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SPECIAL REPORT: The Booming Canadian Pet Retail Industry: Trends, Growth, and Future Outlook for 2025

Photo by Alex P
Photo by Alex P

The pet retail industry has experienced remarkable growth in recent years, becoming a booming sector that continues to captivate consumers and businesses alike. 

As more people consider pets as beloved family members, the demand for quality pet products and services has skyrocketed. Pet owners now prioritize not only basic pet care but also premium products, innovative technology, and unique services to enhance their pets’ well-being. 

This surge in spending reflects a significant shift in consumer behaviour, with pet-related expenditures reaching new heights.

Several factors have contributed to this growth, including the increasing number of pet adoptions in recent years, a growing awareness of pet health and wellness, and the rise of e-commerce platforms that make pet products more accessible than ever before. Moreover, the pet humanization trend, where pets are treated with the same care and attention as family members, has played a pivotal role in driving the demand for high-quality pet food, luxury accessories, and personalized services.

Looking ahead, the future of the pet retail industry appears bright. Innovations in pet technology, such as smart pet devices and health monitoring gadgets, are expected to continue gaining traction. Sustainability is also emerging as a key focus, with eco-friendly pet products and services leading the charge. Additionally, the rise of subscription-based services and direct-to-consumer business models will likely reshape the retail landscape, making it easier for pet owners to keep their furry friends happy.

Photo by Tranmautritam
Photo by Tranmautritam

As the industry continues to evolve, staying on top of the latest trends will be crucial for businesses looking to capitalize on this flourishing market. 

Here are the top five trends driving the future of pet retail:

  1. Pet Health & Wellness Products – An increasing focus on nutritional pet food, supplements, and wellness products aimed at improving the overall health of pets.
  2. Sustainable & Eco-Friendly Products – Consumers are increasingly prioritizing eco-conscious and biodegradable products, leading to a rise in sustainable pet care solutions.
  3. Pet Tech Innovations – The growing demand for smart pet devices, including trackers, automatic feeders, and health monitoring gadgets.
  4. Personalized Pet Products – Customizable pet items, from food to accessories, reflecting a shift toward personalized experiences for pets.
  5. Online & Subscription-Based Services – E-commerce platforms and subscription services continue to grow, making it easier for pet owners to receive products on demand.

The pet retail industry is poised for even greater success in the years to come, driven by passion, innovation, and a deep love for pets.

Richard Maltsbarger
Richard Maltsbarger

Richard Maltsbarger, CEO of Pet Valu, said although the industry had a slightly below-average year last year with industry growth at approximately 3% to 4% the industry is still “pretty solid.” The long-term average for the industry is generally around 5% to 6%.

“We’re expecting roughly 3% to 5% market growth again this year. I’d say it’s stable but just a little uncertain, given the overall uncertainty for the consumer in Canada,” he said.

“We’ve had a really good run. Over the last five years, we’ve seen more than 100% revenue growth. This growth has been supported by really strong same-store sales growth for many of those years. We had a 5% same-store sales growth in 2023, we were just a bit below flat last year, but we’re expecting another 1% to 4% same-store sales growth this year. We’re expecting revenue growth closer to 7% to 9%. Part of this is due to a 53rd week year, so even without that, we would still be expecting revenue growth above 5% this year. Overall, we expect a relatively solid market.

“We are seeing a bit of a bifurcation in the consumer market. We’re seeing really strong results in our culinary products, such as frozen raw, freeze-dried, and gently cooked products. We’re also seeing strong results in our super-premium holistic kibble. However, we are also seeing some consumers seeking more value. For us, that’s reflected in our entry-level natural products, similar to grocery store premium food, like our Performatrin Naturals.”

But Maltsbarger said the market is also seeing customers looking for value, and the business has adjusted its go-to-market strategy to meet their needs.

According to Statistics Canada, Out of 12.2 million households that own a dog(s) and/or a cat(s) and a cat/dog population of 17.2 million in Canada, 50.9% owned a cat(s) compared to 49.1% whom owned a dog(s) in 2024. Over the year in Canada, the total pet population consisted of 8.9 million cats, 8.3 million dogs (majority large dog – 43.5%), 2.5 million birds, 8.6 million fish, 1.2 million small mammals, and 274.3 thousand of reptiles.

Photo by Lauren Whitaker
Photo by Lauren Whitaker

In 2023, Canada exported to the world a total of Can$963.3 million (217.1 thousand tonnes) in dog and cat food products – put up for retail sale, and Can$143.5 million (125.6 thousand tonnes) in canary seed – which grew at a combined value compound annual growth rate (CAGR) of 5% (2019-2023). 

Over the year, leading Canadian provinces exporting the most in value exports of dog/cat food & canary seed were Ontario (44%), Alberta (22%), and British Colombia (14%). Top global export markets from Canada included the United States (Can$561.0 million), China (Can$54.8 million), and Mexico (Can$49.1 million) in 2023.

In 2024, food retail sales in the Canadian market totalled Can$6.7 billion growing at a CAGR of 10.0% for sales of dog & cat food (Can$6.6 billion) and at a CAGR of 8.1% for sales of other food (Can$122.0 million) between 2019 and 2024. Dog food sales accounted for 66.4% of the total market share within the sector, followed by cat food (31.8%), fish food (0.8%), bird food (0.7%), and small mammal/reptile food (0.4%) in 2024.

Bruce Winder

Bruce Winder, a retail analyst, said the Canadian food and accessory market has grown significantly over the last decade, and we can expect this kind of growth to continue.  

“Why? Millennials are opting to have a pet instead of having children. Baby Boomers and Seniors are also getting a pet for companionship,” he said. “In addition, the premium pet food and accessory market is projected to grow even more as customers see pets as a family member and want to ensure their dog or cat is happy and healthy.  

“You just need to look into your local Canadian Tire store to see these trends in play. The storied retailer has shops within shops with much greater linear footage, brand names and price points on offer vs. 10-15 years ago. PetSmart has done a great job as a category killer within the market which includes a massive assortment and services such as pet dog grooming, dog birthday parties and pet hotel services.”

George Minakakis. Photo: LinkedIn.

George Minakakis, Founder and CEO of Inception Retail Group, said the pet Industry is one of the healthiest retail and service sectors imaginable. 

“I’ve consulted in this sector. Over 60% of households have pets, which are part of the family. However, all sectors, including food and pet care, such as grooming and boarding, veterinary, and even insurance companies, benefit from the growth.

“I’ve seen large food distributors being acquired by private equity. The industry is estimated to be between $11.0 to $13.0 Billion annually. A great deal of consolidation is happening with veterinary clinics, and the costs to pet owners are increasing.”

And, Minakakis added, you have new operators who plan to open large hospitals offering significant inclusive services.

“I know of families that have spent thousands of dollars on their pets because they are so emotionally attached to them. This industry is fascinating, with significant future demand. Revenue is coming from retail stores, clinics, and online,” he said. 

“This growth is tied to the humanization of pets and the premiumization of services and commercialization created by consolidation. It is more akin to what is happening in the dental industry, which has also been consolidated over the last decade. There are always growth challenges, but the industry is working through them and always looking to manage the pet owners’ experience.”

Monika Blachut
Monika Blachut

Monika Blachut, with Fairfield Commercial Real Estate, is a dog owner and says she thinks that the industry will continue to thrive in Alberta, albeit not necessarily grow, but definitely maintain current market cap.

 “We may not see an increase in pet licenses, but what we are seeing is that many people view their pets as true companions and many are doing research on the benefits of cleaner eating – there will always be a market for the grocery store food brands, but just as with human food, many pet owners are reading the ingredients and are opting for specialty, cleaner ingredient options that only specialty stores offer,” she said.

“It will be interesting to see how the tariff’s impact the business though, many products are American made – the stores may need to seek Canadian options to fulfill demand and navigate price changes. I noticed there are a lot of options coming out of Quebec – dehydrated and freeze dried raw food is gaining traction and many Quebec farmers are providing options.”

“Over the past few decades, the percentage of households that own a pet in Canada has grown and the numbers are increasing,” says Jeewani Fernando, provincial consumer market analyst with the Alberta government. “Not only has pet ownership increased, but more owners are also treating their pets like family members. In addition, there is greater demand for higher quality and more natural pet foods and treats. And as pets have become increasingly important members of the family, their owners are spending more on pet food.”

Photo by Japheth Mast
Photo by Japheth Mast

With rising ownership trends, Canadian pet food and treat producers have grown as an industry over the years. Retail food sales experienced positive growth recently despite the effects of COVID-19 on the Canadian economy. It is expected the ownership trend will continue. In 2023 alone, more than a million Canadians are expected to add a pet to their household. This suggests the population could continue to increase, and demand for food and other goods and services will continue to grow, according to Fernando.

“Given the expected continued growth of pet populations, ownership and pet food retail sales, both domestically and internationally, Canadian pet food producers have an opportunity to maintain and increase their presence and distinct brand image within both domestic and global markets.”

Fernando said there are several trends in the Canadian pet food industry:

  • increasing demand for premium food products with the humanization trend
  • Canadian manufacturers focusing on premium food
  • premium foods featuring local ingredients
  • smaller local companies performing well
  • e-commerce sales increasing

“Catering to the pets-as-family trend will continue to be an important marketing strategy into the future,” said Fernando. “As owners seek to provide pets with a happy and healthy life filled with human-like products and experiences, the market will continue to grow. There is significant opportunity for companies to develop innovative, premium products with customized formulas and functional ingredients focused on health and wellness.”

Source- Pet Valu
Source- Pet Valu

Maltsbarger said the long-term growth in the industry has been driven primarily by the humanization of pets. As we bring them closer to us as family members, we tend to buy them higher-quality products. Thirty years ago, dogs used to live in the doghouse. Now, the only people in doghouses are boyfriends and husbands, he joked.

“The dog has moved from the doghouse into the house, and possibly even into the bedroom and onto the bed. As we bring pets, particularly dogs and cats, closer into our lives, we are buying better products for them, including more human-grade ingredients, higher-quality toys, and more durable supplies. This has been the largest factor driving long-term growth in the industry, and it’s still true today.

“What we saw during COVID was a few years of abnormally high levels of pet adoptions, but that has now normalized. We are back to our long-term average of about 65% of Canadian households having a pet. So, while we saw adoption levels a bit higher during COVID, they’ve now returned to pre-COVID norms.

“We continue to expect long-term interest from pet owners in improving the quality of the products and supplies they provide for their pets. We’ll keep leaning into that.

“We also think the future will be an omnichannel retail environment, where customers want to have the full choice of buying from the same retailer, either online or in stores. Our omnichannel customers—those who buy both online and in-store—spend four times as much and visit five times as often as our online-only customers. So, we expect quality will continue to be a focus, and access to both in-store and online shopping will be important.

“We also expect the role of pets in families will continue to grow. We’ll keep opening around 40 stores a year, as we see an opportunity to have over 1,200 stores in Canada. We recently opened our 835th store, and we’ll keep opening about 40 stores annually. We’ll also continue reinvesting in our older stores and aim to be there for customers both in-store and online.”

According to IBISWorld, Canada’s pet stores have performed strongly in recent years. Cats, dogs, fish and birds remain popular home companions and owners are increasingly spending on their care. High existing ownership rates, combined with an increasing number of new parents, have supported demand for industry products. During the pandemic, demand for animal companionship and the required products spiked. Even after COVID-19, demand for products and services remained high, although revenue increased slower. Over the past five years, industry revenue is expected to grow at a CAGR of 3.8% to $3.8 billion, including an increase of 0.4% in 2024 alone. However, industry profit decreased over the past five years as wage growth outpaced revenue, said a report.

Photo by Helena Lopes
Photo by Helena Lopes



Traditionally, small and independently owned stores have endured mounting competition from supermarkets and mass merchandisers. In addition to luring consumers with competitive prices, these retailers offer the convenience of one-stop shopping. In response to heightened competition, pet stores have emphasized specialty services, like one-on-one consultations with pet nutritionists and veterinarians. Grooming and premium boarding options have also grown in popularity as stores aim to leverage their price-premium retail space and increase foot traffic. Also, pet stores have become actively engaged in community initiatives and partnerships with animal shelters, charities and adoption services. Such involvement helps raise consumer awareness and drives foot traffic to pet stores, noted the report.

Through the end of 2029, stores will maintain strong growth, although at a slower rate than the previous period. As the economy continues its upward trajectory and pet ownership continues to rise, revenue will be supported by strong demand for pet products and services. However, competition from supermarkets and discount department stores is expected to accelerate, limiting demand and threatening profit growth. Consequently, industry revenue is expected to increase at a CAGR of 1.4% to $4.1 billion through the end of 2029, added the report.

 Trends and Insights according to IBISWorld:

  • Pet ownership rates have increased over the past five years, benefiting pet stores. This trend was driven by consumers having increased leisure time during most of the period.
  • Pet food is the largest product segment in the industry. The non-discretionary and frequent nature of purchasing pet food keeps demand for this segment high and steady.
  • The geographic distribution of the Canadian Pet Stores industry closely follows the distribution of the population. The number of pet stores is primarily dependent on the number of households in each region because it generally increases the number of pets in the area.
  • Pet stores compete with each other based on price, quality and product selection, similar to most retail industries. Customer service is also a key point of competition, given that consumers are particular about their pets.

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Can Design Thinking Save Hudson’s Bay?

Image: Ashwin Raman

As Hudson’s Bay continues liquidating the majority of its stores across Canada, the question many are asking is whether the iconic 354-year-old retailer can still be saved. For Ashwin Raman, a seasoned retail and interior design strategist, the answer is a resounding yes—but only if the company adopts bold and practical solutions centred around design thinking and customer experience.

“Hudson’s Bay doesn’t need to disappear—it needs to evolve,” says Raman. “There’s still life in the brand if it takes a design-led, experience-driven, and customer-first approach.”

Ashwin Raman

A Firsthand Look: The State of Hudson’s Bay Stores

In response to the news of Hudson’s Bay’s court-supervised restructuring, Raman visited two of the chain’s Mississauga locations—at Square One and Erin Mills Town Centre—to assess the in-store experience.

“It was eye-opening,” he explains. “I went in as a designer, not just a shopper. There’s no distinct entry experience, the wayfinding is confusing, and the store feels like it’s stuck in the past.”

Raman, formerly the Director of Design at Walmart Canada and Target U.S., took a hands-on approach: walking the stores, sketching ideas, and identifying practical, low-cost solutions that could be implemented quickly.

“We’re talking about human intelligence—HI—not just AI. Sometimes the best insights come from going to the ground and seeing things for yourself,” he says.

Conceptual Sketch for Entrance Facade (© Ashwin Raman |

Reimagining the Storefront: From Invisible to Inviting

One of Raman’s key observations was the uninspired and dated storefront design.

“The brand has heritage, but you wouldn’t know it from looking at the building,” says Raman. “The façade is dull, the signage is minimal, and there’s no visual excitement to draw customers in.”

His recommendation? Add large-format digital screens at entrances for dynamic seasonal content, reinforce Hudson’s Bay’s Canadian legacy through bold typography, and transform vestibules into immersive brand moments.

“Even something simple like a storytelling wall or digital concierge screen could reframe the customer’s first impression,” he explains.

Navigating the Maze: Optimizing Layout and Floor Zoning

Once inside, the shopping experience doesn’t get much easier. Raman points out that stores are often far too large, with no clear zoning or intuitive customer journey.

“You walk in and think: am I in women’s, men’s, home? There’s no focal point,” he says. “Retail should be about guiding customers, not tiring them out.”

He suggests reducing underperforming square footage and creating concept shops or “hero brand” zones near entrances to highlight key designers or seasonal themes. Clear signage and intuitive floor planning could vastly improve navigation.

“Why not create an artificial rectangular footprint within the store and convert dead space into storage or curated pop-ups?” Raman proposes.

Schematic Bubble Diagram (© Ashwin Raman |

The Power of Lighting and Visual Merchandising

Poor lighting, especially in apparel sections, was another critical issue Raman observed.

“Lighting makes or breaks a retail experience,” he explains. “Many Hudson’s Bay stores use flat, white LED panels that wash out the products. There’s no warmth, no drama.”

He advocates for targeted accent lighting, bold feature walls, and seasonal focal points to create more inviting spaces. Drawing from his background in lighting engineering, Raman suggests affordable upgrades like modular displays and adjustable lighting tracks.

“You don’t need to spend millions,” he says. “You just need to be intentional.”

Revitalizing Zellers: More Than Nostalgia

The relaunch of Zellers within Hudson’s Bay stores was intended as a value-driven draw—but Raman says the execution has fallen short.

“When I visited the Zellers section, it was dark, the carpet was dirty, and there was zero storytelling,” he recalls. “There’s so much missed opportunity there.”

His solution? Transform Zellers into a youthful, experience-focused sub-brand with engaging displays, nostalgic product tie-ins, and a clearly differentiated identity.

“Wrap it like a gift box, create a history wall about Zellers, and turn it into something people want to explore,” says Raman. “Right now, it’s just merchandise on shelves.”

Conceptual Sketch for Zellers Zone (© Ashwin Raman |

Bundled Products and Smart Signage: A New Way to Sell

On the sales floor, Raman also recommends introducing “Discovery Zones” that group products into themed bundles—such as vacation kits or wedding packages—creating an instant sense of value and cohesion.

“It’s about turning shopping into storytelling,” he says. “Show people how your products fit into their lives, not just what’s on sale.”

Raman also suggests implementing smart signage through digital price tags that update automatically to reflect promotions—an approach that improves efficiency and reduces labour costs.

“You can change promotions instantly, and customers always see the best deal,” he explains. “It’s a one-time investment with long-term benefits.”

Reinventing Loyalty: Tiered and App-Based Rewards

While Hudson’s Bay has dabbled in digital loyalty, Raman argues the approach lacks depth. He recommends a tiered system that rewards long-time customers and incentivizes frequent purchases, all tied into a sleek mobile app.

“Think Canadian Tire money, but reimagined,” says Raman. “Track purchase history, recognize loyalty, and offer instant perks. It builds emotional connection.”

Conceptual Sketch for Discovery Zone (© Ashwin Raman |

The Call to Action: Creative Collaboration Over Corporate Silence

As Hudson’s Bay prepares to wind down the majority of its stores by June 15—leaving only six open in Toronto and Montreal—Raman believes the brand still has a chance at survival.

“What they need is a one-day innovation workshop,” he says. “Bring together creatives, store managers, the design team, and strategists. Just put all the ideas on the table.”

He sees value in cross-collaboration to co-create a future vision for the six remaining locations, including the flagship on Queen Street in Toronto and the Montreal downtown store.

“They’re getting hit with ideas from all directions, but they need a filter—a forum to brainstorm, prioritize, and act,” he adds.

Final Thoughts: Rebuilding Canada’s Retail Icon

In Raman’s view, Hudson’s Bay still has brand equity, real estate, and a place in Canadian hearts. What it lacks is a focused vision and the courage to implement change at pace.

“The challenges are real, but they’re not insurmountable,” he says. “You can do a lot with a little—if you think creatively.”

For a retailer steeped in history, the future may hinge not on nostalgia but on nimble, customer-first design thinking. Whether Hudson’s Bay answers that call may determine if it remains a symbol of Canadian retail—or a cautionary tale.

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Goodwill Ontario Great Lakes Expands Sustainability Initiatives

Goodwill store in Waterloo, ON. Photo: Goodwill

Goodwill Industries Ontario Great Lakes, headquartered in London, Ontario, is making significant strides in sustainability while maintaining its core mission: changing lives and communities through the power of work. The organization operates the largest Goodwill territory in Canada, covering 5.1 million households. Last year alone, Goodwill Industries Ontario Great Lakes collected over 65 million pounds of donated goods, with 41 million pounds being reused and another 14 million pounds recycled, resulting in an impressive 85% diversion rate from landfills.

“We are repurposing 85% of the goods we receive,” said Bev Kobe, President and CEO of Goodwill Industries Ontario Great Lakes. “And we want to do even better than that.”

Bev Kobe, President and CEO of Goodwill Industries Ontario Great Lakes

Sustainability at the Core

Goodwill has long been a pioneer in the circular economy, ensuring that donated items are resold, repurposed, or recycled instead of being discarded. “Reuse is always our first priority,” Kobe explained. “Keeping goods in use longer and extending the life cycle of post-consumer goods is critical. North Americans are major consumers, and Goodwill’s infrastructure allows us to manage high volumes of donated goods effectively.”

To enhance sustainability, Goodwill collaborates with national brands, retailers, and industries to co-design solutions that support a circular economy. Their efforts help protect the planet, support businesses in achieving sustainability goals, and create social and economic benefits.

Take-Back Programs with Retailers

Goodwill is actively working with retailers to implement take-back programs, providing an end-of-life solution for products that would otherwise end up in landfills. These programs allow brands to return unsold or damaged goods to Goodwill, where they can be repurposed or recycled.

“We have the infrastructure to manage returns,” said Kobe. “This helps retailers reduce costs and align with emerging Extended Producer Responsibility (EPR) legislation.” Goodwill also provides valuable sustainability data to retail partners, allowing them to report on their environmental impact.

Business-to-Business (B2B) Solutions for Sustainability

Beyond working with consumers, Goodwill supports businesses and industries in achieving sustainability goals. One key initiative is de-manufacturing end-of-life products and streaming components into various recycling opportunities. This approach benefits manufacturers looking to responsibly dispose of post-industrial and post-consumer materials.

“For example, we work with an automotive manufacturer that produces interior car parts. Their unused door handles were previously sent to landfills, but we now break them down and stream their components into recycling markets,” Kobe explained. “In another case, a company producing acrylic tub surrounds sends us their waste material, which we shred and return for reuse in new products.”

Plastics granulator at the Ontario facility. Photo: Goodwill

Investment in Plastics Recycling

Goodwill recently invested in a plastics granulator, which is expected to divert over 600,000 pounds of hard plastics from landfills in its first year alone. The granulated plastics are used by an Ontario manufacturer in the production of recycled decking.

“This initiative is a game-changer,” Kobe said. “Hard plastics were previously being discarded because there was no aftermarket solution. Now, we have a circular solution that keeps these materials in use.” Goodwill is also exploring partnerships with municipal governments to scale up plastic waste management efforts.

Biochar: A Sustainable Solution for Textile Waste

The organization is also working on innovative ways to recycle textiles, particularly the 50% of donated apparel that is not resellable. One promising initiative involves converting textile waste into biochar, which can be used as a soil amendment in agriculture.

“This process not only repurposes textiles but also produces off-gases and liquids that can be used as energy sources,” Kobe explained. “We are partnering with Western University and Fanshawe College to test and scale this solution.”

Textile shredder at the Ontario facility. Photo: Goodwill

Textile Recycling and Sorting Innovations

Textile recycling remains a challenge due to the complexity of fiber sorting. However, Goodwill is making progress by manually sorting textiles by fiber type to match them with appropriate recyclers. Some fibers are sent to mechanical recyclers to create new products, while others go to chemical recyclers that break down polyester into plastic PET for use in new textiles.

“We need scalable technology to automate textile sorting,” Kobe noted. “Currently, sorting textiles by fiber composition is labor-intensive and costly. We’re actively working with innovators to develop solutions that can help scale this process.”

The Largest Reseller and Workforce Development Provider in North America

Goodwill Industries Ontario Great Lakes is part of the broader Goodwill network, which is the largest reseller in North America, with 3,300 retail stores. Beyond sustainability, the organization is also a major job creator.

“In February alone, we created 54 new jobs in a small community with no thrift retailers,” said Kobe. “Across Canada, Goodwill added over 1,100 new jobs that month. Our mission is about people—helping those who are typically shut out of the labor market get a second chance.”

Expanding Goodwill’s Footprint

As demand for sustainable solutions grows, Goodwill Industries Ontario Great Lakes is expanding. The organization is planning to open new locations along Ontario’s Highway 401 corridor, with additional stores in the Greater Toronto Area.

“Right now, we have a store in Mississauga, a boutique in Newmarket, and a donation center on St. Clair,” Kobe said. “We aim to open three to five new stores per year for the next seven years to better serve communities.”

Goodwill corporate headquarters in London, ON. Photo: Goodwill

Driving a Nationwide Shift in Sustainability

Goodwill Industries Ontario Great Lakes is not just transforming its own operations but is also working to influence sustainability efforts across Canada. Kobe envisions a regional hub model where Goodwill collaborates with non-profit and for-profit thrift retailers to create a national recycling framework.

“This isn’t just about Goodwill,” Kobe emphasized. “We need to bring together business, industry, and government to co-design circular solutions that keep goods in our local economy. Our long-term goal is to create a model that can be replicated nationwide.”

A Call for Collaboration

As governments move toward stricter regulations on waste management, Goodwill is positioning itself as a key partner for retailers, brands, and industries seeking sustainable solutions.

“Our ability to track data and report on sustainability outcomes is a huge advantage,” Kobe said. “We can provide retailers with detailed insights on how much of their product we’ve repurposed and where it has gone, helping them meet environmental, social, and governance (ESG) requirements.”

The future of sustainability in Canada may well depend on initiatives like those led by Goodwill Industries Ontario Great Lakes. As the organization continues to innovate and expand, it offers a compelling example of how circular economies can be both environmentally responsible and socially impactful.

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Calgary Co-op celebrates grand opening of new Oakridge Food Centre  

Damon Tanzola, Shane Kostryba, Mark Luthin, Jeff Ambrose and Ward 11 City Councillor, Kourtney Penner, celebrating the official ribbon cutting of Calgary Co-op’s new Oakridge location.
Damon Tanzola, Shane Kostryba, Mark Luthin, Jeff Ambrose and Ward 11 City Councillor, Kourtney Penner, celebrating the official ribbon cutting of Calgary Co-op’s new Oakridge location.

Calgary Co-operative Association Limited (Calgary Co-op) has officially opened its newly-built Calgary Co-op food store in the SW neighbourhood of Oakridge. Spanning 53,000 square feet, the new space includes a 48,000 square foot food store and an additional 5,000 square feet of retail space for new tenants, which will be announced later this year. 

 “This new food store is a significant milestone in Calgary Co-op’s ongoing commitment to providing our members with a convenient and innovative shopping experience. This grand opening is just the beginning, marking the completion of Phase 2 in what will be a transformative redevelopment in Oakridge”, said Damon Tanzola, Senior Vice President, Real Estate and Health & Wellness for Calgary Co-op.

Damon Tanzola
Damon Tanzola

Co-op said future plans to the area include modern commercial, office, residential and community spaces, with the entire development projected to be completed by the end of 2026. Currently, Calgary Co-op operates its Wine, Spirits and Beer, Gas Bar and Cannabis on-site, as well as manages the leasing to a diverse mix of existing tenants. 

“The new store features advanced design and technology, including CO2 based refrigeration units, for high efficiency, and low carbon emissions, and energy efficient LED lighting throughout.  It offers the same popular features as other Calgary Co-op locations, including an expanded meat section, dry-aged beef, an oyster bar, a stand-alone floral and produce counter, a deli ready-to-eat meals, a health and wellness section, and a community room,” said the grocery chain.

Source: Calgary Co-op
Source: Calgary Co-op

 

“A standout addition is the Pharmacy Walk-In Clinic, offering comprehensive health services.  Customers can book online for consultations, vaccinations and injections, prescription renewals and new prescriptions for minor ailments. The clinic includes three private consultation rooms, one equipped for families. 

“Additional services include travel health advice, strep throat testing, diabetes management, chronic disease management, lab requisitions, and access to your prescription profile via advanced technology.”

The company said the store features a drive through pick up lane for a seamless online shopping experience- ideal for parents or those with mobility issues. 

The project was developed by Elan Construction Limited (Elan Construction), who has partnered with Calgary Co-op on numerous projects in the past. 

“We’re excited to once again collaborate with Calgary Co-op on this project. The Oakridge development stands as a testament to our shared dedication to creating sustainable, community-centered spaces. By incorporating eco-friendly technology and innovative design, this food centre is set to be a dynamic, lasting hub that serves and inspires the community for years to come,” said Todd Poulsen, President of Elan Construction

Source: Calgary Co-op
Source: Calgary Co-op

Originally established by local farmers and ranchers, Calgary Co-op opened its first store in 1956 and has been serving the community of Oakridge since 1976.

Locations in Calgary, Airdrie, Cochrane, High River, Okotoks, and Strathmore include food centres, pharmacies, gas stations, car washes, Home Health Care centres, Wine, Spirits, and Beer locations and cannabis. In addition, Calgary Co-op owns and operates Community Natural Foods, Beacon Pharmacies, and Willow Park Wines & Spirits and is the majority shareholder of Care Pharmacies. 

It has over 400,000 members, 3,500 employees, assets of $700 million and annual sales of $1.4 billion.

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New programs supporting Canada’s food and beverage industry during period of uncertainty

Source- Food Processing Skills Canada
Source- Food Processing Skills Canada

Food Processing Skills Canada (FPSC) has launched three new programs in support of Canadian food and beverage businesses and their employees. These programs will make it easier for businesses to recruit, train and retain people to ensure that the Canadian production of food and beverage remains strong and resilient, despite threats to Canada’s sovereignty and economy.

Jennefer Griffith
Jennefer Griffith

“With the political threats and rapidly changing expectations from our US trading partner, it has been a challenging time for businesses and Canadians at large, but it’s also a time of potential for the food and beverage manufacturing industry – a time to invest in the people of this industry and build prosperity for the future,” said Jennefer Griffith, Executive Director, Food Processing Skills Canada.

The following three programs are immediately available to Canadian, in addition to the suite of resources offered by FPSC.

In support of the highest safety standards in Canada’s industry, FPSC said it has developed a new initiative, Investing in Food Safety, offering up to 70% reimbursement for employee training costs. The new training bundles provide an exceptional opportunity for businesses to elevate food safety and quality assurance skills for frontline workers and supervisors. Dedicated e-learning curricula for food safety basics and quality assurance principles, and Chromebooks for easy access to the training materials, make learning accessible.

To facilitate connections between post-secondary students and Canadian employers, FPSC has secured renewed funding for the Student Work Placement Program, it said. Food and beverage businesses can access up to $7,000 per student, per term for a co-op placement this summer, fall and winter. Students value industry jobs as a way to bridge academic learning with real-world application and an opportunity to apply fresh ideas and innovative new skills. For businesses, research has shown that work placements provide a positive shared experience for employers and students that often lead to full time engagement post-graduation.

To build on the successful pilot of Refine Yourself —Leading with Emotional Intelligence, FPSC said it is launching a new cohort for 50 manager-level individuals at no cost for participation. This four month program is designed to build leadership skills and support professional development for managers through a practical approach to developing emotional intelligence skills. The program utilizes a blended learning approach with the Acahkos Plus Challenge, live webinars, and e-learning modules on self-leadership, team management, and organizational impact.

Mike Timani
Mike Timani

“As an organization, we are responding to the current trade environment by increasing our program offerings to ensure Canadian operations continue to run smoothly and workforces continue to provide the very best Canadian food and beverage products for consumers,” Mike Timani, Chair, Food Processing Skills Canada.

Funding for Refine Yourself is provided by the Government of Canada’s Future Skills Program. Funding for student work placements is provided by the Government of Canada’s Student Work Placement Program. Funding for Investing in Food Safety is provided through a partnership with the Social Research and Demonstration Corporation.

Food Processing Skills Canada is the food and beverage manufacturing industry’s skills training and workforce development organization. As a non-profit located in Ottawa with representatives across Canada, the organization supports food and beverage manufacturing businesses in developing skilled and professional employees and workplace environments. The work of Food Processing Skills Canada directly and positively impacts industry talent attraction, workforce retention, and employment culture. Through partnerships with industry, associations, educators and all levels of government in Canada, the organization has developed valuable resources for the sector including FoodAbility, Food Skills Library, Canadian Food Processors Institute, FoodCert, and the Labour Market Initiative.

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How Trump’s Trade Agenda Threatens Canada’s Food Security
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Ramen Arashi expands to Langford, bringing authentic Japanese comfort food to the West Shore

Yuko Takemoto and Al (CNW Group/Arashi Dining Group Ltd.)

Ramen Arashi, the beloved ramen shop that has taken Victoria by storm, is expanding to Langford, offering authentic, soul-warming Japanese ramen to the West Shore. As the first and only dedicated ramen shop in the area, Ramen Arashi Langford promises to become a go-to destination for ramen lovers, athletes, families, and food enthusiasts alike.

The move to Langford is in response to growing demand from the community. “For years, we’ve welcomed guests from Langford at our Victoria location. Again and again, they told us the same thing: ‘We need a Ramen Arashi in the West Shore.’ We listened,” said Allan Nichols, co-owner of Ramen Arashi. “With Langford’s incredible growth and the city’s vibrant community, opening our next location here was an obvious choice.”

Allan Nichols
Allan Nichols

This is the sixth location in the expanding family, joining existing sites in Banff and Victoria. The new location will feature the same menu as the Victoria store, but with a larger, enhanced dining space to accommodate more guests. The restaurant will nearly double the size of the Victoria location, offering more seating and a more comfortable dining experience while staying true to the brand’s roots.

True Japanese Ramen with a Focus on Community

The restaurant distinguishes itself by staying true to the origins of ramen as a quick, satisfying, and comforting meal for everyday people. While many North American ramen spots cater to trendy crowds, it focuses on offering a true Japanese experience—ramen that is affordable and accessible for everyone. “In Japan, ramen is a staple for families, workers, and students—a comforting and accessible dish for people of all ages. That same philosophy is at the heart of Ramen Arashi’s expansion to Langford,” said Yuko Takemoto, co-owner.

Hot bowls of (CNW Group/Arashi Dining Group Ltd.)

The Langford location, strategically located near community hubs like the YMCA, BoulderHouse climbing gym, and rugby pitches, is perfectly situated to serve active families and athletes. “With the YMCA next door, a mountain bike course just minutes away, and rugby pitches, Pacific FC’s home stadium, an ice rink, and a bowling alley all nearby, Ramen Arashi Langford is perfectly positioned to fuel hungry athletes, spectators, and active families,” Yuko added.

Expanding the Ramen Arashi Brand

The company journey began eight years ago in Banff, when founders Kentaro and Yuji, two Japanese chefs, decided to share their passion for the authentic cuisine with Canada. Allan Nichols, who had worked with Kentaro and Yuji over 30 years ago, helped bring the brand to Victoria. The overwhelming success of the Victoria location, often with wait times exceeding an hour, made it clear that expansion was needed.

“Guests from further north on Vancouver Island and even from mainland communities have told us they would love to see Ramen Arashi in their cities,” said Allan. “While there are no immediate expansion plans, we are always looking for the right opportunities.”

A hot bowl f (CNW Group/Arashi Dining Group Ltd.)

Creating Jobs & Bringing Warmth to Langford

The Langford location will create over 40 new jobs in the community, hiring both part-time and full-time staff, including managers, servers, and kitchen staff. The restaurant seeks individuals who thrive in a fast-paced environment and share a love for ramen and Japanese hospitality. Staff training includes not only food preparation but also language skills to enhance the authentic experience.

Designed to offer a cozy, welcoming atmosphere, the Langford location will mirror the aesthetic of the Victoria store, featuring warm wood, family-style bench seating, and an expanded bar area. With its larger space, the restaurant aims to reduce wait times and accommodate more guests eager to enjoy its signature bowls.

Ramen Arashi (CNW Group/Arashi Dining Group Ltd.)

Grand Opening and Updates

While the official opening date for Ramen Arashi Langford is still to be announced, guests can stay up to date on the latest news by following @ramenarashivictoria on Instagram. Although delivery services will not be available initially, guests are encouraged to dine in and experience the full atmosphere of Japan’s cherished comfort food.

As the Ramen Arashi family continues to grow, Langford is set to become the newest hotspot for those craving an authentic taste of Japan’s beloved ramen.

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Canada’s Grocery Sector Faces Crisis Amid U.S. Tariffs

The conduct of large Canadian grocery chains such as Loblaws, whose flagship Maple Leaf Gardens location is pictured in this January 2025 snapshot, has come under fire as Canadians face rising grocery costs. (Author provided)

By Mathew Iantorno

The first months of Donald Trump’s presidency have been defined by a single word: tariffs. He has framed tariffs as a panacea to the woes of the American economy, promising they will restore the country’s manufacturing sector and reduce the national deficit.

As the United States’ largest trading partner, Canada’s smaller economy is poised to suffer the most from a prolonged trade war. Although the price of all consumer goods will be affected, the grocery aisle has become a particular battleground.

Canadians have remained defiant, with vows to “buy Canadian” already spurring rapid drops in the sale of American products.

But with calls for the country to strengthen its economic backbone and reduce dependence on the U.S., perhaps it’s also time to consider rebooting Canada’s grocery sector to better serve Canadians as well.

Canada’s supermarket problem

Rising grocery bills have been an ongoing concern for Canadians long before Trump’s inauguration. Today, an estimated 18 per cent of Canadians are struggling with food insecurity owing to persistent inflation and the rising cost of living. Food banks saw a record number of monthly visits in 2024 as a result.

Yet, even as consumers feel the squeeze, Canada’s grocery giants have been posting record profits. Loblaw Companies Limited, whose supermarkets hold a dominant 28 per cent share of the sector, has become the poster child for this trend.

Two people browse a grocery store aisle
Soaring grocery bills have been a major concern for Canadians long before Donald Trump’s presidency. Customers shop in a No Frills grocery store in Toronto in May 2024. THE CANADIAN PRESS/Chris Young

In the final quarter of 2022, as Canadians were grappling with rapid inflation on their grocery bills, Loblaw posted $529 million in profits — up 30 per cent from the previous year.

This has led customers to accuse Loblaw and other large grocery chains of profiteering, provoking both a 100,000 signature petition against “greedflation” and a month-long boycott of Loblaw chains. All this while Loblaw was still reeling from a bread price-fixing scandal yielding a $500 million antitrust settlement.

In response to the mounting concerns, the federal government met with the heads of Loblaw, Sobeys, Metro, Costco and Walmart in 2023 to discuss stabilizing grocery prices in Canada. Former Prime Minister Justin Trudeau would threaten and later implement amendments to the Competition Act through Bill C-56, although these reforms were focused less on immediately lowering grocery bills and more on giving new tools to Canada’s competition watchdog.

Investing in the future

Another area of concern is the initiatives supermarket chains such as Loblaw and Metro have been investing their profits in.

Since 2020, supermarkets in Canada have invested heavily in self-checkout aisles. While initially a concession to the social distancing measures of the COVID-19 pandemic, these kiosks have become a ubiquitous — and often unwelcome — part of the retail experience for both workers and consumers.

Beyond the concern that self-checkouts pressure customers to perform more work, they have also increased the precarity of supermarket employees. These technologies generally reduce total worker hours and eliminate well-paying full-time positions, all with an eye towards boosting profit margins.

Loblaw has also invested in automating their fleet of delivery vehicles, jeopardizing jobs in the logistics sector at a time when Canada’s unemployment rate, already struggling to recover, is expected to rise due to Trump’s tariffs.

There is also the looming concern of dynamic pricing. Following the lead of American grocery stores such as Kroger, chains run by Loblaw, Metro and Sobeys have begun to implement electronic price tags. These tags enable retailers to instantaneously update prices based on supply and demand, similar to surge pricing on ride-sharing apps like Uber.

Electronic price labels on shelf of seasoning mixes in a grocery store
Electronic price labels seen at a Walmart in Los Angeles in 2024. (Shutterstock)

While online commentators were quick to mock fast food chain Wendy’s for potentially using dynamic pricing to charge more for a Frosty on a hot day, this practice becomes more problematic as the availability of family staples like baby formula, which already experiences perennial scarcity, are affected by the trade war.

The sector won’t reform itself

There is little reason to believe Canada’s grocery industry will reform itself. Many of the pro-consumer and pro-worker initiatives put forth by these chains have amounted to little more than public relations moves.

The much-lauded COVID hero pay for front-line grocery workers disappeared only months into the pandemic, despite pressure from unions and MPs during the Omicron wave.

Loblaw’s widely publicized price freeze on No Name products was similarly criticised for its short duration and for merely repackaging seasonal price freezes as a pro-consumer initiative.When Loblaw froze prices on No Name products in 2022, its competitor Metro quickly pointed out that seasonal price freezes are in fact a standard industry practice. (CBC News)

The company’s promise to create a discounted version of its already discounted grocery chain No Frills drew further scepticism, with the stock being entirely sourced from Loblaw brands that generate higher revenue for the company.

The question remains: what concrete measures can be implemented to safeguard Canadian grocery bills as our country navigates this next crisis?

Lowering grocery bills for Canadians

A report from the Broadbent Institute suggests the idea of a windfall profit tax, which would incentivize grocery companies to invest excess profits into price reductions or higher wages.

A more durable reform would involve creating a central bank-style regulatory entity to oversee the grocery industry, instead of relying on industry-born measures such as Canada’s recently introduced grocery code of conduct.

Federal or provincial legislation could be also passed that places guardrails on dynamic pricing in the grocery aisle, if not banning the controversial practice altogether. Government grants and tax incentive programs could be withheld from companies that invest heavily into automating workforces so the government isn’t inadvertently subsidizing job losses.

The Competition Bureau’s 2023 report highlights another key issue: there is a need for all levels of government to shift from subsidizing large chains and encourage the growth of independent grocers in the Canadian market, driving down prices for consumers through meaningful, local competition.

Trump’s trade war has filled Canadians with a newfound pride and motivation to buy local to support the economy. Perhaps it’s time our grocery chains showed the same commitment to the people they serve.

About the Author:

Mathew Iantorno is a Doctoral Candidate, Faculty of Information, at the University of Toronto.

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*This article originally appeared in The Conversation.

Canadian Retail News From Around The Web For March 31, 2025

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 three days.

Re: Hudson’s Bay:

Judge rejects Hudson’s Bay proposal in creditor protection case (CP24)

Hudson’s Bay cuts 200 corporate jobs effective April 4 (CTV)

‘We were like a family’: Inside one former employee’s 37-year journey at the Bay (CTV)

Hudson’s Bay Company: from fur trade to department store downfall (MSN)

Hudson’s Bay liquidation sales don’t apply to all products. Which ones? (Global)

Calgary’s Hudson’s Bay building was more than just a store. These photos reveal its rich social history (CBC)

B.C. shoppers swept up in nostalgia as iconic Hudson’s Bay liquidizes (The Progress)

Other News:

Canada-U.S. border parcel store closing after 24 years as business plummets (MSN/Global)

Lululemon tumbles as tariff uncertainty, weak demand hit forecasts (Reuters)

Marketplace found up to 1 in 3 groceries get labelled as Canadian. Customers say they’re skeptical (CBC)

I tried to boycott Amazon to ‘Buy Canadian.’ Here’s how it went (Globe & Mail)

Hoping to buy local amid Canada-U.S. trade fight? Distillery District says 90% of its shops are Canadian-owned (CBC Toronto)

Saskatchewan beer ban shows buying Canadian is more complicated than it looks (Star Phoenix)

Manitoba thrifter looking to hit every single store in the province (CTV)

Why are rug stores always closing in Toronto’s west end? (Village Report)

Man wanted for an alleged back-to-back armed robbery at the same retail store: police (CP24)

Lufa Farms now delivering Montreal-grown produce, local goods in Ottawa (Ottawa Citizen)

No Frills to open two stores on Vancouver Island (Grocery Business)

B.C. store goes ‘Elbows Up’ looking for Mike Myers, supporting Canada with shoes (Fernie News)

New Dollarama coming to Timmins (Grocery Business)

T&T Supermarket Expands to San Francisco with 4th U.S. Store

T&T Supermarket in Bellevue, Washington. Photo: T&T Supermarket


T&T Supermarket, Canada’s largest Asian grocery retailer, will expand its U.S. footprint with a new store in San Francisco, marking its fourth confirmed American location. Set to open in Winter 2026, the new store will be located at San Francisco City Center at 2675 Geary Boulevard, strategically positioned at the intersection of Geary Boulevard and Masonic Avenue.

This announcement follows the successful launch of T&T’s first U.S. store in Bellevue, Washington, and recent plans for new stores in Lynnwood, Washington, and San Jose, California.

Serving Affluent Neighbourhoods in the City by the Bay

The San Francisco store places T&T in a prime position to serve some of the city’s most affluent and culturally diverse neighbourhoods. The City Center site will allow the retailer to reach customers from Pacific Heights, Presidio Heights, the Richmond District, and other surrounding communities.

Tina Lee
Tina Lee

“San Francisco offers a unique and eclectic food scene, and the neighbourhood we’ve chosen is a vibrant retail hub,” said Tina Lee, CEO of T&T Supermarkets. “We’re looking forward to serving food-loving San Franciscans with our fresh foods, delicious meals, and baked goods. I think our neighbours at the Kaiser Permanente Medical Center and the University of San Francisco are going to discover this is a great spot for lunch or for bringing something tasty home after work. San Francisco is on the rise, and we’re excited to be part of its next chapter.”

Kenneth Bernstein, CEO of Acadia Realty Trust, landlord of San Francisco City Center, added, “We are thrilled to welcome T&T Supermarkets to San Francisco as part of our ongoing commitment to bringing diverse, high-quality retail to the heart of this vibrant city. We look forward to T&T becoming an integral part of the community for many years to come.”

Unique Offerings Set T&T Apart from Traditional Supermarkets

T&T Supermarket will introduce San Francisco shoppers to a range of specialty items and services that differentiate it from conventional grocers. Over 200 T&T private-label products will be available, including bestsellers such as pork soup dumplings (Xiao Long Bao), green onion pancakes, Korean kalbi marinade, and popular seaweed snacks.

The store will feature a fast-casual restaurant format offering authentic Asian dishes such as Peking Duck, BBQ selections, Crispy Papa Chicken, and a sushi counter.

The in-store bakery will serve more than 150 freshly baked breads and over 50 desserts, including viral favourites like Mango Pomelo Swiss Rolls, Lava Mochi Puffs, and Napoleon Portuguese Egg Tarts.

For beverage enthusiasts, the store will also offer a wide selection of wines and spirits with a notable emphasis on Korean soju and Japanese sake, catering to a growing interest in East Asian alcoholic beverages.

T&T’s Growing U.S. Presence

The San Francisco location continues T&T’s aggressive push into the U.S. market, with a clear strategy to serve diverse and urban centres with strong demand for authentic Asian cuisine.

T&T opened its first U.S. store in December 2024 in Bellevue, Washington. At 76,000 square feet, it is considered the largest grocery store in Washington State. The Lynnwood location, just north of Seattle, is expected to open in the summer of 2025.

In California, T&T announced a 55,000-square-foot store in San Jose’s Westgate Center, scheduled to open in fall 2025. That store will feature a barbecue counter, dim sum and street food offerings, and a made-to-order Chinese crepe station.

Each store reflects T&T’s efforts to tailor its offering to the local market while maintaining the brand’s identity built on quality, variety, and innovation.

Canadian Roots, Global Vision

Founded in Burnaby, British Columbia in 1993 by Taiwanese-Canadian entrepreneur Cindy Lee, T&T Supermarket has grown to become a cornerstone of Asian grocery retail in Canada. The brand operates more than 38 stores across British Columbia, Alberta, Ontario, Quebec, and now Washington State.

In 2009, the chain was acquired by Loblaw Companies Limited for $225 million. Under the leadership of CEO Tina Lee, daughter of founder Cindy Lee, the company has expanded its retail footprint and launched an e-commerce platform to serve online customers nationwide in Canada.

Headquartered in Richmond, British Columbia, T&T continues to prioritize authenticity, freshness, and innovation while building a loyal customer base at home and abroad.

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Court Rejects Hudson’s Bay Deal, Raising Receivership Risk

An entrance to the former Hudson's Bay store at CF Richmond Centre in Richmond, BC. Photo: Apple Maps

A proposed restructuring agreement that would have handed the Hudson’s Bay Company’s senior lenders increased control over its restructuring process has been rejected by an Ontario court, marking a pivotal and potentially perilous turn in the future of Canada’s oldest retailer.

Justice Peter J. Osborne of the Ontario Superior Court ruled Saturday that the agreement, negotiated between Hudson’s Bay and lenders Bank of America N.A., Pathlight Capital LP, and Restore Capital LLC, was “neither necessary nor appropriate.” His decision raises the real possibility that lenders could now push Hudson’s Bay into receivership, a process in which control of the company’s assets is handed to a third party to repay debts.

Carl Boutet

“The court ruling speaks volumes. It’s unusual to see a Saturday decision, but this case is moving at an extraordinary pace,” said retail strategist Carl Boutet in an interview. “It shows just how high the stakes are right now.”

Agreement Would Have Handed Power to Lenders

The rejected “restructuring support agreement” would have required Hudson’s Bay to operate under a strict weekly budget during its ongoing liquidation sales and to seek lender approval for any transaction involving the sale of parts of its business. These provisions, the lenders argued, were necessary to protect their financial interests, given that the Bay is liquidating inventory over which the lenders hold security.

“We are not looking to pick fights,” said Linc Rogers, counsel for Restore Capital, during court proceedings last week. “We are looking to resolve issues.”

However, landlords and other stakeholders strongly opposed the agreement, arguing it gave lenders disproportionate power over the future of the company, especially in decisions related to potential buyers or restructuring.

“They aren’t incentivized to restructure. They are incentivized to liquidate,” argued David Bish, lawyer for landlord Cadillac Fairview, which owns 16 Bay properties.

Justice Osborne ultimately sided with those concerns, ruling that the agreement would have granted lenders rights “to the exclusion of other stakeholders,” while also lacking sufficient transparency and oversight from the court.

Judge Places Faith in the CCAA Process

Hudson’s Bay filed for creditor protection under the Companies’ Creditors Arrangement Act (CCAA) on March 7. Under this legal framework, the company received court approval to liquidate the majority of its stores — including 74 Hudson’s Bay locations, two Saks Fifth Avenue, and 13 Saks Off Fifth stores. Just six Bay stores remain temporarily spared from closure as the company explores potential restructuring or sale options.

In his ruling, Justice Osborne emphasized that the CCAA process already includes court oversight and the role of an independent monitor, which collectively serve to balance lender rights with those of landlords, suppliers, employees, and other stakeholders.

“The monitor is there to ensure that assets are used appropriately, and that should give comfort to the lenders,” Osborne wrote in his decision.

Carl Boutet echoed this assessment. “The judge is putting a lot of faith in the monitor to ensure the process is equitable,” he said. “That monitor is the referee here. And the court made it clear they believe that’s enough — for now.”

Hudson’s Bay at CF Market Mall in Calgary. Photo: Mario Toneguzzi

Risk of Receivership Now Looms

The rejection of the agreement significantly raises the possibility that Hudson’s Bay’s senior lenders may now seek to place the company into receivership — a more aggressive step that would transfer full operational control to a third party and likely accelerate liquidation of all remaining assets, including the six stores currently excluded.

“It’s a high-stakes standoff,” Boutet explained. “If lenders decide they’re uncomfortable with the current setup, they can pull the trigger on receivership at any time. The judge acknowledged that risk but said, essentially, ‘We’ll cross that bridge when we get there.’”

The coming days are seen as critical. April 7 looms as a deadline to determine the fate of the six remaining Hudson’s Bay locations. Without a buyer or investor stepping forward, they too may be folded into the liquidation process.

“We’re ending this week with more uncertainty than ever,” Boutet said. “The court might have tried to buy more time, but ironically, this decision could end up shortening the timeline if the lenders lose patience.”

Employees and Suppliers in Limbo

While courtroom debate has largely focused on lenders and landlords, little has been said about the fate of the retailer’s thousands of employees and suppliers. The CCAA filing affects more than 9,300 workers, many of whom are now in the process of being let go as store closures begin.

On Friday, Hudson’s Bay terminated nearly 200 corporate employees — the first wave of cuts since the creditor protection process began. But clarity remains elusive on the status of in-store employees at liquidating locations.

“We still don’t know how many of those 9,400 retail employees have been re-hired by liquidators or let go,” said Boutet. “It’s a massive question mark — and a painful one for those affected.”

Suppliers, too, remain in the dark. Many are owed money from the Bay and face the likelihood of steep losses in the restructuring or liquidation process.

“There’s very little talk about suppliers or employees. The focus is on assets, debts, and control,” Boutet noted. “But these are people’s livelihoods we’re talking about.”

Will Hudson’s Bay Survive?

The fate of Hudson’s Bay as a retail chain hangs in the balance. While the court has allowed the retailer more breathing room by rejecting the restructuring agreement, industry observers are skeptical that this will lead to a viable turnaround.

“I don’t have renewed hope for a future Hudson’s Bay chain,” Boutet said. “Even if you carve out the six remaining stores, there’s too much debt and the store formats are too large for what’s needed today.”

Boutet pointed to the lack of successful private equity rescues of struggling retailers in recent years.

“The market for distressed retailers is saturated,” he said. “Unless a real estate play is involved, it’s hard to see a buyer stepping up.”

A Shifting Power Struggle

The court’s decision has further complicated an already tangled web of interests. Lenders, landlords, employees, and suppliers are all vying to influence the outcome, while Hudson’s Bay itself remains caught in the middle.

“We’re seeing this constant shift in the balance of power,” Boutet said. “And each shift seems to make the retailer’s future more precarious.”

He also noted a surprising twist: landlords, some of whom were previously frustrated with the Bay, have now emerged as defenders of its ability to control its own fate — or at least avoid lender domination.

“It’s a bizarre alliance,” he said. “But perhaps it’s also pragmatic. Landlords are trying to preserve value and avoid complete liquidation.”

What Happens Next?

With the court having declined to approve the restructuring deal, all eyes are now on Hudson’s Bay’s lenders. They could move as early as this week to request receivership — a move the court has said it will consider if and when it happens.

Alternatively, lenders may choose to wait until April 7, at which point the remaining six stores could be included in the liquidation process.

“That’s the sword hanging over everyone’s head right now,” said Boutet. “Will lenders make a move, or will they wait to see how this plays out?”

For now, Hudson’s Bay is continuing liquidation sales, with steep discounts in stores that have become busy, if somber, destinations for bargain hunters. But the deeper issues — the future of the brand, the fate of its workers, and the impact on Canadian retail — remain unresolved.

“It’s a tragic endgame for an iconic retailer,” Boutet said. “And the next chapter will be written very soon.”

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