxury retailer Holt Renfrew, contributing to the ongoing transformation of the retail complex into a mixed-use, community-oriented district. The move represents a forward-thinking approach to urban development and community building.

Future YMCA at Square One in Mississauga. Image: Oxford Properties

From Silver Screen to Social Impact

The space being redeveloped had a long history as an entertainment venue. Originally home to Empire Theatres and acquired by Landmark Cinemas in 2013, the location ceased operations in 2014 and has remained empty since. Repurposing the former cinema into a community health and wellness centre illustrates a growing trend in Canadian retail real estate: adapting underutilized commercial space for socially impactful uses.

“The community has been eagerly awaiting this news,” said Lesley Davidson, President & CEO of YMCA of Greater Toronto. “We’re designing the new space to encourage social connection and engagement. We know the centre will remain a home away from home for members and participants.”

Square One floor plan, via the Square One website

City Investment Secures Long-Term Community Access

Supported by $15 million in funding from the City of Mississauga, the relocation will ensure that downtown residents continue to benefit from YMCA programs for decades to come. The new facility will replace the current Mississauga YMCA at 325 Burnhamthorpe Road, while remaining within walking distance for most members.

“The YMCA has been a trusted partner in supporting the health and well-being of our residents for many years. I’m proud to have worked closely with City staff, the Mississauga YMCA, and Oxford Properties to make this a reality. As the Councillor for this area, I’m so pleased this new space will still be right in the heart of our downtown. It will continue to be a place where families can connect, children can grow, and people of all ages can stay active and be supported,” said John Kovac, Deputy Mayor and Ward 4 Councillor. 

“With more than 12 million visits to our recreation facilities each year, it’s important that we continue to invest in spaces that bring our community together, and I’m thrilled to see this coming together.”

YMCA Mississauga current location. Image: Apple Maps

Supporting Oxford’s Vision for a Complete Community

Oxford Properties, which owns and manages Square One, is integrating the YMCA into its broader plan to reshape the shopping centre into the heart of a larger, master-planned neighbourhood known as Square One District. The 18-million-square-foot development will include residential towers, parks, civic spaces, and commercial offices — all linked to transit infrastructure like the upcoming Hurontario LRT.

“Welcoming the YMCA to Square One District is a proud milestone that symbolizes the area’s ongoing evolution into a forward-thinking neighbourhood,” said Sherif Masood, Head of Asset Management and Development, Canada, at Oxford Properties. “The Y is an integral community resource, and we’re thrilled it will be at the heart of Square One.”

The addition of the YMCA aligns with a national shift toward more diverse and inclusive uses of mall real estate — a move that supports long-term foot traffic and relevance in a rapidly changing retail landscape.

Square One District in Mississauga. Image: Oxford Properties

Ongoing Services and Smooth Transition

While construction begins on the new site, the YMCA confirmed that members will continue to access services at the current location. The organization emphasized continuity of service throughout the transition, ensuring that programming and community support are not disrupted.

In Mississauga alone, the YMCA provides a wide network of services beyond health and fitness, including:

  • Employment programs at two local centres
  • 34 licensed childcare centres
  • Seven day camp locations
  • School-based nutrition programs
  • Various youth leadership and community programs

True to its charitable mission, the YMCA also offers financial assistance to ensure accessibility for all.

Future YMCA at Square One in Mississauga. Image: Oxford Properties

Evolving Role of the Canadian Shopping Centre

The addition of the YMCA to Square One exemplifies how shopping centres are being reimagined to meet broader community needs. Once reserved solely for retail and entertainment, malls are increasingly hosting health clinics, educational centres, co-working spaces, and now community-based institutions like the YMCA.

This type of integration not only brings value to the real estate but also fosters inclusive urban development that responds to the everyday lives of local residents. For Square One, the YMCA strengthens its role as a regional hub for life, work, and leisure.

Rendering of the future Square One District in Mississauga. Image: Oxford Properties

Square One District: Mississauga’s Downtown Reinvented

Square One District is one of the largest urban redevelopment projects in Canada. When complete, it will be home to over 35,000 people across 18,000 housing units, all connected by new transit infrastructure and community facilities. Anchored by Square One Shopping Centre, the district is shaping up to become Mississauga’s vibrant downtown core — one that prioritizes walkability, sustainability, and inclusive design.

The relocation of the YMCA to this emerging neighbourhood underscores a larger vision: that successful cities of the future must blend commerce with community, and retail with relevance.

More from Retail Insider:

Roots sees sales growth in Q4 and Fiscal 2024 (Interview with Meghan Roach)

By
Mario Toneguzzi
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Roots at CF Toronto Eaton Centre (Image: Dustin Fuhs)

Roots, a premium outdoor-lifestyle brand, has released its financial results for the fourth quarter and Fiscal Year 2024.

The company saw sales growth but also a loss in both Q4 and Fiscal 2024 due to a non-cash impairment charge on intangible assets and the associated deferred tax impacts.

“In the fourth quarter of Fiscal 2024, we delivered a 7.5% increase in DTC comparable sales, a 270bps rise in gross margin, and Adjusted EBITDA growth of 9.1% year-over-year. Our strong performance reflects the impressive execution by the team across our strategic initiatives. Customers responded well to our holiday products, our enhanced brand engagement, and our improved omnichannel customer experience,” said Roots CEO Meghan Roach in a statement.

Meghan Roach
Meghan Roach

“Our momentum has continued into the first quarter of Fiscal 2025. As we look forward, we remain focused on delivering quality, innovation, and value to our customers while positioning Roots for sustained growth in the quarters ahead.”

Fourth Quarter Highlights:

  • Sales were $110.8 million, a 2.4% increase compared to $108.2 million in Q4 2023. Excluding the $2.2 million of sales generated during the additional fiscal week in Q4 2023, sales increased 4.5%
    • DTC sales were $101.2 million, a 3.6% increase compared to $97.8 million in Q4 2023, or an increase of 6.0% excluding the additional fiscal week in Q4 2023
    • DTC comparable sales growth was 7.5%
  • Gross margin was 61.3%, up 270bps compared to 58.6% in Q4 2023
    • DTC gross margin of 62.4%, up 250bps compared to 59.9% in Q4 2023
  • Net income (loss) totaled ($21.7) million, compared to $14.6 million in Q4 2023
    • Excluding the year-end non-cash impairment charge on intangible assets, net income would have been $15.0 million, up 2.9% compared to $14.6 million in Q4 2023
  • Adjusted Net Income was $16.0 million, up 9.6% compared to $14.6 million in Q4 2023
  • Adjusted EBITDA amounted to $25.3 million, a 9.1% increase from $23.2 million in Q4 2023
  • Free cash flow generation increased 9.3% to $39.4 million, resulting in a net debt reduction of 56.7% year-over-year to $7.3 million
Roots at CF Toronto Eaton Centre (Image: Dustin Fuhs)

Fiscal 2024 Highlights:

  • Sales were $262.9 million, a 0.1% increase compared to $262.7 million in F2023. Excluding the $2.2 million of sales generated during the additional fiscal week in F2023, sales increased 0.9%
    • DTC sales were $223.3 million, a 0.4% increase compared to $222.5 million in F2023, or an increase of 1.4% excluding the additional fiscal week in F2023
    • DTC comparable sales growth was 3.3%
  • Gross margin was 59.8%, up 180bps compared to 58.0% in F2023
    • DTC gross margin of 62.6%, up 150bps compared to 61.1% in F2023
  • Net income (loss) totaled ($33.4) million, compared to $1.8 million in F2023
    • Excluding the year-end non-cash impairment charge on intangible assets, net income would have totaled $3.3 million, up 79.7% compared to $1.8 million in F2023
  • Adjusted Net Income was $6.0 million, up 41.1% compared to $4.3 million in F2023
  • Adjusted EBITDA amounted to $21.3 million, a 7.3% increase from $19.9 million in F2023

Net loss totaled $33.4 million as compared to $1.8 million in F2023, and net loss per share was $0.83 as compared to $0.05 per share in F2023, it reported.

“This decline was entirely driven by a non-cash impairment charge on intangible assets and the associated deferred tax impacts. Based on conservative perspectives of the global economy due to the current market dynamics, the impairment of intangible assets accounting adjustment is calculated through our comparison of the Company’s estimated recoverable value against its carrying value. The Company does not expect the impairment charge to have any impact on its future operations and long-term growth potential, nor affect its liquidity, cash flows, or compliance with any financial and operating covenants,” said the company in a news release.

In an interview with Retail Insider, Roach said she is “really happy” with the financial results.

“If you look at the business, we saw growth across all of our key metrics. We saw comp sales up 7.5%, total sales were up, our gross margins were up about 270 basis points which is fantastic. We saw growth in EDITDA which is amazing . . . The non-cash impairment charge has no impact on the business longer-term. It’s really just like an accounting adjustment. So taking that out we saw growth overall on net income also and we saw reductions in net debt and we saw great growth pre cash flow. It was a really fantastic quarter and if you look at that trending into Q1, we’ve already seen low double-digit comp sales in Q1. I’m pretty happy with the results,” said Roach.

“It just speaks to the strength of the brand and the fact that throughout the year we’ve really been changing around the momentum. Q3 was solid, Q4 was solid and then we’re seeing trending into Q1 solid.”

Roots CEO Meghan Roach, centre, with Roots founders Don Green (left) and Michael Budman (right). The three are standing at the original cabin where Roots started, in celebration of the 50th anniversary of Roots in the summer of 2024 (Image Provided)

Roach said the company hopes to reap the benefits of the current Buy Canadian movement.

“What I’ve seen so far is people are searching more for Canadian products and as a Canadian brand I would hope that people are looking at Roots and saying ‘I want to support the Canadian economy, this is a brand that has stores across the country, has manufacturing here, has a distribution centre here, head office here, a Canadian public company,” explained Roach.

“I would hope that people are looking to brands like Roots and going behind it. It’s hard for us to tell so far. We’re seeing the uplift in the first quarter just because we saw so much good momentum coming out of Q4 and into the first quarter even before we saw what was going on with the tariffs. So I’m hoping we will benefit from that but at this point it’s a little too early to tell.”

She said the retailer has very little exposure to the US and from that perspective it hasn’t been significantly affected.

“We’re not directly impacted by the tariffs. What we’re looking at is how does it affect the Canadian consumer spending and also how does it affect the US dollar because we buy a lot of goods in US dollars. We had to look 12 months out. So we’re looking at how that might affect into 2026 but fundamentally for us the tariffs don’t have a direct impact right now, very little.”

Roots at CF Toronto Eaton Centre (Image: Dustin Fuhs)

The retailer opened a new store in Calgary at CF Chinook Centre in Q4. The brand’s Robson store in Vancouver will open in the summer.

“We have a lot of renovations planned. We’re looking more at some optimizing the existing footprint and then looking at renovating behind some of these key locations. We’re renovating Tremblant, we’re renovating Vaughan Mills. We have a number of smaller store refreshes happening. Right now a lot of our focus is more on optimizing and renovations and less on new store opening with the exception of pop-ups. So we’re definitely looking at pop-ups as we think about the second half of this year, but other than that no substantial store openings planned,” added Roach.

She said the retailer is about eight weeks into its first quarter. She expects volatility to continue in the overall retail industry with the closure of the Bay.

“We feel really good about what we’re doing. We’ve put more money behind branding and marketing. We’ve invested in some really solid products that are coming out. The business overall has seen some really solid momentum. We’re a really great Canadian brand so I’m really hopeful that people look at that and think about this is the time to be buying into brands like Roots who represent the Canadian economy and have a lot of stakes in the ground here. From that perspective, I’m favourable but obviously we can’t really predict what’s going to happen with the tariffs and the counter impact of the Canadian economy as a result of that.

“So obviously we have an optimistic outlook but also a realistic outlook in terms of what could happen over the next six to 12 months.”

Leon Wu
Leon Wu

“We had another year of strong cash flow generation and achieved meaningful reductions to our net debt,” said Leon Wu, Chief Financial Officer of Roots Corporation. “Combined with a healthy inventory composition, we are well set-up to build on our momentum going into 2025.”

Established in 1973, Roots is a global lifestyle brand. Starting from a small cabin in northern Canada, Roots has become a global brand with over 100 corporate retail stores in Canada, two stores in the United States, and an eCommerce platform, roots.com. It has more than 100 partner-operated stores in Asia, and it also operates a dedicated Roots-branded storefront on Tmall.com in China. Roots designs, markets, and sells a broad selection of products in different departments, including women’s men’s, children’s, and gender-free apparel, leather goods, footwear, and accessories.

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St-Hubert invests $50 million in developing its operations 

By
Mario Toneguzzi
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Source: St-Hubert website
Source: St-Hubert website

St-Hubert Group has announced a major strategic investment of close to $50 million to be rolled out by 2026. These financial commitments will consolidate the famous chain’s position of leadership in the food industry, in the areas both of restaurants and of grocery products, said the company.

“These investments are being made to optimize the customer experience, and will mainly be devoted to modernizing and opening restaurants, as well as improving the group’s food manufacturing plants in Boisbriand and Blainville, in turn promoting the group’s growth and continuous innovation,” it said.

Source: St-Hubert website
Source: St-Hubert website

Modernizing Our Restaurants 

“The growth plan includes close to $40 million of investments by the franchisees and St-Hubert Group’s restaurant division in modernizing restaurants. Specifically, more than 20 restaurants will be renovated in Quebec, and 9 more will be opened by 2026, meaning that 70% of rotisseries in St-Hubert Group’s entire network will then be fully modernized. These investments are aimed at enhancing the customer experience by offering updated spaces in line with customer expectations. St-Hubert Group has a strong and efficient network of 121 restaurants mainly located in Quebec (90%), but also in Ontario and New Brunswick, backed up by 91 franchisees, and is leveraging this collective strength to fulfil its vision which is to lead the food industry by offering an exceptional customer experience,” explained the company.

Two New Flagship Rotisseries     

“St-Hubert Group is making major investments in renovating its rotisseries. The flagship will also be opening a brand-new establishment at Carrefour Laval and will anchor its presence in Quebec’s largest city with a new St-Hubert at Place Bonaventure in Montreal in 2025. New restaurants will also be opening in Anjou (feb 2025), Lachenaie, Quebec (2), Joliette, Chibougamau and Richelieu.”

The company said the rotisseries will showcase its new visual identity with a revamped design. It is partnering with the creative agency LG2 to refresh the brand image and refocus the chain’s visual identity on iconic elements which people in Quebec have been enjoying for 75 years.

Massive Investments in Food Manufacturing Plants

The group produces and distributes food products under the St-Hubert brand, as well as under 26 other brands, and is investing massively to promote its growth in this sphere of activity, added the company.

“The company will invest more than 11 million dollars in the Boisbriand and Blainville plants to modernize equipment, add new production lines and maintain the focus on increasing productivity. This sector is booming, as this year alone the company plans to launch 27 new products under the St-Hubert brand and 63 new products under other brands,” it said.

“St-Hubert will also inject $650,000 into the construction of a new Research and Development Centre in Boisbriand, which should be completed in 2025, enabling the group to pursue innovation and maintain its competitive edge in a constantly evolving sector.”

Source: St-Hubert website
Source: St-Hubert website

St-Hubert Group – Investment Figures

Modernizing and opening restaurants: $37,414,000

  • 2024 investments in 7 restaurants: $8,985,000       
  • 2025 investments in 12 restaurants: $14,079,000
  • 2026 investments in 13 restaurants: at least $14,350,000

Optimizing food manufacturing plants: $11,800,000

  • Investments by 2026 in the Boisbriand and Blainville plants: $11,150,000
  • Construction of a new restaurant R&D centre in Boisbriand: $650,000

Total: $49,214,000

Richard Scofield
Richard Scofield

“As St-Hubert Group gets ready to celebrate 75 years in operation, we are reaffirming our commitment to invest in our restaurants in order to offer our customers a distinctive experience that lives up to the reputation that has been the pride of our rotisseries for so many years. We will soon unveil new establishments that are designed to showcase St-Hubert’s expertise. We are driven by our passion for innovation and excellence, and are committed to investing tirelessly in the modernization of our food production. We look forward to sharing the fruits of this labour with all our teams, the local entrepreneurs we are partnering with, our dedicated franchisees and, above all, our loyal customers,” said Richard Scofield, President, St-Hubert Group.

St-Hubert Group has more than 6,000 employees working in two divisions: food service and food production/distribution. Its head office is located in Boisbriand. Founded in 1951 in Montreal, St-Hubert Rotisseries Ltd. now has more than 120 rotisseries in Quebec, Ontario and New Brunswick, and serves more than 22.4 million meals annually. The St-Hubert retail division produces and distributes more than 500 food products under various brand names in grocery stores across Canada.

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AI Agents Transforming Retail Experience

By
Craig Patterson
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The Era of Agentic Commerce: How AI Agents Are Reshaping Retail. Image: Ollie East/LinkedIn

Retail is undergoing a fundamental transformation, as technology reshapes how shoppers interact with brands and how businesses operate behind the scenes. The sixth edition of Salesforce’s Connected Shoppers Report and an interview with Salesforce executives reveal that artificial intelligence (AI), and particularly autonomous AI agents, are poised to revolutionize the retail experience.

“Retail AI isn’t new to us,” said Eric Lessard, Product Marketing Manager for Salesforce Commerce Cloud. “But the leap to agents—especially with our Agentforce technology—marks a major inflection point in the industry.”

Retail’s Digital Shift: Physical Stores Still Matter

Eric Lessard

Despite the growth of digital commerce, Salesforce’s research confirms that physical stores continue to play a key role. The report, based on surveys of over 8,000 global shoppers and 1,700 retail leaders, shows that while the share of purchases made in physical stores is expected to drop from 45% in 2024 to 41% in 2026, in-person shopping remains essential for its tactile and immediate benefits.

“Stores aren’t just about shelves anymore,” said Caila Schwartz, Director of Consumer Strategy & Insights at Salesforce. “They’re experience hubs and fulfilment centres.”

Retailers are responding by enhancing in-store experiences. Nearly 60% offer services such as customization and repairs, while 46% provide dedicated spaces for events or community gatherings. These enhancements aim to draw consumers in and bridge the gap between digital and physical channels.

The Challenge of Unified Commerce

Retailers overwhelmingly agree on the importance of unified commerce—connecting all customer touchpoints into a seamless, data-driven journey. According to the report, 88% of retailers believe unified commerce is critical to achieving their business goals in the next two years.

Caila Schwartz

Yet only 15% have reached full maturity in their unified commerce initiatives.

One of the biggest hurdles? Disconnected systems and outdated infrastructure. “Store associates often have to juggle up to 16 different systems,” explained Lessard. “It’s inefficient and detracts from customer engagement.”

Store teams are increasingly burdened by the complexity of tools, with only 17% of associates having access to a unified customer view. This fragmentation stifles productivity and diminishes service quality, contributing to consumer dissatisfaction—a serious concern in a market where 74% of shoppers say they’ll abandon a brand after three or fewer poor experiences.

AI Agents: Retail’s Next Big Leap

Salesforce’s Agentforce technology is at the forefront of this next evolution. AI agents are capable of performing tasks autonomously—like answering customer queries, managing inventory, writing product descriptions, and optimizing merchandising.

“We’ve seen AI drive a 10% increase in e-commerce sales through predictive tools alone,” said Lessard. “With Agentforce, we’re aiming even higher.”

Unlike traditional chatbots, which follow scripted flows, Agentforce is powered by connected data from Salesforce’s Customer 360 platform and Einstein services. This enables AI agents to make contextual, real-time decisions grounded in business and shopper data.

For example, if a retailer needs to reduce overstock in one region, an AI agent can create and launch a targeted promotion. Or, if a shopper asks whether a product is available in-store for same-day pickup, the agent can instantly check inventory and delivery options.

Shoppers Embrace AI—Especially Gen Z

According to the Connected Shoppers Report, younger shoppers are already embracing AI. Gen Z is 10 times more likely than baby boomers to use AI for product discovery. These consumers are also more comfortable receiving product recommendations or allowing AI to make purchases on their behalf.

“We’re seeing consumers become more receptive to agents, especially when the benefits are clear—like faster service or better loyalty rewards,” said Schwartz.

Trust remains key. Shoppers want transparency on how data is used, easy opt-outs, and human backup when needed. Still, the direction is clear: consumers are engaging with AI-powered commerce, and businesses will need to keep pace.

Increasing Efficiency Without Sacrificing the Human Touch

Agentforce not only helps drive revenue through better customer interactions but also increases operational efficiency. Merchandising teams, for example, can use agents to automate repetitive tasks like boosting search terms or writing SEO-optimized product descriptions.

“Retailers don’t want to replace humans—they want to free them up for higher-value tasks,” said Lessard. “Think less time writing product copy, more time creating exceptional brand experiences.”

Schwartz noted, “In a tough economic climate, efficiency becomes a path to survival. AI can help lower operational costs, raise productivity, and—hopefully—reduce prices for consumers.”

Agentforce’s Modular Skills and Open Ecosystem

Another compelling aspect of Salesforce’s Agentforce is its extensibility. Salesforce has opened the platform to partners and independent software vendors (ISVs) who can build new skills for AI agents.

“Our roadmap can’t cover every retail need,” explained Lessard. “That’s why we’re creating a skills library—like an AppExchange for Agentforce—where others can build and contribute.”

This approach allows for rapid innovation without forcing retailers to invest in new systems. Since Agentforce is embedded within Salesforce’s existing suite, including Commerce Cloud and Service Cloud, users can access it without undergoing full retraining or infrastructure overhauls.

“It’s not about adding another tool to the toolbox,” said Schwartz. “It’s about enhancing what teams already use, making adoption easier and more natural.”

Conversational Commerce and the Future of Shopping

Looking ahead, Salesforce plans to expand agents across all parts of the commerce journey. The current capabilities include guided shopping experiences, conversational reordering, and post-purchase support like order tracking and returns.

But the future includes agents embedded in search functions, helping users navigate sites through natural language rather than filter-heavy interfaces.

Imagine telling a website, “I need a black, size-large pair of trousers for under $100,” and having an agent present the best options instantly. “That’s the kind of frictionless experience we’re building toward,” said Lessard.

This evolution reflects a broader shift toward what Salesforce calls “shopping at the edge”—where consumer journeys begin not just on websites, but through social media, messaging apps, and voice interfaces.

From AI Hype to Everyday Application

Salesforce’s findings—and its product roadmap—show that AI is no longer theoretical. It’s already boosting sales, improving service, and making daily tasks easier across retail roles.

Retailers that fail to embrace this shift risk falling behind. But for those willing to experiment—starting small with one or two agent skills—the benefits can snowball quickly.

“It’s crawl, walk, run,” said Lessard. “Start with one use case, build confidence, and expand from there.”

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Chocolate Prices Soar Ahead of Easter Due to Cocoa Crisis

By
Sylvain Charlebois
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Image: Peace by Chocolate

As Easter approaches, many consumers are facing sticker shock at the chocolate aisle. Based on recent data, the price of Easter-related chocolate products has risen between 10% and 25% over the past two years — a spike driven not just by inflation, but also by “shrinkflation,” the practice of downsizing portions while maintaining, or even raising, prices.

At the heart of this phenomenon lies cocoa, the raw commodity essential to chocolate production. Since October 2022, cocoa prices have surged from roughly $2,000 USD per metric ton to over $12,475 USD by last December — an increase of about 280% in just three years. This steep and sometimes volatile climb is the result of a combination of climate and structural shocks.

Chocolate Makers Lose Price Protection This Year

Last Easter, several major players — including multinationals like Mars, Nestlé, and Mondelez — were able to absorb some of the price pressures through forward contracts and strategic inventories. This year, however, those buffers are virtually depleted. Across the supply chain, from global food giants to artisanal chocolatiers, all are now facing cocoa costs four to five times higher than they were in 2022.

Several factors are driving this crisis. Côte d’Ivoire and Ghana — which together account for over 60% of global cocoa output — are grappling with an unprecedented set of challenges. Droughts, floods, the spread of the swollen shoot virus, aging plantations, and chronically low farmgate prices are all threatening the long-term viability of cocoa production in these countries. As a result, global supply is increasingly constrained.

Chocolate Demand Holds Steady Worldwide

Meanwhile, demand remains resilient. In many Asian countries, a growing middle class continues to boost chocolate consumption. According to the latest figures from Mordor Intelligence, Canada ranks 11th in the world for per capita chocolate consumption, averaging 6.4 kg per person annually. Switzerland, Germany, and Ireland remain the leaders, each averaging more than 8 kg per person.

It’s worth noting that milk chocolate — particularly popular during the Easter season — has been slightly less impacted by soaring cocoa prices, due to its lower cocoa content compared to dark chocolate. Still, the effect is far from negligible, as even low-cocoa-content products are under inflationary pressure.

Shoppers Drug Mart Seasonal Chocolate (Image: Dustin Fuhs)

Geopolitical Risks Create Volatility in Cocoa Market

Interestingly, some recent relief in cocoa prices may be tied to market turmoil sparked by geopolitical uncertainty — particularly the re-emergence of Donald Trump on the U.S. political stage. Fears of trade wars, tariffs, and a global economic slowdown have unsettled commodity markets, causing cocoa prices to drop by 41% since December. Ironically, while this political uncertainty adds volatility to financial markets, it may end up making chocolate slightly more affordable in the months to come.

Despite all this, households are still expected to include chocolate in their Easter celebrations — if only to preserve tradition. That said, the composition of Easter baskets may shift: more candy like licorice, a bit less chocolate… and maybe even a pair of socks.

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Canadian Retail News From Around The Web For April 9, 2025

By
Retail Insider
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Canadian Retail News From Around The Web

News at a Glance

Retail Insider is streamlining its Canadian retail news from around the web to include a handful of top news stories that can be viewed quickly during the day. Here are the top stories from the past 24 hours.

Boston Pizza, New York Fries: Tariff war tests Canadian companies with U.S. names (CTV)

Apparel brands grappling with ‘tariff hell,’ says Canadian industry group (CBC)

How Trump’s trade war with China could hit Canadian wallets (Global)

Retail Council unveils finalists of the 2025 Canadian Grand Prix New Product Awards (Grocery Business)

Going to the U.S. to shop? What you need to know about the new 25% surcharge on American goods (Toronto Star)

Sheertex maker SRTX has secured US$40-million in investor commitments, CFO says (Globe & Mail)

Quebec language law’s impact on trademarks still drawing concern in Canada and U.S. (Montreal Gazette)

Auto part retailers in N.L. have been preparing for Trump’s tariffs, but worry about lasting impacts (CBC)

‘It has everything you need,’ Mike Myer’s Canadian Tire shirt on SNL sparks praise for the retail chain (NOW)

Whatcom County stands to lose millions as U.S.-Canada trade war intensifies (Bellingham Herald)

Bingemans bringing Kingpin concept to St. Catharines

By
Mario Toneguzzi
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Source: Bingemans
Source: Bingemans

Bingemans, a leader in entertainment and hospitality, has announced it will be opening its newest Kingpin location at The Niagara Pen Centre in St. Catharines, with an expected opening for December 2025.

This latest addition to the Kingpin brand promises to elevate entertainment in the Niagara Region with a dynamic blend of upscale bowling, immersive gaming, and fun-to-eat dining experiences, said the company.

Mark Bingeman
Mark Bingeman

“We’re thrilled to introduce Kingpin to St. Catharines and the Niagara Region as well as join the incredible community at The Niagara Pen Centre,” said Mark Bingeman, President of Bingemans. “This expansion reflects Bingemans’ commitment to delivering extraordinary entertainment venues where people can gather, play, and celebrate life’s moments.”

The new Kingpin venue will feature:

  • 24 state-of-the-art bowling lanes, including 8 VIP lanes for private gatherings and special events.
  • GameworX Arcade, offering the latest in interactive games and exciting prizes.
  • Unique food and beverage options, designed to suit casual outings, celebrations, and everything in between
  • Exciting Birthday party packages
  • Dedicated group spaces for unforgettable celebrations and corporate events.

The brand has locations in Kitchener and Cambridge.

Source: Bingemans
Source: Bingemans
Michelle Schleimer
Michelle Schleimer

“We are thrilled to welcome Kingpin to the Niagara Pen Centre, bringing an exciting new entertainment experience to our guests. This addition enhances our vision of creating a vibrant community hub where shopping, dining, and entertainment come together. We can’t wait for visitors to enjoy everything Kingpin has to offer!,” said Michelle Schleimer, General Manager, Niagara Pen Centre.

The company is a leader in entertainment, culinary and hospitality, dedicated to creating generational memories through exceptional experiences. As a multi-faceted company, Bingemans provides diverse offerings, including catering services, family-friendly attractions and entertainment facilities, immersive festivals, and large-scale events that extend across the province and beyond.

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Source: Bingemans
Source: Bingemans
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Source: Bingemans
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Source: Bingemans

Leyad Buys St. Albert Centre Amid HBC Exit and Redevelopment Plans

By
Lee Rivett
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St. Albert Centre in St. Albert, Alberta. Photo: Stantec

St. Albert Centre, the largest enclosed shopping centre in St. Albert, Alberta, has changed hands in a $60 million deal that closed at the end of March. The transaction was officially announced on April 1 by the seller, Toronto-based Primaris Real Estate Investment Trust (REIT). The buyer is Leyad, a privately held Montreal-based real estate firm with growing ambitions across Canada.

Leyad is already known in the Edmonton retail real estate market as the owner of Londonderry Mall, located in northeast Edmonton. The acquisition of St. Albert Centre strengthens Leyad’s foothold in Western Canada and aligns with its strategy of acquiring regionally dominant shopping centres in suburban markets.

A Key Regional Asset with Anchor Departures Ahead

Located at 375 St. Albert Trail, just northwest of Edmonton, St. Albert Centre spans approximately 373,000 square feet. It houses 74 stores and services and includes parking for 1,680 vehicles. Originally built in 1980, the mall saw renovations in 2018, modernizing its interior and tenant mix to better serve the growing suburban population.

Anchoring the mall for years has been a 93,300-square-foot Hudson’s Bay store, one of the primary retail draws in the area. However, Hudson’s Bay is expected to close its store by the end of June as part of its national wind-down under court-supervised receivership. The closure will leave a major anchor vacancy at the property, opening possibilities for reconfiguration or redevelopment of that space.

Other major tenants at the centre include London Drugs, SportChek, Mark’s, Winners, and Ardene—a tenant mix geared towards mid-market suburban consumers. The mall is surrounded by additional national retailers on adjacent lots, including Canadian Tire, Staples, and multiple grocery stores, though these surrounding buildings are not part of the St. Albert Centre property.

Strategic Shift by Primaris REIT

The sale of St. Albert Centre is part of a larger strategy by Primaris REIT, which is repositioning its portfolio to focus on what it refers to as “market-leading, growth-oriented shopping centres.” Primaris acquired St. Albert Centre in 2012 from Ivanhoé Cambridge, another Montreal-based institutional property owner. Over the past year, Primaris has divested multiple assets that no longer align with its long-term vision.

Earlier in 2024, Primaris also completed the $107 million sale of Sherwood Park Mall, another suburban Edmonton-area centre. These moves indicate the REIT’s ongoing effort to concentrate its capital on properties with stronger demographic and economic upside, often in larger urban or regional hub locations.

Redevelopment Potential Under New Ownership

With the Hudson’s Bay space soon to be vacated, there is speculation about how Leyad may choose to reposition the mall. The closure presents both a challenge and an opportunity for the new owner. Hudson’s Bay had long served as a key anchor for foot traffic, and its departure will change the dynamics of the property.

Given Leyad’s redevelopment work at Londonderry Mall, where it has overseen updates and brought in new tenants, the company could take a similar approach in St. Albert. Redevelopment of anchor spaces into multiple smaller units or alternative uses—such as fitness, health services, or entertainment—is a common strategy in today’s evolving retail real estate landscape.

Leyad has not yet made public its long-term plans for the site. However, its investment suggests confidence in the St. Albert market, a city that continues to see population growth and retail demand.

St. Albert Centre Remains a Retail Hub

Despite the loss of Hudson’s Bay, St. Albert Centre remains one of the most prominent retail destinations in the city. Its central location, strong tenant mix, and proximity to complementary big-box retail make it a key shopping destination for both local residents and those from surrounding communities.

The mall’s 2018 renovations helped elevate its appeal, and the addition of tenants like Winners and Mark’s have kept it relevant to a broad shopper base. As suburban retail centres continue to evolve to meet changing consumer behaviours and tenant needs, properties like St. Albert Centre may serve as test cases for what the next generation of malls in secondary markets will look like.

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Canadian Franchise Association announces winners of 2025 CFA Recognition Awards 

By
Mario Toneguzzi
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Photo by Nadin Sh
Photo by Nadin Sh

The Canadian Franchise Association (CFA) has announced the winners of the 2025 CFA Recognition Awards. The awards were presented during the Recognition Awards Luncheon on Sunday, April 6 at the CFA National Convention at Sheraton Fallsview, Niagara Falls, Ontario.

CFA Recognition Awards honour individuals and CFA member companies for their outstanding achievements, philanthropic endeavours, and contributions to the Canadian franchise community. Nominations are solicited from CFA members across Canada and winners are selected by a committee based on merit.  

Sherry McNeil
Sherry McNeil

“The CFA Recognition Awards celebrate individuals and companies for their significant achievements and continuous contributions to the franchise community,” says the CFA’s President and Chief Executive Officer, Sherry McNeil.

 “We congratulate all the winners on their outstanding achievements. The CFA Recognition Awards celebrate those who have made a lasting impact on the Canadian franchising community through their dedication and contributions. These awards honour the outstanding achievements of this year’s winners and their commitment to Growing Together®.”

A list of all the CFA award recipients can be found here.

The recipients of the 2025 CFA Recognition Awards are: 

Category: Hall of Fame Award | Recipient: Pet Valu

In recognition of Pet Valu’s outstanding performance, significant business presence, and exceptional service. With over 800 locations across Canada, Pet Valu has become Canada’s leading retailer in the pet specialty retail sector, offering high-quality products and exceptional customer service. It maintains an excellent social corporate presence, expressing dedication to animal welfare through partnerships with rescues and adoption programs: the brand raised more than $4 million through fundraising efforts in 2024. Continued growth is on the horizon, as the brand has recently opened distribution centres in Surrey, British Columbia, and Brampton, Ontario, the largest of their kind in Canada, bringing up to 150 skilled jobs to those local neighbourhoods.

Pet Valu
Pet Valu

About the CFA Hall of Fame Award:  

Presented in recognition of outstanding performance by a franchise company over a significant period. Winners typically will have high brand recognition (on either a regional or national scope) and will generally be recognized for their solid business performance. They will exhibit leadership in the franchise community in many ways including helping to encourage excellence by sharing best practices, participating in speaking engagements, being willing to mentor new franchisors, and raising the profile of the franchise business model.

Category: Lifetime Achievement Award | Recipient: Patti Hone
In recognition of Patti Hone’s outstanding contributions, leadership, and impact on the franchise industry. Patti Hone has been a significant driving force in the growth and development of the Canadian Franchise Association and the franchise industry at large. Having served on the CFA Board of Directors for eight years, she has made instrumental contributions to the Franchise Support Services (FSS) Committee and played a key role in shaping CFA Marketing Day events, showcasing her leadership and influence.

Lifetime Achievement - Patti Hone (Marietta Snetsinger Accepted)
Lifetime Achievement – Patti Hone (Marietta Snetsinger Accepted)

About the CFA Lifetime Achievement Award 

This award recognizes exceptional achievement and contribution to Canadian franchising and the community at large through demonstrated excellence throughout one’s lifetime and career in franchising. This award typically honours an individual who may be a franchisor, franchisee, or a support services provider. Hallmarks of excellence include a significant level of profile and leadership recognition within the franchise community, speaking engagements, published articles, mentorship, and being an ambassador for franchising.

Category: Outstanding Corporate Citizen Award | Recipient: Sunset Grill
In recognition of Sunset Grill’s support of social services and commitment to life-saving cancer research. With more than 100 franchise locations across Canada, the brand is also primed to expand into the U.S. and beyond. The brand also gives back to its community, most notably through its annual Pancake Tuesday Fundraiser. Every year, Sunset Grill serves its signature buttermilk pancakes for $2, with proceeds going to the Canadian Cancer Society to fund programs and research and to raise awareness for the cause. Since the launch of the initiative in 2009, Sunset Grill has raised more than $250,000 to support Canadians living with cancer and life-saving research.  

Outstanding Corporate Citizen - Sunset Grill
Outstanding Corporate Citizen – Sunset Grill

About the CFA Outstanding Corporate Citizen Award 

Given to a franchise system that has demonstrated genuine and ongoing concern and support for a community or social service group(s). Award recipients are selected based on their philanthropic innovation, support, and impact to the community whether on a local, regional, national, or global scale. Elements taken into consideration include involvement throughout the franchise system and integration into the corporate culture, profile given to the support recipient organization(s), sustainability, innovation in fundraising, demonstrated benefit to the community, and amount of funds raised.

Category: Diversity and Inclusion Champion Award | Recipient: Pizza Pizza

In recognition of Pizza Pizza’s significant strides to ensure meaningful representation through its post-pandemic focus on developing its workforce. With the development of a diversity and inclusion council in 2021, Pizza Pizza has continued to ensure its promotion of an equitable workplace. A staff survey revealed that 96% of respondents rated the company favourable in diversity, 95% favourable in equity, and 94% favourable in inclusion.

Diversity - Pizza Pizza
Diversity – Pizza Pizza

About the CFA Diversity & Inclusion Champion Award 

Recognizes a company or individual for extraordinary leadership and contribution towards improving and promoting diversity and inclusion within their workplace and the franchise community in Canada.

Category: Distinguished Franchise Support Services/Supplier Award | Recipient: Reshift Media

In recognition of Reshift Media’s unwavering commitment, cutting-edge solutions, and deep impact on the industry. Reshift Media’s involvement in various CFA programs, from speaking at events to website maintenance, has demonstrated its commitment to growing the Canadian franchise industry and the CFA at large. Reshift has expressed its skills and dedication to the franchise community in developing World Franchise Council programming, including website development and information sessions in conjunction with the CFA. Their support has led to the development of the inaugural World Franchise Day, set to occur on June 11, 2025, and further enhancing the presence of franchising in communities around the world.

Supplier - Reshift Media
Supplier – Reshift Media

About the CFA Distinguished Franchise Support Services/Supplier Award  

Recognizes a person or company for their efforts and contributions in supporting the franchise industry and the Canadian Franchise Association at large.

Category: Volunteer Leadership Excellence Award | Recipient: Peter Viitre

In recognition of Peter Viitre’s exceptional dedication, leadership, and service. Through his work with the CFA, Peter has mentored franchise professionals, shaped industry best practices, and advocates for franchising excellence. As a longstanding member of the Government Relations Committee, Peter has taken up key roles, including as first pen in the Arthur Wishart Act submission to the provincial government. He is also Chair of the Policy subcommittee and has been a vocal presence at the CFA’s annual Franchise Awareness Day, reiterating the necessity of franchise policymaking at all levels of government. He also acts as a speaker at CFA and industry events, generously sharing his legal expertise when called upon, and further strengthening the franchise community through his experienced guidance. 

Volunteer - Peter Viitre
Volunteer – Peter Viitre

About the CFA Volunteer Leadership Excellence Award  

In the spirit of passion for franchising and the Association, this award is given to an individual who, through their volunteer activities and work as an ambassador for franchising, helps the CFA grow, evolve, and deliver on its Purpose and Mission.

The Canadian Franchise Association (CFA) helps everyday Canadians realize the dream of building their own business through the power of franchising. The CFA advocates on issues that impact this dream on behalf of more than 600 corporate members and over 40,000 franchisees from many of Canada’s best-known and emerging franchise brands. Beyond its role as the voice of the franchise industry, the CFA strengthens and develops franchising by delivering best-practice education and creating rewarding connections between Canadians and the opportunities in franchising. Franchising is the 12th largest industry in Canada and franchised businesses contribute over $120 billion per year to the Canadian economy, creating jobs for almost two million Canadians.

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The Human Touch in a Digital Retail World: Why Soft Skills Still Matter

By
Retail Insider
-

In an increasingly digitized retail world, technology continues to redefine how consumers interact with brands. From AI-powered chatbots and virtual fitting rooms to contactless payments and same day courier service, digital innovation has transformed nearly every touchpoint of the retail experience

While these advancements enhance convenience and efficiency, they also risk minimizing one of the most valuable assets in retail: the human touch. As luxury fashion brands open new concept stores or relocate from traditional shopping districts to more immersive, digitally integrated spaces, the need for human-centric customer service has never been more critical.

Soft skills such as empathy, active listening, emotional intelligence, and adaptability remain irreplaceable, especially in high-end retail, where brand loyalty and experience often surpass price and product.

In this rapidly evolving environment, understanding the value of soft skills—and preserving them—could be the differentiating factor that allows a brand to thrive amid relentless digital progression. The brands that succeed will be those that balance innovation with human engagement, blending the best of both worlds to offer meaningful, memorable interactions that foster long-term customer relationships.

The Role of Higher Education in Shaping Retail Talent

The digital shift in retail has created new expectations for retail professionals. Beyond product knowledge and sales strategies, employees are now expected to possess analytical thinking, adaptability, cultural awareness, and, most importantly, soft skills. The emphasis is no longer on technical skills alone but on a holistic skill set that includes emotional intelligence and the ability to build relationships in a fast-paced, often impersonal retail environment.

In this context, higher education plays a crucial role in preparing the workforce for modern retail challenges. Programs designed to develop both hard and soft skills can provide aspiring professionals with the tools they need to thrive. For example, UNCW online degrees offer a flexible pathway for students and working professionals to enhance their capabilities in areas relevant to today’s retail landscape, including leadership, communication, and business strategy. These programs serve not just as academic pursuits but as practical investments in one’s ability to engage meaningfully with customers in a tech-driven world.

By integrating these educational pathways into career development plans, luxury retailers can ensure that their employees are not only digitally literate but also emotionally competent. This dual competency becomes especially critical in environments where a single conversation or gesture can influence a high-value purchase or brand perception.

Soft Skills: The Hidden Engine Behind Brand Loyalty

Luxury fashion retail thrives not just on the exclusivity of products but on the exclusivity of experience. A $5,000 handbag can be admired online, compared across platforms, and even ordered with a click—but the in-store experience is what often seals the deal. It’s the well-dressed associate who remembers a returning client’s name, the stylist who offers personalized fashion advice, or the manager who knows how to resolve a concern without escalating it.

These are not technical competencies—they are soft skills. Customers remember how they were treated far longer than they remember the price tag. In fact, with digital convenience available at every turn, it is the emotional experience that separates one brand from another.

In luxury retail, where every detail contributes to brand equity, the presence of employees with strong interpersonal skills becomes not a luxury but a necessity. Emotional intelligence allows staff to read subtle cues, identify buying signals, and understand unspoken customer expectations. These skills enable brands to build loyalty not just through products but through people.

Store Closures, Openings, and Relocations: A Soft Skill Test

The retail landscape is in a state of constant flux. Brands are reevaluating their physical presence, closing underperforming locations and opening immersive flagship stores designed for both digital interaction and personal engagement. These transitions are not merely logistical—they are emotional. For staff and customers alike, a store’s closure can feel like the end of a relationship, while a new opening can be a moment of anticipation and connection.

During these changes, the importance of soft skills becomes even more apparent. Associates must navigate customer disappointment or confusion with empathy and clarity. Brand ambassadors must generate excitement around a new location, not just by showcasing features but by making every visitor feel welcomed and valued. In the relocation of stores from traditional high streets to luxury malls or experience-focused spaces, the physical design may change—but the need for personal connection remains constant.

Training and Retention: Investing in People

Many luxury retailers are now recognizing that investing in employee training is not just about product knowledge—it’s about cultivating an emotional brand presence. Onboarding programs are increasingly incorporating modules on communication, emotional intelligence, conflict resolution, and cultural sensitivity. These programs don’t just benefit the employee; they enhance the overall brand experience.

Retention also improves when employees feel confident and valued. Workers who are trained to handle difficult conversations, provide thoughtful customer service, and build authentic relationships are more likely to stay motivated and committed to the brand. Recognition of these efforts—through programs that spotlight empathy, active listening, and intuitive problem-solving—reinforces excellence. Many luxury retailers honor standout performance with crafted glass awards, turning exceptional service moments into tangible acknowledgments that inspire continued dedication. In an industry where high turnover can damage brand consistency, nurturing soft skills becomes an investment in continuity and stability.

Moreover, as retail brands go global and cater to increasingly diverse audiences, cultural sensitivity and adaptability have emerged as essential competencies. These, too, fall under the umbrella of soft skills and are not easily taught through manuals or scripts.

Bridging the Gap: Digital Tools with a Human Touch

The best use of technology in retail doesn’t replace the human—it empowers them. Mobile apps can give associates real-time inventory data, digital lookbooks can enhance styling sessions, and clienteling tools can track customer preferences across visits. However, these tools only enhance the experience when wielded by someone who knows how to use them as conversation starters rather than transactional shortcuts.

Some luxury brands have begun integrating video shopping or one-on-one digital consultations with their top clients, effectively blending the convenience of online shopping with the warmth of personalized service. These new formats still rely heavily on soft skills—tone of voice, facial expressions and the ability to listen and respond intuitively.

Even the best technology cannot teach an employee how to make someone feel special. That comes from experience, emotional awareness, and a genuine desire to connect—attributes that no algorithm can duplicate.

The Enduring Value of Human Connection

In the future of retail, digital will continue to dominate headlines and budgets. Augmented reality, predictive analytics, and AI-driven recommendations will undoubtedly shape how consumers browse, choose, and purchase. But in the luxury fashion segment—and indeed across all meaningful retail interactions—it is the human touch that turns a transaction into a relationship.

Soft skills are not relics of a pre-digital era; they are the secret sauce of successful, sustainable retail. In a world where customers are bombarded with choices and crave authenticity, the brands that prioritize empathy, communication, and personalized service will not just survive—they will lead.

No matter how far technology evolves, the core of retail remains unchanged: people serving people. And that will always require a human touch.

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